Can legal business development secure its future? Only by

Business development and marketing have become essential components of law firm success. With increasing global competition among legal service providers, their strategic value is clearer than ever. In response, many firms have significantly increased their investment in BD teams, making it critical to build a sustainable and well-balanced talent pipeline to maintain this upward trajectory.

A visible shortage of junior BD & marketing talent

Despite increased hiring activity across the legal sector, there’s a visible shortage of junior talent, especially in London, where I specialise in non-managerial legal BD, marketing, and communications recruitment. This seems contradictory given the surge in open roles, which include additional headcount for existing teams and the creation of new teams for the first time.

Yet, a pattern has emerged: many firms have disproportionately filled these roles with senior-level professionals, leaving a vacuum at the junior level.

Why law firms have focused on senior hires for their BD & marketing teams

There are valid reasons for this focus. The pressure to secure new business, retain existing clients, and respond to increased competition from US firms in the UK has prompted law firms to prioritise experienced professionals. For those building BD & marketing teams from the ground up, hiring seasoned talent to guide structure and strategy is a logical step.

However, an over-reliance on senior hires creates an unsustainable model.

Without a consistent pipeline of junior professionals such as BD & marketing Assistants, Coordinators, and Executives, the long-term strength of legal BDM is at risk.

The ‘talent puddle’ problem

Hiring managers repeatedly voice concern over the shallow pool of Executive and Senior Executive candidates. They also note the rapid career progression of many younger professionals who are advancing often far faster than was the case for previous generations. While generational differences may partly explain this, the root issue is deeper: legal BD and marketing simply lack the volume of junior talent the industry needs.

At present, it’s not a talent pool. It’s a talent puddle.

Early-stage solutions are emerging

Some law firms are beginning to tackle this issue. A few, including one Magic Circle firm, have introduced graduate programmes specifically for BD and marketing. Others have implemented apprenticeship schemes. These initiatives, while not yet widespread, represent meaningful progress in recognising BD and marketing as professional career paths deserving of structured entry-level routes, akin to those available for aspiring Lawyers.

Getting these programmes approved is no small feat in law firms, where budgets are often tight and hard-fought. Their existence is a strong signal of BD’s growing legitimacy and importance within the legal ecosystem.

Building visibility within firms

To truly embed BD and marketing into the future fabric of law firms, it’s vital that their contributions are made visible, not only to Partners but to junior Lawyers as well. Encouraging early collaboration between legal trainees and BD teams builds mutual understanding and fosters stronger partnerships down the line, when those Lawyers step into leadership positions.

The double-edged sword of technology

The rise of technology, especially AI, is reshaping how law firms operate. In BD and marketing, AI has boosted efficiency by handling routine admin tasks, freeing time for more strategic work. However, this reliance on tech has, in some firms, led to a reduction in junior hiring, under the assumption that automation can fill the gap.

This is a short-sighted move. AI should be seen as a tool that supports junior talent, not a substitute for it. Without entry-level professionals learning and growing within the function, there will be no next generation of senior advisers to lead the charge.

Future-proofing the talent pipeline

Law firms must avoid sacrificing long-term success for short-term cost savings. Legal BD and marketing teams should integrate technology in ways that enhance workflows, while still investing in junior roles. The goal should not be to eliminate BD Assistants and Executives, but to reimagine their roles to make better use of technology and drive efficiency.

To ensure sustainability, firms should maintain a balanced team structure with a clear path of progression from junior to senior roles. Entry-level programmes, whether graduate schemes, apprenticeships, or internships, should become a standard part of BD recruitment strategy, just as they are for Lawyers.

Keeping the conversation going

There are many other avenues worth exploring, such as opening the hiring process to candidates from outside the legal sector. But the core message remains: the junior talent gap is a real and pressing issue that must be addressed if legal BD & marketing is to continue growing and thriving.

This isn’t just about immediate hiring needs, it’s about securing the future of the profession. The time to act is now.

About the author

Charles Serna is a Senior Recruitment Consultant at Ambition, specialising in placing non-management level professionals in Business Development, Marketing, and Communications roles within law firms across London.

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