Last Friday’s Business Development Forum session, moderated by Rachel Kennedy (BD Director at Kinstellar) and Charlotte Ford (Head of International Relationships at Charles Russell Speechlys), explored what best practice in law firm business development (BD) looks like in reality. Drawing on extensive international experience, both speakers focused on practical, honest insights into how BD operates effectively across firms of varying sizes and structures.
Redefining Business Development
A central theme was the persistent misunderstanding of BD. Kennedy emphasised the distinction between marketing and BD: while marketing targets broad audiences, BD is targeted, relationship-driven, and long-term. BD is not simply about selling or acquiring new clients; it is about nurturing relationships to create a sustainable pipeline of repeat work.
Another misconception addressed was that BD is either easy or optional. Both speakers stressed that effective BD requires consistency, intentionality, and integration into daily practice. It cannot be treated as an occasional task or delegated solely to BD teams. From trainees to partners, all professionals must develop BD skills early and continuously.
The Shift to Client-Centricity
Client focus emerged as a defining feature of best practice. This involves moving away from firm-centric messaging towards understanding and responding to client needs. Kennedy highlighted the importance of personalised engagement, tailored outreach, relevant insights, and consistent communication over generic, high-volume approaches.
Ford reinforced that being client-focused requires purpose and clarity. BD efforts should be guided by insight rather than activity for its own sake, ensuring that every interaction adds value and strengthens relationships.
The Role of Data and Insight
A significant shift in BD practice is the increasing reliance on data. Both speakers advocated for using existing information, such as past instructions, referral patterns, and client histories, to inform decision-making. This does not require complex analytics but rather a disciplined use of available data to guide strategy.
Data enables firms to measure return on investment (ROI), prioritise effectively, and make informed decisions about activities such as conferences, sponsorships, and client engagement strategies. It also supports more meaningful conversations internally, particularly when allocating budgets or assessing performance.
Collaboration Across the Firm
Effective BD is inherently collaborative. Kennedy highlighted the importance of engaging with multiple internal teams, risk, HR, finance, marketing, and learning and development, to enhance the client experience. Ford added that strong collaboration between lawyers and BD teams is essential, combining legal expertise with structure, data, and follow-through.
Cross-selling was identified as a key behaviour. Understanding the full capabilities of the firm and actively introducing colleagues into client relationships strengthens both client service and revenue opportunities. This requires strong internal networking and awareness of the firm’s broader offering.
Practical Approaches to What Works
Best practice BD is often simple but intentional. Key elements include:
- Focusing on a defined set of priority clients
- Setting clear, measurable objectives over a 6–12 month period
- Maintaining consistent, personalised contact
- Tracking progress and engagement systematically
Small, well-defined actions such as regular check-ins or tailored follow-ups tend to deliver stronger results than ambitious but unexecuted plans.
Consistency was repeatedly emphasised. Relationship-building takes time, and outcomes may only materialise years after initial contact. However, sustained engagement ensures that opportunities eventually convert into tangible results.
Applicability Across Firm Sizes
The discussion also addressed how smaller firms or those with limited resources can adopt best practices. The key is intentionality rather than scale: focusing on target clients, structuring outreach, and dedicating regular time to BD activities. Even without sophisticated systems, firms can track interactions, measure outcomes, and build effective strategies.
The Role of Technology
Technology, particularly CRM systems and emerging AI tools, was highlighted as an enabler rather than a replacement for human relationships. These tools can streamline processes, provide insights, and improve efficiency, allowing professionals to focus on high-value activities such as relationship-building and strategic thinking.
Key Takeaways
The session underscored that best practice BD is not about doing more, but about doing the right things. It is defined by:
- Clear focus on priority clients
- Consistent and authentic relationship-building
- Data-informed decision-making
- Strong internal collaboration
- Realistic, measurable goals
Ultimately, successful BD is intentional, sustained, and embedded into everyday practice, enabling firms to build meaningful client relationships and long-term growth.
