Professional Services BD & Marketing Market Update: 2026

As we start the year and reflect on Q4, some clear themes are already shaping the outlook for business development and marketing roles within professional services. From shifting hiring patterns to evolving candidate expectations, the final quarter of last year provided valuable insight into what firms and individuals should be preparing for as we move through 2026.

A slower start to Q4, then strong momentum from November

The start of Q4 was noticeably slower in terms of job flow, but this changed quickly as we moved into November. We saw a clear increase in hiring activity, with a mix of marketing roles coming to market. There was a particular increase in digital and brand roles, underlining just how important strong market positioning and a visible online presence continue to be for professional services firms.

Within my property and real estate clients, there were several senior marketing hires, particularly at smaller to mid-tier practices. A clear trend emerging here is a move towards account-based marketing models, signalling a more targeted and strategic approach to winning and developing client relationships.

Regional growth is no longer a “nice to have”

One of the biggest shifts in 2025 was the increase in roles based outside London. I worked on more regional positions last year than ever before, with BD-focused roles in Birmingham, Bristol, Manchester, and Scotland.

This aligns with what we’re hearing across the market: firms are deliberately pushing more BD resource into the regions to support growth closer to key clients. I expect this trend to accelerate throughout 2026 as regional offices become central to firms’ go-to-market strategies.

The reality of hybrid working

Fully remote roles are now largely non-existent across professional services. Hybrid working remains the norm, but expectations have clearly shifted. Most firms are now looking for increased face time across BD, marketing, and communications teams.

For many candidates, four days a week in the office is becoming the standard, with anything less viewed as a bonus rather than an entitlement. This reflects a broader desire from firms to rebuild collaboration, connection, and visibility across teams.

PE backing continues to fuel growth

Private equity investment in accountancy and professional services firms shows no sign of slowing down. As more firms take PE backing, we’re seeing a strong appetite for growth-driven roles, particularly client-facing sales and BD positions.

There has been a clear uptick in roles focused on go-to-market strategy, revenue generation, and direct client engagement and I don’t see this changing any time soon.

Hiring advice for firms

If you’re planning to hire, timing and clarity are everything. From experience, the back end of Q1 - particularly the third week of January - is when candidate movement peaks. Many professionals return from the Christmas break hoping for change, only to realise that little has shifted, prompting them to explore new opportunities.

However, most candidates remain passive, and we are still seeing firms lose top talent due to delayed or unclear interview processes.

My advice is simple:

Be clear on exactly what you want from the outset
Streamline your interview process
Where possible, pre-book interview dates before going to market

Small changes can make a big difference in securing the best candidates.

Broadening the talent pool

Across professional services, there is a growing appetite to rethink traditional hiring profiles for BD roles. While firms have historically favoured “like-for-like” backgrounds, there is now more openness to candidates with transferable skills, provided they come from a B2B marketing or BD environment.

True change won’t happen if firms continue to hire the same profiles time and time again. Broadening the talent pool is key to building more diverse, dynamic, and future-ready teams.

Advice for candidates

For candidates considering a move, my biggest piece of advice is to give yourself time. Leaving a role only when you’re deeply unhappy often leads to rushed decisions and, in some cases, poor career moves. The best time to look is when you’re still engaged in your role but thinking strategically about your long-term career.

On a practical level:

Keep your CV concise and tailored - four or five-page CVs are still far too common
Take the time to adapt your CV for each role rather than using a one-size-fits-all approach

The importance of LinkedIn

An optimised LinkedIn profile is no longer optional - for candidates or employers. Recruitment is now a two-way process: candidates assess firms just as closely as firms assess candidates.

Candidates want to see:

Up-to-date profiles
Clear messaging around culture and values
Visible commitments to diversity, equity, and inclusion

Firms should be vocal about initiatives, networks, and programmes they run, while candidates should ensure their profiles accurately reflect their experience and ambitions. Transparency and accessibility matter more than ever.

As we move further into 2026, the BD and marketing landscape within professional services continues to evolve. Firms that are agile, clear in their hiring approach, and open to change will be best placed to attract and retain top talent, while candidates who take a proactive, considered approach to their careers will have the strongest outcomes.

About the author

Natalie Lawford specialises in BD, Marketing and Communications recruitment at all levels within Accountancy Practices, Management Consultancies and Real Estate firms on a Permanent basis.

Natalie recruits for roles from Assistant to Director Level roles covering, Business Development, Account Management, Client Relationship Management , Bids/Proposals, Marketing, Digital Marketing, CRM Database, PR and CSR, Internal Comms, Events and Design.

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