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Your Next MBD Director Doesn’t Have to Be on Your Payroll
An experienced MBD director can bring commercial direction to an established marketing team, help a growing boutique develop its client relationships or support an international law firm expanding into the Middle East. But different stages of growth call for different levels of leadership. Drawing on her experience across international and regional law firms, Polly Lloyd examines where fractional MBD leadership can make a meaningful difference, from mentoring internal teams and developing market strategies to guiding firms through periods of expansion and change.
The Full-Time Marketing Myth: Are Law Firms Paying for More Than They Need?
Does your law firm need another full-time marketing employee, or simply a better combination of expertise? As firms grow, marketing and business development teams often expand to meet increasing demands. But permanent headcount is not always the most effective way to access senior strategic leadership, specialist capabilities and day-to-day support. We examine how law firms can rethink their marketing investment, make better use of existing resources and structure their teams to support sustainable growth.
ABC: What ‘Always Be Closing’ Can Teach Law Firms About Business Development
“Always Be Closing” does not have to mean constantly asking for the work. In law firm business development, the real skill is knowing what the next natural step is, maintaining momentum and building enough relevance and trust that, when the mandate comes, you are already in the right place to win it.
Before the Mandate: How Law Firms Build Client Relevance, Recognition and Preference Before an Instruction Arises
A genuine MBD function gives a law firm a commercial framework for growth, connecting leadership priorities with clients, markets, relationships, opportunities and reputation. The strongest functions move beyond reactive support to become part of how the firm makes commercial decisions and drives sustainable growth.
Why Some Law Firms Move Up the Market and Others Plateau
Why do some law firms successfully move up the market while others plateau? We explore how positioning, client service, matter management, people and internal infrastructure work together to drive sustainable law firm transformation.
The Office Is Not the Strategy. How international law firms can build a credible Middle East market position before committing to a permanent office
International law firms do not need a permanent office to build a credible Middle East presence. We examine how firms can identify where they can genuinely compete, build routes to instruction, measure commercial traction and determine when local infrastructure becomes the right investment.
From Requests to Revenue: How to establish an MBD function that becomes part of the business, not simply a support service
A genuine MBD function gives a law firm a commercial framework for growth, connecting leadership priorities with clients, markets, relationships, opportunities and reputation. The strongest functions move beyond reactive support to become part of how the firm makes commercial decisions and drives sustainable growth.
Your law firm has an operating system. Did anyone design it?
Not every great lawyer is a rainmaker.
Some generate work. Some retain clients. Some develop future leaders. Some become the technical backbone of the firm.
The challenge is not deciding which contribution matters most. It is recognising that successful firms depend on all of them and building performance frameworks that reflect that reality.
Not Every Great Lawyer is a Rainmaker
Not every great lawyer is a rainmaker.
Some generate work. Some retain clients. Some develop future leaders. Some become the technical backbone of the firm.
The challenge is not deciding which contribution matters most. It is recognising that successful firms depend on all of them and building performance frameworks that reflect that reality.
Why KPI Alignment Starts with Operating Structure
The success of any KPI framework depends on what sits beneath it. Before firms can align performance measures to strategy, they must first understand how their operating model supports growth, client development, and delivery. Without that foundation, KPIs risk becoming a reporting exercise rather than a tool for driving meaningful performance and commercial outcomes.
At the Crossroads of Management and Growth: Why KPIs Matter in Law Firm Development
Most law firms are not short of ambition. The real challenge is turning that ambition into consistent growth. Without a clear framework to align how lawyers spend their time, business development remains uneven and performance difficult to sustain.
When the Market Becomes Selective: A Shift GCC Law Firms Should Not Misread
The GCC legal market has not slowed. It has become more selective. This shift is already changing which firms are being instructed, exposing weaknesses in positioning and rewarding those that remain visible, relevant and close to their clients.
Leading Through Uncertainty: How GCC Law Firms Can Strengthen Client Confidence
Recent geopolitical developments across the Middle East have created a period of heightened uncertainty for businesses operating across the GCC. For law firms advising those businesses, the focus quickly turns to a practical question: how should firms respond to maintain stability and client confidence?
The Power of Purpose: Why Law Firms with Direction Outperform the Competition
The legal market is more competitive than ever. Across every jurisdiction, clients have more choice, more information, and higher expectations. And while technical ability is essential, it’s no longer what sets a law firm apart.
The Link Between Business Development and ESG
As the legal industry faces increasing pressure from clients, regulators, and society, two pillars have become essential to long-term success: Business Development (BD) and Environmental, Social, and Governance (ESG) principles.
Consistency Across Legal Directories: Why it Matters.
Imagine this: your firm is ranked Tier 1 in one legal directory but Tier 3 or even unranked in another.
How Employee Turnover Disrupts Client Retention
Reputation management in a law firm involves strategically shaping and protecting the firm’s image to ensure it aligns with its goals and resonates positively with clients, peers, and the broader market.
The Power of Problem-Led Thought Leadership: Positioning Your Firm as a Go-To Solution
In a crowded legal market, law firms face increasing competition for high-value work.
Marketing is Not Business Development, And Why That Matters
In the legal industry, the terms "marketing" and "business development" are often used interchangeably. This confusion, however, can cost law firms valuable opportunities.
Unlocking Lawyers’ Potential Through Strategic Business Development
Lawyers are highly skilled and technically proficient professionals. Yet, when it comes to business development (BD), many find themselves navigating unfamiliar territory.
Adapting to Legal Market Reforms: How Kuwaiti Law Firms Can Stay Ahead
Kuwait’s legal market is at the cusp of significant transformation as recent legislative amendments, particularly to the Public Tenders Law, signal a gradual shift toward deregulation.
Navigating Legal Deregulation in Saudi Arabia: What Local Law Firms Must Do to Stay Competitive
As Saudi Arabia’s legal market continues to deregulate, the influx of international law firms presents both challenges and opportunities for local firms.
Navigating Legal Deregulation in Qatar: How Local Firms Can Stay Competitive
Qatar’s legal market is undergoing a transformative phase driven by comprehensive reforms aimed at modernizing the economy and attracting substantial foreign investment.
Preparing for a Merger: Key Considerations for Navigating Business Development in Law Firm Mergers
Merging with another law firm is one of the most significant business decisions a firm can make.
How Omani Law Firms Can Prepare for the Gradual Deregulation of the Legal Market
Oman’s legal market is gradually embracing deregulation through significant legislative reforms, notably the Foreign Capital Investment Law.
Get Ranked by the Legal Directories: Why It Matters for Your Firm’s Success
Does your firm believe it should be recognized as top tier? Are you a leading player in litigation or corporate transactions, but still struggling to gain the recognition you deserve?
Is Your Website Holding You Back?
Your website is more than just a digital placeholder—it’s your firm’s first impression.
How Sales Principles Can Drive New Business Development in Law Firms
Sales is traditionally seen as a transactional activity, focused on closing deals and achieving short-term results.
How to Build a BD-Savvy Office: Aligning Business Development with Firm Growth
Business development (BD) is no longer a task for a select few partners. In today’s legal market, where competition for clients is fierce, firms need to cultivate a BD-savvy culture throughout the organization.
Preparing for Liberalization in Bahrain’s Legal Market: Steps for Local Firms
Bahrain has long been recognized as one of the more liberalized legal markets in the Gulf region.
