From Random Acts of Marketing To Measurable Growth: How Relationship Intelligence is Modernizing Law

Please enjoy this blog post co-authored by Suzanne Donnels, Global Marketing & Communications Strategist, Suzanne Donnels Consulting, and Lauren Howlett, Content Marketing Manager, Introhive.

As legal technology continues to reshape the business of law, firms are rethinking how they approach business development (BD) – especially around major events like the IBA Annual Conference. The shift is clear: Intuition-driven networking is giving way to transparent, data-informed collaboration across marketing, BD, and partners. At the center of this evolution is relationship intelligence.

Relationship intelligence centralizes a firm’s relationship data. Instead of relying on memory or individual spreadsheets, lawyers and BD teams can see who knows whom, where the strongest ties sit, and which relationships may be at risk. This shared visibility is what turns business development into a firmwide, data-informed discipline.

Rethinking Conferences as Growth Engines

The IBA Annual Conference in Toronto 2025 offers a timely case study. Rather than relying on chance encounters or ad hoc outreach, firms are helping lawyers set clear goals before arrival. This includes identifying high-value contacts, leveraging referral networks, and planning meetings that align with strategic priorities.

Importantly, not all valuable attendees appear on official delegate lists. By tapping into internal chatter, alumni networks, and BD teams, lawyers are surfacing informal attendance and planning smarter engagements. These off-list connections – often made over coffee or between sessions – can be the most strategic.

A partner attending IBA might, for instance, build a short, prioritized list of 10 targets: a mix of existing clients, key referrers, and prospective contacts in a new jurisdiction. Rather than hoping to “bump into” the right people, the partner enters the week with a clear view of who to meet, how they are connected to the firm, and which colleagues can help secure an introduction.

Real-Time Relationship Capture

Modern BD practices emphasize capturing conversations as they happen. Whether through CRM tools, voice notes, or even scribbles on business cards, lawyers are logging names, topics, and follow-up actions to ensure no opportunity slips through the cracks. Oftentimes, a firm’s BD or sales teams accompany lawyers to help with introductions and recordkeeping. Relationship intelligence platforms enhance this by surfacing shared connections and enabling coordinated outreach.

The goal is simple: turn conversations into coordinated follow-ups that drive results – not just a stack of business cards.

Midweek Reassessment and Strategic Flexibility

IBA week moves fast. By midweek, calendars are overflowing, and inboxes are backed up. Firms are encouraging lawyers to pause and reassess: Which meetings are driving relationship depth? Where is time being spent without clear opportunity?

This check-in helps lawyers reprioritize their time for maximum impact. A strategic “skip” can open space for a more meaningful conversation, a needed recovery break, or a follow-up that moves the ball forward. Tag-teaming meetings with colleagues can also ease pressure and improve outcomes – especially for those new to IBA or networking in general.

Post-Event Follow-Up and Tiered Outreach

The real work begins after the conference. Lawyers are ranking contacts into tiers and tailoring follow-ups accordingly, from personalized emails to LinkedIn connections. CRM systems play a critical role in tracking these interactions and ensuring visibility across teams.

Not every follow-up needs to be equal. Top-tier contacts get thoughtful outreach; mid-tier contacts may receive a lighter touch; others are logged for future reference. Shared visibility into who’s already connected helps coordinate outreach, avoid overlap, and strengthen the firm’s collective relationships, with relationship intelligence helping surface who has a meaningful history or momentum with the firm.

A simple post-IBA workflow might include a 30-minute triage session where lawyers quickly classify new contacts, assign an internal “owner,” and agree on next actions. Some contacts may warrant a follow-up meeting within two weeks, while others are best nurtured through thought leadership, invitations to firm events, or periodic check-in calls throughout the year.

Sharing Insights and Measuring Outcomes

IBA isn’t just about individual wins – it’s a chance to bring back insights that benefit the whole firm. Lawyers are encouraged to debrief with their teams, sharing key takeaways from sessions, conversations, and market observations. Even a short recap can spark ideas, strengthen relationships, and help others prepare for future conferences.

Firms are also moving beyond attendance metrics to track actual outcomes, such as referrals, new matters, and client opportunities. By leveraging relationship signals already generated, like emails exchanged, meetings scheduled, and shared clients, firms can identify the warmest paths for follow-up and collaboration.

Choosing the Right Systems: The Linchpin of Modern Business Development

None of this is possible without the right systems in place. Firms that fall behind in business development often lack a systematic way to report inbound and outbound referrals or tie revenue to specific activities. Without that visibility, it’s nearly impossible to evaluate whether investment in events like IBA is paying off.

The systems firms choose must be noninvasive, provide quality information, and deliver outputs that are easy to interpret. Whether data is accessed directly by lawyers or surfaced through BD professionals, accessibility is key. When firms can connect the dots between relationship activity and revenue outcomes, they can conduct meaningful cost-benefit analyses – determining, for example, whether the IBA visit was worth the cost.

It's essential to keep expectations realistic when implementing data collection and relationship management systems. These tools, while powerful, are not magic – they won't handle every manual task or eliminate all inefficiency. There will always be some noise or incomplete data in even the best systems, and that's normal. The key is to focus efforts on maintaining accurate, up-to-date information for the firm's most critical contacts and clients. By prioritizing these relationships, firms can create a solid foundation that supports broader business development goals and ensures that the most valuable opportunities are never overlooked. Once these core relationships are well-managed, other pieces will naturally start to fall into place.

To support this level of structure and coordination, the Lawyer’s Guide to IBA, the IBA Daily Planner, and the IBA Target Planning Worksheet are practical resources for teams preparing for their next conference or event. These tools offer a straightforward way to organize priorities, plan outreach, capture conversations, and document referrals throughout the week. Used alongside relationship intelligence, they help lawyers and BD teams bring consistency to their approach, streamline follow-up, and translate conference activity into measurable outcomes.

Making Relationships Measurable

High-growth firms stand out because they connect BD activity to visible outcomes. The goal isn’t just to attend IBA – it’s to turn participation into progress. This means tracking what meetings produced: Did a coffee chat lead to a referral? Did a dinner spark a new collaboration? Did a follow-up email result in a pitch?

Wherever possible, firms are automating the capture of these interactions so that busy lawyers spend less time entering data and more time acting on it. Consistent visibility – not manual effort – is what makes tracking sustainable.

Legal Business Development’s Relationship Intelligence Transformation

As legal tech continues to evolve, so too must the way firms approach business development. By integrating relationship intelligence into their BD workflows and choosing systems that make data accessible and actionable, firms are modernizing how they engage, measure, and grow. The shift from random acts of marketing to intentional, data-informed collaboration is not just a trend – it’s the future of legal business development.