LSSO Executive Profile Q&A
Christie Cáceres
Christie Cáceres is the Chief Business Development and Marketing Officer at Sheppard Mullin Richter & Hampton LLP, bringing over 20 years of experience leading strategic growth, marketing, and client engagement initiatives at top AmLaw firms. Before joining Sheppard Mullin, she held senior business development roles at Sidley Austin and Foley & Lardner, where she drove revenue growth and enhanced client relationships. Christie holds a Bachelor of Journalism in Advertising from the University of Missouri-Columbia and is known for her collaborative leadership and innovative approach to integrating marketing and business strategy.
As Chief Business Development and Marketing Officer (CBDMO) at Sheppard Mullin, how do you stay focused on priorities when pulled in multiple directions?
“Whack-a-mole” is part of the job, and while it makes for interesting days, you definitely need to keep your eye on the bigger priorities.
I’ve been in this industry for almost 30 years and, in some capacity, have been in the shoes of everyone on my team with the varying job responsibilities. I appreciate what they go through on a daily basis. It’s important to trust the people on your team and help each other stay accountable to the bigger initiatives, while also managing the day-to-day requests that come in. As a leader, you need to trust in your team. And they need to trust that you are there to help them be successful. Together, you can be really effective at addressing the various projects when you knock down silos and collaborate.
What’s something you’re currently exploring or excited to push forward at Sheppard Mullin?
We are going through a visual identity and messaging project that is very exciting for us. It’s been a great learning experience for me having been at the firm for close to four years and really getting to understand what sets us apart. Finding a way to tell the story about the firm, which I really believe is a standout, is an honor and we are thrilled for this initiative to come to life.
Where do you see the most opportunity for growth in our field?
One of the reasons I’ve been involved in LSSO for so long is the continued focus on the business development side of the lifecycle. I think there is still so much potential for firms to invest in their BD professionals and allow them to serve as coaches to attorneys on high profile opportunities. Some firms have sophisticated programs in place while some are still grappling with selling the idea internally. Programs like Raindance allow us to hear from each other and learn how to advance our efforts in business development.
What’s something you think is often misunderstood about what it takes to win work and grow client relationships?
Active listening is the most important step that I think often is overlooked or is done poorly. There’s a huge difference between listening and actively listening for the cues, the pain points, the triggers for success. If you don’t really hear what your clients are facing or ask the right questions, you miss the opportunity to become their partner and grow the relationship in an authentic way.
What advice would you give to someone who wants to start a formal business development or sales training program but doesn’t know where to begin? Where should they focus first?
Start small. Find a small but influential group of attorneys in your firm who have already expressed an interest in business development. Be the active listener and find out what their interests are and where they struggle. Odds are you will hear the challenge is there is no time to focus on business development on top of billable work. That’s where you need to demystify it for them and make it a part of their daily routine. The more you can do this in small pilot groups, the more momentum and buy in you will get. Also, build your network and talk to others in our industry on how they have done it. It’s amazing how much our peers in other firms are willing to share their successes and their challenges.
On the other end, once you’ve established a program, how do you scale it?
I’m a big fan of creating internal “alumni groups” within the firm to bring together individuals who have gone through various programs and let them learn from each other. The more you can build off their energy and engagement, the more you can bring it to others and scale it. Let them be your voice.
You wrapped up this year’s RainDance with an amazing session on client experience alongside Alexander Dorow, former Managing Director of Lounges and Premium Services at United Airlines and current consultant for Alaska Airlines’ Lounge Program Strategy. In that discussion, you explored how client experience programs can be built around feedback and immersion. Building on that, can you share your thoughts on:
How can firms ensure that client feedback actually drives change, rather than just ending up in a report or dashboard?
The themes that come out of client feedback programs often are gold mines for firms to leverage. It’s important to constantly socialize those themes and use them as catalysts for change. Be visible in the practice and industry team meetings to share quick best practices that reflect the feedback theme and let the BD/Marketing team lead those discussions. Don’t ever lose an opportunity to remind your lawyers what clients have told you.
“Immersion” is such an interesting concept to bring to legal. What does that look like in a law firm setting, and how can firms bring it to life?
To be effective, immersion has to be true to your firm. If the people in the firm are the differentiator, find ways to work with your management team to make the people feel special. If you are proud of your culture, make sure everyone knows what your culture is and find ways to highlight it. Immersion is about threading the needle across all functions of your firm to make it real.
What’s your superpower?
My superpower is empathy. I appreciate the perspectives and experiences of others, which allows me to build trust and foster authentic relationships. I believe I create environments where people feel heard, supported and motivated to contribute their best.
About Christie:
Born and raised in the Chicagoland area, Christie is outnumbered in her house with three boys, her husband and a male dog. She cherishes time with family and friends and can be found at kids sporting events, trying to play golf, playing tennis, enjoying walks and hikes and starting projects (and books) that she just can’t seem to finish.