Partners who can translate legal insight into actionable business decisions are securing the most critical client work, while those who rely solely on technical skills are losing ground in bids, panel renewals, and board-level conversations. On the surface, it seems obvious that clients would want advisors who connect legal advice to commercial outcomes, yet most lawyers are still not trained, incentivized, or supported to behave this way. Clients now prioritize lawyers who link legal issues to revenue, risk, and market timing, which means those without commercial capabilities are being overtaken by competitors and early-stage companies that embed business development into daily practice.
Consider a lawyer who spots a regulatory change months before it hits competitors and quietly helps a client adjust their product launch to avoid delay, or another who turns complex litigation risk into a negotiation strategy that preserves a customer relationship the business cannot afford to lose. “To really create value for clients, you have to be intentional and relationship-oriented, not just technically excellent,” says Chuki Obiyo, Chief Business Development Officer at Vedder, a firm of over 400 lawyers and professionals serving a global client base across major financial and commercial centers.
A discipline, not an afterthought
The legal profession is shifting as clients increasingly expect lawyers to pair sound legal judgment with commercial insight. In that environment, commercial awareness is no longer a differentiator—it is a core component of legal expertise. “The most effective professionals understand that technical skills are table stakes,” he says. “To deliver real value, you have to be intentional and business-focused.” In his view, business development is not a separate activity, but a discipline lawyers must integrate into daily practice.
The legal profession historically rewards rigorous analysis and a cautious approach, and as a result, generations of technically brilliant but commercially hesitant lawyers have found it difficult to connect their advice to the practical pressures shaping client decisions. Many emerging lawyers attend the expected networking events while avoiding articulating value propositions or selling ideas. This hesitancy makes business development feel performative, a box to check rather than a skill to practice.
Clients now want lawyers who understand what drives their business, anticipate needs, and translate insight into action, argues Obiyo. “Preparing for a business development meeting should take a similar level of discipline as analyzing a contract.”
Embedding commercial conversations early
Treating business development as a senior responsibility limits progress. He points to the importance of exposing early-career lawyers to commercial thinking. His first pillar, Normalize, focuses on encouraging associates and newly appointed counsel to understand client economics and industry pressures. “Appreciating market pressures helps you understand what drives the stakeholders you serve,” he says. When lawyers recognize commercial pressures, they become better partners to both clients and colleagues.
The objective is not to transform junior lawyers into sales professionals overnight but to develop a commercial mindset that strengthens decision-making. Obiyo sees this early exposure as a practical way to build confidence and reduce hesitation around selling. It introduces business development as an organic part of the role rather than a bolt-on task.
Sharing insight to strengthen capability
Normalizing commercial awareness sets the foundation. Socializing insight ensures it scales. “We should compare notes before and after key client events. What did we learn? What would we do differently?” he explains.
This collaborative approach also reduces the idea that business development is a solitary exercise. When firms build internal structures such as mastermind groups, peer sessions, or strategic reviews, they create consistent opportunities for learning. It turns selling into a collective responsibility where insight is passed on rather than hoarded.
Following through with energy and discipline
The third pillar, Energize, is about discipline and attitude. “We are not entitled to have the best and most enriching client relationships. We need to earn our ability to be in business,” he says. That mindset shapes proactive engagement and serves as a counterweight to entitlement.
Obiyo links energy with curiosity. Researching clients, asking thoughtful questions, and using insight to spark meaningful conversations are not administrative tasks but strategic priorities. Each action reinforces the idea that business development is a sustained effort, not a transactional one.
Technology as an amplifier
The rise of artificial intelligence is raising new questions about how lawyers will cultivate relationships. For Obiyo, such technology is a tool that will help sharpen human interaction. “AI can reduce a seven-step process to three or four steps, but some steps are still critically important,” he says. By streamlining the administrative burden, technology frees lawyers to focus on high-value engagement.
As routine work becomes automated, softer skills grow more valuable. Obiyo places curiosity, empathy, and discernment at the top of the list. “Move from being a law professor lost in the footnotes to a trusted advisor who lives in the headlines,” he says.
A shift grounded in time and effort
Building business development into the fabric of legal practice requires more than belief. “This will take time and effort.” Firms that commit to the process need to support lawyers as they build habits that sit alongside traditional legal training.
The implications are clear. Business development is not a skill to be activated when revenue dips or targets appear. It is part of daily practice, a consistent commitment that strengthens long-term client relationships, deepens commercial understanding, and reinforces relevance in a changing market.
Follow Chuki Obiyo on LinkedIn for more insights.
