Philipp Thurner is the Founder of Nexl, a legal business development platform that helps law firms build stronger client relationships through structured, technology-enabled business development. Having spent more than 15 years working in legal technology and innovation within law firms, Thurner has focused his career on improving how firms approach growth. During the session, he explained that his motivation came from seeing firms rely too heavily on a small number of traditional rainmakers while underinvesting in systems that enable every lawyer to contribute to business development. His work now centres on making relationship-building consistent, practical and scalable through AI-supported workflows.

Session Overview

The discussion challenged the traditional concept of the legal “rainmaker”, the individual partner responsible for generating significant amounts of new business, and explored whether this model remains fit for purpose. Thurner argued that while strong personal relationships will always underpin legal work, firms should no longer rely on a handful of individuals to drive growth. Instead, business development should become part of every lawyer’s role, supported by processes and technology that encourage regular engagement with clients and prospects. AI, he explained, is making it easier to identify opportunities, organise relationship data and remove administrative burdens, allowing lawyers to spend more time on meaningful client interactions.

A central theme was that technology cannot replace trust. AI can surface market intelligence, identify relevant contacts and even draft communications, but it cannot replicate the insights gained through genuine conversations. Thurner emphasised that informal interactions, whether at conferences, over coffee or during client meetings, continue to generate valuable information that is unavailable through public sources. As AI makes market intelligence more widely accessible, these authentic human relationships become an even stronger competitive advantage. Success, therefore, depends not on having more data, but on using it to deepen client relationships.

The conversation also highlighted that effective business development is built on consistency rather than complexity. Rather than expecting lawyers to develop elaborate strategies, Thurner encouraged firms to establish simple habits such as regularly checking in with clients, sharing relevant insights and maintaining contact with key relationships. Drawing on data from Nexl, he noted that lawyers who complete just three to five proactive business development activities each week can significantly improve engagement and contribute meaningfully to firm growth. For junior lawyers, he encouraged firms to involve them earlier in client-facing activities and reminded associates that their existing networks, from university, previous roles and professional peers, represent valuable long-term relationships that should be nurtured throughout their careers.

Key Takeaways

• Business development should become a firm-wide capability rather than relying on a small number of traditional rainmakers.
• AI enhances business development by improving organisation, intelligence and efficiency, but genuine relationships remain the primary driver of new work.
• Consistent, small actions such as checking in with clients or sharing relevant insights deliver greater long-term impact than occasional large initiatives.
• Personalised communication builds significantly more trust than generic marketing or mass distribution of thought leadership.
• According to Nexl’s data, completing three to five proactive business development activities each week can materially improve client engagement and business growth.
• Firms should encourage associates to begin developing professional relationships early, recognising that today’s peers are often tomorrow’s clients, general counsel and referral sources.