Breaking the conventions: interview with Chris Wilsher, BDM Director at Collyer Bristow LLP

At Carter Murray, we connect marketing and business development (BD) experts with firms across the UK’s professional services – from growing businesses to the world’s largest organisations.

Our own Hannah Taylor sat down with Chris Wilsher – Director of Marketing & Business Development (BDM) at Collyer Bristow LLP – to discuss his role, the skills he thinks you need to succeed and advice if you’re trying to get ahead in the industry.

Chris works closely with Partners and other senior business leaders to drive growth for the firm, and leads a team of professionals covering communications, new business generation, client relationship management, brand and design, and events.

As a member of the senior leadership team, he collaborates closely with function heads on business change management and key strategic projects including promotions, recruitment, office relocation, and Partner objective setting. Chris has worked in a variety of senior marketing and business development roles at other well-known firms, specialising in the implementation of cultural change and client relationship management programmes.

Can you tell us about your role as a Director of Marketing & Business Development?

Being a mid-sized firm and just a team of five, my role at Collyer Bristow flexes between the highly strategic and big picture planning for the firm’s development and being more involved in business-as-usual BD and marketing activity than other BDM Directors. I quite enjoy keeping my skills fresh by doing the odd pitch document or planning a marketing campaign. It means every day is different!

“BDM Directors need to be strong communicators; they must have the ability to sell a vision.”

Most of my time, though, is spent working with the CEO and other senior business leaders on business planning, firmwide change initiatives, or other projects to drive forward our strategy.

Can you tell us about your career to date?

I started in consumer PR before moving into professional services. I began in BD, then pivoted into CRM (client listening and key account management) before shifting over to marketing and communications. These deliberate moves in the earlier stages of my career gave me the experience and knowledge across the three core disciplines of professional services to then ultimately move into the Director role.

“That’s why we changed all the team’s job titles to ‘Lead’ (e.g. Digital Marketing Lead), to make it clear that they are in the driving seat.”

What skills and experience do Directors of BD/Marketing need for success?

The role is a commercial one – requiring a good understanding of how professional services firms work, the levers affecting profitability and how any given project or activity is going to generate revenue and ROI, and ultimately aid in the growth of the firm. 

“BD and marketing in professional services has changed considerably in recent years and so the role of BDM Director has evolved too.”

BDM Directors need to be strong communicators; they must have the ability to sell a vision, bring people along with them and be the consistent positive energy and driver of change. The job is not always an easy one, with plenty of hurdles and resistance put in the path of progress, and so one needs a bit of fight, tenacity, confidence and determination to make real change.

I think ambition is essential – whilst everyone is often comfortable with status quo, no-one is really expecting their BDM Director to be content with that. There must be the hunger and excitement to push things forward.

What’s your approach to building and leading a successful marketing team?

I always seek to hire people that have the self-belief and skills to drive activity forward, but the self-awareness to know when to seek input and advice. I don’t micro-manage my team. Of course, I provide oversight and support, but projects are theirs to own. They know what reporting I need, and where to involve me, but I like individuals having accountability and a sense of ownership over their functions.

“Where I really seek inspiration is out of sector.”

That’s why we changed all the team’s job titles to ‘Lead’ (e.g. Digital Marketing Lead), to make it clear that they are in the driving seat. I believe this gets the best out of people and allows them to feel more satisfaction from the wins, whilst still feeling supported in the event of any misses.

How do you think the role of Director of BD/Marketing has changed in recent years?

BD and marketing in professional services has changed considerably in recent years, and so the role of BDM Director has evolved too. When I joined the profession, BD was led by Partners and activity was reactive and subservient to them.

As that generation of Partners has moved aside, and firms have evolved to recognise BD and marketing as a sophisticated and influential component of a firm’s success, the role is now more often Board level in its strategic importance.

“Don’t be afraid of trying new things, doing things differently and breaking the long-standing conventions of BD and marketing in professional services.”

BD and marketing is, rightly so, now more entwined in the fabric of firms and dovetails with other business services functions in a way it probably hasn’t in the past, e.g. HR on culture and performance, operations on office environment and client experience, risk and compliance on client onboarding and data analysis. It is therefore a much wider, more impactful, more ‘change management’ orientated role now than ever before.

How do you stay updated on industry trends and changes?

Of course, the usual networking and seminar attendance from industry networks. Keeping an eye on our more entrepreneurial and innovative competitors, plus industry influencers on LinkedIn.

However, where I really seek inspiration is out of sector. Looking at how consumer brands similarly positioned to our own present themselves, engage online and differentiate themselves through their customer experience can be quite illuminating.

What advice do you have for those trying to get ahead in the industry?

Don’t be afraid of trying new things, doing things differently and breaking the long-standing conventions of BD and marketing in professional services. Following the herd and maintaining the status quo isn’t going to get you, or your firm, ahead.

Get in touch with us today if you’d like to discuss your career and job opportunities.