TLOMA Today

The TLOMA Conference Committee is hard already at work preparing for the 2026 Conference in Hamilton, and we couldn’t be more excited! This year brings a fresh twist—not only is Hamilton a brand-new venue for us, but the Hamilton Convention Centre has recently undergone a full makeover. It’s modern, vibrant, and ready to welcome TLOMA.

One of the best parts? It’s so close to Toronto that we hope all TLOMA members will take advantage of the easy commute and join us for what promises to be a dynamic and inspiring experience.

We’re also listening. What would you like to learn about? Your input helps shape the sessions and ensures we’re delivering value that matters to you.

And due to the overwhelming success of last year’s Expertise Exchange, we’re thrilled to announce it’s coming back! Whether you’re looking to share your knowledge or soak up insights from others, this is your chance to connect, collaborate, and grow.

So, what would you like to talk about? Drop us a line—we’re all ears.

SAVE THE DATE: September 22-24, 2026

2026 TLOMA Conference | Home

I am a bit late with my President’s message. I started writing it last week, but decided that I would wait until after the World Series was finished. Much of the city, the province, the country have been glued to the Blue Jays. It was an epic World Series against the defending champions, the L.A. Dodgers. Our beloved Blue Jays made us proud. I am sure that at the start, the Dodgers thought it was going to be a walk in the park playing against this Toronto team. They soon learned that the Blue Jays were a force to be reckoned with. The Blue Jays epitomized the expression: there is no “I” in team. A big Thank You goes out to the Toronto Blue Jays for a wonderful season.

November brings us closer to the end of the year. Firm budgets are in the works and year end holiday celebrations are being organized. Our TLOMA SIG leaders are busy at work providing us with quality webinars in November. Please check the TLOMA website for the upcoming webinars in Marketing, Technology and Finance.

Reminder: Renew before December 31 to enjoy the 2025 membership rate of $450 + HST.  The new membership rate of $475 + HST takes effect on January 1, 2026.  I am also pleased to confirm that TLOMA will continue the first-time new member category for 2026: the rate will be $375 + HST.  Recommend a colleague to join the TLOMA community of legal leaders.

I am looking forward to our TLOMA Holiday Networking Event on November 25 at Black and Blue restaurant at First Canadian Place. 

• Draft and document your contingency plan from an IT and compliance perspective.
• Set up secure digital succession workflows.
• Audit and test data recovery processes.
• Implement cloud systems aligned with LSO requirements.

Next Steps

Now is the ideal time to prepare. We can help your  firm assess readiness, document your systems, and design an IT-enabled Client Contingency Plan before the new rule takes effect.

The Superior Court of Justice recently released two decisions which look at the enforceability of termination clauses within employment contracts: Li v. Wayfair, 2025 ONSC 2959 (“Li”) and Chan v. NYX Capital Corp., 2025 ONSC 4561 (“Chan”). While both cases involve similarly worded termination clauses, the Court arrived at different conclusions about their enforceability. In the more recent case, Chan, the Court found the termination clause unenforceable and awarded the employee greater severance payments than the termination clause purported to provide. These cases highlight the need for employers to remain up-to-date with case law developments to ensure the termination language in their employment contracts remain legally enforceable.

Background

In both Li and Chan, the employees had signed employment contracts containing termination clauses which attempted to limit their termination entitlements to the minimum standards under the Ontario Employment Standards Act, 2000 (“ESA”). The Court came to different conclusions surrounding its enforceability based on legally nuanced reasons.

i. Chan v. NYX Capital Corp., 2025 ONSC 4561

In Chan, the termination clause stated:

“The Company may terminate your employment at any time without any obligation to you on account of notice or pay in lieu of notice, severance pay, or other obligation, other than accrued amounts owed to the date of termination.”

The employer relied on this language to provide the employee with their ESA minimum entitlements upon termination. The employee sued the employer for more severance, arguing the termination clause was unenforceable and he was entitled to more under the common law. The Court agreed with the employee and found that the language used in the termination provision was invalid because the reference to termination “at any time” allowed the employer to terminate in circumstances that were prohibited under the ESA. Under the ESA, termination in reprisal for attempting to exercise a right under the ESA, and upon an employee’s return from a statutory leave, are prohibited. Therefore, the termination provision contravened the ESA and was therefore unenforceable.[1]

Furthermore, the Court found the termination clause void because it attempted to terminate Chan without notice or severance in circumstances where he would be so entitled under the ESA. Under the ESA, the employer can only terminate without notice or pay in lieu of notice if the employee is guilty of wilful misconduct, disobedience or wilful neglect of duty that is not trivial and has not been condoned by the employer. The termination clause did not contain this limitation. The Court therefore considered this an attempt to contract out of the ESA, which rendered the contract void. Absent an enforceable contract, Chan was entitled to severance under the common law and awarded a three months’ notice period.

ii. Li v. Wayfair, 2025 ONSC 2959 

In Li, the employer dismissed the employee and paid the ESA minimum termination payments, relying on the termination clause. The employee sued the employer for greater severance, arguing the termination clause was unenforceable. The termination clause stated,

“The Company may terminate your employment at any time for Cause without notice, pay in lieu of notice, severance, benefits continuance or other compensation or damages of any kind […] unless expressly required by the ESA in which case only the minimum statutory entitlements will be provided.”

Cause was defined as,

“Any willful misconduct, disobedience, or willful neglect of duty that is not trivial and had not been condoned by the company and that constitutes “cause” under the ESA”.

In the lawsuit, the employee argued the termination provision violated the ESA because its definition of “Cause” failed to meet the standard under the ESA and it allowed for termination “at any time” when the employer’s right to dismiss an employee is not absolute under the ESA. Absent an enforceable termination clause, the employee was entitled to greater severance under the common law.

The Court held that the termination clause complied with the ESA because it clearly and repeatedly indicated payments will be made “as required by” or “under the ESA.” The Court dismissed the employee’s claim for more severance under the common law.

Key Takeaways

The Court came to different conclusions in Li and Chan despite the termination clauses at issue being similarly worded. The case law surrounding termination clauses continues to evolve and employers would be well-advised to seek legal advice when drafting their employment contracts to ensure they are up-to-date with legal developments at all times.

It's 8:47 AM on a Monday morning. Your receptionist tries to open the practice management system. Nothing happens. An associate attempts to access a client file. The document won't load. Within minutes, screens across your Toronto law firm display the same chilling message: “We copied sensitive company documents and encrypted your systems. If you do not follow the recovery procedure at XYZ Negotiation Portal within 48 hours, we will publish the stolen files on our leak site and send them to your partners.”

Your firm just became a ransomware victim.

This scenario plays out at North American law firms with alarming regularity. In the first quarter of 2024 alone, ransomware attacks on law firms increased by 30%, with average ransom demands exceeding $500,000. The average cost of a data breach for law firms in 2024? $5.08 million. Even when ransoms aren't paid, recovery costs spiral quickly when you factor in downtime, forensic investigation, client notification, and reputation damage.

The question isn't whether your firm will be targeted. It's whether you'll be ready when it happens.

Why Ransomware Loves Law Firms

Attackers target law firms for three reasons. First, you hold valuable data. Client files, financial records, privileged communications, and trust account information are worth far more on the dark web than typical business documents. Second, you operate under tight deadlines. Court dates don't get postponed because your systems are down, creating pressure to pay quickly. Third, many Ontario firms still run outdated systems without proper backup protocols.

The attacks themselves have become disturbingly sophisticated. Gone are the days of obvious phishing emails riddled with spelling errors. Modern ransomware campaigns use social engineering that would fool anyone. Attackers research your firm, identify key personnel, and craft messages that reference real cases, actual clients, and current matters. They wait for moments of high stress when people are rushed and less cautious.

Prevention: Building Your Defence

The good news? Most ransomware attacks succeed because of preventable vulnerabilities. Address these gaps, and you'll eliminate the majority of your risk.

Start with multi-factor authentication on every system that touches the internet. Email, practice management software, remote desktop connections, and cloud storage all need this protection. A stolen password becomes useless when attackers can't bypass the second authentication factor.

Your backup strategy needs three components: automated daily backups, offline storage that ransomware can't reach, and regular testing to confirm restoration actually works. Too many firms discover their backups are corrupted only after an attack. Test your restoration process quarterly at minimum.

Patch management sounds boring until ransomware exploits a vulnerability you could have fixed three months ago. Windows updates, application patches, and firmware upgrades need to happen consistently. Outdated systems are open invitations to attackers.

Email filtering also deserves attention and investment. Modern solutions use artificial intelligence to detect sophisticated phishing attempts that traditional spam filters miss. They analyze sender patterns, link destinations, and attachment behaviour to catch threats before they reach your staff.

Finally, network segmentation limits damage if attackers do break in. Your accounting system shouldn't connect directly to case management. Client portals need isolation from internal networks. When ransomware hits one segment, it can't spread everywhere.

Response: The First 24 Hours

Your response in the first day after discovery determines whether this becomes a manageable incident or a firm-ending catastrophe.

• Immediately disconnect infected systems from the network, but don't shut them down. Running systems provide forensic evidence about how the attack occurred and what data may be compromised. Pull network cables, disable WiFi, but leave computers powered on.
• Contact your IT support and cyber insurance carrier within the first hour. Your insurance policy likely includes incident response teams, forensic specialists, and legal counsel experienced in ransomware negotiations. These resources are worthless if you wait too long to invoke them.
• Preserve evidence before you start cleanup. Screenshots of ransom messages, logs from affected systems, and records of initial detection all matter for insurance claims and potential law enforcement involvement. Document everything.
• Assess the scope quickly but carefully. Which systems are encrypted? What data is affected? Are backups intact? Can you restore operations from those backups, or are they compromised too? This assessment drives every subsequent decision.

You'll need to notify the Law Society of Ontario if client data is involved. Affected clients deserve prompt, honest updates, but your staff needs guidance about what they can and can't discuss publicly. Craft these messages carefully, ideally with input from counsel experienced in data breach response.

Recovery: Getting Back to Work

Recovery begins before you restore a single file. Rushing back online without addressing how attackers got in means you'll face another attack within weeks. Here’s what you need to know:

• Forensic analysis reveals the attack vector. Was it a phishing email? An unpatched vulnerability? Compromised credentials? You can't prevent recurrence without knowing the entry point. This analysis takes days, not hours, but it's worth the wait.
• System restoration follows a specific sequence. Start with infrastructure (domain controllers, DNS servers, authentication systems), then move to production systems (email, practice management, document storage), and finally to individual workstations. Test each layer before proceeding to the next.
• Credential reset matters more than most firms realize. If attackers had access to your network, assume they harvested credentials. Every password changes. Every access token gets revoked and reissued. Every service account gets new authentication. This is tedious but necessary.
• Client communication continues throughout recovery. Set realistic timelines and meet them. Explain what happened, what you're doing about it, and how you'll prevent future incidents. Most clients appreciate transparency and proactive security improvements more than they punish honest mistakes.

The Real Cost

Direct ransom payments are usually the smallest expense. Most firms spend three to five times the ransom demand on recovery, even when they pay. For mid-sized businesses, the average cost of ransomware recovery runs around $40,000 to $75,000, while larger firms can face costs exceeding $200,000. Lost productivity during downtime? That varies, but firms typically lose two to three weeks of billable time across affected staff.

The hidden costs hurt worse. Client relationships suffer. Recruiting becomes harder when your firm is known for being breached. Malpractice insurance premiums increase. Some clients leave entirely, taking years of future revenue with them.

Moving Forward

Ransomware preparedness isn't about paranoia. It's about acknowledging that this threat is real, growing, and entirely manageable with proper preparation. The firms that weather attacks successfully aren't lucky. They're prepared.

Start small if your current security feels inadequate. Implement multi-factor authentication this month. Verify your backups next month. Schedule a security assessment the month after that. Progress beats perfection.

Your clients trust you with their most sensitive information. That trust includes keeping their data safe from criminals who would exploit it. The time to prepare isn't after the ransom message appears. It's right now, while you still have the luxury of planning instead of reacting.

As 2025 winds down and the holiday spirit builds, it’s easy to get swept up in celebrations and a much-needed break. Between vacations, client deadlines, and office closures, bookkeeping can easily fall behind at year's end. But once the last glass of eggnog is finished at the holiday party, the year-end rush arrives quickly, and it can hit harder than whatever the eggnog was spiked with!

Whether you’re a bookkeeper of a firm or perhaps you manage your own, here are 8 key points, in no particular order, to keep in mind as we head into the final stretch of the year, so you can enjoy the holidays without a backlog of LSO and CRA tasks waiting for you in January.

1. Reconcile All Accounts: Trust, General, and Credit Cards

Task: This should go without saying, but your main priority is to reconcile every trust and general account through the end of the year. This also includes reconciling your business credit-card statement with all current-year activity (typically this will include the January 2026 statement, as it often contains prior-year charges).

Purpose: Clean reconciliations support compliance and accurate reporting. Any variance, errors, or uncleared items that should not remain outstanding should be addressed before year-end to avoid CRA and LSO issues.

2. Review Trust Listing

Task: Identify negative trust balances and correct them immediately. Review trust balances for accuracy (don’t disregard balances just because they may be small/negligible). And review trust funds with no activity in the past 11 months (so they don’t hit the 12-month mark in December).

Purpose: Prevent trust violations and ensure inactive and unclaimed trust balances are addressed before they trigger reporting obligations with the LSO.

4. Review Expenses

Task: Review expense accounts to confirm proper categorization. Take this time to correct duplicates and mis-postings.

Purpose: Accurate expenses support clear reporting and reduce accountant adjustments later.

5. Tax Readiness (HST/GST)

Task: Run your HST/GST report and make sure all input tax credits are captured. Write off any uncollectible fees or disbursements so you do not overstate HST owing.

Purpose: Protects firm cash flow and ensures accurate tax reporting.

6. Review Receivables for Write-Offs

Task: Run your Aged AR report. Follow up on outstanding invoices, finalize billing where possible, and determine which receivables should be written off — provisionally or permanently.

Purpose: Clears outdated balances and improves financial accuracy going into the new year. Also assist with ensuring that HST is not unnecessarily overpaid.

7. Back Up, Organize, and Secure Data

Task: Many years ago, when most of my work happened in physical offices, I would close out the firm’s year by filling a banker’s box with all reports and source documents, labelling it “Bookkeeping Records – Year 20XX”, and storing it usually on the shelf. While our systems have evolved, the principle remains the same: preserve complete, organized records at year-end so they are accessible and so you're ready for the year ahead with a clean slate. Whether that “box” is on a shelf or stored in the cloud or locally on a drive, the purpose is still the same.

Purpose: Ensures audit readiness and provides clean documentation for the new year.

8. Prepare for New LSO Requirement

Task: This is a new item to put on your year-end task to-do list. Effective immediately and every year going forward, you must complete a Client Contingency Plan. Familiarize yourself with the Law Society of Ontario’s Client Contingency Plan requirement due March 31, 2026.

Purpose: Ensures you are ahead of the curve rather than scrambling as the March deadline approaches.

Details here: https://rb.gy/u1jq5y

Breathe — Then Execute

Though true year-end completion can only happen once December closes, the work you do now sets the tone for a smooth January and new year. A little structure and preparation today will position you for success when the calendar turns. Your year-end doesn’t have to be overwhelming. By tidying your records, addressing outstanding items, and ensuring key tasks are underway, you give yourself the gift of peace of mind. With the groundwork in place, you can enjoy the holidays knowing your books are organized, your compliance responsibilities are on track, and you are stepping into the new year with clarity, confidence, and control.

You’ve heard a lot about AI these past few years. But how are Canadian firms successfully evaluating the right AI tools for their work and getting their staff to use those tools appropriately? Francine Goldenberg, Director of Small and Midlaw for Thomson Reuters, explains what she’s seen work for firms like yours.

What strategic goals should law firms consider when adopting AI tools for their legal workflows?

Successful firms implementing legal generative AI solutions focus on defining clear strategic objectives that span multiple areas of practice improvement.

• Risk mitigation stands as a primary consideration, as our customers report that AI can identify up to 30% of issues that humans typically miss during document review, comparison, and information extraction processes. This capability directly addresses the critical need for reducing human error in legal work.
• Profitability enhancement represents another key strategic goal, achieved through freeing up valuable lawyer time for business development activities and enabling firms to pursue higher-value work that commands premium rates. AI implementation also reduces time spent on non-billable hours and law clerk work while minimizing write-downs by preventing them before proposals are submitted.
• Efficiency gains allow staff to focus on higher-value, strategic work, creating a foundation for competitive differentiation. Forward-thinking firms leverage AI to offer transparent pricing models based on AI-driven efficiency and market their technological capabilities to attract clients seeking innovation. This approach helps build a reputation as a progressive, forward-thinking organization.
• Customer service improvements naturally follow AI adoption, with firms delivering faster turnaround times and enhancing overall customer satisfaction and service quality. Future-proofing considerations include developing essential AI skills across the firm and ensuring continued relevance in an evolving legal landscape.

Additionally, AI adoption supports talent acquisition and retention by attracting tech-savvy legal professionals who expect modern tools and retaining younger lawyers who view AI proficiency as career-essential. The technology also reduces burnout by eliminating tedious manual tasks that can drain professional satisfaction.

What key questions should firms ask vendors when evaluating AI solutions for their legal workflows?

Firms that successfully select appropriate AI solutions conduct thorough vendor evaluations by asking critical questions across several key areas.

Vendor credibility assessment should include inquiries about:

• years of experience providing legal technology solutions,
• specific expertise in the legal market,
• available references,
• investment levels in their solutions, and
• whether Canadian lawyers contributed to the solution's development.

Integration capabilities require careful examination of how well the solution integrates with existing systems and workflows, along with identification of any compatibility issues with current technology stacks. Practical limitations demand attention to usage-based charging models, caps on usage or document upload limitations, restrictions on queries or follow-up questions, and potential hidden costs for updates, maintenance, or additional features.

Future-proofing considerations should address solution flexibility in adapting to future business needs, vendor commitment to ongoing innovation and improvements, and alignment between product roadmaps and future organizational needs. Data security and compliance questions must cover adherence to relevant legal and industry standards such as AODA and GDPR, security measures protecting sensitive data, organizational information usage for training purposes, internet sourcing of responses, and Canadian server locations.

Implementation support evaluation should examine the availability of personalized training sessions, resources for strategy creation and onboarding, vendor assistance in developing implementation strategies, regular check-in sessions for smooth adoption, and the accessibility and responsiveness of technical and customer support teams.

What are the best practices for successful legal AI integration and firm buy-in?

Firms achieving successful legal generative AI implementation follow comprehensive strategies that address both technical and human elements of change management. Setting clear expectations begins with transparent communication about what AI solutions can and cannot accomplish, establishing realistic parameters for success.

Stakeholder engagement proves crucial through providing users with platforms to express needs and concerns while actively involving them in planning and implementation strategies. This participatory approach builds ownership and reduces resistance to change.

Focusing on high-impact use cases requires conducting thorough analysis to identify time-consuming, low-value tasks suitable for AI improvement, particularly examining where time is spent on non-billable tasks. Ensuring use cases align with the firm's strategic goals creates coherence between technology adoption and business objectives.

Gradual implementation through a "crawl-walk-run" approach involves starting with a small number of use cases and scaling gradually as the organization becomes comfortable with the technology. This measured approach avoids overwhelming users while building their confidence in the system.

Champion identification involves recognizing enthusiastic individuals who can advocate for AI adoption and empowering these champions to lead by example and mentor colleagues. These internal advocates often prove more persuasive than external trainers or consultants.

Encouraging consistent usage requires implementing policies that promote regular use of AI tools, ensuring AI becomes integral to daily workflows rather than remaining an optional add-on. Recognition programs should highlight those using the solution effectively and communicate the benefits through meetings, newsletters, and internal websites.

Gamification techniques can organize contests or challenges that motivate users and facilitate adoption of new practices through friendly competition. This approach makes learning engaging while building familiarity with the technology.

Finally, gathering and acting on feedback involves regularly collecting user input to assess solution performance, identifying areas for improvement, and implementing continuous enhancements. Demonstrating responsiveness to user concerns and suggestions builds trust and encourages continued engagement with the technology.

Every law firm runs on trust. Clients share personal disputes, financial records, and proprietary data with the expectation that their information will remain secure and confidential. But as hybrid work, cloud platforms, and regulatory requirements evolve, that trust is being tested in new ways.

According to Statistics Canada, one in six Canadian businesses reported a cybersecurity incident in 2023. Meanwhile, a 2024 KPMG study found that nearly 70% of small and mid-sized organizations were targeted by cybercriminals in the past year.

For law firms where confidentiality is everything the stakes are high. A single breach can damage reputation, disrupt operations, and erode the trust that clients expect by default.

Today’s firms no longer balance just two priorities: productivity and protection. They must also navigate compliance. Together, IT, Cyber Protection, and Compliance have become interdependent forces shaping how modern law offices function every day.

So how can law firms maintain client trust while keeping their teams efficient and compliant in an increasingly complex environment?

The Converging Landscape

In the past, IT providers managed systems, cybersecurity teams guarded data, and compliance officers ensured regulations were met. Now, these lines have blurred. A gap in one area can quickly compromise another.

• IT keeps information flowing.
• Cyber Protection keeps it secure.
• Compliance ensures it’s all done responsibly.

Forward-thinking firms are embracing this convergence, recognizing that these aren’t competing priorities but collaborative disciplines. When they align, security becomes seamless, not obstructive.

What’s driving this shift is the increase in both data privacy laws and cyber insurance requirements. Firms are now expected to demonstrate not just good intentions, but documented proof of how they manage, protect, and retain client’s data and money. These evolving standards mean that compliance isn’t just about ticking boxes; it’s about ensuring clients and regulators can trust every digital interaction.

Here’s how leading firms are finding balance between productivity and protection while staying compliant.

Making Protection Transparent and Workflows Simple

One of the biggest challenges any law firm will face, is implementing strong protection without creating friction. Processes and technology should simplify a lawyer’s day, not complicate it.

By adopting best practices and leveraging modern practice management systems, firms can embed protection into the way work gets done. These systems centralize communication, document management, and client data in one secure, compliant environment.

That kind of transparency makes it easy for lawyers to stay both secure and efficient. They can focus on casework and client service instead of juggling passwords, storage systems, or compliance checklists.

Practice Management Solutions: Powerful, But Not Plug-and-Play

Practice management solutions can be transformative for law firms, centralizing sensitive data, automating compliance tasks, and embedding security into daily workflows. These platforms make it easier for lawyers to work efficiently and securely, supporting both regulatory requirements and client trust. However, it’s important to recognize that no technology is a magic bullet. The effectiveness of any practice management system depends on proper configuration, ongoing training, and active oversight. Without these, even the best solutions can leave firms exposed to risk or regulatory gaps. Success comes from aligning technology with people and processes—making sure the system is set up correctly, staff are well-trained, and regular reviews are conducted to maintain compliance and security.

In a profession where time is billable, ease of use equals adoption. And when protection is part of the workflow, not a barrier to it, firms achieve the balance they’ve been striving for.

Bringing Security into Daily Practice

For many firms, the real challenge isn’t awareness; it’s application. Everyone knows cybersecurity matters, but in the rush of client meetings, filings, and deadlines, good habits can slip. That’s why the most effective security programs are built around how lawyers actually work.

This might mean secure, single sign-on tools that reduce password fatigue, or automating compliance logs so teams don’t spend hours on documentation. Some firms even appoint “security champions” within departments to make sure awareness doesn’t fade after annual training.

The goal is progress through consistency because lasting protection comes from well defined processes that require steady practice. When protection is built into daily practice, it becomes second nature. That’s where technology and culture meet: the right systems make the right actions effortless.

And when security feels natural, not forced, compliance follows naturally too.

From Reactive to Resilient

So where should firms begin?

It starts with a shift in mindset; from reacting to threats to building resilience.

Firms that thrive in this new digital landscape share three key principles:

• Awareness: Everyone understands their role in protecting client data.
• Integration: Security and compliance are woven directly into daily workflows.
• Proactivity: Regular reviews, audits, and training sessions prevent issues before they arise.

Resilience isn’t about more tools, it’s about smarter alignment between people, systems, and strategy.

Looking Ahead: The Transparent Future of Protection

As artificial intelligence, automation, and cloud platforms continue reshaping the legal industry, the firms that succeed will be those that make safe practices inevitable.

The future of cybersecurity in law isn’t about restricting access; it’s about creating secure-by-design environments where compliance happens automatically, data stays protected by default, and lawyers can serve clients confidently anywhere.

That means choosing technologies and partners that make security and compliance easy to do right, not something extra to remember.

Confidence in Every Case

When IT, Cyber Protection, and Compliance work together, law firms gain a powerful advantage: clarity. Teams collaborate securely, compliance happens naturally, and clients trust that their information is handled with diligence and care.

In a world where the workplace is increasingly complex and the risks are higher than ever; the goal isn’t to make lawyers security experts it’s to make security effortless.

In short, the most successful firms make protection invisible, compliance automatic, and productivity unhindered.

Because in today’s legal world, cybersecurity isn’t just about defense, it’s about enabling the freedom to work confidently.

Want to see where your firm stands?

Take a quick self-assessment to measure your firm’s cybersecurity, compliance, and productivity readiness.

👉 Check Your Firm’s Readiness (PDF)

1. Tell us a bit about your company.

Jelly Marketing is a full-service digital marketing agency with over 10 years of experience helping law firms and professional services grow. We’ve been trusted by law firms for over a decade because of our transparency, strong client relationships, clear communication, and measurable results. Our areas of expertise include Digital Ads, SEO, Social Media, and PR.

2. What makes your product or service a good fit for the legal sector?

We focus on helping law firms connect with qualified leads first – those who are actively searching for their services and ready to take action. From there, we build broader awareness to reach future clients and referral sources.

Our approach is rooted in transparency: we act as an extension of our clients’ teams, providing 24/7 dashboards that show real-time results and weekly reports highlighting wins and actionable insights. For over a decade, law firms have trusted us to deliver measurable growth while maintaining strong, collaborative relationships.

3. What’s one recent success story or project you're especially proud of?

We recently worked with a law firm that had been paying another agency over $10k a month for poor service. There was no proper reporting, tracking, or conversion setup in place. After conducting a comprehensive audit and resolving these issues, we successfully doubled their lead volume while significantly reducing their cost per lead. Today, the firm has full visibility into exactly how many leads they’re generating and which channels are driving the best results.

4. What are some common challenges you help law firms solve?

We help law firms generate quality leads, improve their SEO, manage social media and PR efforts, and support their websites. Our goal is to provide clarity, measurable results, and strategies that truly work.

5. Why did you choose to partner with TLOMA?

We have a long history working with BCLMA and wanted to continue offering our services to firms across Canada while supporting the administrators who do so much for their teams. Partnering with TLOMA allows us to connect with and give back to this important community.

6. What advice would you offer legal professionals navigating today’s evolving workplace?

You’ll hear a lot about AI, and it’s important to understand how and when to leverage it for things like SEO and Digital Ads—whether it’s for citations, asset creation, or productivity. Closed AI tools can also be a huge boost to efficiency if used thoughtfully.

7. What's something most people wouldn’t guess about you or your company?

One of my favourite things to do now is create AI-generated songs. Not sure what that means? Ask me!

8. If your company had a theme song, what would it be?
Started From the Bottom by Drake! Just like how we help our clients get higher in Google’s rankings!

9. When you're not working, where would we find you?

I live in Fort Langley, BC with my wife and four children. Outside work, I enjoy mountain biking, swimming, growing dahlias, painting with watercolours, and reading YA novels. Professionally, I run workshops, and volunteer on the board of the Digital Marketing Sector Council, NPower Canada, and my local charter community, Waceya. I also edit IndigenousSME, freelance for publications like BCBusiness, Future Economy, Globe & Mail, Forbes, and Entrepreneur.

10. How can TLOMA members connect with you?

Connect with me on LinkedIn: https://www.linkedin.com/in/dariankovacs or visit our website: https://jellymarketing.com/

11. What’s one trend you’re watching closely in the legal industry?

AI citations. As more people use AI instead of traditional search engines, we’re actively exploring ways to get law firms featured on platforms like ChatGPT, Copilot, Gemini, and more.

12. What’s a common misconception about your product/service that you’d like to clear up?

Many people assume that spending more always leads to better results. We’ve learned that properly setting up tracking, strategy, and targeting can be just as impactful—and often more effective—than simply increasing spend.

13. What’s the best compliment you’ve ever received from a client?
That we're part of their team, reliable, always there, and trustworthy.

14. As a new partner with TLOMA, what are you most looking forward to?

I’m excited to connect with TLOMA members and help ensure everyone is being well supported. Whether it’s our agency, an in-house team, or another partner, we want to make sure that people feel confident in their efforts and that every marketing dollar is used wisely.

15. If you had a magic wand to instantly improve one thing in law firm operations, what would it be?

If I had a magic wand, I’d ensure every law firm had perfect tracking in place. Too often, firms are investing in marketing without truly knowing what’s working and what’s not. With proper goal tracking and analytics, firms can clearly see where their leads are coming from, which channels are most effective, and how to make every marketing dollar count.