DL: Moving more broadly, what are some of the key challenges and opportunities you're seeing with your clients and within your organisation?

SC: Internally, talent remains a key concern. M&BD professionals can move between firms relatively easily, but demonstrating value is increasingly important. This is particularly challenging as partners are more aware of channels and can often manage some aspects themselves. Externally, regulatory changes and geopolitical shifts are significant challenges for our clients. The volume and complexity of those changes requires a sophisticated and integrated response. It's no longer sufficient for changes to sit within one discipline; cross-functional collaboration is essential to manage these effectively.

DL: Given the fast pace of regulatory changes, how are firms adapting to ensure they stay compliant and competitive?

SC: Firms are increasingly seeking early warnings of regulatory changes and understanding their broad impacts. The integration of technical professionals across disciplines is crucial. For instance, a tax change might require IT solutions to manage and report data accurately across jurisdictions. The penalties for mistakes are high, both reputationally and financially, so firms need robust systems and processes to ensure compliance. This means investing in technology and fostering cross-functional teams to handle the complexity of regulatory environments.

DL: Reflecting on the discussions about AI and technology, what practical steps should firms take to integrate these into their strategies?

SC: The first step is understanding your data. Know where it is, how it’s structured, and how it can be used to train AI models. Experimentation with AI tools is essential but must be strategic. It’s important to align AI initiatives with broader business goals and ensure robust quality checks. Firms should also focus on developing frameworks and paradigms for responsible AI use, ensuring any AI-generated outputs are thoroughly reviewed and validated. By taking these steps, firms can harness AI’s potential while mitigating risks and maintaining high standards.

DL: One topic that’s been gaining attention is the integration of sales roles within professional services firms. What are your thoughts on this?

SC: I’m quite excited about this. Historically, firms have focused their business development teams on sales enablement activities—project managing pitches, organising events, and handling directory or award submissions. However, few firms have taken the leap to allow non-technical professionals to engage directly with clients. This hesitation often stems from a perception client relationships are a critical part of a professional’s value and identity.

DL: Can you elaborate on that resistance?

SC: Professionals, such as lawyers and accountants, have traditionally guarded client relationships closely, as these are seen as integral to their value within the firm. They often resist initiatives like cross-selling or independent client feedback, arguing their clients prefer direct, personal interactions. This is in stark contrast to their willingness to delegate non-core activities, such as repairing printers or handling court filings, to specialists.

DL: Do you think firms that integrate sales professionals into client-facing roles see benefits?

SC: Yes, I do. Firms embracing this integration are likely to see significant benefits. The professional services landscape is evolving and, as firms face increased pressure to meet revenue targets, they might find they have little to lose by trying new approaches. Interestingly, the Big Four firms already employ sales professionals who manage client relationships, demonstrating this model can work effectively.

DL: What advice would you give to firms hesitant to adopt this model?

SC: I’d suggest they look at the experiences of the Big Four. Speaking to someone within these firms about the advantages and challenges of integrating sales professionals could provide valuable insights. It’s important to recognise the business development role can be much more impactful if it’s allowed to extend beyond support activities to include direct client engagement.

DL: Before we wrap up, could you share a bit more about your current focus and what excites you about the future of professional services?

SC: Currently, my focus is on strategy within professional services firms, looking at how they can evolve and adapt to changing market conditions. What excites me most is the potential for innovation. Firms willing to rethink traditional roles and embrace new approaches to client engagement and business development are well-positioned to thrive. There’s a lot of potential for growth and transformation which is very exciting.

DL: Finally, any parting thoughts on the future of professional services marketing, sales, and business development?

SC: The future is exciting and challenging. Technology, particularly AI, will play a significant role in shaping the industry. However, the human element remains crucial. Professionals must balance technological advancements with strategic thinking and quality assurance. The shape of professional services firms will continue to evolve, with a likely shift towards a more integrated and less hierarchical structure. By staying adaptable and focusing on value, M&BD professionals can navigate these changes successfully.