LSSO Executive Profile Q&A - Carolyn Sandano
- You’ve coached attorneys at every level, from first-year associates to seasoned partners. What qualities or habits consistently show up in lawyers who succeed at business development?
A belief that business development is not a skillset bestowed by the gods, but instead, an understanding that relationship management and communication are key to client relationships. Successful business developers communicate reliably and treat the relationship as top priority by actively managing it.
In addition, my true all-stars are obsessed with obtaining an “inside baseball” knowledge of their clients’ industries, and acting as a business person as much as a legal advisor. This is the difference between being a terrific lawyer and being a true rainmaker.
- What inspires you to invest in the next generation of lawyers, and what gaps or opportunities do you most often see when helping them chart a path forward?
The next generation is blowing me away with their understanding that they can write the script in terms of developing a career path and client base all their own. There are many routes to creating a successful career – it’s no longer cookie-cutter or one size fits all, and its an absolute honor to help them make decisions as to which avenues to pursue (and because there are so many!) One client loves art and travel – and is now in Paris pursuing a fine arts certification while working part-time in a local law firm. That is so encouraging. The world truly is their oyster.
- Many struggle with personal branding because they feel pressure to “be everything.” You’ve written about the importance of knowing what you don’t do. How do you help professionals find clarity and focus in their brand?
Authenticity is the single most appealing trait you can offer to someone who wants to buy your services. Don’t force it and don’t fake it. In all things, I try to raise my clients’ awareness as to what they do really well, and focus on who may benefit most by their skillset, and why they will benefit. Then we develop a marketing plan that aligns with their talents and values. Otherwise, you may waste precious time spinning your wheels and attracting the wrong buyers.
- When you step into a firm to guide a key initiative, run a retreat, or fill an interim leadership role, what are the first signals you look for to understand the culture and what the organization truly needs?
I look for a few early signals that help me understand both the culture and what the organization truly needs. I am very interested to learn whether decisions are made in a top-down, more controlled style, or if people operate more independently. I also pay close attention to whether colleagues are generally supportive of one another, or whether a strong sense of competition exists.
Because it is especially relevant in law firms, I am also interested in how people are compensated - both generally and in terms of their business development efforts. These factors often reveal a great deal about incentives, priorities, and how the firm truly operates.
- Can you share a BD initiative that you believe meaningfully deepened client relationships or drove measurable growth, and what made it successful?
I structured a program for chief financial officers (CFO’s) in the Fortune 500 that were deeply impacted by new legislation surrounding accounting. We arranged for a partner to author a book on the subject and be first to market with a guide that was practical and useful. We then ran a two-day program with the highest ranking government officials that could come speak to the legislation, and its impact, for the CFO’s. The program concluded with a high-profile dinner with reporters in attendance asking questions of legislators to better understand the new laws. We also followed-on with “on-demand” programming for those who could not attend live.
We selected an “on-fire” and nuanced subject, jumped in wholeheartedly, and gave it extra staying power with the book and on demand purchases. The entirety of our marketing efforts – close to $1M – was recouped in retainers received on the day of our event. None of this works, however, without lawyers on the team willing to spearhead the effort in partnership with their BD professionals. It’s very satisfying to pair your lawyers with the right audience, and watch their careers catch fire.
- What does serving on the LSSO Advisory Board mean to you, and where do you see the greatest opportunity for the organization — and the profession — in the next few years?
LSSO really attracts those who love business development at its core - those willing to dig deep, and willing to do the hard work, gather facts and create programs and resources for clients that are long-lasting. Being super curious about the world, a love of learning and a willingness to go the distance for clients, is a hallmark of the LSSO professional.
- What’s something you’re currently exploring or excited to push forward in 2026?
I am very excited to keep reminding people that clarity and authenticity in an age of information overload are the very best advantages you’ve got to reach your intended audience and win!
About Carolyn Sandano:
A lifelong New Yorker, Carolyn loves authentic people, a Scorsese film, and an unexpected stroke of good luck - and any and every dog that barks in her direction.
