Helen Cox Marketing Consultant London Kent UK Fractional Marketing AI and Marketing

The new role of Business Development and Marketing in professional service and B2B businesses

Over the past couple of years I have started to see a shift when it comes to business development and marketing (BD&M) in professional services and B2B Businesses. The BD&M teams seem to be no longer confined to the back office, quietly supporting fee-earners with brochures, events, and proposals. Instead, these functions have stepped into the limelight, becoming integral to how law firm, accountancy practices and B2B firms engage clients and drive growth.

The shift reflects broader changes in the professional services sector, where client expectations are evolving, competition is intensifying, and innovation is reshaping traditional practices. BD&M teams are taking on client-facing, relationship-driven roles that go beyond simply supporting lawyers—they are now key players in building trust, enhancing client experiences, and aligning firms with market demands.

So, what does this transformation mean for your firm? And how can you ensure your BD&M team is equipped to thrive in this new role?

Why are BD&M roles changing?

The answer lies in the rapidly shifting landscape of client expectations. Today’s clients are not just looking for professional expertise; that’s a given when they approach any reputable firm. What they value now is the ability to understand their unique challenges and offer commercial, actionable advice that aligns with their business goals.

Clients increasingly demand a consultative partnership rather than a transactional service. They want advisors who can anticipate their needs, bring strategic insight, and contribute to their success beyond the typical issues. For example, general counsels have expressed a preference for advice that is easy to forward internally—succinct, business-focused, and tailored to their audience.

This evolution in client expectations is pushing BD&M professionals to adopt a more strategic, proactive, and client-centric approach. They are no longer just supporting lawyers but are active participants in shaping the client experience and strengthening relationships.

The expanding role of BD&M professionals

With this change, BD&M professionals are taking on responsibilities that were once the sole domain of fee-earners. They are becoming more visible, interacting directly with clients, and influencing how firms are perceived and experienced. I am seeing more job descriptions requiring professionals to attend networking events, conference and trade shows where as in the past this would have firmly landed on the business to attend.

For example, BD&M teams are now playing a crucial role in managing client relationships. They gather feedback, analyse data, and use insights to tailor services and strategies. Their work often involves close collaboration with lawyers to ensure that client needs are met in a way that aligns with the firm’s broader objectives.

This partnership between BD&M teams and lawyers, accountants and consultants is key to success. Professionals bring their expertise in their subject matter, while BD&M professionals provide a broader perspective, focusing on industry trends, client expectations, and opportunities for growth. Together, they create strategies that not only meet client needs but also position the firm as a trusted partner.

From reactive support to strategic leadership

The shift from reactive to proactive BD&M is perhaps the most significant aspect of this transformation. In the past, BD&M teams were often called upon to respond to immediate needs—creating marketing materials, coordinating events, or assisting with pitches. Today, they are expected to think ahead, identifying trends, opportunities, and risks before they emerge.

Take, for instance, client feedback programs. Rather than waiting for issues to arise, BD&M teams are actively seeking input from clients to refine services, improve satisfaction, and build loyalty. Similarly, strategic account management is becoming a cornerstone of BD&M, with teams developing tailored plans for key clients to ensure long-term value and engagement.

This proactive approach is not just beneficial for clients—it also elevates the role of BD&M within the firm, positioning these professionals as essential contributors to growth and strategy.

Challenges in redefining BD&M

Of course, this evolution is not without its challenges. One of the biggest obstacles is cultural. In many firms, there is still a perception that BD&M is a support function rather than a strategic one. Changing this mindset requires buy-in from leadership and a willingness to integrate BD&M professionals more deeply into client-facing activities.

Another challenge is the skills gap. Not all BD&M professionals have experience in client engagement, strategic planning, or data analysis. Upskilling is essential to ensure teams are equipped to meet the demands of their new roles.

Finally, measuring the impact of BD&M can be difficult. Unlike billable hours, the value of BD&M activities is not always immediately visible. Firms need to establish clear metrics to demonstrate how BD&M contributes to client satisfaction, retention, and overall growth.

The future of BD&M: A look ahead

As BD&M continues to evolve, the future promises even more changes. Specialisation is already emerging as a key trend, with roles like client experience managers and data scientists becoming increasingly common within BD&M teams. These positions reflect the growing importance of data and technology in driving client engagement and improving efficiency.

Technology, in particular, is playing a transformative role. Artificial intelligence (AI) and automation are streamlining tasks like proposal development and client research, freeing up BD&M professionals to focus on higher-value activities. However, the human touch remains essential, especially when it comes to building relationships and creating creative, strategic solutions.

Another trend to watch is the move toward client-centric structures. More firms are organising BD&M teams around client sectors and buying patterns rather than traditional practice lines. This approach allows firms to better align their services with client needs, creating a more personalised and impactful experience.

Need help?

Need help? If you would like help with your marketing, then bringing on a marketing consultant with a fresh pair of eyes can make all the difference. I work with B2B businesses and professional service firms in London, Kent, UK and Europe, as well as specialising as a Legal Marketing Consultant. Please get in touch or book a free 30-minute consultation.

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