In every successful law firm, there are unsung heroes working behind the scenes, those in business services roles who keep the firm operating smoothly, compliantly, and competitively. Risk and compliance professionals, knowledge lawyers, IT, HR, finance, marketing, and more... they all form the backbone of the modern legal enterprise.
And yet, too often, these professionals are absent from the conversations that shape the strategic direction of the firm.
Lets explores why law firms can no longer afford to sideline their business services teams and why having champions at the top table isn’t just desirable, it’s essential!
The Hidden Battles: What Business Services Teams Face
While lawyers may be at the forefront of client work, the rest of the firm supports, protects, and enables that work to happen. But business services teams often face:
· A lack of visibility or recognition for their contributions
· Being consulted after decisions are made, rather than at the planning stage
· Pressure to deliver more with less, often under tight timelines
· A disconnect between strategic firm goals and the day-to-day realities they manage
Risk and compliance teams, for example, navigate complex regulatory landscapes and manage reputational risk, but are sometimes perceived as blockers rather than enablers. Knowledge lawyers develop systems to improve efficiency and support fee-earners, yet their strategic value can be overlooked.
These roles are not "back office." They are front and centre to the firm’s success, and that needs to be reflected in leadership.
The Case for Representation at the Top Table
Firms that embed business services leaders into strategic decision-making benefit in several ways:
1.Risk Mitigation at the Strategic Level– Involving compliance leaders early in decisions reduces regulatory exposure and allows for smarter, more proactive risk management.
2.Operational Efficiency and Innovation– When IT, knowledge, and process improvement leaders are part of the conversation, firms can harness better tools, smarter workflows, and more streamlined operations.
3.Cultural Alignment and Wellbeing– HR and people leaders play a crucial role in embedding firm values, supporting inclusion, and ensuring talent strategies match long-term goals.
4.Business Growth and Differentiation– BD and marketing professionals understand market positioning and can align strategic plans with client needs and trends.
When business services leaders are absent from leadership tables, firms lose out on critical insight that shapes smarter decisions.
Every Role Has Influence
Even if you’re not sitting on a management committee, you have influence. Everyone in a business services role can:
· Speak up with ideas for improvement
· Collaborate cross-functionally to increase visibility
· Show how your work aligns with client outcomes
· Advocate for others in your team
This doesn’t always mean pushing for a seat at the boardroom table, it means knowing your value and ensuring it’s understood at the right levels.
Ask Yourself:
· Are the contributions of my team understood and recognised at the top?
· Do I have opportunities to feed into firm-wide initiatives?
· Is there a champion for business services on our leadership team?
· How could I better communicate the value of my role to senior stakeholders?
Business services roles in law firms are no longer support functions, they are strategic partners. To thrive in today’s legal landscape, law firms need risk and compliance professionals, knowledge lawyers, and other business services leaders not only in the room, but with a voice at the table.
At Pembury Legal, we’ve seen how law firms that champion their business services teams attract and retain stronger talent, build more resilient structures, and foster a culture where everyone is empowered to succeed.
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