Business Development & Marketing Leadership in US Law Firms: What We're Hearing in 2026.

Over the past six months, we've spoken with senior business development and marketing professionals from Am Law 200 firms and leading boutique practices across the US.

Some of these discussions have been with clients, others with candidates and senior professionals in our network. They haven't been formal interviews or surveys. Instead, they're the sort of conversations we have every day as a specialist legal recruitment partner: discussing careers, team structures, hiring, leadership and where firms are choosing to invest.

Every firm is different, but several themes have come up repeatedly.

Business development and marketing leaders are taking on broader roles

One of the clearest observations is how much these roles have changed.

Today's senior business development and marketing leaders are contributing well beyond traditional marketing activity. Many are responsible for commercial planning, client development, practice growth, technology initiatives, coaching partners and cross-practice collaboration, alongside leading their own teams.

Several people described a move away from being viewed as an internal support function towards becoming a much more influential part of the firm's commercial leadership.

As one Chief Marketing Officer put it:

We're expected to have a view on where the firm grows next, not just how we promote it.

The expectation is increasingly to influence decisions, identify opportunities and help shape the firm's direction.

Revenue generation is becoming the primary focus

Another consistent theme was how success is being measured.

Rather than focusing on the number of pitches submitted or events delivered, many firms are placing greater emphasis on revenue generation, client growth, cross-selling and strengthening key relationships.

Several leaders spoke about business development becoming much more closely linked to the commercial performance of the firm. One Business Development Director told us that conversations with partners have shifted away from reporting activity towards demonstrating how business development contributes to winning work and growing client relationships.

That doesn't diminish the importance of traditional business development activity, but it does change how success is evaluated.

AI is becoming part of everyday practice

AI featured in almost every discussion, although perhaps not in the way many headlines suggest.

Rather than talking about replacing people, leaders described practical ways AI is helping their teams work more effectively. Research, client preparation, competitive intelligence, pitch development, proposal drafting, knowledge management and internal reporting were all common examples.

Just as importantly, many stressed that AI is only one part of the picture. Human judgement, commercial awareness and strong relationships remain central to the role. Several firms have also introduced governance around AI, with approved tools and internal processes to ensure technology is used responsibly and confidential information remains protected.

Many of these themes also mirror what we're hearing across Legal Operations and Innovation functions, where firms continue to invest in technology and professionals who combine commercial and technical expertise. 

One senior leader summed it up well:

AI gives us more time to think. It doesn't replace the conversations that matter.

Commercial thinking is becoming a defining characteristic

When we asked what makes someone successful in these roles, technical expertise was rarely the first answer.

Instead, we consistently heard qualities such as curiosity, commercial awareness, relationship-building, influence and the confidence to work closely with partners.

The strongest business development and marketing professionals understand how their firm generates revenue, where opportunities exist and how they can help practice groups develop stronger client relationships.

Understanding legal services remains important, but understanding the commercial objectives behind them is becoming equally valuable.

Specialist sector knowledge continues to command a premium

While firms continue to value experienced business development professionals, many also highlighted the importance of specialist expertise.

Practice areas such as Private Equity, M&A, Litigation, Intellectual Property, Life Sciences, Technology and Financial Services were mentioned regularly. Firms often look for professionals who already understand the market, the client base and the commercial drivers within those sectors.

Some firms are also broadening their search to professionals who can bring valuable experience from other commercial environments, recognising that the right external talent can introduce fresh perspectives, new ways of working and ideas that might not emerge from recruiting solely within the legal sector.

For senior appointments in particular, that knowledge can shorten the learning curve and allow new hires to add value much more quickly.

Firms are investing in capability as well as people

Technology was another recurring theme, but not simply because firms are adopting new tools.

Several leaders spoke about improving the infrastructure that supports business development and marketing. CRM platforms, client intelligence, proposal management, experience databases, reporting and data analytics are all receiving greater attention, helping teams demonstrate their impact more effectively.

Interestingly, some firms also talked about improving systems and processes before expanding headcount, suggesting that investment is increasingly focused on capability as well as capacity.

Data is becoming more important in business development

Closely linked to technology is the growing importance of data.

Business development leaders are increasingly expected to understand client engagement, pipeline activity, market intelligence and return on investment, using data to support decisions rather than relying solely on experience or instinct.

For many firms, demonstrating commercial impact is becoming just as important as delivering it.

Firms are looking for broader leadership experience

Another theme that emerged was the changing profile of senior leaders themselves.

Many have backgrounds spanning business development, marketing, communications, operations, consulting or even legal practice. That breadth of experience appears to be becoming increasingly valuable as firms look for leaders who can connect different parts of the business, introduce new ways of working and support long-term growth.

It's also clear that senior professionals are evaluating opportunities differently. Culture, leadership, the opportunity to influence the direction of the firm, flexibility and career development were all mentioned alongside compensation when discussing what attracts senior talent.

The roles we're supporting law firms with

These discussions closely reflect the appointments Boston Hale is supporting across the US legal market.

Our work includes retained searches and contingent recruitment for senior business development and marketing professionals, including:

• Chief Marketing Officer (CMO)
• Chief Business Development Officer (CBDO)
• Global Director of Business Development
• Director of Business Development
• Director of Marketing
• Client Development Director
• Senior Business Development Manager
• Business Development Manager
• Client Development Manager
• Director / Head of Pitch & Proposals
• Director / Head of Business Development Operations & Enablement

While every hire is different, the qualities firms are looking for are becoming increasingly consistent: commercial thinking, strong leadership, the ability to build relationships across the partnership, confidence using technology effectively and a clear understanding of how business development contributes to firm growth.

Looking ahead

Business development and marketing leadership is becoming more central to how law firms grow, strengthen client relationships and position themselves for future success.

We'll continue sharing the themes we're hearing across the market as firms invest in new capabilities, adopt new technologies and refine the way these functions support the business.

If you're reviewing your business development and marketing team, planning a senior hire or would simply like to compare notes on what's happening across the market, get in touch with Jerome Espitalier-Noel.

These insights are drawn from discussions held over the past six months with CMOs, CBDOs and other senior business development and marketing leaders from Am Law 200 firms and leading boutique practices across the US, alongside conversations with clients and candidates in our network. They are intended to provide a snapshot of the themes we're hearing most consistently, rather than represent every firm's experience.

‹ Back