Strategic, Growth, and Network Relationships: A Practical Framework

By Beth Cuzzone, VP of Growth Marketing, Intapp and Steve Scissors, Chief Client Officer, Evans and Dixon

For lawyers and law firm sales executives, one of the hardest parts of business development isn’t meeting people – it’s deciding where to focus limited time and energy to drive meaningful client and revenue impact.

In a profession built on relationships, every connection has value. But not every relationship requires the same level of attention at the same moment. Without a clear framework, lawyers and BD professionals can become reactive – responding to whatever feels urgent instead of investing intentionally in relationships that support long-term growth.

A simple, shared framework can help both lawyers, law firm sales execs and BD teams prioritize more effectively. One useful approach is to organize contacts into three categories:

• Strategic Relationships (Primary Focus)
• Growth Relationships (Secondary Focus)
• Network Relationships (Network Focus)

This framework is not about ranking people. It’s about helping lawyers and BD professionals align relationship strategy with business development goals – and creating a common language for coaching, planning, and execution.

Strategic Relationships (Primary Focus)

Strategic relationships are the highest-priority connections. These individuals are directly tied to active matters, priority clients, or high-value opportunities for the firm.

A strategic relationship may include someone who:

• Has an immediate legal need or opportunity the firm can address
• Acts as a champion or advocate for the lawyer or firm
• Serves as a trusted advisor relationship
• Is a decision-maker or key influencer in selecting outside counsel
• Provides repeat work
• Makes strong referrals to potential clients
• Has a history of high-quality introductions
• Is connected to priority industries or targets
• Views the lawyer or firm as a trusted partner

For lawyers, these are often core clients and priority prospects. For BD professionals, these relationships are central to client planning and revenue strategy. Strategic relationships require proactive planning and collaboration between lawyers and sales or service professionals. This can include client plans, regular relationship reviews, tailored outreach, and coordinated cross-practice engagement. The objective is to deepen trust, expand relationships within client organizations, and position the firm as indispensable.

Growth Relationships (Secondary Focus)

Growth relationships represent future opportunity. They may not generate immediate work, but they have strong potential to evolve into strategic clients or referral sources.

Growth relationships often include people who:

• Influence decisions within their organizations or industries
• Can introduce lawyers to strategic contacts
• Show potential to become strategic relationships over time
• Provide useful market intelligence
• Represent emerging leaders or future decision-makers

For lawyers and BD teams, these relationships are essential to building a sustainable pipeline. Engagement should be consistent and intentional. Lawyers and BD professionals might collaborate on inviting contacts to targeted events, sharing relevant insights, or planning thoughtful follow-up. The goal is to build credibility and stay visible so that when legal needs arise, the firm is top of mind.

Network Relationships (Network Focus)

Network relationships support visibility, reputation, and ecosystem growth. While they may not be immediate revenue drivers, they expand professional reach for the lawyer and the firm.

These relationships may include:

• Industry and media contacts
• Attendees from speaking engagements or firm programs
• Conference and networking connections

This category serves as an important feeder system for future growth and strategic relationships. Work with your marketing department to use scalable approaches such as newsletters, social engagement, event follow-ups, and occasional check-ins. The focus is on maintaining connection and visibility without requiring disproportionate time investment.

A Second Lens: Steve Scissors’ Sales Funnel Approach from the Field

Of course, there is no single “right” way to prioritize business development. Many successful lawyers and sellers develop systems that fit their personalities, markets, and firms. LSSO Editorial Board Member and veteran law firm sales executive, Steve Scissors, Chief Client Officer at Evans & Dixon, offers a creative alternative framework based on bodies of water and a sales funnel he has refined over more than a decade in legal sales.

Steve organizes his opportunities into “bodies of water” – oceans, rivers, lakes, streams, and ponds – each representing companies of different sizes and revenue potential. He maintains a set number of active pursuits, or “lines in the water,” within each category. Large enterprise targets (the ocean) are long plays that require creativity and persistence. Mid-sized companies (the river and lake) form the practical sweet spot of opportunity. Smaller organizations (the stream and pond) often yield faster wins, strong loyalty, and referral value.

His philosophy is simple: more lines do not automatically mean more opportunity. A focused, balanced mix of pursuits keeps the pipeline healthy, provides momentum through smaller wins, and sustains long-term bets on major targets. When a large opportunity closes, he backfills that category and continues the cycle. The lesson for lawyers and BD professionals is that prioritization frameworks should be intentional but practical – simple enough to use every day and flexible enough to evolve.

Happy Fishing!