Giving back through mentorship: interview with Gemma Francis, founder and BD consultant
We recently launched our UK mentorship programme as part of our 25th anniversary, especially for individuals who work in marketing and business development within professional services.
It’s designed to give back to the industry that’s shaped us while building a stronger, more connected professional network and supporting career development across the UK.
We sat down with Gemma Francis, one of our mentors, to learn about her experience within the programme and the benefits of mentoring.
Gemma is the founder of Gemma Francis Consulting, a specialist BD consultancy for law firms.
She brings genuine insider knowledge to everything she does thanks to her experience as a former Legal 500 researcher and within in-house BD roles across UK and European law firms.
Through GFC, she has helped lawyers at every level build BD habits that actually stick – working on the mindset and beliefs that determine whether BD happens at all.
Gemma believes the problem with BD in professional services is almost never skill. It’s everything upstream of it.
What motivated you to join our mentorship programme and support BD professionals in professional services?
For me, it comes down to two things: giving back, and watching people flourish. I remember very clearly what it felt like starting out in-house. It’s an overwhelming experience.
You’re pulled in every direction, surrounded by people of enormous intellect, power and drive – and it can be genuinely nerve-wracking. I wish I’d had more structured support at that stage.
Joining this programme is my way of offering that to someone else.
How has mentorship played a role in your own career journey and progression?
It’s been a genuinely important factor in my success. Having someone I could bounce ideas off – someone who wasn’t my direct line manager, but who had been in my situation and dealt with the same pressures – gave me a safe space to be honest.
I could say things I wouldn’t feel comfortable saying to a manager and get the kind of support I actually needed rather than the kind I thought I should be asking for.
Beyond the practical value, mentorship has also given me some of my longest-lasting professional friendships. That’s something I hadn’t expected, and it’s been one of the most rewarding parts.
What do you think makes a successful mentor-mentee relationship in the professional services sector?
Honesty, experience and a genuine willingness to learn on both sides. That last point matters more than people realise. A good mentoring relationship isn’t simply a mentor imparting knowledge to a mentee.
The best ones I’ve seen and experienced are genuinely two-way: the mentor brings perspective and experience, but they’re also learning from the mentee – their energy, their questions, the way they see things.
In professional services specifically, I’d add trust and psychological safety to that list. The mentee needs to feel they can be honest without it affecting how they’re perceived.
What skills and insights have you given to your mentee during the programme?
Resilience and perspective sit at the top of the list. When you’re inside a law firm and everything is moving at pace, it’s easy to feel like you’re sinking (or worse, that you’re failing) when actually you’re already doing a great job.
Sometimes the most valuable thing someone can do is remind you of the importance of your role, and equally, that you are not your job.
On the skills side, I approach business development slightly differently now than I did when I was in-house because I’ve since built my own business. I’ve experienced what it actually means to sell for yourself: building a pipeline, converting relationships, making it sustainable.
I’m genuinely excited that I get to share that knowledge and perspective with my mentee.
How do you approach supporting someone who may be facing uncertainty or challenges in their career?
Honestly, it depends on the person – and that’s something I’ve learned through working with my one-to-one clients. Everyone needs something slightly different depending on what they’re facing.
But the starting point is always the same: creating a space where they feel completely safe to be themselves and honest about where they actually are. No performance, no polish. Just honesty.
From there, my role is to offer guidance and support that helps them work through it – not by imposing my own experience on them, but by holding space for them to reach their own clarity.
The answers are usually already there; sometimes people just need the right environment to find them.
What advice would you give to someone considering becoming a mentor?
If you have the time for it, do it. It’s genuinely one of the most rewarding things you can do professionally. But go in with an open mind.
This isn’t simply about transferring your knowledge to someone else. You will almost certainly learn something too, and often from unexpected places.
The second thing I’d say is: let your mentee lead. There will be moments where it’s right for you to steer the conversation, but predominantly the ball should be in their court. It’s their space to bring the topics, the questions and the challenges they’re facing.
Your job is to show up, listen well, and help them think – not to fill the silence with your own agenda.
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Guide to being a career mentor
Mentors are 6x more likely to be promoted.
Frequently asked questions: uk mentorship programme
This section provides clear, concise answers to the most common queries about our mentorship programme, helping you make informed decisions with confidence.
You can find out more about the programme here. We haven’t opened up registrations for our next cycle yet, but if you’re interested you can get in touch with Mark Harris today.
If you’re looking to give back while supporting the next generation of marketing and BD professionals in professional services, mentoring is a valuable way to contribute.
Strong mentors combine experience with a genuine interest in supporting others. This includes experience in legal marketing, marketing strategy or business development within a law firm or wider professional services firms.
What matters most is your ability to offer practical career advice, share marketing insights and provide constructive feedback. The best mentors also bring a different perspective that helps mentees build confidence in their decision-making and develop their own career path.
Mentoring isn’t just about supporting a mentee. It’s also a powerful tool for your own professional growth. Many mentors strengthen their leadership skills, expand their thinking and gain fresh insight into how the next generation approaches challenges within BD and marketing teams.
It also creates valuable networking opportunities and encourages knowledge sharing across the profession. It can support your own progression towards leadership positions or C-suite roles such as CMO.
An effective mentoring relationship starts with listening. Rather than leading with your own agenda, focus on understanding your mentee’s goals, challenges and skillset. Offer guidance grounded in your experience, but allow space for them to explore their own ideas.
The most beneficial relationships are those built on trust, openness and regular dialogue, where both mentor and mentee benefit from shared learning and a commitment to professional development.
There’s no fixed level, but most strong mentors have enough experience to offer real-world career advice and context. That might mean operating at a senior manager, leadership or C-suite level within a marketing role or business development function in professional services.
But more important than title is your ability to share relevant BD and marketing insights, support decision-making and help someone navigate their career path.
If you have hands-on experience, a willingness to invest time and an interest in supporting the next generation, you’re likely well placed to become a mentor.
