Your Clients Hired a Law Firm. Why Are They Getting Ten Different Experiences?
Inconsistent client service can cost law firms clients, revenue and reputation. Discover how integrated policies improve performance and growth.
Transformation
Dubai Arbitration Week 2026: Building Valuable Legal Relationships
Dubai Arbitration Week offers law firms valuable opportunities to strengthen professional relationships, develop referral networks and raise their market profile. But how can firms turn a busy week of meetings and events into lasting commercial value? Suzanne Orfali and Polly Lloyd explore the strategic approach needed to turn connections into meaningful opportunities for growth and collaboration.
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.
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.