The second talk of the day at the LMA Europe regional conference was led by Connor Kinnear (CMO, Passle), featuring insights from senior leaders at some of the world’s top law firms: Kerri Vermeylen (CMO, Sidley Austin), Laura Nicholls (Chief Client Officer, Clifford Chance), and Giles Elliot (Client Affairs Partner, Jones Day).

The discussion focused on how the marketing and business development function has shifted in recent years and where it’s headed next. With client experience now front and centre, the panel explored the move from traditional marketing to more client-centric approaches, and how they’re leading that change within their firms.

Here are a few key takeaways from the session:

Shaping the Future of Client Experience in Law: Key Takeaways from the Managing Partner and CMO Fireside Chat

In a time of rising client expectations, overwhelming information, and accelerating technology, top law firms are redefining how they approach business development and marketing. At the recent Managing Partner and CMO Fireside Chat, leaders from Clifford Chance, Sidley Austin, and Jones Day shared insights into the strategies shaping the next five years of legal service delivery.

Moving from Tradition to Intentional Client Strategy

Traditional marketing approaches are being replaced by focused, client-first strategies. Clifford Chance has embedded client experience into its core business strategy, while Sidley Austin has developed a firm-wide agreement on what clients should expect, training every new partner to meet this standard. These shifts signal a clear prioritisation of empathy, consistency, and value in client interactions.

Relationships Lead, Revenue Follows

A central theme across all three firms is the recognition that long-term growth is driven by strong relationships. At Jones Day, a unique compensation model that avoids origination credits reinforces this belief. Across the board, there is a renewed focus on active listening, curiosity, and vulnerability as essential tools for building meaningful connections.

Redefining Client Communication

Clients are asking for more than reports and updates. They want relevant insights, meaningful touchpoints, and personalised engagement. Firms are responding with creative approaches such as one-to-one outreach, curated experiences, and insight-driven conversations. A successful example shared was a client event built around a shared interest, which saw full attendance and strong engagement.

Solving the Internal Awareness Puzzle

Internal silos continue to hinder collaboration in large firms. Leaders noted that lawyers often remain unaware of the services offered by their colleagues, leading to missed opportunities. In response, firms are implementing new contact databases, hosting informal networking sessions, and creating team-based training cohorts to encourage knowledge sharing and deeper collaboration.

Technology as a Catalyst, Not a Threat

Artificial intelligence was a recurring theme in the conversation. Rather than viewing it as a risk, leaders emphasised its role in transforming the profession. The ability to pair legal expertise with technological fluency will be essential. As one Connor noted, AI may not replace your job, but someone who knows how to use AI might.

The Human Factor Remains the Biggest Challenge

Despite new tools and strategies, the biggest obstacle remains people. Many partners are resistant to change, hesitant to adopt new behaviours, and too busy to engage with broader firm initiatives. Firms are addressing this by investing in persistent leadership, practical training, and a culture that encourages adaptability and shared responsibility.

Looking Ahead

As law firms continue to navigate change, the firms that succeed will be those that align strategy with client needs, embrace technological progress, and foster a culture rooted in collaboration and service. The future of legal business development will not be built on tradition alone, but on the strength of relationships, relevance, and readiness for what's next.