Professional services marketers have made huge contributions to their firms in 2025, and have never been more important to the success of today’s law, accounting and consulting firms.
AI has perhaps been the hottest of hot themes for 2025, and likely to remain so in 2026. But that will not be the only show in town in the new year.
In a series of reports and insights, The Professionals asked marketers, BD leaders and a variety of consultants to share their thoughts – and predictions – for the year ahead.
Here, those working in house for law firms, the Bar and accountancy firms gaze into the marketing and BD crystal ball.
Polarisation
Leor Franks, Chief Commercial Officer, Kingsley Napley
The news carries increasing coverage of polarisation in society at large, whether on geopolitical conflicts, domestic politics, or societal topics. How do firms manage that from a brand, comms, and employee relations perspective? It will increasingly become a thorny issue and risky to reputations and relationships if not handled well.
Marketing and BD to lead AI strategy and adoption
Lindsay Ryan, BD & Marketing Operations ‑ Senior Manager, Cripps
Marketing and BD teams are uniquely positioned to guide how AI is applied. We sit at the intersection of client insight, business growth and firm strategy. We understand how data flows through the client journey, and where the gaps and inefficiencies lie.
The best AI strategies will emerge from a strong partnership between IT, Marketing and BD. But this focus goes beyond technology; it’s about embedding authenticity, ethics and a culture of continuous learning, so our teams are both confident and curious in the face of rapid change.
We believe the firms that will succeed will be the ones whose marketing functions are ready, not just with the right tools but with the right mindset. These foundations will determine whether AI becomes a true enabler or just another tool in the kit.
Known unknowns and the unknown unknowns
Jack Osbon, Business Development & Marketing Manager, Wallace
I’d say two wider 2026 challenges marketers might face are the known unknown and the unknown unknown. What does that look like?
The known unknowns will be AI capabilities to help or hinder progress across data, campaigns and creativity. Will it affect free will with a dose of determinism? Taking into consideration internal appetite to run with ideas, produce inspiration autonomously, or even, dare I say, budgets and enthusiasm on where to spend it, these are factors that are likely to be a challenge for marketing professionals across professional services.
For the unknown unknowns, I’m thinking a combination of classic Porter’s Five Forces and Pestle, combusting into a marketing apocalypse. With the trend of consolidation across all markets, including legal, macro factors are likely to influence marketing effectiveness. The bargaining power of purchasers is continuing to rise, and law firms will need to up their game across client experience and personalisation. Something that also needs to be done internally for marketing teams and their stakeholders to add the vision and the value to individuals.
Re-humanising client experience
Lynda Dupont-Blackshaw, former Global CMO at Crowe and strategic leader advising professional services firms
As more firms turn to automation for routine interactions, the real differentiator in 2026 will be human connection. Forward-thinking firms will double down on high-touch, relationship-led experiences – think bespoke onboarding, premium service tiers, thoughtful client check-ins, and highly personalised insights. In a world that seems dominated by digital efficiency, the quality of human engagement is likely to emerge as a defining factor in client loyalty and long-term relationships. These more intentional, meaningful interactions also play a crucial role in building trust, which clients increasingly seek in their advisory relationships in today’s fast-moving and disrupted market.
And from the Bar
Hayley Duggan and Harry Nichol, Wilberforce Chambers
Evolving ESG expectations. By 2026, ESG in the legal sector will become more standardised, with clients applying clearer, data-backed criteria when assessing legal service providers. This means we will need not only to articulate our organisational values but to evidence them through measurable actions and transparent reporting. Those sets and firms that can demonstrate consistent progress rather than one-off initiatives will stand out as credible, future-focused providers.
Purpose-led differentiation. Purpose will also continue to grow as a point of differentiation in an increasingly competitive market. Structured mentoring, wellbeing frameworks and meaningful community programmes will enhance external reputations and barrister/lawyer/staff retention. In 2026, clients will place greater emphasis on instructing teams whose values align with their own corporate identity, making purpose a strategic advantage rather than a branding exercise.
Responsible and strategic AI adoption. AI, meanwhile, will move from being experimental to being embedded within chambers’ and law firms’ operations. Those that benefit most will be the organisations that approach AI through a lens of responsibility: ensuring systems support accuracy, preserve confidentiality and complement rather than dilute the human expertise clients rely on. In marketing, AI will help us refine messaging, personalise outreach and monitor market shifts, while operationally it will streamline administrative workflows. The real differentiator in 2026 will not be whether chambers and law firms use AI, but how they integrate it ethically and strategically to enhance both internal processes and client experience.