Annual PM Forum Conference

November 11, 2026|Accountants, Kim's Blog, Lawyers, Management Skills, Marketing, Relationship Management, Strategy|

This article was published in the current issue of PM Magazine (Magazine – PM Forum). Frontline Confidence – Bridging insight, intelligence and impact. 31st Annual PM Forum Conference

“On the first rainy, dull day of Autumn, it was bright and bubbly at Minster Court as 100 people gathered for the annual PM Forum conference. It promised brain stretch, practice improvement and network expansion. Early conversations with folk from accountancy firms suggested the continuing market consolidation was front of mind.

Megatrends affecting professional services

Leor Franks of Kingsley Napley was warmly welcomed back to chair. He set the scene with some megatrends (AI, capital and consolidation, volatility and people). Then warmly greeted each speaker and panellist, handed out raffle prizes, paced proceedings with helpful summaries and constantly checked-in with audience reactions with a slew of Slido polls and hand-held paddle votes.

(Leor Franks | LinkedIn published a detailed article on his research results)

What makes a confident firm?

There were more polls by Alaistair Beddow of Professional Services Consultants | Meridian West as he shared nuggets from professional services sector research around “What makes a confident firm?”. Answer: Clarity. Collaboration, Client focus. Commitment. The polls were intriguing – while 70% felt their firms were set for growth, just 30% felt the same about their sector. Was this overconfidence bias in action?

Research indicated that threats to confidence included: fee pressures (69%), poor economic outlook (47%) and lack of skills and talent (34%). Marketers were encouraged to be a critical friend to strategic decision-makers, champion the client’s voice and a catalyst for action.

Confidence vs. Expertise?

Just before the break, we were treated to a favourite feature – three rounds of Fight Club on “Does confidence matter more than expertise?”. Military stories from Susanne Pugsley were pitched against career insights from Karen Snell while Keith “Comeback” Hardie acted as referee. Charlotte Green led the two late substitution judges Hannah Westropp and Mia Church. Knockout points included: have the confidence to ask questions, learn from mistakes, know “what keeps the lights on”, be aware that AI is “democratising expertise” and use passion to persuade.

Guardians of strategic intelligence

The CMO panel contemplated whether marketing was the guardian of strategic intelligence. All sectors were represented – legal by Ed Fitzgerald and Amelia Stirling, Paul Seymour “a failed lawyer” for accountancy (“we removed data friction by developing a unified system”) while Jenni “failed architect” Montgomery spoke for real estate.

Arguing that MBD should help shape strategy – not just implement it (“churning and enabling”) and that “data levels the playing field” – I thought they deserved the title guardians of the (professional services) universe.

A question from the floor prompted the observation that directors focused on downstream operations while CMOs provided upstream proactive advice for the Board. Wrap up comments included: find the strategy (Jenni), work with people beyond the marketing function (Amelia), obtain wisdom from a mentor and pay it forward (Paul) and volunteer for projects outside your role (Ed).

Culture and qualifications

It was a day of contrasts. Central St Martin’s MBA Director and former fashion designer Harah Chon took to the stage to share insights into inclusive cultures, innovative workplaces and design thinking. I loved her comments about zombie leadership – dead ideas that still shape our thinking. She rattled through psychological safety, systems thinking, iceberg models and giga mapping. Good to know that she endorsed the use of pen and paper for collaborative visualisation. Afterwards, I chatted to a new marketer whose firm generously supported her learning journey on a level 3 apprenticeship.

Artificial Intelligence in marketing and business development

Lunch (excellent savouries and sublime sweets) was a blur of fascinating chats with familiar friends and new faces. But there was zero chance of a post-lunch slump as we were straight back into a panel on “Artificial Intelligence or Artificial Confidence?”.

Lee Curtis managed proceedings to which Alaistair Banks from Optix, Natasha Tucker with a Canadian legal tech slant and Bernard Savage contributed. After a gentle start on the AI pros and cons, there was a rallying call to make the most of the AI advantage (but read your AI policy first) whilst remaining aware that AI needs great data.

Favourite quotes included “No one’s an AI expert”, “We are freed by AI to do human connection stuff”, “Agent swarms”, “AI is always so pleasant”, “Treat AI as a highly intelligent intern so bookend it’s work”, “Shift AI use from efficiency to effectiveness”, “I fear for our kids, AI is creating lost arts” and “AI is a Formula 1 engine with bicycle brakes”. When I was invited to comment about promoting behavioural change for system adoption I suggested we remember that “AI is a psychopath” (i.e. charming but no empathy, no conscience and no feelings).

It’s all about relationships

Veteran professional services marketer Meirion Jones considered how the relationships around us – with clients, colleagues, experts and management – impact confidence. Good ones help enhance our self-worth and toxic relationships erode it. He considered some basic psychology: fast and slow thinking, Nancy’s Kline’s “Time to Think” and facilitative conversations.

Other breakout sessions featured Clive Webb on mapping blind spots, Derek Klyhn on moving from data to strategic decision-making and, for senior marketers, Richard Chaplin led the creation of a practical playbook to increase impact and influence at board level. And he shared the value of the AI-powered Credible Voices tool in understanding clients, competitors and the real value of your firm’s content.

Neuroscience of confidence

Towards the end of the day, Ruxandra Radulescu provided a cerebral session allowing us to glimpse neuroscience research on confidence in decision-making – “we form a judgement, then we evaluate its reliability”. And she explained how her team harnessed that knowledge in altering the value proposition and approach to win a major tender in just three meetings.

Finally, there were thanks to the organisers and sponsors: Vuture, Introhive, Squiz, CoreClarity and the Royal National Orthopaedic Hospital (RNOH).

So Confidence = Expertise + Culture + Authenticity + Bravery + Data + (AI) Tools + Preparation + Client knowledge + Judgement + Impact ?

Once we’ve honed the confidence of MBD professionals, we then help our professionals be confident with their clients. Some delegates continued debating these themes over drinks at Davy’s Wine Bar”.

By Kim Tasso BA(Hons) DipM CFCIM MCIJ MBACP MNCPS (Acc.) MBA. Independent consultant, psychotherapist and Head of Training at PM Forum