“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.
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.
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.
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.
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.