At the International Bar Association’s annual conference in Toronto, our live BD Forum yesterday explored how Business Development is redefining the legal industries success. Against the backdrop of an industry grappling with technology, competition, and cultural change, our live session gathered Moderators Rachel Kennedy, Barbara Koenen, Andrew Hutchinson and Charlotte Ford spoke about the role of the BD professionals in a profession at an inflection point — moving from the support function to a strategic engine.
The discussion revealed how business development has matured into a profession in its own right. Once confined to event planning and collateral support, BD is now embedded in client strategy, data analytics, and firm leadership. “Law firms are finally recognising BD as a profession,” Rachel Kennedy observed. “We’re not just delivering the message — we’re shaping it.”
From Support to Strategy
Our Moderators all agreed that BD’s purpose has evolved far beyond traditional “sales” or administrative coordination. The modern BD leader now sits at the intersection of law, technology, and client strategy, translating market data into actionable commercial insights.
They captured the shift succinctly: “We used to organise events — now we organise thinking.” This evolution demands new skill sets: data fluency, storytelling, and the ability to challenge partners on commercial priorities. It also reframes BD as a driver of cultural change — a bridge between lawyers’ technical expertise and clients’ business realities.
Language and Legitimacy
The conversation turned to the contested use of the word sales. For decades, law firms have resisted the term, viewing it as incongruent with the profession’s intellectual traditions. Yet, as our Moderators noted, selling is inherent in every client interaction. “Sales in law isn’t about pushing product,” one speaker argued. “It’s about understanding needs and articulating value.”
By reframing sales as relationship-building rooted in empathy, BD professionals are reclaiming its legitimacy. The consensus was clear: the most successful firms are those where BD functions are trusted to engage directly with clients, not merely to prepare partners for meetings.
“General Counsels often prefer speaking to BD leads,” one Moderator shared. “They can have open commercial conversations without the clock ticking.”
Technology and the Shift to Intelligence
A recurring theme was the technological transformation of BD. Firms are moving from systems of record to systems of intelligence, harnessing AI and analytics to uncover opportunities previously invisible to intuition. “Technology has finally started giving something back to partners,” noted Andrew Hutchinson.
Instead of manually collecting client data, BD professionals can now automate relationship mapping, pipeline analysis, and client engagement insights. Yet the challenge lies not in collecting data but in making it meaningful. “Data doesn’t sell, Insight does.”
The discussion underscored a broader cultural change: BD professionals are becoming translators between data and decision-making, ensuring technology enhances — rather than complicates — human relationships.
Earning the Seat at the Table
The enduring question of BD’s “seat at the table” prompted lively reflection. Everyone questioned whether the goal should be access to leadership — or the ability to influence it.
One senior CMO described their evolving role as “sitting across margins,” guiding partners on pricing, client mix, and profitability. “We don’t just talk about revenue,” they explained. “We talk about sustainability — about how the firm actually makes money.”
This perspective revealed BD’s emerging position as the commercial conscience of the law firm. By providing visibility across client portfolios, BD teams expose inefficiencies and inform strategic growth decisions that individual partners cannot see from their isolated vantage points.
The Hidden Economics of Value Add
Another thread examined the unmeasured cost of client service extras — the “value adds” such as training, secondments, and helplines that firms provide without charging. “We give a lot away,” Rachel Kennedy pointed out, “but we rarely track what it costs.”
This blind spot, participants agreed, distorts profitability and undervalues BD’s role in managing client relationships. As firms begin to apply data discipline to these activities, they can assess which initiatives strengthen loyalty — and which quietly erode margins.
The message was pragmatic: goodwill is valuable, but sustainability requires measurement. BD professionals, positioned between relationship management and finance, are uniquely equipped to make that assessment.
AI, Adaptation, and the Next Generation
The conversation inevitably turned to artificial intelligence. Everyone recognised AI’s power to streamline data analysis and automate repetitive tasks, but also acknowledged its disruptive potential. “AI won’t replace the human side of BD,” noted Barbara Koenen, “but it will expose inefficiency everywhere it exists.”
Firms must now rethink how they develop the next generation of lawyers. Technical mastery alone is no longer sufficient; commercial intelligence, communication, and adaptability are essential. “You’re never too junior to start building relationships,” one speaker emphasised. “It’s not an afterthought to partnership — it’s part of becoming a lawyer.”
This shift implies a fundamental rebalancing of priorities. Law schools and firms alike must train professionals who can interpret data, tell stories, and cultivate human trust in a digital world.
A Profession Comes of Age
The session closed with a shared recognition that BD has matured into a distinct professional discipline — one combining analytical skill with emotional intelligence. The most successful firms are those that integrate BD not as a function, but as a mindset permeating every level of practice.
“Business development isn’t about selling law,” Gannon summarised. “It’s about understanding people, interpreting data, and creating shared value.”
As the legal sector navigates rapid technological and generational change, BD stands at the forefront of transformation — a catalyst not just for growth, but for reimagining how law connects with business in the twenty-first century.
