In an era where competition is fierce and client expectations are evolving rapidly, professional services firms are turning to a previously underleveraged asset- their data.
In this session, Heather Vadgama (CMO, Walkers) moderated a panel consisting of Raya Blakeley-Glover (Global Head of BD & Sales, Bird & Bird), Mike Beswick (BD, Marketing & Comms Director, Taylor Wessing), and Adam Soames (Chief BD Officer, Ashurst) and they covered how they’re connecting unstructured data sources to drive growth, enhance client strategy, and prepare their firms for the future.
Data-Driven Growth Is No Longer Optional
As Mike put it, “The days of relying solely on good attitude and storytelling are gone. You now need to overlay narratives with hard data, metrics, and market intelligence.” For many firms, that shift means moving beyond disconnected platforms and locked-away datasets toward fully integrated systems that map client behaviours, track engagement, and inform strategic decisions.
Bird & Bird has made early strides in this direction and is embedding data-driven thinking deep into their business development strategies. Raya shared how using diagnostic tools designed to identify areas for improvement and spotlight what’s working. “The insights we’ve gained have revealed exactly where to improve, and what’s working.”
She also talked about how “Measurement follows belief.” You still need to have the stories about how clients got value and how partners tailored their approaches to their practice area, and then the data comes behind and supports that belief.
Making Disconnected Systems Work Together
Unifying disparate data sets across websites, CRM tools, financial platforms, and client feedback, is no small task. But the panelists agreed that doing so is essential. “We’re using automation and predictive insights to build a clearer picture of where the opportunities lie,” said Adam Soames. “The data tells us not just what happened, but what could happen.”
The key to success, panelists emphasized, is structuring the data first. “If AI is the rocket, then data is the fuel,” said Mike Beswick. “But garbage in, garbage out. Without quality input, even the best tools are limited.”
Building a Culture Around Insights
This transformation isn’t just technological, it’s cultural. At Taylor Wessing, performance metrics and dashboards have become a core part of business development. “We now operate under the principle that if it’s not in DealCloud, it doesn’t exist,” said Beswick. That level of transparency drives accountability and helps uncover “white space” opportunities across jurisdictions and sectors.
The Human Skills Behind the Tech
Despite the tech-heavy focus, the conversation repeatedly returned to people. Data visualisation, storytelling, and curiosity were described as essential skills. “We’re not just hiring marketers anymore, we’re hiring data translators and investigative thinkers,” said Adam. Teams that can ask the right questions of the data are the ones unlocking its full value.
A Final Thought
The firms that win tomorrow won’t just be those with the most data, they’ll be the ones who know how to connect it, interpret it, and act on it. As these leaders show, the future is already arriving, and it’s powered by insight.