In a 25-year career spanning law and corporate governance, the profession has evolved from a compliance-focused role to a strategic one, driven by increased legislation and the King codes developed over three decades in South Africa. The company secretary transformed from a custodian of process into the conscience of the boardroom, making South Africa a net exporter of governance thinking, with principles like integrated reporting and stakeholder-inclusive capitalism inspired by local drafts. In-house lawyers moved from documenting decisions to shaping strategy and weighing reputation alongside regulation. Now, AI is testing the profession’s capacity for reinvention, requiring governance to oversee not just human decision-makers but also the systems that decide alongside them. The old instruments designed for human judgement must be rebuilt for partly machine judgement. Contrary to predictions of a cautious "no," law and governance have become among the most serious adopters of AI in professional services, using it in core work such as research, drafting, due diligence, contract review, and board-pack analysis. This disciplined adoption demonstrates to other functions that responsible use is possible, positioning AI as the next, and possibly most consequential, chapter in the profession's evolution.