Tuesday, April 14, 2015 • Conference Day One

General Session

8:00 a.m. Registration Opens

8:00 a.m. Breakfast in the Exhibit Hall

9:00 a.m. Welcome and Opening Remarks

LMA 2015 President
betsi-roach.gif Betsi Roach
Executive Director
Legal Marketing Association
Adam-Severson.gif Adam Severson
Chief Marketing & Business Development Officer
Baker, Donelson, Bearman, Caldwell & Berkowitz, PC
Conference Co-Chairs
Ashraf-Lakhani.gif M. Ashraf Lakhani
Director of Business Development and Marketing
Porter Hedges LLP
Anne-Malloy-Tucker.gif Anne Malloy Tucker
Chief Marketing Officer
Hunton & Williams LLP

9:15 a.m. Keynote Speaker - Dan Pink

Daniel-Pink-Large.gif Leadership and the New Principles of Influence

Leaders at every level today confront two stark realities. First, in these fiercely competitive and endlessly turbulent times, they must do more with less. Second, the old-school management techniques we've long relied on to produce results frequently fail. Enter Dan Pink, best-selling author of Drive and To Sell Is Human, with a fresh approach.

Drawing on a rich trove of social science and cutting-edge practices from organizations around the world, Pink will demonstrate the new ways leaders are persuading, influencing and motivating others. He will show the power of underused techniques such as perspective-taking, problem-finding and using purpose as a motivator - and offer concrete steps to put these ideas into action.

In this entertaining and provocative presentation, you will learn:

  • Why changing people's minds often matters less than giving them an "off-ramp" to act;
  • Why the most persuasive leaders aren't introverts or extraverts, but "ambiverts";
  • 3 rules for taking the perspective of those you lead;
  • How the principles of improvisational theater can help you overcome resistance;
  • 5 ways to frame your message for maximum influence.

10:15 a.m. Networking and Refreshment Break in the Exhibit Hall


Concurrent Breakout Sessions • 11:00 a.m. - 12:00 p.m.


A marketing department deals with thousands of prospects, hundreds of clients and dozens of lawyers. For them, the law is a volume business. However, when it comes down to each individual lawyer, the world is very, very small. Sometimes this disconnect between marketers and lawyers makes it hard to get things done.

For a lawyer, there are only 15 people that will make, or break, their year. That’s it. Thus, it is important to know how to identify who they are. This list is not static. However, for the purposes of planning business development activities for today, the list is small and finite.

The collection of all of these lists of 15 from each lawyer combine to represent the marketing and business development targets of the entire firm. But, as long as it is still executed by individual lawyers, marketers must still plan with these small circles of influence in mind.

In this session, we will discuss how to identify each type of contact, specific marketing and BD activities for each type and how to constantly refresh the list.

This session will help both parties see eye to eye and focus on execution instead of aspirations.

Darryl-Cross.gif Darryl W. Cross
Vice President, Performance Development

Law firm mergers and practice/attorney acquisitions have become seemingly commonplace in the industry over the last decade. The law firm that has not acquired another firm, been acquired by another firm or acquired a significant team of lawyers is more the exception than the rule. The challenge is integrating new attorneys/firms to gain the most value out of each combination.

This session will focus on:

  • A look back at the major firm mergers and acquisitions over the past few years.
  • Examples of both successful and sub-optimal integrations, with anecdotes from insiders on what went well and what did not, particularly from a marketing communications perspective.
  • A look at factors contributing to successful out-of-industry mergers and integrations.
  • Key implications for law firm marketers and steps to take ahead of, during and post-merger to contribute to the successful integration.
  • How senior marketers - when included in discussions before the combination reaches final stages - can offer:
    • strategic value with insights, market knowledge and trends.
    • competitive intelligence on the target market/practice/firm.
    • effective integration plans.
Mary-Connolly.gif Mary Connolly
Director of Business Development
Goodwin Procter LLP
Jonathan-Hollenberg.gif Jonathan Hollenberg
Joseph-Melnick.gif Joseph J. Melnick
Director of Strategic Business Development
Mona-Zeiberg.gif Mona C. Zeiberg
Senior Director of Strategic Marketing
Morgan Lewis


The Gartner Group predicts that by 2017, the CMO will spend more on technology than the CIO. Our future success as marketers is now tied to understanding and mastering online technology because our customers are increasingly getting their information online and living their lives online. This session examines the implications of the pace of technological change, identifies the technology trends and explores the tools that will make us successful.

Adam-Stock.gif Adam Stock
Chief Marketing and Client Services Officer
Allen Matkins

In the same way that kale now pops up on every menu these days, "content strategy" is the marketer's topic du jour. The problem is that talking about it isn't driving firms to embrace it.

"Content strategy" assumes two facts:

  1. A top-down definition of the areas for which the firm wishes to be known, accompanied by an equally strong commitment that the firm won't feature everything else in an egalitarian effort to be all things to all people.
  2. The proliferation and prioritization of content in primarily the areas for which the firm is seeking to enhance its brand equity.

To demonstrate that this is as much a strategic and political issue as a marketing one, consultants Norm Rubenstein, Deborah McMurray, Elonide Semmes and Leigh Dance have created a fictional law firm and designed a special website to illustrate how content strategy works when it starts with and supports firm strategy. An interactive session, they will provide specifics on how content strategy can help achieve a firm's business goals. You will hear what buyers have told them about how firms can "prequalify" themselves for prospects looking to find new counsel, and much more.

E-Leigh-Dance.gif E. Leigh Dance
ELD International LLC.
Deborah-McMurray.gif Deborah McMurray
Chief Executive Officer and Strategy Architect
Content Pilot, LLC
Norm-Rubenstein.gif Norm Rubenstein
Zeughauser Group LLC
Elonide-Semmes.gif Elonide C. Semmes
Right Hat LLC

12:00-1:30 p.m. Networking Lunch

During lunch, tables will be reserved for each of LMA's Shared Interest Groups (SIGs). Take advantage of the opportunity to network with your SIG colleagues, or if you aren't a member of a SIG yet and would like to be, join a table to learn more.

For more information on LMA's SIGs, visit www.legalmarketing.org/SIGs.

Concurrent Breakout Sessions • 1:30 - 2:30 p.m.

This session will bring together an external business development coach, a senior marketing and business development professional and the COO/CFO
of a law firm who will discuss why it's important to not only have metrics for a coaching program, but how to predict success from time, energy and dollars invested. It's a team effort to successfully advance an attorney - and the lineup on this panel has the playbook to get them there.

Key takeaways:

  • Learn best practices for launching a coaching program, from getting buy-in within the firm, to selecting participants, to building momentum and keeping it going.
  • Discover ways to turn coaching participants into top producers who help drive the firm's revenue - and how you can use metrics to evaluate your program's ROI.
  • Hear how the firm's marketing team and senior management are key to facilitating a coaching program and ensuring the participants hit it out of the park.
Panelists: Moderator:
John-Banks.gif John H. Banks
Chief Operating Officer/
Chief Financial Officer
Kristen-Leis.gif Kristen Leis
Director of Business Development & Marketing
Parker Poe
Elizabeth A. Boehm
Senior Marketing &
Business Development
Manager, Benesch
Peter-Johnson.gif Peter A. Johnson
Law Practice Consultants, LLC

Competing for and retaining excellent talent. Setting a firm apart through client service and excellent lawyering. Building a strong infrastructure and business.

These are regular topics of discussions and focuses in law firms. Most law firms have established tactics or programs to attempt at least most of them. Some firms attempt all of them, including a combination with another firm. However, in most cases, they are simply words. They are simply words unless people come together and successfully execute an integrated plan. They are simply words if the plan doesn't succeed.

During the recent combination of Faegre Baker Daniels, the operations executive team was tasked with integrating the entire infrastructure of the firm. They were also tasked with ensuring best practices were imbedded in every decision, every process, every program. The five-person executive team came together in a powerful way, continuing to work in the same way today, taking collaboration and teamwork to a whole new level. Learn how they did it, lessons they learned along the way, what it means to be a highly functioning team, how that looks on a daily basis and the impact they are making on their firm.

Brad-Frederiksen.gif Brad Frederiksen
Chief Information and Knowledge Officer Faegre Baker Daniels
Melanie-Green.gif Melanie Green
Chief Client Development Officer Faegre Baker Daniels
Ann-Rainhart.gif Ann Rainhart
Chief Talent Officer
Faegre Baker Daniels

The rising dominance of digital marketing - whether via web, email, social or mobile - makes it more important than ever that your firm's brand expression receive continual care and extension. And yet, most legal marketers inherit the brand that they champion from a pre-digital era. Even the clearest guidelines for elements like logo treatment and Pantone palette don't account for new digital contexts where brand communication is inherently more vibrant and dynamic. A compelling brand in the digital era must break out of a static, ad-driven definition to drive everything from social thumbnails and mobile typography to overall content strategy.

In this session, we'll start with the basics: What key components make up a digital brand? How can firms ensure their digital brand is communicated effectively? We’ll provide both in and out of industry examples of how businesses are maintaining brand consistency in content, typography, imagery and more. With key examples and some handy tricks and tools along the way, you’ll come away with a thorough understanding of how you can extend your brand into the interactive world.

Nate-Denton.gif Nate Denton
Managing Director Creative Services
One North Interactive
Kalev-Peekna.gif Kalev Peekna
Managing Director, Strategy
One North Interactive

You don't have to work at a big law firm to have a great marketing and business development program. Although staffs and budgets may be smaller, there are plenty of innovative and successful programs underway at mid-sized, regional and boutique law firms.

In this session, in-house marketers at three mid-sized law firms will showcase creative and effective marketing/business development programs underway:

  • FordHarrison: LEAP: An attorney coaching and training program with measurable results
  • Graydon Head: Making the transition from marketing to business development
  • Maslon Edelman Borman & Brand: A holiday initiative that engages lawyers, staff, clients and the community

The program will be moderated by Sally Schmidt, who has worked extensively with mid-sized law firms on their marketing and business development initiatives.

Panelists: Moderator:
Paul-Darwish.gif Paul Darwish
Chief Business Development
Officer/Director of Marketing
Graydon Head & Ritchey
Sally-Schmidt.gif Sally Schmidt
Schmidt Marketing, Inc.
Pamela-Roemer.gif Pamela K. Roemer
Director of Marketing and
Business Development
Maslon Edelman Borman &
Brand, LLP
Melodie-Tilley.gif Melodie Tilley
Chief Client Development Officer, FordHarrison LLP

Concurrent Breakout Sessions • 2:45 - 3:45 p.m.

We've all heard it before: "I'm a lawyer, not a salesman!" But the fact is that in these tough times, every single person at the firm must be part salesman if the goal is to grow the business. This session looks at several different services industries to identify commonalities that will help you build a sales-oriented strategy that works. In addition, the panel will discuss the sale models based on other industries that have been put into place at several Am Law 100 firms.

Panelists: Moderator:
Nick-Araco.gif Nick Araco
Senior Director, Business Development & Strategy
Drinker Biddle & Reath
Douglas-Johnson.gif Douglas R. Johnson
Chief Strategy Officer Catapult Growth Partners
Mo-Bunnell.gif Mo Bunnell
Founder and President
Bunnell Idea Group
Robert-Pay.gif Robert Pay
Head, Relationship Management
Alvarez & Marsal North America LLC

Digital marketing is revolutionizing how firms communicate with clients and prospects. New channels for communication and big data are giving rise to a new title, chief marketing technology officer (CMTO). Unlike a traditional CMO who uses left-brain thinking to deliver creative campaigns, the CMTO uses right-brain thinking to process vast amounts of data from various sources in order to make accurate and actionable decisions - delivering highly targeted multichannel messaging to the right people at the right time.

In a recent survey of over 160 marketing executives, Spencer Stuart determined that roughly 70% believed that creativity was just as important as analytical ability. While only 19% believed that their teams were prepared for the convergence of marketing and information technology. Those that can bridge the gap are in high demand. Are you ready? In this session, we will define the new role of CMTO and explore simple ways traditional marketers can meet the demand for right-brain thinking.

Stephen-White.gif Stephen White
Greenfield/Belser Ltd.


Join us for a discussion on the growing importance of intelligent data to drive business development. This session will focus on the following topics:

  • The evolution of intelligent data and its growing place in law firm business development
  • How mobile will catalyze the adoption of business development technology through anytime, anywhere access to key insights
  • Use cases for delivering market and firm data in new and intuitive ways, including methods to show lawyers “what’s in it for them”

Elisabet-Hardy.gif Elisabet Hardy
Vice President, Product Management and Marketing
Thomson Reuters Elite
Paul-Odette.gif Paul Odette
Manager, Product Management
Thomson Reuters Elite

In today's legal marketing environment, technical explanations of lawyers' accomplishments and the clients for which those are achieved are commonplace. Dry, but accurate, is the norm. Given most lawyers at most firms adopt this method of messaging, the technique causes dilution and anonymity. Most law firms have: a former Supreme Court clerk; won on motion to dismiss; successfully prosecuted a patent; closed a transaction; and provides regulatory advice, to name a few of the "differentiators" we commonly see in practice descriptions, biographies, form accomplishments and so on. Memorable? Only in that they are staples of our websites and marketing materials and likely will continue to be for the foreseeable future. However, does this method need to be the entire lexicon we use to communicate our experiences? Certainly not, as there is a better way. The art of storytelling can help legal marketers and our lawyers communicate in a way that is captivating, easily understood and, importantly, memorable. It allows us and our attorneys to connect to people on an emotional level to inspire, motivate and persuade our audience into action.

Tim-Delaney.gif Timothy Delaney
Chief Marketing and Business Development Officer
Ballard Spahr
Jennifer-Dolan.gif Jennifer Dolan
Chief Business Development and Marketing Officer
Katten Muchin Rosenman LLP
Terry-Isner.gif Terry M. Isner
President, Marketing and Business Development

3:45-4:30 p.m. Networking and Refreshment Break in the Exhibit Hall

Concurrent Breakout Sessions • 4:30 - 5:30 p.m.

At last year's LMA Annual Conference, Mary Crane presented an immensely popular session, "45 Things Your Junior Associates Need to Know About Networking in 60 Minutes." This year, she discusses specific actions junior associates must undertake after networking events to transform their new contacts into future clients. With the aid of the DISC behavioral style assessment, she'll help you understanding the natural strengths each of your junior associates brings to the relationship-building process. Then Mary will show you how your associates can "switch how they pitch" to the various style preferences of their new contacts.

Mary-Crane.gif Mary Crane
Principal & Owner
Mary Crane & Associates

LMA Hall of Famers share decades of experience as pioneers in legal marketing to guide your career to its pinnacle. Burkey Belser will share his experience looking from the outside in. Jim Durham and Kim Perret will offer career advice looking from the inside out.
You will learn:

  • How to draw on the power of your network
  • The three things that can make or break your career
  • The only thing that matters
  • How to play a valued role in a legal marketing department
  • The fall of the gavel and the rise of stock: how to create great marketing communications
  • How to make a friend of your creative agency
Burkey-Belser.gif Burkey Belser
Greenfield/Belser Ltd.
James-Durham.gif James Durham
Chief Marketing and Business Development Officer
Littler Mendelson P.C.
Kim-Perrett.gif Kim Perret
Chief Marketing Officer Jones Walker

The legal industry is in unprecedented change. With it has come fierce competition that has raised the importance of good execution of BD strategy within law firms.

With the ever-growing amount of data the challenge now is to make sure that we not only manage good data; but combine it with good analysis and judgment and also ensure good process. When this happens, law firms can leverage actionable intelligence for a competitive advantage. Attendees will work collaboratively to create client profiles based on provided real-world business development scenarios. This will be a fun and interactive way to illustrate how a good process and accurate data tools are important to support any intelligence framework strategy.

Michael-Springer.gif Michael C. Springer JD/MBA
Business Development Specialist
Thomson Reuters
Janet-Bennett.gif Janet Bennett
National Manager, Monitor Suite Thomson Reuters

Law firms of every size are relying on awards and rankings to stand out from the crowd. As legal practices are getting more competitive, rankings show prospective associates, lateral hires and clients why the firm they choose is the best in the industry. Firms and the professionals responsible for the rankings face an increasing pressure to respond to the dozens of requests from publications like Chambers, Super Lawyers and Law360. Hear from your colleagues responsible for the rankings on the best practices for developing an effective system for responding as well as secrets to ranking success from people who review them.

Panelists: Moderator:
Cindy-Larson.gif Cindy Larson
Super Lawyers Magazines
Arielle-Lapiano.gif Arielle Lapiano
Senior Public Relations Manager
Paul Hastings LLP
Laura-Mills.gif Laura Mills
Chambers USA
nigel_savage.gif Nigel Savage
Founder and Managing Director
Savage Communications

6:00-7:30 p.m. Bayfront Bash Sponsored by: