Professional Troublemakers in Action: Driving Real Change in Legal MBD

Today I’m attending InterAction’s Accelerate event in London, and one session I was especially looking forward to was “Professional Troublemakers Wanted.” With a bold title and an even bolder promise, the panel brought together strategic thinkers and doers who aren’t afraid to shake up the status quo in legal marketing, business development, and operations.

Led by Stephen Allen, Chief Scout at TRAMPELPFAD, and joined by Barbara Hamilton-Bruce (Partner & Legal Operations Director, Simmons & Simmons), Benedikt Schueller (Divisional COO, Withers), and Sue Bence (COO), the session dove into what it truly takes to champion innovation in a sector often seen as resistant to change. From bringing CRM and MarTech out of the shadows, to using data with purpose, the conversation was packed with real-world honesty (plus a few swear words) and actionable insight.

Here are my key takeaways from the discussion:

• Spot the cracks—and act on them: Great change-makers don’t just see what’s broken—they have the courage to step in and fix it.
   
• Don't wait for permission: Change doesn’t need a green light. Build coalitions, rally allies, and frame change as an opportunity rather than a threat.
   
• Start small, test, and share the wins: Pilots are powerful. Prove success on a small scale, measure the impact, and shout about the results.
   
• Work with the winners first: Don’t start where change is most “needed”—start with someone already performing well. Their success will speak volumes and help convert the sceptics.
   
• Let data drive decisions: Guesswork won’t cut it. Use data to guide your approach, measure results, and build credibility.
   
• Be a pilot, not a passenger: Be the one asking uncomfortable questions and pushing for progress. Change doesn’t come from the sidelines.
   
• Clarity of purpose is everything: Know the outcome you're aiming for—and let that be your North Star. Stay focused and aligned.
   
• Small wins matter: A 1% improvement might seem minor, but compounded over time, it’s game-changing.
   
• Map the process: Strong individuals can mask weak systems. Business process mapping reveals where things are truly broken.
   
• Empathy over ego: Doubters? Don’t dismiss them. Invite them in. Understand their perspective and bring them on the journey with you.
   
• Keep it objective, not personal: When resistance arises, bring the conversation back to project goals—not personalities.