For many professional services firms in Nebraska, modernization isn’t about chasing the newest tool or reinventing the business overnight. It’s about making thoughtful changes that help teams keep up with evolving client expectations, support their people, and stay competitive in a changing market.
We heard that reality reflected clearly during a Tech Nebraska Summit conversation on modernizing professional services, moderated by David Tomlinson of Scoular and featuring leaders from across consulting, engineering, advisory, and technology-driven services:
While their organizations operate across different industries, the discussion converged around a shared understanding we hear often across Nebraska: modernization only works when it supports how people actually do their jobs.
Modernization Starts With the Work, Not Just the Tools
One of the clearest themes from the conversation was how modernization efforts tend to stall when they begin with software instead of operations.
Across Nebraska firms, progress often starts by asking practical questions:
- Where does work slow down?
- Where are handoffs unclear?
- Where is information getting stuck with individuals instead of systems?
Ryan Wade shared, technology decisions are far more effective when firms first understand how work actually moves through the organization, rather than trying to layer new systems onto old processes.
Only after that clarity exists do tools, including AI-enabled ones, begin to create real value. In this context, modernization becomes less about “going digital” and more about reducing friction and creating consistency.
Client Expectations Are Forcing Change Faster Than Internal Pressure
Another theme echoed throughout the session is that modernization is often driven by clients rather than driven by internal strategy.
Clients of professional services increasingly expect:
- Faster turnaround times
- Clearer communication
- Better visibility into progress
- More consistent experiences across teams
Kelli Kramer noted that clients now bring expectations shaped by experiences in other parts of their business, pushing firms to rethink how information is shared, tracked, and communicated.
Instead of asking, “What system should we upgrade?” leaders are asking, “What does the client need to see or understand more easily?” That shift reframes modernization as a service improvement effort, not just an internal efficiency project.
AI Is Showing Up in Practical Ways
AI surfaced repeatedly throughout the conversation, often in grounded, pragmatic ways that reflect how Nebraska firms tend to adopt new technology.
Rather than grandiose experiments, panelists described AI within our state being used to:
- Draft and summarize documents
- Support research and analysis
- Improve internal knowledge sharing
- Reduce repetitive administrative work
Jim Dolinski emphasized that AI is most valuable when it removes low-value work from people’s plates, giving teams more time to focus on judgment, problem-solving, and decision-making.
Across the discussion, AI was consistently framed as a support tool, not a replacement for expertise. In industries built on trust and relationships, AI works best when it augments individuals rather than attempting to replace them.
Data Is Becoming a Shared Asset, Not a Byproduct
Alongside AI, panelists highlighted the importance of shared data visibility.
In many legacy professional services models, data can often live in inboxes, spreadsheets, or disconnected systems. That fragmentation makes it harder to manage workloads, spot patterns, or adapt quickly.
Jacob Larson shared how increased access to shared data changes how teams coordinate and make decisions. When information is visible across projects and roles, organizations can operate with fewer surprises and more confidence.
The goal isn’t perfect data. Instead the goal is usable data that helps teams understand what’s happening and respond more effectively.
Talent Expectations Are Shifting Alongside Technology
As tools evolve, so do expectations for talent.
Panelists described how modernization is reshaping what firms look for in employees. Technical skills still matter, but adaptability, communication, and critical thinking are becoming just as important, especially as AI takes on more routine work.
Across Nebraska, firms are responding to talent shifts by:
- Investing more in upskilling existing staff
- Rethinking what “entry-level” means
- Prioritizing people who can learn and adjust as tools continue to change
Modernization, as the panel made clear, is as much a workforce challenge as it is a technology one. This sentiment was also echoed during the Startups and Beyond panel at the 2025 Summit.
Change Management Is Often the Real Bottleneck
Technology is rarely the hardest part of modernization, adoption is.
Panelists emphasized that introducing new tools, especially AI-enabled ones, require leadership buy-in, clear communication, and patience. Moderator David Tomlinson underscored that firms that succeed tend to involve teams early, explain why changes are happening, and roll out new systems incrementally.
Without that groundwork, even the best tools struggle to gain traction.
Modernization, Done Intentionally
Modernization looks different across organizations, but the goal is often the same: supporting individuals and teams, improving how work gets done, and meeting evolving client expectations.
For Nebraska’s professional services organizations, the most effective changes are practical, thoughtful, and rooted in how teams already operate. When modernization is grounded in real work and real needs, it creates lasting impact.
