Conference Agenda

Conference Day One | Tuesday, April 9
7:30 a.m.
Registration Opens

7:30 a.m. – 8:30 a.m.
Breakfast in the Exhibit Hall

Sponsored By:d1_introhive.gif

8:00 a.m.
General Session Doors Open

8:30 – 8:45 a.m.
Welcome and Opening Remarks

2019 LMA President

Cynthia P. Voth
Director Client Engagement and Innovation
Miller Nash Graham & Dunn LLP


2019 Conference Co-chairs

Andrew-Laver.gif Andrew Laver
Business Development Manager
Buchanan Ingersoll & Rooney PC


Erin Meszaros Erin Meszaros
Chief Business Development and Client Service Officer
Eversheds Sutherland (US) LLP

8:45 – 9:30 a.m.
Spotlight Session
Is ABA Rule 5.4 Keeping Nonlawyer Competitors Out, or Lawyers In?

The primary mechanism for regulating lawyers is a system of ethics rules based on the ABA Model Rules of Professional Conduct. This includes Model Rule 5.4, which reflects the legal profession’s longstanding prohibition on lawyers sharing equity interest with “nonlawyers” in any business engaged in the0 practice of law. Although the policy rationale for Rule 5.4 is the need to preserve lawyer independence, the prohibition also carries the cost of limiting the amount and quality of collaboration between lawyers and allied professionals when making business decisions, which affect the bottom line. As a result, traditional law firms find themselves in the vulnerable position of trailing NewLaw, legaltech and in-house legal in the development and implementation of innovations that can deliver value to clients. Other common law jurisdictions, including England and Australia, have already lifted the prohibition on nonlawyer ownership. Is it time for the United States to follow suit? The State Bar of California recently created a taskforce to study this question. Join this session to learn what that could mean for your organization and your career.

William Henderson.jpgWilliam D. Henderson
Professor of Law
Indiana University Maurer School of Law

Scott Westfahl.jpgScott A. Westfahl
Professor of Practice and Faculty Director, Harvard Law School Executive Education
Harvard Law School

9:30 – 10:30 a.m.
Keynote Presentation
We Can All Be Movement Starters

Though they may seem diametrically opposed in their missions and methods, the best leaders in both business and social change share one crucial trait: They lead movements. Drawing on stories of leaders from both the business and activism worlds, Jennifer Dulski walks through the common steps all successful movement starters take from creating a clear and compelling vision, to mobilizing people around that vision, navigating criticism and effectively persuading decision-makers.

She also shares tips for business leaders on how to respond to pressure from changemakers — whether it be your customer base or the general public. Using real case studies, she shows how companies who want to lead are responsive to and engage with their stakeholders.

Jennifer Dulski.jpgJennifer Dulski
Head of Groups and Community

About Jennifer: Jennifer Dulski is the author of Wall Street Journal bestseller Purposeful: Are You a Manager or a Movement Starter? about how each of us can be movement starters. She leads Facebook Groups — a product used by more than 1.4 billion people to create and engage in communities that matter to them on topics from parenting to health to disaster response. Prior to Facebook, Jennifer was president & COO of She was also an early Yahoo! employee and led one of six business units there as group VP and GM of Local and Marketplaces. In 2007, Jennifer left Yahoo! to become CEO of The Dealmap, a mobile, local deals site that Google acquired in 2011, making Jennifer the first female entrepreneur to sell a company to Google, where she then led Google Shopping and Product Listing Ads. A prominent thought leader in Silicon Valley, she writes frequently about management and leadership for LinkedIn Influencers, Forbes, Fortune and Huffington Post.


10:30 – 11:15 a.m.
Networking Break in the Exhibit Hall


11:15 a.m. – 12:15 p.m.
Concurrent Breakout Sessions
bus_law_icon.gif Business Development
bus_law_icon.gifBusiness of Law
bus_law_icon.gif Client Services
bus_law_icon.gifMarketing Management and Leadership
bus_law_icon.gif Technology Management
Competency Level




LMA’s Next Big Thing: Service Metamorphosis — Driving Performance Improvement

“Service” has been talked about for more than 30 years. And, if we are honest, our profession should receive an “F” for its efforts. The law firm’s historic culture and structure make measurable, firmwide improvement slow at best and impossible at worst.

Hear from two CMOs whose law firms are well on their way on the service continuum, plus strategies and tactics to help law firms of any size. There are four stages of performance (and you can start where your firm is) similar to the metamorphosis of the egg into the butterfly. These correspond to the objectives for this session. You will learn:

Stage One — Egg: Learn how to design a new beginning in the client/lawyer relationship, which easily scales to the size of the firm.

Stage Two — Caterpillar: Learn how to identify the action that needs to be designed by the law firm. Learn how to hold conversations that uncover the relationship strategy and the “how” elements that will drive performance improvement.

Stage Three — Chrysalis: Learn how to set a clear vision of the desired relationship and performance improvement goals. Lawyers are accountable for measurable outcomes and ensuring that the needle is moving.

Stage Four — Adult: Learn what it looks like when clients and lawyers are thriving together.


Melanie-Green.gifMelanie S. Green
Chief Client Development Officer
Faegre Baker Daniels LLP


Terra-Liddell.gifTerra M. Liddell
Chief Marketing Officer
Finnegan, Henderson, Farabow, Garrett & Dunner, LLP


Deborah McMurray.jpgDeborah McMurray
Chief Executive Officer and Strategy Architect
Content Pilot LLC


Douglas-Tumminello.gifDouglas B. Tumminello, Esq
Lewis Roca Rothgerber Christie LLP

Legal Operations and Legal Marketing: Collaborating for Success

You will learn

  • How legal marketers can get to know and work with legal ops experts at their clients’ companies
  • What the objectives (and challenges) of the legal ops experts are and how you can help
  • What role CLOC plays in shaping how legal operations departments face the future


Lisa-Brzycki.gifLisa Brzycki
Senior Director, Legal Strategy, Technology and Operations
Northwestern Mutual


Laura Dieudonne.jpgLaura A. Dieudonné
General Manager of Legal Operations and Administration


Jamal-Stockton.gifJamal Stockton
Head of Legal Innovation and Digital Enablement
Fidelity Investments



The Practical Implications of Change to ABA Rule 5.4, the “Non-Lawyer” Ownership Rules

In the conference opening, William D. Henderson and Scott A. Westfahl set forth the landscape surrounding liberalization of ABA Rule 5.4. You may have come away from this landscape report with more questions than answers on how to prepare your firm for reform. Join Professor Westfahl for a facilitated discussion on what law firm leaders need to think about to strategically develop and prepare their contingency plans, including the practical implications of reform across the legal organization.

You will learn:

  • How to set expectations on the time frame and evolution of reform
  • What can be learned from the Legal Services Act 2007 in the United Kingdom, a case of similar reform
  • How to think about your firm’s changing talent strategy, and how to “right-skill” for your future workforce
  • How to manage the change to the professional identities of lawyers and allied professionals, a massive undertaking


Scott Westfahl.jpgScott A. Westfahl
Professor of Practice and Faculty Director, Harvard Law School Executive Education
Harvard Law School

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Diversity From the Client Perspective: Smart Strategies to Winning Business

Join a discussion on diversity from the client perspective. You will examine how to support client demands for Diversity and Inclusion (D&I) through strategic programs and partnerships and targeted marketing and business development efforts. The session will cover client surveys and reports, using data to drive D&I decisions and efforts, D&I-focused marketing and business development strategies, partnering with clients on D&I initiatives, and inclusive leadership and cultures.

You will learn:

  • The role clients play in D&I efforts
  • How D&I intersects with marketing and business development (e.g., RFPs, pitches, brochures, websites)
  • How to use data to support, drive and enhance your D&I efforts
  • The difference between having diversity and being inclusive
  • The traits and characteristics of an inclusive leader


Lia Dorsey.jpgLia Dorsey
US Diversity and Inclusion Director
Dentons US LLP


Barbara-Miller.gif Barbara Dorsey Miller
Associate General Counsel
Federal Home Loan Bank of Atlanta


Candace-Rodriguez.gifCandace N. Rodriguez
Associate General Counsel
The Home Depot


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Building Your Proposal Technology Blueprint

Does your firm really need a proposal automation tool? Hear several different perspectives on how to determine whether a proposal technology tool or system would enhance or diminish your firm’s proposal processes, resources and budget. This session is for you if you are a firm proposal decision-maker/influencer ready to take an honest inventory of your current state of business affairs. Walk away with an actionable blueprint to help you determine the right technology tools/systems to address your needs.

You will learn:

  • Varying components of the proposal process and the impact on the technology needed
  • Team priorities and insufficiencies (if any) to create a successful proposal process and system
  • How to help firm leaders create a blueprint for choosing the right technology tool(s) to manage the proposal process


Denise Jayram.jpgDenice Jayaram
Business Development Manager
Stinson Leonard Street LLP


Vanessa Petrea.jpgVanessa Petrea
Senior Manager, Business Development
Pillsbury Winthrop Shaw Pittman LLP


Tracey Serber.jpgTracey (Serber) Silver
Pitches and Pursuits Manager
Hogan Lovells US LLP


Ger Thor.jpgGer Thor
Global Pitch Infrastructure Manager
Hogan Lovells US LLP

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David vs. Goliath: The Competitive World of Plaintiff Firm Marketing

The plaintiff law firm experience is unique. It is highly rewarding to successfully represent the underdog in a battle with giant corporations. In an immensely competitive legal environment, the job of the plaintiff law firm marketer is daunting because of an over-saturation of lawyers, a plethora of information to learn about, few trusted resources and an evolving marketplace that has switched its emphasis from referrals to direct-toconsumer.

This panel of in-house and external legal marketing advisors will demystify the evolving role of the legal marketer in a plaintiff law firm. This session offers realworld experiences, tips, tools and tactics for growing your client base and measuring your results to prepare you to tackle the challenges of today and tomorrow.

You will learn:

  • How to understand your firm’s unique value proposition
  • Research growth markets for your firm
  • Select tactics that can be quickly implemented
  • How to strategically use digital marketing to attract leads
  • How to speak to multiple markets without diluting the message
  • How to create the most effective intake process for your firm
  • Tools to prove return on investment


Pamela Foster.jpgPamela Foster
Director of Marketing and Business Development,
Howie Sacks & Henry LLP


Danelsy Medrano.jpgDanelsy C. Medrano
Marketing Manager
Feldman Shepherd Wohlgelernter Tanner Weinstock Dodig LLP


Erin Watson.jpgErin Watson
Director of Communications and Marketing
Motley Rice LLC


Adrian-Dayton.jpgAdrian Dayton
ClearView Social Inc.


12:15 – 1:30 p.m.
Networking Lunch

Sponsored By:d1_oneplace.gif

During lunch, tables will be reserved for each of 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 information on LMA’s SIGs, visit

1:30 – 2:30 p.m.
Concurrent Breakout Sessions
bus_law_icon.gif Business Development
bus_law_icon.gifBusiness of Law
bus_law_icon.gif Client Services
bus_law_icon.gifMarketing Management and Leadership
bus_law_icon.gif Technology Management
Competency Level




From PSO to PSB: A New Model for Creating Differentiated Brand Experiences

Unlike B2B or B2C peers, Professional Services Organizations have a host of hurdles to overcome to successfully present a clear and cohesive brand story in a unique fashion. All too often, marketers find themselves stuck between building the firm brand or building lawyers’ brands. This session will examine how the use of an umbrella brand and supporting practice area marketing can help drive an integrated and powerful experience. They will use real examples to show how firms are using this approach to guide their content, thought leadership, events and digital strategies. The end result is a differentiated and memorable brand experience at every touch point.

You will learn:

  • A new Professional Services Brand Model
  • How to implement in a practical and achievable fashion
  • How practices areas, lawyers and marketers can embrace the framework
  • Real-world examples of firms that have embraced this new model and the resulting brand touchpoints


Kalev-Peekna.gifKalev Peeka
Managing Director, Chief Strategist
One North


Ryan-Schulz.gifRyan Schulz
Managing Director, Experience Design
One North

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Alternative Legal Service Providers (ALSPs) Are No Longer Alternative

The rise of the alternative legal service providers (ALSPs) has been swift and impactful in the past two decades, and legitimized by acquisitions and expansion of legal industry market share. Though they grew out of repeatable, mundane tasks for law firm back offices and high-volume document production work, they are now established as a credible player in legal services and often a direct competitor to law firms. They have steadily gained traction with corporate legal departments and become enablers for big law firms to deliver more cost-effective services to their enterprise clients. They continue to move up the value chain, adding consulting service, legal technology
and extensive managed services. This session will review the ways in which ALSPs play a critical role in the legal ecosystem and the ways in which they are winning the game of service delivery.

You will learn:

  • Areas of work ripe for ALSPs services
  • The benefits of ALSP as a service provider
  • How law firms can use ALSPs to reduce costs to their clients
  • How to prepare to compete with ALSPs for corporate legal department work
  • How a managed service can work for corporate clients


Mark-Ross.gifMark Ross
Executive Vice President, Contracts, Compliance and Commercial


Heather-Suttie.gif Heather Suttie
Legal Marketing and Business Development Consulting
Heather Suttie & Associates


Stuart-Wood.gifStuart Wood
Chief Executive Officer
Caravel Law


Serve Clients While You Sleep

Did you ever notice that you generally cannot go to a law firm’s website and buy anything? That’s because law firms sell full-service legal solutions all the time. Their products are their people. Law firms do not offer self-service.

The challenge for clients is that full-service legal services are perfectly appropriate for sticky-wicket and strategic matters, but often ill-suited for business-as-usual transactions and needs. Clients complain about cost and speed, and law firms have few options to satisfy the
demand outside of working harder for less money.

Artificial intelligence (AI) offers a way out. In this session, you will learn how some law firms are now offering selfservice and partial-service legal solutions with the help of client-facing, firm-branded legal software, empowered by AI. Clients subscribe to self-service software from the law firm when they need quick, affordable help. They use partial-service and full-service when they need more help.
Law firms enhance their revenues and margins, and serve clients while they sleep.

You will learn:

  • How a lawyer plus an algorithm are stronger than either by itself
  • How to serve your clients 24x7x365
  • How self-service subscription software will not cannibalize your full-service, bespoke, billable-hour work


Kevin Miller.jpgKevin L. Miller
Chief Executive Officer
LegalSifter, Inc.


Lizz-Patrick.jpgA. Elizabeth (Lizz) Patrick
Chief Client Officer & Founder
Patrick Law Group

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Crazy, Rich Collaboration — Notes From the Field on How to Get IT and Firm Leadership Onboard

We tend to over complicate it, but collaboration is simply the act of working with someone to produce or create. We collaborate in many aspects of our lives but when it comes to finding the best approach to fostering collaboration across marketing, IT and firm leadership, we often fall short.

Whether your next project is a large-scale initiative or a specific campaign, you — and your firm — will be more successful if everyone works cohesively. As a marketing leader, though, driving collaboration also provides a platform for you to lead with the voice of the market and help the firm succeed against evolved client expectations.

This session will offer a needs assessment for three key stakeholder groups to provide insight on how to best collaborate. These needs will come to life against a backdrop of real-life examples drawn from Mary’s extensive background working with a wide range of firms. Finally, a sample collaboration plan will arm you with a starting point for achieving crazy, rich collaboration that improves engagement both inside and outside of your firm.


Mary-Olson.gifMary J. Olson
Client Advisor, InterAction


How to Turn CRM Into an Insights Engine

In this session, you will hear how leading law firms found ways to make their sales and marketing technology work for their firms. This session will explore successful strategies implemented to drive CRM user adoption and innovation across a law firm.

Whether your firm currently stores contact information in various spreadsheets or uses a customer relationship management (CRM) system, you will discover effective strategies to grow your law firm with relationship intelligence and CRM automation.

You will learn:

  • How to form an action plan from the insights uncovered to improve user adoption of CRM in your firm
  • How these firms discovered hidden relationships among their colleagues and clients or prospects, and how they utilized that information to enhance team business development and cross selling
  • How to adopt the same strategies these senior leaders leverage to turn your firm’s CRM system into an insights engine


Joe-Przybyla.jpgJoe Przybyla


Jennifer-Schreck.gifJennifer Schreck
Director of Client Intelligence
Reed Smith LLP


Milosz-Skrzypczak.gifMilosz Skrzypczak
Director, Market & Competitive Intelligence, Client Development
Osler, Hoskin & Harcourt LLP


Nanette-Matys.jpg Nanette Matys
Chief Client Officer
Smart & Biggar/Fetherstonhaugh

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Strategies for Launching and Measuring the Impact of Your Law Firm Alumni Program

Your law firm makes significant investments in its lawyers while they are at the firm and invests in their afterlives through an alumni program. Engendering goodwill is important, but developing opportunities that increase firm revenue is key and an important justification for your firm’s investment. Hear from alumni relations professionals who will share strategies for creating an alumni program at your firm and measuring and reporting on that investment.

You will learn:

  • How to develop BD opportunities from a law firm alumni program
  • Reporting on return on investment
  • How to collaborate effectively with other departments


Graziella Reis-Trani.jpg Graziella Reis-Trani
Alumni Program Manager
White & Case LLP


Amanda Stipe.jpgAmanda Stipe
Global Alumni Relations Manager
Latham & Watkins LLP


2:30 – 3:15 p.m.
Networking and Refreshment Break in the Exhibit Hall

3:15 – 4:15 p.m.
Concurrent Breakout Sessions
bus_law_icon.gif Business Development
bus_law_icon.gifBusiness of Law
bus_law_icon.gif Client Services
bus_law_icon.gifMarketing Management and Leadership
bus_law_icon.gif Technology Management
Competency Level




Power Your Firm’s Growth by Adopting a Key Client Strategy

Who knows how you’ll be selling legal services a year from today? Your top clients do. They’re demanding different engagement with their law firms. They want to develop deep relationships with firms that understand their strategies, serve as trusted advisors, and proactively provide breadth of expertise that helps support their initiatives. Aligning to your key clients’ needs and objectives holds the key for real and sustained firm and practice growth.

Our panel of legal, financial services, and technology executives will reveal how law firms use key client programs to better collaborate and expand client relationships on a global scale. You’ll learn an approach to driving practice area growth - in some cases, by more than 200% - that focuses on a select client list and recasts business development as a “farming” rather than a ”hunting” discipline. Whether you’re from a mid-sized or large firm, you’ll learn how you can move your business forward through a practical discussion with one of the world’s best firms.

You’ll learn best practices in:

  • Navigating changing client expectations and law firm selection preferences
  • Collaborating to expand client relationships across practice areas
  • Managing key client initiatives complicated by lateral hire and merger growth strategies


Kelby-Luther.gifKelby Luther
Associate Director of Client Development
Baker McKenzie


Neale-Fisher.gifNeale Fisher
Managing Director
Croft & Bender



Thad-Jampol.gifThad Jampol
Chief Product Officer


How to Use the Right Data, Right. Validate Initiatives, Create Transparency and Engage Your Fee Earners

Firms are wrestling with an increasing need to put more structure around how they manage their clients while fee earners often have little experience of doing so. Using data in the right way can help firms with this cultural change and doesn’t have to be complex to be highly effective. In some cases, it’s as simple as connecting existing dots with the right set of reports. In others, capturing new data points can deliver insight that transforms how a firm evaluates the success of its business development initiatives.

We’ll explore examples of how marketing and business development teams in different firms have become fluent in their data to validate initiatives, create transparency and engage their fee earners.

You will learn:

  • How capturing and analyzing the right opportunity data can provide hard facts on BD initiatives and get the partnership engaged
  • How providing access to meaningful insight to fee earners can have a big impact, including on the bottom line
  • Brief outlook: what can law firms do today to get their data ready for AI in BD tomorrow


Robin-Addis.gifRobyn Addis
Director of Marketing
Ballard Spahr LLP


Brian-Conway.gifBrian Conway
Director of Business Development and Marketing Operations
McDermott Will & Emery LLP


Andrew-Hutchinson.gifAndrew Hutchinson
Vice President of Sales and Marketing - Americas


3:15 – 5:15 p.m. - Deep Dive
Driving Growth: Building Your Ability to Lead the Lawyers to Bring in More Profitable Business

Business development (BD) is a craft that can be learned. Sadly, most lawyers aren’t taught it. In this session, you will learn the core procedural elements lawyers need to know to bring in business. Then, you will examine how you can put yourself in the position of driving growth across your firm.

This session will use elements of a highly interactive training programs. You will do far more than learn important new skills — you will leave with a plan to jumpstart your firm’s growth and enhance your career. You will gain both large- and medium-sized firm perspectives on implementing these techniques.

You will learn:

  • How to use the skills learned to elevate your status in the firm and enhance your career
  • How lawyers can use behavioral science to Manage Opportunities to get to a “yes,” to Manage Relationships to generate more referrals and “raving fans” and to Manage Themselves to stay on top of BD, even when they are busy
  • How you can work with your lawyers to deploy these methods, assume the roles of BD strategist and accountability partner, and drive more growth for the firm


Mo Bunnell.jpgMo Bunnell
Founder and Chief Executive Officer
Bunnell Idea Group


Aleisha-Gravit---updated.gifAleisha Gravit
Chief Marketing and Business Development Officer
Akin Gump Strauss Hauer & Feld LLP


Lindsey-McReynolds.gifLindsey McReynolds
Chief Client Relations Officer
Schwabe, Williamson & Wyatt PC

Whither the Bellwethers? How Current Legal Market Economics will Impact your Firm

Following several years of flat growth, the legal market has begun to show noteworthy signs of financial health, and, for many law firms, a return to growth. Will the growth last? Are you, like many marketing and business development leaders, expected to be more versed in the industry economics affecting law firms? Following the release of the State of the Legal Market Report (January 2019) by the Georgetown Center for the Study of the Legal Profession and Legal Executive Institute/Peer Monitor, this session will continue that study to explore the factors that are impacting firms and how these insights are being leveraged to produce winning strategies. Beginning with
a brief update on the most current financial performance figures, we will turn for reaction and predictions from a distinguished panel of industry thought leaders.

You will learn:

  • Learn the most current law firm financial trends (data through February 2019)
  • Gain a better understanding of the competitive forces in the marketplace
  • Hear from industry leaders on their reaction to the data and what they see as most important for their firms, businesses, and the industry
  • Learn how firms are applying market trends to guide their strategic decision-making
  • Be able to better answer the question: What will 2019 hold?

Silvia-Coulter.jpgSilvia L. Coulter
LawVision Group LLC


Dwight-Floyd.jpgDwight Floyd
Director of Pricing and Value
Eversheds Sutherland (US) LLP


greg-negus.jpgGreg Negus
Chief Operating Officer
Ogletree, Deakins, Nash, Smoak & Stewart, P.C.


Evan-Glover.jpgEvan Glover
Law Vice President
NCR Corporation



Brent-Turner.jpgBrent Turner
Manager, Peer Monitor
Thomson Reuters


3:15 – 5:15 p.m. - Deep Dive
Making It or Faking It? Effective Industry Sector Strategy Workshop

Having a sector focus has become all the rage. Today, 118 of Am Law’s top 200 firms claim to have a sector focus. But, in reality, there are more “fakers” than “makers.”

Through a case study, you will evaluate sector effectiveness, identify opportunities and develop a plan to create an authentic sector focus and institute a real competitive edge. You will leave this session with a new and enlightened perspective on what goes into building a credible sector strategy, the measurable benefits it delivers to clients and what it actually takes to make it work in the real world.

You will learn:

  • Through a dynamic activity, how to think differently about your next wave of marketing
  • The differences between identifying sector as a label and sector as a strategy
  • The critical aspects of an effective sector strategy and how to drive performance on each
  • Extra networking opportunity: Enjoy getting to know and working with peers, instead of sitting beside them wondering how to introduce yourself


Elizabeth Duffy.jpgElizabeth Duffy
Vice President
Acritas U.S. Inc


Gillian Ward.jpgGillian Ward
Chief Marketing Officer
Baker Botts LLP

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Keeping the Billing Tail From Wagging the Law Firm Dog

Hourly and non-hourly billing have powerful effects on firm structure and strategies. The remodeling process is virtually irresistible and imperceptible. This session will look at the theory of hourly and non-hourly billing and present a case study in which the speaker’s firm (nonhourly) took over a major piece of litigation from another firm that had billed by the hour for a substantial period. In addition, you will hear other instances and examples from the speaker’s experience and that of his firm. Learn how to recognize and understand the problems spawned by billing structures and enable responses that maximize the operation of the firm, both financially and in terms of client satisfaction.

You will learn:

  • How the firm’s predominant billing method inevitably sculpts its structure and strategy (Grand Canyon)
  • The client service implications of billing model-induced staffing and operations
  • How to anticipate and respond to billing model-induced dysfunction to maximize firm performance


Lindley Brenza
Bartlit Beck LLP


4:30 – 5:15 p.m.
Concurrent Breakout Sessions
bus_law_icon.gif Business Development
bus_law_icon.gifBusiness of Law
bus_law_icon.gif Client Services
bus_law_icon.gifMarketing Management and Leadership
bus_law_icon.gif Technology Management
Competency Level




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Like a Shark: How to Apply Intelligence and Killer Instincts to Dominate Marketing Technology

Today’s marketers are confronted by a technology landscape that includes literally thousands of products, each addressing different needs. Marketers are becoming more technologically savvy. Yet, the proliferation of niche and one-size-fits-all solutions can make even the most sophisticated professional feel like a fish out of water.

You will learn:

  • An overview of the marketing technology stack concept
  • A survey of the abundant technologies available to marketers, legal and otherwise
  • Actual solutions to selecting, adopting and scaling marketing technology
  • Helpful insights into how to bring ideas and options to decision-makers at your firm

Jaron Rubenstein.jpgJaron Rubenstein

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Creating a Niche Market at Mid-Sized Firms

Hear from two in-house legal marketing professionals about the nuts and bolts of forming and growing a new niche market. Through a case study, you will walk through their experiences of forming the highly controversial, yet profitable, Cannabis and Controlled Substances Group at Lowndes and the early-adopter play of the Opportunity Zones Task Force at McNair. This session will cover how
to obtain firm buy-in, clarify the roles and responsibilities of the lawyers and the marketers, research market trends while growing, manage media relations and crises, and determine ROI.

You will learn:

  • A framework for forming a new practice
  • Message planning best practices
  • A checklist for measuring message effectiveness
  • Tips on how to handle it all in-house


Ioana Good.jpgIoana Good
Senior Business Development and Communications Manager
Lowndes, Drosdick, Doster, Kantor & Reed


Kathryn Whitaker.jpgKathryn Whitaker
Director of Client Relations
Burr Forman McNair


3:15 – 5:15 p.m. - Deep Dive
Driving Growth: Building Your Ability to Lead the Lawyers to Bring in More Profitable Businessess
Streamlined, Actionable and Transparent Partner Business Plans

Is your annual partner business plan process a chore? Are you frustrated by the lawyers’ lack of follow-through and implementation? In this case study, learn how one law firm leveraged an online platform to develop and implement lawyer business plans. Their solution provided partners with personalized business development “dashboards” that can be reviewed and updated throughout the year. It also delivered actionable reminders, tied to due dates, to promote execution. And, it provided transparency for business development activities across the firm. More than 75 percent of partners are using the tool and, within the first month, the firm could identify 15 successes and opportunities.

You will learn:

  • How to implement a partner business plan process that drives sales activity
  • How to leverage technology to drive accountability
  • Key elements of a successful implementation and communication plan to introduce new business development technology


Dan-Pulka.jpgDan Pulka
Chief Marketing Officer
Pepper Hamilton LLP


Ray-Oldfield.jpgRay Oldfield
CEO and Founder


3:15 – 5:15 p.m. - Deep Dive
Making It or Faking It? Effective Industry Sector Strategy Workshop
Balancing on the Data Tightrope — Too Little on One Side and Too Much on the Other Means an Inevitable Fall

Data is at the heart of everything we do as marketing and business development professionals. Without adequate data our attempts to successfully focus our activities are likely to be based on nothing more than divination. The reality for most firms is that they have an odd balance of data. In some areas, there is a distinct lack of useful data, in others there is a positive avalanche of data — so much, in fact, that it is difficult to make sense of.

In large firms, who have invested in sophisticated tools and services, the balance may swing towards too much data, in smaller firms the balance might swing towards too little data. The important thing is that both are out of balance.

This session will highlight the ways in which developments in technology, and increased connectivity between systems, can help redress this balance. More importantly, these advancements bring such a world into the reach of law firms of all sizes without the need to break the bank to do it.


Simon-Elven.gifSimon Elven
Commercial and Marketing Director
Tikit Ltd.


5:15 – 5:45 p.m.
End of Day One Wrap-Up - New for 2019
This session is an opportunity to consider, solidify and share your biggest takeaways from day one with other conference participants. It also enables you to hear highlights from breakout sessions you aren’t able to attend.


6:30 – 8:00 p.m.
Networking Reception — The Roof at Ponce City Market

After a full day of educational programming and professional development, unwind and network with your fellow conference attendees at The Roof at Ponce City Market.

We invite you to experience what is quickly becoming an iconic Atlanta destination featuring panoramic views, boardwalk-style games, craft cocktails and so much more.

Sponsored By:one_north.gif