When general counsel speak openly about how they select and retain law firms, the answers are remarkably consistent. And they are not what most firms expect.
Over the past year, we have had the privilege of facilitating and moderating several conversations with senior legal decision-makers. From international conferences to private roundtable discussions across Europe and the Middle East, the brief each time was simple: what do clients actually want? The answers were anything but.
The tender process is more rigid than most firms realise
Particularly in government and larger organisations, the panel appointment process can take months. Documentation, review, scoring, shortlisting. It is a serious investment on both sides. Once firms are appointed, they often sit on a panel for three years, which makes future instructions easier because they have already been vetted.
But getting there requires discipline. One of the strongest messages from general counsel was this: only pitch for work you are genuinely equipped to deliver. Firms still submit proposals with teams that are too junior or not quite the right fit for the mandate. Clients notice.
Transparency was another recurring theme. Be honest about who will actually do the work. Be clear on pricing. And increasingly, reflect efficiency in your fees. If the firm is using AI internally, clients expect to see the benefit of that efficiency passed through — not absorbed quietly into margins.
Being appointed is the starting point, not the end goal
One analogy that came up in a panel discussion captures it perfectly: being appointed to a panel is like being invited to the party. The real objective is getting onto the dance floor.
Too many firms treat panel appointment as the finish line. In reality, it is the starting point for proactive relationship building. Staying close to the client, sharing relevant insights, and drafting advice in a way that can go straight to the CEO without being reworked. That is what separates the firms that get instructions from the firms that sit quietly on the panel.
Connection beats content
Across every conversation, one theme came through more clearly than anything else: clients want connection, not just contact.
It is not about more newsletters, more invitations, or more thought leadership. It is about relevance. If the content or invitation does not speak directly to the client's business, it gets ignored. Clients will only engage with what is directly relevant — and they expect firms to understand that without being told.
What stood out most from the client side:
Customisation wins. Clients expect firms to know their setup, their challenges, and their goals — and to tailor the approach accordingly. A generic pitch or a one-size-fits-all seminar invitation signals that the firm has not done its homework.
Relationships are personal, but not always with the partner. Clients welcome a dedicated point of contact — a BD professional, for example — who understands both the client's business and the firm's capabilities. Someone who can guide the relationship, make the right introductions, and ensure the experience feels joined up.
Everything needs to make sense as one experience. Proposals, content, follow-ups, event invitations — clients see these as part of a single relationship, not isolated touchpoints. When they feel disjointed, the firm feels disorganised.
Clients want to be consulted. They are willing to give feedback and even want to be involved when firms are testing new approaches. The firms that ask for honest input after a lost pitch or a completed matter build stronger relationships than those that never follow up.
Making the client's life easier
One of the most practical takeaways from these conversations was deceptively simple: the firms that stand out are the ones that make their client's life easier, not more complicated.
That means advice that is clear and actionable. Documents that do not need to be reworked before they go to the board. Updates that arrive at the right time, in the right format, addressing the right question.
It also means that BD and marketing teams have a much bigger role to play than many firms recognise. They are not just support functions. They are experience designers. From the first contact through the pitch, the onboarding, and the ongoing relationship — every touchpoint shapes how the client perceives the firm.
Standing out is not about saying more
If there is a single takeaway from these conversations with general counsel, it is this: standing out is rarely about saying more. It is about being clearer, more honest, and more aligned with what the client actually needs.
The firms that win and retain the best work are not necessarily the largest or the most visible. They are the ones that listen carefully, respond with relevance, and deliver an experience that feels coherent from start to finish.
At Beyond Billable Hours, our workshops are designed to help firms build this kind of clarity — from how they position themselves in tenders to how they structure their client development approach. If your firm wants to understand what clients actually value and build your BD around that, book a conversation with us.
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