Last Friday’s session, moderated by Jorn Vermeulen, Founder of KLERQ, was joined by Andy McDowell of Lex Mundi, who discussed how law firms can take a more strategic, data-driven approach to preparing for the International Bar Association (IBA) Annual Conference. Drawing on more than a decade of experience supporting firms at the IBA, Vermeulen explored how business development has evolved from reactive networking into a measurable business function driven by planning, relationship intelligence and structured follow-up.
The IBA Has Become a Strategic Business Development Opportunity
Vermeulen reflected on his first IBA conference in 2015, when business development professionals were still relatively uncommon at international legal events. Today, firms increasingly recognise that successful participation requires dedicated planning rather than leaving networking entirely to lawyers.
As international referrals become an increasingly valuable source of revenue, firms are investing more time in preparing structured meeting schedules, identifying the right contacts, and ensuring every interaction contributes to long-term relationship building rather than simply attending events.
The discussion highlighted how the IBA has evolved into far more than a conference; it has become one of the legal profession’s most important global business development platforms.
Preparation Starts Months Before the Event
A central theme throughout the discussion was that successful networking begins long before delegates arrive at the conference.
Vermeulen explained that firms should begin preparations several months in advance by identifying target firms, understanding their areas of expertise, reviewing existing referral relationships, and prioritising meetings based on strategic value rather than convenience.
Instead of approaching the conference with a long list of contacts, firms should develop a focused strategy centred on the organisations and individuals most likely to generate meaningful long-term relationships.
As Vermeulen noted, waiting until September to prepare for an October conference is already too late.
Data Turns Networking into Strategy
Technology has transformed how firms prepare for international conferences.
Where business development teams once relied on spreadsheets, manual research, and personal knowledge, firms now have access to data that helps identify:
- Ranked lawyers and firms
- Practice area strengths
- Existing referral relationships
- International expertise
- Competitive positioning
- Likely conference attendees
Vermeulen explained that these datasets allow firms to prioritise meetings, personalise conversations and make informed decisions about where to invest their limited time during the conference.
Rather than collecting hundreds of business cards, firms can focus on developing a smaller number of high-value relationships.
Business Development Requires Structure
The panel emphasised that lawyers alone cannot manage the level of planning required for major international conferences.
Business development professionals play a vital role by:
- Mapping existing relationships
- Coordinating meeting schedules
- Preparing briefing notes for lawyers
- Tracking referrals
- Managing follow-up activity
- Measuring outcomes after the event
Vermeulen stressed that international business development should be treated as a formal project with dedicated resources, clear objectives, and measurable success criteria.
Measuring Return on Investment
Andy McDowell highlighted that conference attendance must now demonstrate measurable business value.
The discussion identified two key dimensions of return on investment:
- New work generated through international referrals.
- Improved client service through trusted referral partners in other jurisdictions.
The panel agreed that firms should track not only new matters generated but also the quality of referral relationships and client satisfaction after referrals are made.
Capturing this information allows firms to demonstrate the value of international networking internally while improving future planning.
Relationships Matter More Than Contacts
Although technology provides valuable insights, both Vermeulen and McDowell stressed that successful referrals ultimately depend on genuine relationships.
Over time, trusted international contacts become long-term collaborators and friends, making referrals more effective and giving clients greater confidence when being introduced to overseas counsel.
Rather than filling every available meeting slot, firms should invest time in developing deeper relationships with fewer, strategically selected contacts.
Key Takeaways
- Treat IBA preparation as a strategic business development project.
- Start planning several months before the conference.
- Use data to identify the highest-value meetings.
- Equip lawyers with meaningful intelligence before every meeting.
- Track referrals and client outcomes to measure success.
- Focus on building long-term trusted relationships rather than maximising the number of meetings.
