By Gabby DelPozzo
For years, marketing and business development in large law firms were seen as support roles. Their job was to respond to partner requests, prepare materials and help firms present themselves professionally.
Across Am Law firms, marketing and business development teams are becoming central to how firms grow. They are no longer reactive helpers. They are strategic partners, involved in shaping client relationships, driving revenue and deciding where firms should focus.
This shift reflects a deeper change in the market. It shows how clients choose lawyers, how firms compete and how growth is delivered.
From support function to growth engine
The biggest change is a move from reactive work to strategic planning.
Instead of waiting for requests, marketing and business development teams are now expected to guide decisions. They help firms decide which sectors to prioritise, which clients to target and where to invest time and budget.
Their role now includes:
- Aligning with firm wide priorities
- Focusing on key clients and sectors
- Supporting investment decisions
- Being accountable for results, not just activity
As pressure on profits has increased, firms have realised that growth cannot depend only on a few high performing partners. It needs to be more consistent and repeatable. Marketing and business development are now central to making that happen.
Content with a commercial purpose
Thought leadership is still important, but its role has changed.
In the past, firms focused on publishing frequently. Today, the focus is on impact.
Content is now planned more carefully, with a clear goal. It aims to start conversations and win work. Each piece is designed to address a specific client problem, support a key sector or strengthen the firm’s point of view.
This means
- Clear target audiences
- Joined up distribution across email, social media and events
- Follow up actions such as briefings or client meetings
Success is no longer measured only in clicks or views. What matters is whether the right clients engage, and whether that leads to new opportunities.
Winning clients through focus, not volume
Law firms are also becoming more selective in how they pursue new work.
Rather than chasing every opportunity, they are focusing on areas where they have a real chance of winning and where growth matters most.
This has led to
- Account based approaches to key clients
- Dedicated client teams
- More structured cross selling
- Better use of CRM and client data
Marketing and business development teams play a key role here. They help define the firm’s value, provide insight on clients and coordinate efforts across teams.
Growth is becoming more deliberate. It is supported by data, planning and consistent execution, rather than chance.
A more disciplined approach to pitches and RFPs
The way firms handle major opportunities is also changing.
In the past, many firms pursued a high volume of bids with limited strategy. Now, they are more selective and more structured.
Key changes include:
- Clear go or no go decisions
- Early involvement of business development and pricing teams
- Centralised materials and credentials
- Dedicated bid specialists
- Formal win and loss reviews
By treating pitches as part of a managed pipeline, firms are improving their chances of success and reducing wasted effort.
Events that drive relationships, not just attendance
Events remain important, but their purpose has shifted.
Instead of being standalone activities, they are now part of a wider client strategy. Invitations are targeted. Content is more relevant. Follow up is planned in advance.
The focus is no longer on how many people attend, but on what happens afterwards. That includes new conversations, stronger relationships and future work.
Branding built on clarity and trust
Branding in law firms has also evolved.
It is no longer just about reputation or visual identity. It is about being clear on what the firm does best, and proving it consistently.
Strong firms:
- Communicate a clear message
- Back it up with evidence
- Stay consistent across teams and markets
- Deliver a client experience that builds trust
Marketing and business development teams help ensure that what the firm promises is actually delivered.
The foundations of change
Behind this transformation are three key elements:
People more specialised roles, from bid managers to content strategists Process clearer ways of working, from planning to follow up Technology tools such as CRM and marketing automation, used to support strategy
Technology matters, but it works best when combined with clear processes and ownership.
Why it matters now
This shift is not optional.
Clients are more demanding. Competition is stronger. Margins are tighter.
Firms that continue to rely on informal business development and reactive marketing risk falling behind.
Those that are moving ahead are treating marketing and business development as strategic functions. Not just support teams, but engines of growth.
Contact If you are exploring new roles within legal professional services, contact Gabby DelPozzo at gabriella.delpozzo@wearebuchanan.com