The best BD starts at home – it’s time to make your peace with cross-selling
As the year winds down, many lawyers are focused on client drinks, firm events, and getting matters over the line before the holidays. But December also creates a useful dynamic: you’re around your colleagues more often. And that makes it one of the easiest times of the year to strengthen something most firms don’t use nearly enough: cross-selling. On paper, cross-selling should be one of the simplest, highest-return BD activities.You already have the client’s trust.You already understand their business.You already have an established relationship. Deepening an existing relationship will almost always be easier than creating a new one. Yet many lawyers hold back from introducing colleagues because it can feel like a risk — concerns about quality of work, shifting dynamics, or losing some control over the relationship often get in the way. The reality is that clients don’t experience their needs as isolated legal issues. They expect a joined-up service. And lawyers who grow quickly are usually the ones who can say confidently:“That’s not my area, but I know exactly who can help.” Introducing the right colleague doesn’t dilute your position — it strengthens it. You become the person who spots problems early, connects clients to the right expertise, and makes the overall service better. That’s the adviser clients return to. A simple December step If you want to build this habit, use the fact that December naturally brings people together. Before your next internal event or catch-up, pick one colleague whose work complements yours. Identify two or three situations where they could genuinely add value for your clients. Then look for one opportunity to mention them in a client conversation this month. No big project and no heavy process — just a small, visible way to strengthen relationships during a time of year when connections happen more easily.
Interview with Joseph McCaughley, partner at Spencer West
In this series, we speak to new partners about the realities of making the step up. Joseph McCaughley, partner at Spencer West, talks to Gemma about what it was like to pivot into a new area of law, the lessons he learned from spending eight years in-house, and why getting to know your clients beyond the legal brief will accelerate your career faster than any BD training session ever could. Gemma: Your career path isn’t exactly the traditional route to partnership. Can you tell me a bit about that? Joseph: Yes, my career is a bit of an anomaly in the sense that it doesn’t necessarily follow what the traditional route would be. I started at a small firm completely by chance, then joined BLM’s healthcare team. Most of our work came from one client so BD wasn’t really on my radar. The message was simple: keep the client happy. That meant by the time I was 10 years qualified, I hadn’t really built a network or developed other BD skills than client relationship management. Then I moved in-house to work for that client and stayed for eight years. Again, there was no need for BD — we had more work than we could ever handle. When I decided to move back into private practice, it was in a different area of law, and I realised that I was missing parts of the BD skillset that many of my peers had already mastered. Gemma: What does BD look like for you now at Spencer West, especially within a consultancy model? Joseph: It’s a little different than the traditional law firm model but it is essentially the same – I need to justify my existence commercially — I have to bring in enough work to be profitable for the firm. But the principles are the same: build and maintain relationships. A big part of my focus is also on internal BD. In many traditional firms, cross-selling between departments is still underused. At Spencer West, I make a conscious effort to collaborate with colleagues who don’t do my type of work but might have clients who need my expertise. The firm is wonderful at fostering internal relationships between colleagues that build genuine personal connections that also serve as opportunities for collaboration. Gemma: Have you tried anything that hasn’t worked? Joseph: My website! I thought it would be essential, but honestly, it’s been a waste of time. You can’t compete with firms spending six figures on SEO. LinkedIn, on the other hand, has been invaluable. It’s where I build visibility and stay front of mind. But you have to learn what works for you. There’s no single formula. Gemma: You mentioned earlier that you now have a BD plan. What does that look like in practice? Joseph: It’s deliberately flexible. I don’t want a 10-page document I never look at again. Mine is based on broad principles with clear actions. For example, I set high-level goals — but then I break them down: how many people I’ll contact each week, what kind of outreach I’ll do. Without that, goals just stay theoretical. For me, the idea of connecting with people is not about “winning work”. I build connections because I am genuinely curious and interested in people and the work they do. If work comes in time, that’s great – but for me, it is about creating relationships that last rather than forcing sales. That mindset has stayed with me. The by-product of such an approach is that it tends to build a level of trust that doesn’t come from trying to sell – and paradoxically, it leads to more work than direct selling ever does. Gemma: Looking back, is there anything you wish you’d done earlier in your career? Joseph: Absolutely — I’d have started broadening my network much earlier. Not in a forced way, but just by being more intentional about meeting people, helping them, and keeping in touch. When you’re younger and less experienced, you’re often focused purely on billing and doing the work. But those relationships are what sustain you later. Gemma: And finally, what’s one piece of advice you’d give to senior associates aiming for partnership? Joseph: Get to know your clients properly — really get to know them. Don’t just focus on the immediate legal issue. Understand how the matter fits into their wider business and what they’re actually trying to achieve. A lot of lawyers see, for example, a piece of litigation and think their job is simply to defend or win it. But often, the client’s goals are different — they might be focused on protecting reputation, preserving a relationship, or managing risk. When you understand that, you become far more valuable. The work will naturally follow, and if you’re doing that as an associate, clients will notice. The people who truly grasp what their clients want are the ones who develop the best client relationships and ultimately become indispensable to their firms and get promoted fastest. Joseph McCaughley is a Partner at Spencer West, specialising in media and reputation management.
From contacts to clients: building a consistent BD pipeline
How lawyers can turn conversations into commercial opportunities — consistently Rainmaking isn’t just about visibility or charm — it’s about building momentum. The most successful partners don’t wait for work to land. They take structured, consistent steps to turn contacts into opportunities, and opportunities into clients. This article sets out a simple routine to help you: Spot warm opportunities in your existing network Stay visible and relevant with high-potential contacts Track and progress BD conversations over time You don’t need a big marketing push. You need a system (and we know first-hand that most lawyers don’t have one, irrespective of their level of experience). 1. Start with the right contacts Before you can build your pipeline, you need to work out who should be in it. Think: Who are the clients I could genuinely help this year? Who already knows me or is one warm introduction away? Who has commercial responsibility or influence? Tip: Start with your own network. Former clients, peers, referrers, professional contacts from past matters are your best early wins. Create a short list of 10–20 high-potential names to prioritise in your BD time. These are your ‘watchlist’ contacts — people you want to stay close to and convert when the time is right. 2. Track conversations, not just names Many partners lose momentum because their follow-up system lives in their head. To be effective, you need a simple way to track: When you last spoke What you discussed or offered What’s likely to happen next (and when) Use a CRM, a spreadsheet, BD tracker, or shared document to keep these warm conversations visible — especially those that are ‘in play’ but not yet live instructions. Pipeline = Progression. Not all contacts will convert now, but staying in touch keeps you in the running when they’re ready. 3. Spot (and create) commercial triggers Most contacts won’t need you right now, but many will later. The key is to be present when a need arises. Watch for triggers like: Leadership changes or restructures Investment or expansion activity Disputes, exits, or changes in board dynamics New regulation, litigation, or sector challenges Where appropriate, you can also create movement by sharing a relevant idea, offering a short call, or connecting them with someone helpful. Small actions build trust — and often prompt latent opportunities to surface. 4. Stay visible between conversations To convert contacts into clients, you need to stay on their radar — without always selling. A few ways to do that: Comment on their LinkedIn posts with something thoughtful Send over an article or update they might find useful Invite them to a relevant event or roundtable Offer a quick catch-up ahead of a busy period (e.g. year-end) This is about drip-feed visibility. Not all touchpoints need to be big moves — what matters is staying relevant and front-of-mind. Top of mind = top of the list. 5. Block time to build your pipeline You don’t need to do BD all day — but you do need to make it regular. Carve out a 30–45 minute slot weekly to: Review and update your contact tracker Follow up on recent conversations Reach out to 1–2 watchlist contacts Plan your next 1–2 visibility steps Done consistently, this turns BD from an ad hoc effort into a steady pipeline of warm opportunities, and helps you take action before things go cold. Final thought: contacts don’t convert themselves The gap between knowing someone and winning their work can feel fuzzy, but with the right routine, you can turn vague connections into real clients. The key is visibility, follow-up, and knowing where to focus. If you’re not sure where to start — or how to build a system that fits your practice — GFC can help. Because the best pipelines aren’t accidental, they’re built carefully over time.
Summer wrap-up: BD lessons from 2025 so far
As we reach the halfway point of 2025, it’s time to reflect on the standout lessons, ideas, and insights that have defined the year so far at Gemma Francis Consulting. From mastering the business development mindset to personal branding and preparing for partnership, here are the ideas that have resonated most with our community – and continue to shape how lawyers grow. “Turn it into an outlet that nobody but you can own.” — Sarah Irwin, Founder of ITGC Former GC and now legal tech advisor and community builder, Sarah Irwin, delivered one of the year’s most practical guides to building a personal brand as a lawyer. Key insights: Make branding enjoyable: Let it become an energising outlet – not just another task. Be generous with content: Share what you know, lead with the solution, and respect your client’s time. Bridge the external-internal gap: Lawyers who understand how to communicate like businesspeople stand out. “The energy hits differently when you’re working on your outlet on a Saturday morning!” Irwin’s perspective also offered a reality check for external lawyers: Commerciality, brevity, and empathy are what GCs notice. Relationship-building trumps formality every time. Keeping clients: how to stay relevant, useful and trusted In the May 2025 article Keeping clients: how to stay relevant, useful and trusted, we explored the strategies that help lawyers not just win clients, but retain them over the long term. Key takeaways: Stay proactive: Regularly check in with clients to understand their evolving needs. Add value consistently: Share insights, updates, or resources that are pertinent to their business. Build trust through reliability: Deliver on promises and maintain transparency in all dealings. By focusing on these areas, lawyers can strengthen client relationships and ensure they remain the go-to advisor in a competitive market. “We’d rather you do one thing well with strategic follow-up than five things without any.” — Gemma Francis Follow-up isn’t the afterthought – it’s the differentiator. Whether you’re sharing an article, reconnecting after an event, or checking in with a warm lead, staying meaningfully present is what drives BD outcomes. Report Spotlight: “Supporting the Step Up to Partnership” In May, we released one of our most practical and widely shared pieces yet:‘Supporting the Step Up to Partnership’ – a report built from in-depth interviews with junior partners and filled with real-life challenges, lessons, and solutions for the post-promotion phase. What’s inside: The ‘shock of the step-up’ and why so many new partners feel unprepared The visibility trap – how to step into the spotlight with confidence How firms can better support transition: mentoring, early exposure, and tailored BD coaching Five proven strategies to make BD feel manageable and effective Honest reflections like: “You realise you shouldn’t be billing that much – you should be giving work to juniors and spending time on profile raising.” — Darren Hooker, Partner, Capsticks Whether you’re an associate thinking ahead or a firm preparing future leaders, this report is a must-read. Download the full report here or get in touch for tailored workshops and support. Final Reflections From Sarah Irwin’s personal branding wisdom to strategies for client retention and lessons from our partner interviews, one theme is clear: Strategic consistency beats sporadic brilliance. No matter your seniority, 2025 has shown us that real progress comes from: Owning your brand and presence Nurturing relationships deliberately Acting now, rather than waiting for the title Let this be your reminder to revisit your BD goals, lean into your network, and keep showing up – authentically and consistently. Want more insights like these? Subscribe to the Trifecta newsletter for monthly strategies that keep your practice growing. Ready to take your BD up a gear?Book a strategy call or email [email protected]
Stepping up to partner: what no one tells you (but should)
Making partner is a huge career milestone. But here’s the truth: it’s also one of the most misunderstood transitions in the legal world. It’s not just a promotion. It’s a complete shift – in expectations, responsibilities, and how you show up. In our latest report, we spoke to junior partners across a range of UK firms about what that shift really felt like. What helped. What didn’t. And what they wish they’d known earlier. Here’s what we heard. 1. The “visibility trap” is real Many new partners feel pressure to suddenly become the “face” of the firm – leading pitches, speaking at events, growing a profile. But they often step into that spotlight without much warning or support. So what can help ease you into this transition? Start small before promotion – internal showcases, informal webinars, or client conversations where you can build confidence and presence in a low-risk setting. 2. Business development is no longer optional As a senior associate, BD might feel like something to squeeze in between deadlines. As a partner, it’s fundamental. But too many firms offer little clarity on what “good BD” looks like. New partners are often handed a target and a budget, with little training or coaching to back it up. One partner put it simply: “I was suddenly expected to bring in work, but no one had shown me how.” The most successful new partners didn’t wait. They started building relationships early – hosting events, showing up on LinkedIn, getting in the room. The common thread among these: consistency over perfection. 3. Internal shifts can be just as tough Your colleagues change when you become a partner. Associates become your reports. Peers become competitors. And you’re no longer “invited in” – you’re expected to lead. The key is clarity. Be upfront about your focus, goals, and where you want to add value. Build trust early with internal referrers – those early connections will often feed your first year of work. 4. Support makes a difference – but it’s rare Very few partners in our interviews described receiving structured support from their firm. What did help was: Being brought into pitches early Shadowing experienced partners Honest conversations about what success looks like Individualised coaching, not generic BD training The bottom line is that BD support needs to start earlier and run longer. It’s not a one-off session. It’s a mindset shift that deserves time and attention. 5. Everyone’s path looks different There’s no single way to “do” business development. And that’s okay.What matters is finding what works for you – whether that’s hosting events, writing content, nurturing referrers, or deepening a niche network. Trying to copy someone else’s style rarely sticks. Instead, successful partners built habits that felt sustainable and authentic. If you’re an associate thinking about partnership… Start acting like a partner now. Ask to join pitches. Build your visibility (and confidence) before the pressure is on. Treat BD like billing – track it, schedule it, review it. If you’re a firm supporting new partners… Be clear about expectations early Offer structured support in the first 12–24 months Recognise that BD looks different for everyone – and that’s a strength, not a problem Want the full report? It’s packed with direct quotes, actionable advice, and real stories from junior partners across the UK. Download the Stepping up to Partnership report here.
More than a title: the realities of making partner
Interview with Darren Hooker, partner at Capsticks. In this series, we speak to junior partners about the reality of making the step up. Darren Hooker, partner at Capsticks, talks to Gemma about what it was like to build a new practice from scratch, how becoming a partner changed the way he approaches BD, and why success starts with being clear about your ambition – and backing it with action. Gemma: So what would you say was the biggest shift, generally, when you moved to partnership? Darren: That’s a good question. I suppose I’m in a relatively unique position in that I joined as a new partner, and I joined a firm that did social housing work in a broader sense, but not the specific niche area that I do. I was brought in to effectively start that team. I’d come from an established practice, and work would just come in. You could sit at your desk, and it would land on your lap. So, the biggest change started with the basics, such as building marketing lists. More generally, it’s the switch from being a fee earner to doing more marketing. I’ve always enjoyed marketing, but as a senior associate, your pressure is to bill six hours a day and make X amount per year. As a partner, you realise you shouldn’t be billing that much – you should be giving work to juniors and spending time on profile raising, meeting people, and other intangibles. Gemma: Did you have much training in BD or marketing as you progressed up the ranks? Darren: Yes and no. I’ve had training, but if I’m honest, none of it was particularly comprehensive. I don’t think you really understand what marketing is all about until you’re in the position I’ve been in this last year, where you really understand what you’re trying to achieve with it. For a lot of fee earners, what they consider to be marketing is that they’ll write an article every three months or so. Whereas when you’re thrust into the position of building a practice from zero, you have to think much more strategically about what you are actually trying to achieve with the marketing effort that you’re putting in. So yes, I’ve had bits of training, but being thrown in the deep end and having to figure it out myself has been the biggest help. When you’ve actually got a specific target to work towards, for example ‘I need to build a practice that’s worth X’, then you can backwards engineer it and realise that I need to be speaking to these people, I need to be approaching them, which gives you a much more targeted approach. I think for a lot of people, it can be the other way around, in that they’re not really thinking about what they’re getting out of marketing or what they intend to get out of it. They just write an article. Gemma: It can still be useful to go through that process because you start to get a feel for what works and what doesn’t when you’re still practicing and honing your craft. Do you agree? Darren: I agree. It’s good habit creation. And when I was in more junior roles, people would talk a lot about profile raising. I keep going back to this idea of writing articles because I think it’s almost a bit of a cop out in terms of marketing, as unless you’re getting it to the right people, it can be meaningless. I’ve written hundreds of articles over my career, but I look back on a lot of them now and the firms I’ve previously been at, where there was no data analytics – for example, who is opening this, who is clicking through on it, who is it being sent to. As I say, I think people just mistake writing an article for marketing, although it can be successful. However, I don’t feel like there’s often enough conscious thought around why am I doing it, who am I trying to reach, and what are the successful outputs from this? I think particularly when you’re junior, it seesaws between the two. On the one hand, you have people giving very high-level nebulous outputs like ‘build a profile’. On the other hand, you’re also expected to hit specific targets. As an example, when I started out, you’d go to conferences with business cards, and you were under pressure as a very junior person to make five contacts and give out five business cards or whatever it was. I don’t think either target is particularly helpful because one is so vague and the other is probably unrealistic for a lot of junior people who walk into a room of unknowns where they don’t have any gravitas. I suppose it’s just coming up with more realistic outputs in terms of what you’re going to achieve. Gemma: Are there any tactics that specifically work for you that you’re fully committed to? Darren: I’ve actually drawn up my own marketing plan. My approach breaks down into categories: learning the law (obviously), building reach, developing contacts, positioning myself as a thought leader, identifying targets, maintaining relationships, and then ultimately, selling. Everything I do has to fit into one of those categories. A webinar or article, for example, helps build reach and profile – but it doesn’t sell. That’s fine, but you need to do all of it: webinars, articles, and face-to-face meetings. And I do believe there’s no substitute for face-to-face, because it’s only once you’ve made that personal connection with someone that they will then give you work. People don’t read your article and say, “I’ll instruct him because he wrote a nice article or did a nice LinkedIn post”. Obviously, that is important. It builds the profile; it puts you in their mind. But then you have to actually meet them – ideally face to face, but at least virtually – so that you can then develop the relationship and then
Upserving: A smarter approach to legal BD
In To Sell is Human, Daniel Pink introduces the idea of upserving – doing more for the client without necessarily pushing for a bigger sale. Unlike upselling, upserving isn’t about expanding scope or inflating a proposal. It’s about helping the client make better decisions, spotting opportunities they may not have considered, and ultimately delivering more value – whether or not that leads to an immediate commercial benefit. For many lawyers, the biggest barrier to business development is the fear of coming across as salesy. But upserving reframes the conversation. When the starting point is genuine curiosity and a desire to help the client, it no longer feels like selling – it feels like doing your job well. Practical ways to upserve in legal BD Use client conversations to uncover what’s next: Ask about upcoming challenges, not just current issues. For example: “What’s on your radar for the next quarter?” Share insights that are genuinely useful: Not a generic newsletter – but a tailored article, short briefing, or trend update based on a conversation you’ve had. Spot internal needs beyond your usual contact: If you’re working with the legal team, could HR, procurement or compliance also benefit from advice? Connect the dots: Introduce them to someone facing a similar issue. Or invite them to an event where they’ll meet useful peers. Anticipate – don’t just respond: If you know the business is scaling, offer to talk through their future structure. If you see a risk, flag it early. The more curious you are about your client, the more valuable you become.
Revisiting the archives: How to actually become an Activator
Back in November 2023, we shared research that struck a chord: the 5 business development profiles found in law firm partners – with one clear standout. The Activator. To recap, here are the five profiles from the Rainmaker Genome Project: Expert – known for deep technical knowledge Confidant – builds strong one-to-one relationships Activator – proactive, networked, always moving things forward Debater – thrives on intellectual sparring Realist – steady, pragmatic, and grounded While every partner shows traits of each, the Activators outperform everyone else on revenue. In fact, recent data shows partners with Activator behaviours can bring in up to 32% more than others – but only 22% of surveyed partners fall into that category. After working with hundreds of partners over the years, we’d like to think we know an Activator when we see one. One great example? A partner we’re currently supporting runs a monthly roundtable for his clients. It’s not a sales pitch. In fact, selling isn’t allowed. The goal is to upskill his clients, bring them useful insights – and most importantly, connect them with each other. He’s the one making the intros. He’s the one creating the space. And, no surprise, he’s the one they all turn to when they need legal support. So, how do you become more like that? Here’s your cheat sheet: 🔹 Don’t wait to be asked. Reach out with ideas, share insights, offer help – even when there’s no deal on the table. 🔹 Keep your network warm. Regular, low-pressure check-ins go a long way. 🔹 Build your pipeline consistently. Even if it’s just 15 minutes a week, make time for it. 🔹 Follow up. More than once. Activators don’t leave good conversations hanging. 🔹 Be visible. Whether it’s on LinkedIn, roundtables, or client alerts – be known for something valuable. The good news is that you don’t have to be an Activator to act like one. These behaviours can be built, one habit at a time. If you missed the original post, give it a read here. And if you want help building your own Activator plan, you know where to find us.
Making partner: What no one tells you
Making partner: What no one tells you Interview with Leanne Wright, partner at Osborne Clark. For many lawyers, making partner is the dream. But what happens after the celebration? In this edition of Making the Jump to Partner, Leanne Wright, partner at Osborne Clark, shares what really changed when she stepped up – from the unexpected pressure to prove herself to the BD challenges no one talks about. She also reveals the one piece of advice she’d give any lawyer who wants to make partner (and why she believes it’s worth it). Gemma: You recently made the jump to partner. What was the biggest shift for you? Leanne: The biggest change was suddenly feeling completely responsible for my own work. As an associate, I always had work coming in. But on day one as a partner, it felt like I had zero. There wasn’t external pressure to immediately build a huge practice, but I put that pressure on myself. I had written a business case saying, “These are my clients, this is what I’m going to do,” and I felt like I had to prove it straight away. Gemma: That must have been a big adjustment. How did you navigate it? Leanne: The biggest thing I underestimated was the support I’d get from other partners. A lot of my work in the first year came from partners who already had big practices and didn’t need every deal. They invited me to pitches, shared credit, and gave me opportunities to get in front of clients. That gave me time to start building my own practice. Gemma: So internal relationships play a big role? Leanne: Absolutely. One of the best things a new partner can do is take time to understand what other teams in the firm are doing. As an associate, you’re focused on your own practice area, but as a partner, you need to see the bigger picture. Understanding what the firm is trying to achieve helps with business development conversations and makes you look like someone who knows how to connect the dots. Gemma: How does gender play a role in BD? Leanne: One of the biggest mistakes firms make is not considering gender when supporting lawyers in business development. In corporate law, where work relies heavily on referrers, the traditional advice is, “Go for a drink with your counterpart at the bank or fund.” That works for men. But when I was a junior lawyer, inviting a male contact for a drink sometimes got misinterpreted. Men can send a WhatsApp that just says “Pint?” and it’s fine. Women have to phrase it carefully – “I’d love to catch up and hear about what your business is working on next.” The reality is, if it’s uncomfortable, you just don’t do it. And if you don’t do it, you miss out on BD opportunities. That’s why BD remains one of the biggest barriers to female progression. Gemma: That’s a huge issue. How did you work around it? Leanne: I started doing BD in pairs. If a partner was going for drinks with a contact, I’d ask if they could bring a junior and I’d do the same. That way, it was a group setting and felt more natural. Firms need to think about how they help women navigate this, rather than just saying, “Go network.” Gemma: Now that you’re a partner, do you feel more pressure? Leanne: My day-to-day is actually easier – I don’t get 20 emails a day from senior lawyers asking me to do things. I can delegate more. But the overall pressure is much higher. Now, I worry about my team, the quality of our work, how we’re positioning ourselves with clients. It’s no longer just about my own workload – it’s about the business as a whole. Gemma: If you could give one piece of advice to someone who wants to make partner, what would it be? Leanne: Do it. A lot of people hesitate about making partner, but it’s an adventure. The biggest skill you need is self-awareness. Once you make partner, nobody tells you what to do anymore – that’s both freeing and terrifying. If you don’t know who you are or what you want to achieve, you can get really lost. For me, it wasn’t about having the biggest practice. I became a partner because I wanted a seat at the table. That’s what kept me grounded. Leanne Wright is a partner in Osborne Clark’s Private Equity team, focussing on advising founders and management teams on private equity transactions.
Interview with Amy Ulliott and Cameron Purse – What makes an exceptional Legal 500 submission
In a recent survey by the Law Firm Marketing Club (further info below), 66% of law firm clients said rankings in the Legal 500 or Chambers were a part of their decision to choose a law firm. So in this month’s Trifecta, and with the 2026 deadlines fast approaching, we’re taking a deep dive into Legal 500 submissions – what makes a strong one, common pitfalls to avoid, and how to maximise your chances of ranking success. To give us an inside perspective, we’re joined by two Legal 500 editors: Amy Ulliott, Editor for the UK Regions, and Cameron Purse, Editor for London. Amy has conducted research across multiple jurisdictions and has also served as Caribbean editor and Nordic editor during her time at the Legal 500. Alongside his role on the London research, Cameron is also a key contributor to Legal Business’ private equity coverage, including the Private Equity Elite, which covers the top GCs in private equity. With their insights, we’ll uncover how law firms can refine their approach, highlight their strengths, and put forward the best possible case in their Legal 500 submissions. Strategy & approach 1. What are the key elements that make a submission stand out? Amy: The primary element we are looking at is the work, which should demonstrate consistent involvement in high-profile, complex and/or innovative matters. These don’t need to get bogged down in the legal details but should clearly and succinctly highlight the work handled and make the case as to why this is a standout matter from the last 12 months. Beyond that, we want to see evidence of great clients – both new and longstanding; team changes, and evidence of the lawyers’ individual credentials, all aimed at providing a well-rounded picture of the practice and its people. Cameron: A strong submission is a transparent submission. We want firms to be as upfront as possible – not only about their wins but about their losses too. If a number of partners have left, or a key client has gone elsewhere, we will invariably find out for ourselves. It’s always best to tell us directly. 2. How should firms balance showcasing individual lawyers versus the strength of the team? Cameron: There is scope within the guide to recognise outstanding practitioners, but our analysis is squarely focused on the bigger picture; the performance of the team as a whole and the ways that key individuals contribute to the firm’s wider success. Internally, we think a lot about bench strength as a key factor in our ranking decisions. We want to see a team that is well-balanced with demonstrable, active talent at all levels. Amy: On the individual front, the best way to get yourself noticed is to a) make sure a bio is included in the team information section of the submission; b) make sure you are featured in the matters highlights; and c) include referees that will respond so we receive testimonials on your work. On referees: “People often think putting the CEO forward is the best approach, when in reality these people are often too busy to respond. Focus on those who have the time, and who you’ve worked more directly with.” 3. What are some common mistakes you see in submissions that law firms should avoid? Amy: I think the biggest mistake firms make in their submission is not actually giving us the information the submission template is requesting. We have read countless submissions padded out with irrelevant matter highlights, non-active clients, marketing spiel and so on when in reality a direct and clear approach is much better. Cameron: While not specifically a content issue, please do get everything in on time. The process is complex and time-sensitive, and we’ll be in a much better position to review everything properly if we have it by the deadline. Client & referee feedback 4. What role does client feedback play in the ranking process, and how can firms improve the quality of the feedback they receive? Amy: Yes, client feedback plays an important role in our assessment, particularly of individuals, but it is not the deciding factor in our decisions. Firms won’t be penalised for a low volume of feedback or no feedback at all as we recognise that clients are often extremely busy. Cameron: All that said, we allow an unlimited number of client referees precisely for that reason. We really want to hear from them, and we would advise priming as much as possible that we will be getting in touch. 5. How should firms go about selecting and managing their referees to ensure strong responses? Cameron: The most important element is including people who will actually respond and who you have worked with in the period being assessed. We get quite a few responses from referees saying ‘I haven’t worked with this person in years’ so make sure it is a timely list. Amy: I’d also suggest considering how busy your clients are. People often think putting the CEO forward is the best approach, when in reality these people are often too busy to respond. Focus on those who have the time, and who you’ve worked more directly with. Data & supporting evidence 6. What type of evidence or metrics strengthen a submission beyond just case summaries? Amy: As we said before, a strong submission is one that fully addresses all of the question we’re asking. There are opportunities to provide details beyond the summary of the case – deal value, cross-border elements, opposing counsel etc. All of the elements of the template are there for a reason and providing us with that information adds significant value to the material we’re assessing. 7. How important is it to have publishable matters? Will it affect your ranking if all your matters are confidential? Cameron: We assess publishable and non-publishable work with the same weighting. We appreciate that, in some practice areas, publishable work is effectively impossible to provide. We create the distinction purely so that we know what we can and cannot reference in our editorial content. A firm will not be penalised for a submission