The legal industry is in a significant consolidation wave right now, recent headline mergers include Winston & Strawn and Taylor Wessing formally approving their combination to form the 1,400-lawyer Winston Taylor, and Hogan Lovells announcing plans to merge with Cadwalader, Wickersham & Taft to create a 3,100-lawyer firm with $3.6 billion in revenue, while Ashurst and Perkins Coie also received overwhelming partner approval for a merger set to close on July 1, 2026, forming a 3,000-lawyer firm.

Mergers are complex, transformative events, and for marketing leaders, they present a unique set of challenges and opportunities. At the LMA 2026 this year, there was a brilliant session where industry leaders, who have recently been through mergers -  Michael Michaelides (A&O Shearman), Truda Chow (FBT Gibbons), and Ashley Horne (Womble Bond Dickinson) - offered invaluable lessons on communication, integration, and fostering a unified culture during such a pivotal time. Here’s a few things I took away from the session;

Communication and Transparency are key
It might sound obvious, but super important, internal stakeholders must be kept in the loop and always be informed first. Ashley emphasised, “Our internal stakeholders need to know things before our clients and media, and anyone else external to the firm”. Michael echoed this, highlighting that leaders must commit to transparency, even without all the answers. He warned against the damage caused when employees learn news from external sources, the worst thing is when people read about mergers in the media before the firm can tell people themselves. Truda reinforced that being proactive with information prevents the destruction of trust. Marketing leaders must ensure a robust internal communication strategy that addresses anxieties, questions and concerns.

Equip Client-Facing Teams and Manage Perceptions
Marketing plays a crucial role in shaping external perceptions. Ashley stressed the importance of "equipping the attorneys"  with clear narratives, and making it easy for them to convey externally about the merger.  Anticipate client questions, particularly around rates and service continuity, and prepare comprehensive FAQs. 

Foster a Unified Culture Going Forward, BUT Acknowledge History
Building one cohesive firm requires deliberate effort. Ashley highlighted the importance of "bringing people together" to build personal relationships and trust, stating that “building that trust and that foundation and having to get to know one another personally was critical”. Michael reflected on a common oversight, “We were so excited about the new firm... We kind of didn't pause to think about the two histories. And bring those together in a narrative”.  Acknowledging the legacy of both firms, and allowing space for colleagues to mourn the loss of their old identities, is a small but vital step in fostering acceptance of the new firm. 

Strategic Planning 
Mergers are rarely quick fixes. Michael urged leaders to, at times, “step back from the whole program activity... and be super realistic about how long this is going to take”. Keep an eye on the big picture. Truda talked about the importance of leaning on the team around you. For marketing leaders, this means delegating effectively and leveraging collective expertise, as it's impossible for one person to handle everything.

In essence, successful merger integration for marketing and BD leaders hinges on proactive, transparent, and empathetic communication, strategic planning, and a commitment to building genuine connections and trust across the newly formed entity.