Co-authored by Suzanne Donnels, SDC and Elizabeth Lampert, ELPR and Featured in The Recorder Law.com.

Wikipedia has become an underestimated reputation lever for law firms in the AI era. As artificial intelligence increasingly relies on authoritative third‑party sources, incomplete or outdated Wikipedia entries can quietly shape how firms and their leaders are described at scale. In a recent Recorder article, Elizabeth Lampert and Suzanne Donnels examine why Wikipedia requires the same strategic care as any other core reputational asset, grounded in accuracy, sourcing, and editorial discipline.

The strongest pitches do not sound like auditions. They sound like the work has already begun. When firms focus on solving the client’s problem rather than proving their credentials, they move from being evaluated to being trusted.

Co-authored by Suzanne Donnels, SDC and Elizabeth Lampert, ELPR and featured in Law.com.

Law firm combinations are accelerating — and many now involve firms with a California presence, published in The Recorder. As timelines compress and client expectations stay high, communications risk rises. In this post, Suzanne Donnels and Elizabeth Lampert explore why merger PR must operate like an execution plan, not a launch checklist — and how relationship intelligence helps firms protect trust, retain clients, and prove value in the first 100 days.

After a wave of unanticipated and possibly unwelcomed events in 2025 and uncertainty about the future, the legal industry is at a crossroads. The turbulence of last year has left many law firm leaders and marketers questioning what comes next, with private equity (PE) poised to play a pivotal role in 2026 and beyond.

This article explores how relationship intelligence is transforming law firm business development from intuition‑driven networking into a structured, measurable growth discipline. It shows how firms can plan smarter before events, capture relationship data in real time, reassess priorities mid‑conference, and execute tiered, strategic follow‑up afterward. By centralizing relationship insights and connecting BD activity to tangible outcomes like referrals and new matters, firms can move beyond “random acts of marketing” and turn conferences and relationships into repeatable, data‑informed drivers of growth. 

With Beth Moore, Grassi Advisors. When law firms take a strategic, intentional approach to evaluating and implementing relationship intelligence technology, they gain clearer visibility into their clients, stronger internal alignment, and greater confidence in decision‑making. In reality, technology adoption in law firms is often complex, shaped by flat governance structures, competing priorities, and the need to continuously justify value to multiple stakeholders.

This customer panel explored the real‑world buying journey for law firm technology, including what triggers change, how internal business cases are built, and why peer referrals play a critical role in decision‑making. The discussion also examined how success is measured through efficiency, insight, and storytelling—rather than adoption alone—and how relationship intelligence supports firm strategy, mergers, and client growth over time.

Chambers rankings are widely recognized as a benchmark for Canadian law firms, but earning a top spot involves more than submitting polished materials. The client referee process is frequently underestimated and treated as a routine task completed at the last minute, rather than as a strategic priority. Client referees, which refers to the clients and peers who provide feedback to Chambers researchers, play a decisive role in your ranking and often make up most of the evaluation criteria. Firms that approach referee engagement thoughtfully and proactively are positioned to achieve stronger results in the Chambers assessment.

With Mark Howe, Thompson Dorfman Sweatman LLP . When law firms take a strategic, proactive approach to succession planning, there is a continuity of service and seamless transition, resulting in the firm retaining a valued client. In this “fireside chat”, Mark Howe will facilitate an interactive discussion with Suzanne Donnels about how to apply personality and communications style matching and data-driven insights to succession planning.

Calling all new legal marketers! Don’t miss our inaugural LMA Toronto Bootcamp. This in-person, half-day masterclass will provide you with real-world guidance from seasoned industry leaders on understanding the legal industry, legal marketing fundamentals, priorities and communication, and demonstrating your value-add.

We're back with another Chief & Leader Roundtable in Partnership with Nexl. The session features a one-hour deep dive into the future of marketing and BD in the legal industry, followed by 45 minutes of open discussion designed to foster collaboration, idea-sharing, and strategic insight. This is a unique opportunity to connect with fellow leaders, exchange perspectives, and walk away with actionable ideas to take back to your firm

Chambers submissions often feel demanding with little reward. Yet they can provide useful market intelligence, strengthen client relationships, and reveal growth opportunities.

The Chambers Playbook for Legal Marketers: Inside Strategies from a Former CMO

Relationship‑centred growth is often described as a cultural aspiration, but too rarely treated as a business discipline. In this article, Suzanne Donnels examines how firms can move beyond siloed teams and individual rainmaking to build collaboration that drives measurable commercial impact. Drawing on experience across law firm leadership, business development, and technology adoption, the piece explores the structures, behaviours, and incentives required to turn relationships into a shared asset rather than a personal one. It argues that sustainable growth depends on trust, clarity of roles, and systems that make collaboration easier and more visible. When relationship intelligence, culture, and strategy are aligned, firms are better positioned to deepen client relationships, expand cross‑practice engagement, and create long‑term value for both clients and the organization.

Succession planning should be a strategic growth lever, not a last-minute HR exercise. Firms that treat it as a continuous, data-driven and client-informed process preserve institutional knowledge, protect revenue and deepen trust. Those that do not risk losing momentum when rainmakers retire or depart unexpectedly.

Everyone leaves IBA with new contacts, but not everyone knows what to do next.