8 LEXPERT
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2018
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WWW.LEXPERT.CA
Castiel, Peter Stikeman Elliott LLP
(514) 397-3272 pcastiel@stikeman.com
Mr. Castiel is a partner in the Corporate Group and is a member of the firm's
Partnership Board and Executive Committee. His practice focuses on cross-
border M&A and corporate financings. He has extensive expertise in advising
private equity funds, sovereign wealth funds and leading public and private
companies in connection with acquisitions, divestitures and investments.
Carfagnini, Jay A. Goodmans LLP
(416) 597-4107 jcarfagnini@goodmans.ca
Mr. Carfagnini is head of the firm's Corporate Restructuring Group,
widely regarded as the leading restructuring group in the country for
over 17 consecutive years. His practice includes a focus on corporate
reorganizations, with an expertise in cross-border and international
transactions involving the US and the UK. He has been an advisor
in most recent major Canadian restructurings.
Carelli, Robert Stikeman Elliott LLP
(514) 397-2408 rcarelli@stikeman.com
Partner and head of the Montréal Securities Group. His practice focuses
on securities, corporate finance, public and private M&A and corporate
governance. He advises issuers and underwriters on public offerings and
private placements, purchasers, boards of directors and private equity funds
on M&A transactions, and public issuers and securities dealers in connection
with securities matters.
Burgoyne, Terrence R. Osler, Hoskin & Harcourt LLP
(416) 862-6601 tburgoyne@osler.com
Mr. Burgoyne advises Canadian and international clients on complex,
multi-jurisdictional transactions primarily involving private M&A, cross-border
transactions, JVs and strategic alliances in the manufacturing, financial,
travel, retail and services sectors. He also serves as General Counsel
to Osler.
Buckingham, Janice Osler, Hoskin & Harcourt LLP
(403) 260-7006 jbuckingham@osler.com
Ms. Buckingham is Chair of the Oil & Gas practice, which focuses on
the development, acquisition and divestiture of complex energy projects,
infrastructure and investments in Canada, including LNG export projects.
She advises on aspects of independent power development and
on contractual issues arising from industry standard agreements.
Bryce, Douglas A. Osler, Hoskin & Harcourt LLP
(416) 862-6465 dbryce@osler.com
Mr. Bryce is a partner in the firm's Business Law group, focusing on mergers
& acquisitions and securities law matters, and has acted on a number
of Canada's highest-profile M&A transactions. He is currently the National
Managing Partner of Osler, Hoskin & Harcourt LLP.
LEXPERT-RANKED LAWYERS
technological tools has been driven by our ap-
proach to the practice of law. … Using reliable,
state of the art technology is an important part of
providing high-quality client service."
e more lawyers learn about AI, and use it, it
seems, the more they see its potential applicabil-
ity for clients. Leanne Krawchuk from Dentons
Canada LLP, told Lexpert: "We took a big step to-
wards this in founding Nextlaw Labs, a business
accelerator focused on investing in, developing
and deploying new technologies to transform the
practice of law. ese new technologies, several of
which involve AI for tasks such as legal research
and contract reviews, are focused on streamlin-
ing processes and boosting efficiency, which
should translate into cost savings for our clients.
I am looking forward to being able to use these
AI technologies for data site reviews and search
result summaries in our M&A deals once they
are ready for deployment. AI is expected to speed
up the pace at which we can complete a lot of the
Due Diligence. Hopefully, it will also enable us
to prepare more useful Diligence Reports in rela-
tion to the contracts posted to a data site in a way
that that can be tailored to address or highlight
certain areas of risk that a client may be most con-
cerned about."
But how will humans and machines learn from
each other in order to advance AI for clients'
benefit? At SpendMatters.com, Pierre Mitchell
defines "machine learning" in a way that bears
reference to this discussion. Machine Learning,
he writes, "refers to computers that 'learn' from
the data they process rather than relying on hu-
mans for rules-based procedural programming to
act upon that data. It not only discovers patterns
in data but also specifically helps correlate various
data inputs and key data outputs, which helps en-
able predictive analytics."
e level of input from humans that goes into
machine learning can be placed into two streams.
Mitchell explains: "In a 'supervised learning' ap-
proach, human experts determine the outputs
and the system 'learns' how to mimic the human
experts, as well as uncover latent variables and in-
teractions that humans wouldn't have spotted on
their own. 'Unsupervised learning' doesn't rely on
humans for direct training and stretches into the
realm of deep learning."
ere will be a place for both supervised and
unsupervised machine learning as AI evolves in
the context of providing legal services, especially
in Due Diligence and analogous voluminous ele-
ments. Humans will continue to develop and in-
put the requirements of traditional tasks, so that
they can be performed faster and more reliably.
On top of that, however, there is the potential for
computers to go deeper, and make discoveries that
we did not know to ask for.
