1. If you had to name one capability firms most need to strengthen in order to grow smarter (not just bigger) – what would it be, and why?
Decision-making grounded in real data and real client insight. Too many firms still rely on anecdotes, hierarchy, or legacy assumptions. Growing smarter means knowing where you actually win, where you don’t, and why. That requires better information and the courage to act on it. Growth without focus just creates noise and burnout.
2. Where do you see the most untapped potential in legal sales today?
In cross-practice collaboration that actually benefits the client, not the org chart. Firms talk about it constantly, but few operationalize it well. There’s massive opportunity in aligning incentives, sharing insight earlier, and treating client teams like real teams. When that happens, growth feels more natural and far less forced.
3. You’ve named your department the Mintz Mobilizers. What does it mean to be a Mobilizer day-to-day?
Being a Mobilizer means you don’t wait for perfect conditions. You move things forward. Day to day, that shows up as curiosity before assumptions, ownership over outcomes, and a bias toward action. Mobilizers simplify complexity for partners, connect dots across the firm, and push for better ways of working even when it’s uncomfortable. It’s not about being the loudest voice in the room. It’s about creating momentum that others want to be part of.
4. You’ve successfully stood up advanced sales and account management programs inside law firms – something that’s often discussed but not often executed. What are the first steps firms or professionals should focus on when launching an initiative like this?
Start smaller than you think and sharper than you’re comfortable with. Pick a defined group of clients, a clear objective, and a simple operating model. Most programs fail because they’re over-engineered before trust and behavior change exist. Focus first on fundamentals: shared accountability, clear roles, consistent client insight, and regular follow-through. Technology supports the work, but it doesn’t create the discipline. That part is human.
5. One thing that stands out about you (other than your sneaker obsession) is your emphasis on curiosity – you’ve even described it as a business driver. How does curiosity show up in high-performing teams, and how can leaders encourage it?
High-performing teams ask better questions before they jump to answers, and team members are genuinely interested in how clients, partners, and teammates think. Leaders encourage these traits by making it safe to not have the answer right away. If curiosity gets punished or brushed off, it disappears fast. If it’s rewarded, you get better ideas, stronger relationships, and fewer blind spots. Curiosity isn’t soft. It’s how you avoid expensive mistakes.
6. When it comes to growing and deepening client relationships, what tools, habits, or frameworks do you see making the biggest difference right now – and which ones do you think are overhyped?
What’s making the biggest difference isn’t flashy: consistent client listening, structured relationship planning, and teams that actually talk to each other. Tools that surface relationship intelligence and activity patterns are helpful when they’re used to drive behavior, not just reporting. What’s overhyped is anything positioned as a silver bullet. No platform replaces trust, preparation, or follow-up. If those are missing, the tech just makes the gap more obvious.
7. What’s something you think is often misunderstood about what it takes to win work and grow client relationships?
People underestimate how much of it comes down to consistency and credibility over time. Winning work isn’t about a single pitch or a clever slide. It’s about showing up prepared, understanding the client’s business, and being reliable when it counts. Relationships grow when clients feel understood and confident, not impressed.
8. What’s something you’re currently exploring or excited to push forward this year?
I’m excited about pushing further into smarter enablement: better use of data, clearer GTM strategies, and more intentional development of BD talent. I’m also focused on building repeatable models that scale without losing the human side of the work. Growth should feel energizing, not chaotic.
9. As President of LSSO’s Board of Advisors, what do you see as the greatest value the organization offers to BD and legal sales professionals—and how should members be thinking about engaging with LSSO to get the most out of it?
LSSO’s real value comes from the fact that it’s grounded in the work, not theory. It’s people who are in it every day sharing what’s actually working, what’s not, and why. The biggest returns come when members engage rather than observe. Get involved. Contribute ideas. Ask questions. Build relationships. When you do that, you don’t just gain insight, you gain perspective, confidence, and a community that helps you perform at a higher level.
About Chris Newman:
Chris likes building things, including teams, ideas, and the occasional Lego masterpiece, asking good question and keeping momentum going. He is curious by default, values candor and calls things as he sees them – and gets real energy from helping people see what they are capable of. He believes honesty, follow through and real relationships matter more than polish. Outside of work, he is a husband and proud dad to two awesome kids, a diehard sports fan and a serious music and concert lover. He is also an unapologetic Nike sneakerhead who believes personality belongs at work and in life.