Top Legal Executives

Dr. Levente Antal Szabó is partner and head of LeitnerLaw Szabó & Partners. In recent years, his work has focused on advice offered to family businesses, corporate transactions and competition law. His objective is to make organizations sustainable by giving legal advice and help generations to pass on the baton without a hitch.

In 2024, he decided to work more closely with LeitnerLaw|LeitnerLeitner because LeitnerLaw Rechtsanwälte of Austria is the region’s market leader in the field of succession and estate planning law for medium-sized companies, including family businesses and their owners, thus Levente’s team will have the opportunity to use their previous experience at EU level.

He likes to create freely, to draw in his leisure time, and since the automotive industry is one his main interests, he loves to read about the development of cars and the sector. But he also likes to deal with management theory and practice, in particular the future of knowledge-based organizations.

1)  AI is disrupting the world as we know it. How has you firm been adapting to this transformation to harness the advantages of the technology?

I have always been keen to use the latest legaltech solutions in our work. Back when I was running my one-shareholder office, I spent a significant portion of my revenue on legaltech R&D. As the member of LeitnerLaw|LeitnerLeitner group, we can experiment in a unique way with the integration of the most modern solutions into our services, as the change is of such a magnitude that only the largest ones can follow with their own resources. 

The international background of our group ensures that we develop solutions that provide an adequate response to all data protection and data security risks related to the use of AI. In addition, the world of so-called “rule-based” technological solutions continues to exist alongside AI: e.g. document automation, in which we have very robust solutions. And this duality will remain for a long time, so we haven't stopped our "traditional" legaltech developments either. 

It's a bit like comparing electric and internal combustion engine cars: we are advocates of fast, but not reckless developments, and we don't plan to replace our proven and efficient tools with AI solutions for the time being.

2) How does the widespread use of digitization and AI affect your headcount and revenues?

Primarily the positions of junior and backoffice colleagues who do not use new technology tools “natively” are threatened. We would like to provide an opportunity for those who are ready to develop which will increase the costs for training and development. During training, we focus on two aspects: the safe use of technology, and the development of a systems approach. 

The answers given by AI must be treated with due criticism – for example, the hallucination effect which only a lawyer who thinks in terms of systems can override. On the other hand, the time limitation of AI must also be covered by critical human thinking (AI knowledge cut-off), precisely because of the very rapid changes. Using the car industry example again: we must be able to drive better than AI in crucial situations, but it can provide a lot of convenience functions in the daily routine work.

It will touch the revenues coming from repetitive work, as well as “classic” consulting that answers simple questions routinely. Oftentimes the client is the one who asks AI first and use us as a ‘second opinion’ source. Since a significant part of our revenue comes from high-value-added consulting, we are not worried about the changes, which is not necessarily true for all segments of the market.

3) What impact is the EU AI Act going to have on the Hungarian legal landscape and the day-to-day operations of your clientele?

First of all, everyone needs to understand exactly how the AI Act affects them. 

Of course, our office is involved as an AI system developer. In addition to understanding their own role, it is particularly important for our clients to refrain from prohibited AI practices (e.g. emotion recognition, AI only hiring decisions, social scoring) and to take appropriate measures to manage the risks (e.g. staff training, Documentation of AI usage, human oversight, post-training assessment).

4) Where is the legal market heading? Is there more consolidation on the horizon, or do independent boutique firms have a chance to make it big with the help of cutting-edge technology?

I have already tried all versions and sizes in the legal business: from small boutiques to medium-large offices. Perhaps the difference is that as a small office you have to be very smart with the allocation of resources, there is no room for error.

Of course, the market is expected to become more concentrated, and the axis of concentration will certainly be who will be able to operate this new “hybrid” world well and who will not. I continue to believe in the personality of small-medium offices, in other words: it is not the size that matters, but the entrepreneurial and innovative spirit.

5) How do you rate the incoming talent pool of fresh graduates?

Many complain in general that this new generation is difficult to deal with (unwillingness to work overtime, attention deficit disorder, moderate motivation, affection for job hopping, etc.).

I see it very differently. I really like working with young people. They are much more open-minded and know things at a much younger age than we did. There are enthusiastic juniors, at most they lack yet precision and a systematic approach, but this can be changed with the help of seniors.

Although it is a fact that their attitude to work is different. They no longer sacrifice their entire lives on the altar of work, as we did, but today I also think that this is not a problem at all. Perhaps they are the ones who show us the way to find a balance between work and private life, because we did not know and still do not know this today. And if conflicts arise due to the attitudes of different generations, we strive for empathy. We are learning to live together in the world of work as well.