Inspiring Women in Law: a conversation with Chantal Williams, Head of Marketing & BD at Von Wobeser y Sierra  

«To drive meaningful change in the legal industry, we must embrace a mindset of continuous learning and innovation. It’s about challenging the status quo and finding new ways to serve our clients effectively and empathetically. »
 

In this enlightening conversation, we sit down with Chantal Williams-Orozco, Head of Business Development, Marketing, and Communications at Von Wobeser y Sierra, one of Mexico’s leading law firms. With over 18 years of experience, Chantal has been a pioneer in transforming the relationship between legal services and their clients, driving growth, innovation, and the integration of artificial intelligence to enhance legal services. She is also  founding partner of Williams & Salas, a firm focused on providing innovative marketing and business development strategies for the legal industry.

Chantal is a co-founder of LALMA (Latin American Legal Marketing Alliance) and contributes to the growth of legal marketing and business development in the region. She also serves as a professor of marketing and business development at Lex Latin and as a mentor at Abogadas Mx. Her career is distinguished by her commitment to building meaningful client relationships, advancing the legal profession through strategic initiatives, and leveraging technology to drive impactful change in the industry.

Latin Counsel: What inspired you to pursue a career in business development and marketing within the legal sector?

Chantal Williams: From an early age, I’ve always been very drawn to the field of law and justice. Initially, I envisioned myself as a human rights lawyer or a prosecutor in the United States. However, as time went by, I discovered a deep-seated passion for strategic communication and relationship building. Even early on, I recognized the profound impact that clear messaging and genuine connections could have in any field.

The legal sector, with its inherent reliance on trust and client relationships, struck me as a particularly fertile ground for these principles. I observed a significant gap and untapped potential within the legal industry regarding how it presented itself and cultivated client relationships. There was often a traditional, somewhat insular approach, and I saw an opportunity to bring a more dynamic, client-centric, and strategically driven perspective. Also as important for me, was that it was evident that the Latin American market in terms of marketing and business development was vastly underdeveloped, presenting an ideal opportunity for pioneering initiatives.

Moreover, I was drawn to the intellectual challenge of understanding the nuances of the legal profession – the specific needs of different practice areas, the regulatory landscape, and the sophisticated nature of legal services. It wasn’t just about selling a product; it was about understanding complex solutions and effectively communicating their value to the right audience. This required a deep dive and a continuous learning curve, which I found immensely stimulating.

Furthermore, I recognized the impact that effective business development could have on the growth and success of legal professionals and their firms. Being able to contribute to that growth, to help lawyers connect with clients who truly needed their expertise, and to build sustainable practices felt incredibly rewarding. It’s about more than just revenue; it’s about facilitating access to justice and expert counsel.

Finally, and perhaps most importantly, I was inspired by the potential for innovation. The legal industry, while steeped in tradition, is constantly evolving. I saw an opportunity to be a catalyst for change, to introduce new methodologies, leverage emerging technologies, and champion a more forward-thinking approach to marketing and business development. This pioneering spirit – the desire to build something new and impactful – has been a constant driving force throughout my career.

So, it was a combination of my passion for strategic communication, the identification of a significant need and opportunity within the legal sector, the intellectual stimulation of the industry, the desire to contribute to growth, and the excitement of driving innovation that ultimately inspired me to pursue this path. 

Latin Counsel: How do you approach building and maintaining client relationships in an increasingly competitive market?

Chantal Williams: My approach is multi-faceted and deeply rooted in genuine connection and value creation.

1. Deeply Understanding the Client (Beyond the Legal Issue):
•          Empathy and Active Listening: It starts with truly understanding the client’s business, their industry, their challenges, and their goals. This goes beyond the immediate legal matter. Active listening is paramount. Asking insightful questions and paying close attention to their responses reveals crucial context.
•          Anticipating Needs: Proactive engagement means anticipating potential future needs and offering relevant insights or solutions before they are explicitly requested. This demonstrates a deep understanding of their business and a commitment beyond the current engagement.

2. Delivering Exceptional Value and Experience:
•          Beyond Legal Expertise: While legal acumen is the price of entry, exceptional client relationships are built on more. This includes clear communication, responsiveness, proactivity, and a genuine commitment to achieving the client’s objectives.
•          Tailored Solutions and Communication: One-size-fits-all doesn’t work. Legal services and communication should be tailored to the client’s specific needs and preferences. This includes how information is delivered, the frequency of updates, and the level of technical jargon used.
•          Transparency and Predictability: Clients value transparency in pricing, processes, and potential outcomes. Providing clear expectations and consistent communication builds trust and reduces anxiety.

3. Cultivating Genuine Connections and Trust:
•          Authenticity: In a competitive market, authenticity shines through. Building genuine relationships based on trust and mutual respect is crucial. This means being yourself, being honest, and acting with integrity.
•          Personalized Engagement: While technology plays a role, personalized interactions remain vital. This could involve tailored check-in calls, industry-specific insights shared directly, or even thoughtful gestures that show you value the relationship beyond the transactional aspect.

4. Leveraging Technology Strategically (Without Losing the Human Touch):
•          CRM Systems: Utilizing CRM systems effectively to track client interactions, preferences, and key milestones allows for more personalized and timely engagement.
•          AI and Communication Platforms: Employing secure and efficient communication platforms enhances responsiveness and collaboration.
•          Data Analytics: Analyzing client data can provide valuable insights into their needs and preferences, allowing for more targeted and relevant communication. However, technology should always support human connection, not replace it.

5. Consistent Follow-Up and Value-Added Engagement:
•          Beyond the Active Matter: Maintaining contact beyond the conclusion of a legal matter is crucial. This could involve sharing relevant industry updates, invitations to webinars or events, or simply checking in.
•          Seeking Feedback and Acting Upon It: Regularly soliciting client feedback demonstrates a commitment to continuous improvement and shows that their opinions are valued. Acting on that feedback strengthens the relationship.

6. Embracing a Long-Term Perspective:
•          Client Lifetime Value: Focusing on the long-term value of a client relationship, rather than just the immediate transaction, fosters a mindset of investment and nurturing.
•          Turning Clients into Advocates: Exceptional service and strong relationships can turn satisfied clients into powerful advocates for your firm, which is invaluable in a competitive market.

Latin Counsel: How has the role of business development in law firms evolved in Mexico and Latin America over the past decade?

Chantal Williams: I’ve observed a significant and accelerating evolution in the role of business development within law firms across Mexico and Latin America over the past decade. Here’s my perspective on this dynamic shift:

1. From Passive to Proactive:
•          Historically: Business development, if it existed formally at all, was often a passive endeavor. Partner relationships and reputation were the primary drivers of new business. Marketing was typically limited to basic directories and perhaps some traditional advertising.

•          The Shift: Over the last decade, we’ve seen a clear move towards a more proactive and strategic approach. Law firms are increasingly recognizing that sustained growth requires dedicated efforts beyond simply being good lawyers. This involves actively identifying target markets, developing tailored strategies, and investing in dedicated business development professionals and teams.

2. Increased Professionalization:
•          Emergence of Dedicated Roles: Ten years ago, dedicated business development roles were almost non existent. Now, we’re seeing a significant increase in the hiring of BD managers, directors, and even chief business development officers within mid-sized and larger domestic firms (the latter in the most developed markets).
•          Specialized Skill Sets: This professionalization has brought in individuals with marketing, sales, and business strategy backgrounds, often with specific experience in professional services. There’s a growing understanding that business development requires a distinct skillset beyond legal expertise.
•          Industry Associations and Education: The rise of regional and international legal marketing and business development associations has provided platforms for knowledge sharing, best practice adoption, and professional development, further elevating the function.

3. Embracing Digital Transformation:
•          Lagging Adoption Initially: Compared to more mature markets, the adoption of digital marketing strategies in Latin American law firms was initially slower.
•          Rapid Acceleration: The past decade has witnessed a significant acceleration in the embrace of digital tools. Law firms are increasingly utilizing websites as sophisticated marketing platforms, leveraging social media (particularly LinkedIn) for networking and thought leadership, and exploring content marketing strategies like blogs, webinars, and online guides.
•          Data Analytics and CRM: While still in its early stages for many, there’s a growing awareness of the importance of data analytics and CRM systems to track leads, manage client relationships, and measure the effectiveness of business development initiatives.

4. Greater Client Centricity:
•          Focus on Relationships: While personal relationships have always been crucial in Latin American business culture, there’s a growing emphasis on formalizing and strategically nurturing these relationships.
•          Understanding Client Needs: Business development efforts are increasingly focused on understanding the specific needs and challenges of target clients and tailoring legal solutions and communication accordingly.
•          Value Proposition Articulation: Firms are becoming more sophisticated in articulating their unique value proposition and differentiating themselves in a crowded market.

5. Increased Competition and Globalization:
•          Domestic Competition: The legal landscape in Mexico and Latin America has become increasingly competitive, with more domestic firms vying for sophisticated mandates.
•          International Players: The continued presence and expansion of international law firms in the region have also raised the bar for business development sophistication. Local firms are recognizing the need to adopt similar strategies to compete effectively.

6. Cultural Nuances Remain Important:
•          Relationship-Driven Culture: While professionalization and digital tools are gaining traction, the importance of personal relationships and trust remains paramount in Latin American business culture. Business development strategies need to be culturally sensitive and leverage existing networks.
•          Personal Connection: Face-to-face meetings and personal interactions continue to hold significant weight in building and maintaining client relationships.

7. Looking Ahead:
The evolution of business development in Latin American law firms is likely to continue at an accelerated pace. We can expect to see:
•          Further Integration of Technology: AI-powered tools, more sophisticated CRM systems, and advanced digital marketing techniques will become more prevalent.
•          Increased Specialization within BD Teams: We may see more specialized roles focusing on specific industries or service lines.

The role of business development in law firms across Mexico and Latin America has undergone a significant transformation over the past decade, moving from a largely passive function to a more proactive, professionalized, and digitally-savvy discipline. While cultural nuances regarding relationships remain vital, the need for strategic business development is now widely recognized as a key driver of growth and success in an increasingly competitive legal landscape. It’s an exciting time to be involved in this evolution!

Latin Counsel: How do you balance your professional responsibilities with your passion for learning and personal development?

Chantal Williams: My passion for learning and personal development isn’t separate from my professional responsibilities. I feel it’s intrinsically linked to innovate and lead effectively.

1. Viewing Learning as a Professional Imperative:
•          Staying Ahead of the Curve: In a dynamic field like legal marketing and business development, standing still is akin to falling behind. Commitment to continuous learning isn’t just a personal interest; it’s a professional necessity.
•          Fueling Innovation: Passion for learning directly fuels my ability to innovate. By constantly exploring new ideas, methodologies, and perspectives, fresh and effective solutions become clear. This is vital for the challenges faced by law firms. This isn’t just about adopting what others are doing, it’s about anticipating future needs and developing cutting-edge strategies.

2. Strategic Integration and Time Management:
•          Intentional Scheduling: It is vital to consciously carve out time for learning and development, (as one would for meetings or project deadlines). This isn’t always a large block of time; it can be smaller, focused sessions dedicated to reading industry publications, attending webinars, or engaging in online courses.
•          Leveraging Downtime: I like to use what might otherwise be considered "downtime" – commutes, travel, or even short breaks  to consume relevant content through podcasts, audiobooks, or articles.
•          Integrating Learning into Daily Work: I actively seek opportunities to apply new knowledge and skills in daily work. This could involve experimenting with a new marketing tactic, implementing a different approach to client relationship management, or sharing new insights with my team. The application reinforces the learning and provides valuable real-world feedback.

3. Focusing on Relevant and Impactful Learning:
•          Strategic Selection: I’m discerning about what I choose to learn. My focus is on areas that directly impact my professional responsibilities and the legal marketing and business development landscape. This ensures that my learning is both enriching and practically applicable.
•          Seeking Diverse Perspectives: I actively seek out diverse voices and perspectives from within and outside the legal industry. This broadens my understanding and challenges my assumptions, leading to more well-rounded insights.
•          Prioritizing Actionable Knowledge: I gravitate towards learning resources that provide actionable strategies and frameworks that I can implement in my work.

Latin Counsel: What role do benchmarking directories like Chambers and Legal 500 play in business development for firms, and how do they impact strategy?

Chantal Williams: I see benchmarking directories like Chambers and Partners and Legal 500 as playing a multifaceted and significant role in business development strategy for the legal sector. They are even more important in lesser developed markets (those in Latin America versus the United States, UK etc.) Here are my main thoughts on this:

1. Validation and Credibility:
•          Third-Party Endorsement: Inclusion and, more importantly, strong rankings in these directories serve as powerful third-party endorsements of a firm’s expertise and the quality of its lawyers. This validation carries significant weight with prospective clients, particularly those unfamiliar with a firm. It acts as a crucial trust signal in a market where reputation is paramount.
•          Competitive Benchmarking: These directories provide an objective benchmark against competitors. Understanding where one stands relative to other firms in key practice areas allows firms to identify strengths, weaknesses, and areas for improvement.

2. Enhanced Visibility
•          Increased Exposure: Being listed in these directories significantly enhances a firm’s visibility to potential clients actively seeking legal counsel in specific practice areas. Many corporate counsel and in-house legal teams consult these rankings to validate their opinions on firms
•          Direct Inquiries: While not the sole source of leads, a strong ranking can lead to direct inquiries from clients. This is particularly true for international clients looking for local expertise in Mexico and Latin America.

3. Guiding Marketing and Content Strategy:
•          Identifying Key Strengths: The feedback and analysis provided by these directories often highlight specific areas of excellence. This information is invaluable in shaping marketing messages and content strategy, allowing firms to emphasize on recognized strengths.
•          Targeting Specific Practice Areas: Performance in these directories helps identify which practice areas are resonating with the market and where one might need to focus more attention in terms of business development efforts.

4. Influencing Talent Acquisition and Retention:
•          Attracting Top Talent: Lawyers want to work for firms that are recognized for their excellence. Strong rankings in Chambers and Legal 500 enhance a firm’s reputation thus making it a more attractive prospect for high-caliber legal talent.
•          Boosting Morale: Recognition in these prestigious directories can also boost the morale and pride of the existing team, reinforcing their commitment to the firm.

5. Driving Internal Improvement and Best Practices:
•          Client Feedback Loop: The research process for these directories involves direct interviews with clients. The feedback both positive and constructive, provides valuable insights into client service and areas where a firm can enhance its delivery.
In conclusion, benchmarking directories like Chambers and Legal 500 play a role in business development efforts. They provide crucial validation, enhance visibility, influence talent, and drive internal improvement. Therefore, they are integral to a firm’s overall growth strategy, but one should ensure they are part of a broader, client-centric approach.

Latin Counsel: How has technology and AI impacted business development efforts in law firms, particularly in Latin America?

Chantal Williams: AI has brought significant efficiencies and new capabilities to Latin American law firm business development, though adoption varies.

Impact:
•          Enhanced Data Analysis: AI tools analyze client data, market trends, and competitor activity for more targeted strategies.
•          Improved Client Relationship Management (CRM): Technology facilitates better tracking, personalization, and nurturing of client relationships.
•          Streamlined Marketing: Digital marketing platforms and AI-powered content creation tools enhance reach and efficiency.
•          Personalized Communication: AI can assist in tailoring communication to individual client needs.
While adoption is growing, some Latin American firms lag behind global counterparts due to cost, infrastructure, and cultural nuances favoring personal relationships. However, the trend towards leveraging technology and AI for business development is undeniable and accelerating, particularly among larger and internationally-focused firms. The key is integrating these tools strategically while maintaining the crucial human element in client interactions.

Latin Counsel: Looking ahead, what innovations do you believe will be crucial for law firms to stay competitive in the realm of business development?

Chantal Williams: Several key innovations will be crucial for law firms to maintain a competitive edge in business development:

•          Advanced AI-Powered Client Insights: Moving beyond basic CRM, AI will provide deeper, predictive analytics on client behavior, needs, and potential opportunities, enabling hyper-personalized engagement.
•          Enhanced Digital Client Experience Platforms: Law firms will need sophisticated online portals and communication tools that offer seamless, secure, and value-added interactions, mirroring the user experience clients expect in other sectors.
•          Data-Driven Marketing Automation: Sophisticated marketing automation fueled by data analytics will allow for more targeted and efficient outreach, nurturing leads with relevant content at the right time.
•          Predictive Analytics for Business Development: AI will help identify emerging legal needs and potential growth areas, allowing firms to proactively develop expertise and target new markets.
•          Personalized Thought Leadership Delivery: AI-powered tools will enable the delivery of tailored thought leadership content to specific client segments based on their interests and challenges.
•          Ethical and Transparent AI Implementation: As AI adoption grows, firms that prioritize ethical and transparent use of these technologies will build stronger client trust.

For law firms in Mexico and Latin America, while adopting these innovations might occur at a slightly different pace, the underlying principles of leveraging technology for deeper client understanding, more efficient processes, and enhanced communication will be universally critical for future competitiveness. The key will be a strategic and thoughtful integration of these advancements, always keeping the human connection at the core of client relationships.

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