This article is one in a series supporting the Home – PM Forum training course Aspiring Marketing and Business Development Leader – PM Forum (for marketing and BD managers looking at their next career move). The essence of marketing is to anticipate and meet client needs profitably. As your career progresses, you develop new knowledge, skills and behaviours but with an awareness of what the market (future employers) needs. So I asked Colette Norfolk – director of Norfolk Capsey – what advice she would offer aspiring MBD leaders. Aspiring MBD leaders – Advice from recruitment consultants
About Colette Norfolk
Colette Norfolk | LinkedIn has over 25 years of experience recruiting marketing and business development professionals exclusively within the professional services sector. She established Norfolk Capsey early in 2025 with Victoria Capsey | LinkedIn.
They have built a strong reputation for connecting top talent with leading firms. They have extensive networks and deep industry knowledge spanning legal, accountancy, management consultancy and property sectors.
Norfolk Capsey | Professional Services Recruitment Specialists
Meet changing employers’ needs
How are employers’ needs changing when recruiting senior marketing and business development (MBD) managers? How might they change further in the future?
Employers now want MBD Managers who combine traditional marketing/BD expertise with strategic insight and commercial awareness.
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There is a real focus on previous experience within the practice or sector group that they’re supporting, in order to add real value.
There is an increasing emphasis on data analytics and client insights, and their ability to align marketing and BD with broader business strategy is key.
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turn feedback into strategic advantage (Research)
client feedback playbook – How professional services firms)
In the future we expect to see a growing demand for data-driven decision-making and AI-enabled marketing/BD tools.
To what extent must managers demonstrate knowledge and ability in cross-discipline working and collaboration (e.g., with finance, human resources, technology etc)?
Cross-disciplinary collaboration (tech, finance, HR) will also become essential. It is increasingly important as Managers need to support the firm’s broader business goals.
They must collaborate with finance, different practice/sector groups, and partners to ensure campaigns and BD strategies are tied to revenue targets, profitability, and client priorities. Aspiring MBD leaders – Advice from a CFO – Kim Tasso
Working with IT, they need to leverage CRM systems, client insights, and analytics, allowing campaigns and proposals to be more targeted and effective. CRM – Applications, systems and fee-earner engagement
Collaborating with HR teams, ensures initiatives like employer branding, diversity programs, and staff engagement are consistent and integrated across the firm.
Overall, strong cross-discipline collaboration often leads to more streamlined processes, and better use of technology, which is crucial in a competitive professional services market.
What tends to impress (or deter) employers when interviewing at senior levels?
Employers are often impressed when candidates demonstrate their measurable impact through achievements that are directly linked to business results.
They look for very strong communicators who present their ideas with a professional presence that inspires trust and credibility. Towards leadership – Elevate your Presence, Influence and Impact
They are impressed by candidates who exhibit a strong understanding of clients and sector trends, staying informed about market dynamics. Simultaneously, employers are looking for Managers who approach every initiative with a collaborative and positive mindset.
Employers are deterred by a lack of commercial awareness or client insight, poor understanding of the specific sector/practice group that they’d be supporting and an inability to really influence senior stakeholders.
Understand the difference between marketing and business development roles
To what extent are employers’ needs for marketing specialists different from their needs for business development specialists?
Marketing specialists are typically expected to manage brand, digital presence, campaigns, content creation and thought leadership. Their focus is on visibility, reputation, and pipeline support.
Business Development specialists are client-facing, revenue-driven, and more directly responsible for relationships, pitches, cross-selling, and growth strategies.
Both roles now require strategic thinking, data analysis, and strong communication, but BD roles lean more toward client interaction and commercial impact, while marketing focuses on brand and campaigns.
What new specialist roles are emerging for senior marketing and BD managers?
We have seen a number of client insights / data analytics leads, translating client data into actionable business opportunities and some brand new experience-focused roles, such as “Client Experience Director” to improve end-to-end client journey.
Mapping the client journey in professional services – Kim Tasso
turn feedback into strategic advantage (Research)
Fill knowledge, skills and behaviour gaps
What skills, knowledge, behaviours, aptitudes etc are employers most interested in when recruiting senior marketing and business development managers?
Employers are placing a strong emphasis on strategic thinking and business acumen, seeking senior marketing and BD specialists who understand the commercial context and can contribute effectively at a leadership level.
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Client relationship management remains critical, particularly in today’s competitive market, enabling firms to develop and retain key clients.
On the softer skills side, team management is becoming increasingly important, as recruitment is challenging and costly. Strong communication and influencing skills continue to be essential.
Additionally, clients are increasingly looking for senior managers who can adapt quickly to changing market conditions and new technologies, demonstrating agility alongside strategic expertise.
What skills gaps (technical, technology, personal/soft etc) do you most often see in MBD managers?
We are noticing technology gaps in areas such as data analytics and marketing automation among some candidates.
Many Managers also have limited team management experience, particularly if their background is in smaller partnerships or lean teams.
Some candidates show a lack of experience in influencing senior partners.
Demonstrate leadership potential
How would you expect candidates to demonstrate their leadership potential and commercial acumen?
Candidates can demonstrate their potential by highlighting examples of their impact, such as revenue growth, client retention, or the success of key campaigns.
Showing strategic influence, for example leading initiatives across multiple teams, jurisdictions or practice areas, helps convey readiness for senior responsibility.
Equally important is providing evidence of mentoring or developing team members, reflecting an ability to nurture talent.
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Finally, articulating a clear vision for marketing and business development that aligns with the firm’s overall strategy reinforces their suitability for a leadership role.
Navigate size and sector differences
What are the main differences between how large, medium and small legal/accountancy/consultancy firms recruit senior MBD managers?
The larger firms often have more structured recruitment processes, they focus on strategic leadership, cross-functional and global experience.
Medium firms often look for versatility as the teams are smaller and the MBD Manager often wears marketing, communications, BD, bids and CRM hats.
Smaller firms really value hands-on execution and autonomy. Cultural fit and personality are often key for the smaller partnerships.
We often see a clear difference in recruitment practices between the legal and accountancy sectors.
The legal sector typically offers the majority of opportunities, but firms tend to follow quite structured processes, often involving two to three interview stages, along with case studies and presentations.
By comparison, the Big Four accountancy firms have more complex and time-intensive recruitment processes. These are often slower and multi-faceted, sometimes including assessment centres, assessment days, and personality profiling.
In contrast, smaller accountancy and legal firms are generally less rigid in their approach, placing greater emphasis on cultural fit rather than relying heavily on assessment data.
Prepare for promotion
What advice would you give to a marketing or business development manager in a professional services firm who is looking at their next promotion?
We always recommend that Managers seek experience in strategic planning beyond the day-to-day execution.
Try to develop strong commercial awareness to add value by understanding revenue drivers, client profitability, and sector trends.
To stand out, build a visible track record of results, campaigns and client wins etc.
Equally important, particularly in partnership-driven firms, is cultivating influencing and leadership skills, the ability to lead teams, collaborate with partners, and manage senior stakeholders.
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Taking on team management responsibilities allows you to mentor others and build internal networks, showcasing your readiness for a senior leadership role.
How best can MBD managers prepare for interviews for “step up” roles?
We suggest that MBD Managers always think about the following before any interview:
- Prepare solid examples of previous achievements
- Understand the firm’s strategic priorities and how they would contribute
- Be ready to discuss team leadership and mentoring
- Demonstrate commercial awareness and market insight
- Prepare thoughtful questions for partners, showing curiosity and business thinking
What are the warning signs or red flags that managers should be alert to when seeking their next career step?
Partnerships whose leadership/partners are not aligned with the value of marketing/BD – this is critical!
A high turnover in the marketing/BD function is another red flag.
A lack of investment in MBD, systems, IT etc. and lack of clear career progression in the firm are also huge warning signs.
Also, undefined role responsibilities or an expectations mismatch needs to be clearly ironed out before progressing with a role.
Related links for aspiring marketing and business development managers
Aspiring MBD leaders – Advice from a CFO – Kim Tasso April 2026
Nick Hughes talks about brands in real estate April 2026
future marketing and business development managers March 2026
Annual Strategy and Marketing Benchmark Meridian West February 2026
Strategic marketing case study – Brand at Mishcon de Reya November 2025
Chartered Institute of Marketing (CIM) updates standard September 2024
Future Marketing Manager – New product development March 2024
Future Marketing and Business Development Manager: Connections December 2023
Context and curiosity drive commerciality and pricing September 2023
know about commercial awareness by Christopher Stoakes August 2023
Annual International Marketing Benchmark – PM Forum and Meridian West January 2023
How to advance your career in professional services marketing April 2022
A practitioner’s guide to Account-Based Marketing (ABM) February 2020
Future Marketing Manager – T-shaped people, senior promotions April 2018
