In the second episode of our Global Regulation Tomorrow Plus mini-series on artificial intelligence in financial services, Matthew Gregory and Simon Lovegrove discuss the Mills Review.
Listen to this episode here.
In the second episode of our Global Regulation Tomorrow Plus mini-series on artificial intelligence in financial services, Matthew Gregory and Simon Lovegrove discuss the Mills Review.
Listen to this episode here.
This week, the EEOC sent a strong message to corporate America when it went to federal court to force Nike to turn over years of documents tied to allegations that its DEI programs discriminated against White employees.
The EEOC isn’t suing Nike for discrimination—at least not yet. Instead, it has filed a subpoena enforcement action…
Davos, Switzerland: Axios House
With all the pitches one expects to hear amidst the rarefied air of Davos, a business plan from Jason Bourne probably isn’t one of them. Yet, there on stage was Matt Damon, alongside his co-founder Gary White, not to promote a film, but to deconstruct a global crisis with the precision…
Given that OpenClaw has already been around for roughly two weeks, this article might be a bit slow to market. It is nonetheless useful to reflect, I think, on what this lobster-themed, open-source personal assistant app is and what implications it might hold for law firm business models. To me, the OpenClaw saga (so far)…
The Masters Conference, which just two months ago announced new leadership and plans to launch a new division, Masters AI Legal, today announced that it has partnered with Cat Casey, founder of The TechnoCat, a consulting and speaking practice focused on legal AI, and former chief growth officer at Reveal. Casey will anchor Masters AI…
AI agents have arrived. Although the technology is not new, agents are rapidly becoming more sophisticated—capable of operating with greater autonomy, executing multi-step tasks, and interacting with other agents in ways that were largely theoretical just a few years ago. Organizations are already deploying agentic AI across software development, workflow automation, customer service, and e-commerce, with more ambitious applications on the horizon. As these systems grow in capability and prevalence, a pressing question has emerged: can existing legal frameworks—generally designed with human decision-makers in mind—be applied coherently to machines that operate with significant independence?
In January 2026, as part of its Tech Futures series, the UK Information Commissioner’s Office (“ICO”) published a report setting out its early thinking on the data protection implications of agentic AI. The report explicitly states that it is not intended to constitute “guidance” or “formal regulatory expectations.” Nevertheless, it provides meaningful insight into the ICO’s emerging view of agentic AI and its approach to applying data protection obligations to this context—insight that may foreshadow the regulator’s direction of travel.
The full report is lengthy and worth the read. This blog focuses on the data protection and privacy risks identified by the ICO, with the aim of helping product and legal teams anticipate potential regulatory issues early in the development process.
Five months ago, I published “The Transformation Triangle: A New Blueprint for Competitive Advantage in the AI Era.” The thesis was straightforward: in a world where AI capabilities commoditize overnight, sustainable competitive advantage requires the strategic integration of tools, expertise, and education—not just one, but all three working in concert.I wrote then:…
The economies of China and the United States are closely connected, with strong trade relationships and mutual dependencies. As both countries compete for leadership in important areas like artificial intelligence, supercomputing, and high technology, Chinese companies operating in the U.S. are encountering a more complicated regulatory landscape, particularly concerning export controls and sanctions. These strict…
In a year of significant regulatory, geopolitical, technological and macroeconomic turbulence, boards have had to manage through an environment of uncertainty. Unpredictability caused by frequent policy shifts and evolving expectations and demands from governmental and market actors added complexity to the array of demands that a modern public company board must address. Yet there were…