By: Michael Zukewich, Director of Business Development & Marketing at Howard & Howard Attorneys PLLC
For smaller and midsize law firms, growth often feels like a balancing act. Leaders know they must deepen relationships with existing clients to compete with larger firms; yet limited time, bandwidth, and resources make anything new feel unrealistic.
A strategic account management program, however, is not about adding unnecessary complexity or overengineering client service. When done thoughtfully, it is one of the most practical, high-impact investments a firm can make, which can drive revenue growth, strengthen relationships, and deliver more value to clients it already serves.
At its core, it brings a more intentional approach to how firms engage their most important clients. Rather than operating matter-to-matter, practice-to-practice, or attorney-to-attorney, it creates a structured way to understand a client’s business, align the firm’s capabilities to evolving needs, and expand relationships beyond historical silos. For smaller and midsize firms in particular, this approach can deliver meaningful returns.
The Reality for Smaller and Midsize Firms
Unlike large firms with dedicated client teams, pricing functions, and data analytics capabilities, smaller firms often rely on a handful of relationship partners. Attorneys juggle client work, business development, internal management, and administrative responsibilities.
As a result, client relationships tend to develop organically and remain narrowly defined. A client may view the firm as excellent in one practice area but have little awareness of its broader capabilities. As a result, work often goes to other firms, not because they are preferred, but because their capabilities are better understood.
A strategic account management program is designed to break that cycle.
What Strategic Account Management Really Means
Strategic account management is not about selling more services for the sake of selling. Rather, it shifts the focus from individual matters to the long-term strength of the client relationship.
Effective SAM programs typically include:
For smaller and midsize firms, selectivity is critical. Strategic account management is not for every client. By focusing on a manageable number of key accounts, firms ensure the program is both sustainable and impactful.
A Conversation That Changed the Dynamic
Recently, our firm had an opportunity to put this approach into action. I joined our head of litigation in a meeting with the general counsel of a long-standing client. Historically, our work had been concentrated in a specific litigation niche. The relationship was strong, but we felt the client would be a viable candidate for the program.
This meeting was different. Rather than discussing an active matter, we stepped back and focused on the client’s business. The shift in the conversation was immediate.
As the general counsel described challenges related to regulatory pressure, global operations, and internal alignment, it became clear that the client was managing issues well beyond the scope of our historical work. The result - the discussion created an opportunity to rethink how we could support them without turning it into a sales pitch.
That meeting accomplished exactly what a strategic account management program is designed to do. It broke down the perception of silos and repositioned the firm as a broader strategic partner.
Why These Conversations Matter
For attorneys, it is easy to become consumed by the urgency of active matters. Deadlines, filings, strategy calls, and court appearances dominate the day. While necessary, that focus can unintentionally limit the depth of the client relationship.
This underscores a critical point: business-focused conversations are not a distraction from legal work, they improve it. When attorneys understand the broader context in which legal issues arise, they provide more relevant, proactive advice and clients notice.
The Value Proposition for Clients
The C-suite and in-house legal teams face the same resource constraints as law firms. They are expected to manage risk, control costs, and support business growth, often with lean teams. They value outside counsel who understand these pressures and help them think ahead around corners.
A strategic account management approach signals that the firm is invested in the client’s long-term success, not just the next engagement. It creates space for:
From the client’s perspective, these benefits lead to confidence, which is the foundation of expanded relationships.
Why Strategic Account Management Is a Force Multiplier
For smaller and midsize firms, a strategic account management program helps level the playing field. While larger firms may have more resources, smaller firms often excel in responsiveness, relationships, and collaboration. This program strengthens those advantages by giving them structure.
Rather than relying solely on individual rainmakers to identify opportunities, strategic account management turns client development into a coordinated, team-based effort. It encourages cross-practice collaboration, creates consistent client touchpoints, and ensures institutional knowledge is shared, not siloed.
Importantly, this program does not require perfection. Even incremental steps, one client plan, one annual business review, one cross-practice meeting, can produce meaningful results.
Looking Ahead
The recent meeting with the General Counsel referenced above is just the beginning. There is more to explore, more dialogue to have, and more opportunities to align our capabilities with their evolving needs.
That is the essence of strategic account management: it is not a one-time initiative, but an ongoing commitment to understanding clients more deeply and serving them more effectively. For smaller and midsize firms seeking sustainable growth, this program is not a luxury. It is a practical, high-value strategy that turns existing relationships into real opportunities while delivering a better experience for both the client and the firm.