Farah Hirth, Director of AI and Technology, GAIN
AI has officially shown up to the personal injury world’s most stubborn choke point: the in-between. The stretch where an injured person needs care now, a law firm needs momentum and documentation, and a provider needs confidence they’ll actually get paid.
Yet, everyone is stuck. Stuck waiting on phone calls, follow-up emails, missing paperwork, and manual status checks. It’s three industries colliding inside one broken workflow, and every delay quietly compounds: appointments slip, cases drag, and trust gets strained.
For example. In the 75 largest U.S. counties, personal injury cases take just over a year and a half on average to resolve.
That’s the tension GAIN has been built around since 2011. First as a way to help plaintiffs bridge the financial gap while a case crawled toward settlement, then expanding in 2016 into a full platform for servicing Letters of Protection (LOPs). This way, people without adequate insurance coverage can still access quality medical care.
Today, GAIN operates as a connected ecosystem—Platform, Managed Services, and Financial Solutions—linking attorneys, healthcare practices, and patients in one place. All with AI-enhanced tools designed to reduce administrative burden and keep cases moving.
But Here’s the Twist
In a business that runs on reputation and relationships, the goal isn’t to replace humans with robots. It’s to make sure the human moment doesn’t get left behind. Think conversations with a provider, the reassurance to a patient, and that quick clarity a case manager gives a firm. It’s about ensuring none get buried under tedious repetition and preventable bottlenecks.
What Next, and Is AI the Ultimate Growth Engine? Only When Teams Stops Blindly Chasing Its Potential.
In 2026 CIO.com analysis on AI revenue expectations and the gap between excitement and execution, Farah Hirth, GAIN’s Director of AI and Technology, pushed back on the idea that AI is automatically a growth engine. She framed the upside as real, but only when teams stop chasing broad promises and start solving specific workflow friction.
“It makes sense that executives expect revenue gains from AI, though some do overhype it as a cure-all,” she told CIO. “The organizations that will truly benefit are those that treat AI as a tool for targeted problems — not a strategy unto itself.”
In her view, waiting is its own risk. “I don’t think you can afford to be pessimistic,” she adds. “People might say you’re hyping it up too much, but I’d rather overhype it and see what could be done with it than under hype it and fall behind because I didn’t want to try it.”
In the below interview, we dig deeper. Hirth walks through how GAIN embeds AI behind the scenes, cleaning up the messy operational middle, tightening follow ups like appointment scheduling, and protecting the relationship first nature of personal injury work. This way, the system feels more responsive to everyone it’s supposed to serve.
Q: Set the scene here. What’s the core goal of AI at GAIN?
Farah Hirth: In this space, GAIN holds the relationships that law firms have with healthcare providers and patients in high regard. With AI, what we wanted to do is preserve the relationship side while still gaining the benefits of AI.
Some people think when we put AI into a company, it takes the human element away. GAIN won’t take the human element away fully, because so much of this is relational, and it’s about reputation.
If we want to deliver a personal injury case from start to finish in the best possible way, we need our internal teams to be responsive and deliver great quality. Patients need appointments booked quickly, and follow ups need to happen. GAIN can’t be a bottleneck. We need to smooth things out.
Q: Where has AI made the biggest difference operationally?
Farah Hirth: AI has really been able to shine for us. I spent a lot of time shadowing the operations team and observed people in their workflows. I saw what they did first, what they did next, who they passed things to, and what systems they used.
From there I could determine, if you didn’t have to deal with this, you could do your job so much better. That’s where we saw AI as an opportunity, to handle bottlenecks. When you’re a company for decades, there’s a lot that can go on the technology side. There can be tech debt, and things can get messy.
So to name a few, we are using AI for data integrity, cleaning up data, and finding areas of automation that everyone wants. There’s so much follow up and repetition in workflows~~.~~ Our team’s energy is better spent on high-impact, high-value work, not on repetitive tasks that can be handled by automation. ~~~~
We talked to individuals about what they needed help with, and that approach was welcomed. We’ve seen improvement in quality, and that translates into deeper relationships with customers. As we continue down this path, people won’t have to worry about double checking everything. AI is smoothing a lot of things over..
Q: How do you get teams to embrace AI without fearing it?
Farah Hirth: There can be hesitation. That’s why I didn’t start with an AI conversation. I said, show me what you do. People showed me their work and complained about what was tedious. Then I could say, okay, I could probably help solve that.
Coming into GAIN, I didn’t get a lot of pushback because I wasn’t trying to disrupt entire workflows or force unfamiliar tools on people. I wanted to embed AI in what they already do so it feels intuitive, except they don’t have to do the annoying things they complained about. This has been a good strategy for getting AI welcomed into an organization rather than seen as a threat.
Q: Do people always know AI is involved in the improvements?
Farah Hirth: They may not. If someone had extra work because of a data issue and we fix the data issue with AI, she might have no clue. She doesn’t need to know how we fixed it, but it will save her hours a day and headaches.
I hear the problem, and then as a dev team we ask, how can we use AI to solve it. When we deliver the solution and say, hey, you don’t worry about this anymore, she’s just happy she doesn’t have to worry about it. She doesn’t need the behind the scenes.
Q: What is the simplest way to describe GAIN’s approach?
Farah Hirth: The human element remains central to what we do, but AI is here to enhance our employees. When a GAIN team member is interacting with a client, they carry more confidence because of the tools supporting them behind the scenes. Ultimately, the client is the greatest beneficiary of all of this. As we continue building smarter features into our portal and behind the scenes, we’re making their experience simpler, more intuitive, and more powerful — putting more control and clarity into their hands
Q: Can you share a real example, like how AI is helping keep cases moving and your team more up to date?
Farah Hirth: Absolutely! What has historically slowed cases down is capacity and the sheer volume of manual follow ups involved, things like scheduled appointments, tracking negotiations, and so on. These workflows are critical to keeping cases moving, but they’re time consuming and very manual. We’ve been automating those kinds of routine touchpoints so our team always has the most current information without having to chase it down.
But we’re always asking ourselves, how do we scale? As GAIN grows, we need to handle more cases without sacrificing quality. AI is the answer to that. By automating the routine work, we free our team to take on more. And as AI helps us ensure our team is communicating with clients at the highest level, we’re not just increasing capacity, we’re actually improving quality at the same time. That’s a powerful combination. We’re shifting from reactive to proactive, and it’s positioning GAIN to operate at a level that our clients will feel in every interaction.
Q: Why do these workflow details matter so much in personal injury?
Farah Hirth: Personal injury cases can take years. Everyone is waiting, law firms, doctors, patients, and in that environment, every delay has real consequences for real people. A lot of healthcare providers don’t want to deal with the administrative burden that comes with these cases, that’s why they come to GAIN. Our job is to come in and make that process smoother, faster, and more reliable, without cutting corners.
And as we grow, the stakes get higher. We can’t afford for things to slip through the cracks at scale. That’s what makes these workflows so important. It’s not just about efficiency; it’s about accountability and making sure the right things are happening at the right time for every single case.
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