Lawyers cannot ethically bill for time they did not spend. But they can price for the value they deliver. AI forces a decision between the two models.

We propose a three-part framework: identify tasks where AI dominates, price those as fixed components; preserve hourly billing for genuinely bespoke judgment; and share some efficiency gains transparently.

Firms adopting this approach report stable or improved margins, because volume increases as clients send more work at predictable prices.

Pricing is a strategic capability. The firms that develop it will define the post-hourly market.