At last week’s Business Development Forum live session, Barbara Koenen, co-founder of BOOST and a professional services consultant at Nexl, and Andrew Hutchinson, co-founder of Rebel.Group and former Chief Revenue Officer at Nexl, opened the discussion by reflecting on the traditional positioning of BD and marketing teams within law firms; historically seen as support functions focused on delivery and administration, they argued the profession is now at an inflection point, with technology, shifting client expectations and increasing competition driving a shift towards a far more strategic, revenue-aligned role.
From Support Function to Strategic Partner
Hutchinson emphasised that law firms are beginning to recognise the untapped potential within BD and marketing teams. Rather than operating in the background, these professionals are increasingly expected to work alongside partners as strategic advisors. Koenen reinforced this, noting that momentum for change is growing, with partners more open to new approaches than in the past.
However, change is not instantaneous. While appetite exists, firms must still navigate cultural resistance and entrenched ways of working. The key shift lies in repositioning BD and marketing as contributors to growth rather than cost centres.
The Changing Nature of Competition
The session highlighted a significant increase in competitive pressure. Clients are conducting more rigorous procurement processes, and firms are pitching more frequently. Hutchinson pointed out that traditional differentiators, such as experience lists and lawyer profiles, are no longer sufficient.
Instead, firms must articulate value in a way that aligns with how clients actually buy legal services. This requires a more sophisticated approach to storytelling, positioning, and client engagement, areas where BD and marketing professionals can lead.
Understanding the Client: A Persistent Gap
A recurring theme was the disconnect between law firms and their clients. Koenen shared insights from discussions with general counsel, who expressed frustration at the lack of meaningful engagement from firms. Many lawyers assume they should already know the answers, which discourages them from asking questions.
This results in largely one-way communication and missed opportunities to gather valuable feedback. Both speakers agreed that improving client dialogue represents a significant opportunity for BD teams to add value.
The Rise of New Roles and Capabilities
The emergence of new roles accompanies the evolution of the BD function. Firms are increasingly introducing specialists in areas such as:
- Data analysis
- Sales and sales engineering
- Client intelligence
- Technology and AI development
Koenen highlighted the growing importance of data, describing it as a “gold mine” that firms are only beginning to exploit. Dedicated data analysts within BD teams are enabling more evidence-based decision-making and strengthening internal credibility.
Data, Intelligence and Commercial Discipline
Hutchinson stressed that while firms are investing heavily in data, there is a risk in assuming partners will know how to use it effectively. Data alone does not drive growth; it requires interpretation, context, and activation.
He also pointed to a broader commercial gap within law firms: a lack of ownership over profitability at the client and matter level. Significant revenue leakage, through discounting, write-offs, and inefficiencies, often goes unaddressed. Addressing this requires both better data and the right commercial skillsets.
The Influence of AI and Technology
AI is accelerating change across the BD and marketing landscape. From improving discoverability in AI-driven search to enabling rapid development of internal tools, the possibilities are expanding quickly.
Koenen shared examples of firms experimenting with low-code solutions to build internal systems in short timeframes. While these innovations offer efficiency gains, Hutchinson cautioned that they also introduce challenges around maintenance and long-term sustainability.
Sector Focus and Talent Evolution
Another notable shift is the move from practice-based to sector-based go-to-market strategies. Clients increasingly expect their advisors to understand their industry in depth, not just the legal issues.
This shift is influencing hiring strategies. Firms are placing greater value on candidates with industry experience, technical skills, and commercial acumen, rather than purely legal or law firm backgrounds.
Leadership and the C-Suite
The discussion also explored the rise of roles such as Chief Growth Officer and Chief Commercial Officer. These positions signal a stronger commitment to growth and commercial performance at the leadership level.
While this is a positive development, Hutchinson suggested that firms still have further to go in embedding true commercial accountability across the organisation.
A Moment of Opportunity
The session concluded on an optimistic note. Despite the challenges, both speakers agreed that this is an exciting time for BD and marketing professionals. The convergence of technology, data, and changing client expectations is creating new opportunities to redefine the function.
For those willing to embrace change, develop new skills, and adopt a more commercial mindset, the future of BD in law firms is both dynamic and impactful.
