How In-House Lawyers Can Build Client Relationships for Firm Life

Dear Brett L.,

Your In-House Experience Is Actually an Advantage

Here's what I'd consider first: your in-house experience gives you credibility that many firm associates lack. You understand client pressures, budgets, and business priorities in ways that pure firm lawyers often don't. That perspective is valuable to potential clients and referral sources.

The challenge is that building a portable book generally takes several years of consistent relationship building. But your current position gives you a head start if you approach it strategically.

Start With Your Existing Network

Your best initial opportunities are right in front of you:

• Industry contacts: Other in-house lawyers at companies in your space often need outside counsel recommendations
• Vendors and business partners: The companies your employer works with may need legal services your future firm provides
• Former colleagues: People who've moved to other companies or firms can become referral sources
• Professional associations: Industry groups where you can build relationships with potential clients and referral sources

I'd suggest mapping out these contacts systematically. Many attorneys underestimate how extensive their professional network actually is.

Develop Your Expertise Brand

Portable business flows to lawyers who are known for something specific. Consider what niche you could own:

If you're in financial services, the Charlotte market is booming with Bank of America and Wells Fargo headquarters driving massive demand. Fintech expertise is particularly hot right now. If you're in tech, Seattle firms are scrambling for lawyers who understand employment issues around AI and data privacy.

Start writing, speaking, and becoming the go-to person for industry-specific legal issues. This takes time but creates the foundation for business development.

The Referral Strategy

Most portable books aren't built on direct client relationships initially - they're built on referral relationships. Focus on:

• Other practice areas: Lawyers who handle different matters for the same types of clients
• Complementary professionals: Accountants, consultants, investment bankers who work with your target clients
• Industry insiders: Non-lawyers who are influential in your sector and regularly field requests for attorney recommendations

The key is providing value before asking for referrals. Make introductions, share insights, and be genuinely helpful.

Timing Your Firm Return

Most firms evaluate lateral candidates on current skills and future business potential. You don't need a full book to make the move, but you should have:

• A clear business development plan
• Some early relationship investments showing progress
• Industry credibility and recognition
• Understanding of your target client base

Many firms, especially in growing markets, will invest in associates who show genuine business development potential and industry expertise.

Managing Expectations

Here's the reality check: building a truly portable book that can support partnership takes years of consistent effort. Partnership-level books typically require substantial annual originations, with requirements varying significantly by firm and market.

But you can start generating smaller matters and referrals much sooner. Even bringing in smaller amounts of business annually as a mid-level associate demonstrates business development capability that firms value.

The Long Game

Consider this a long-term project that may take many years. Your first goal isn't generating massive fees - it's building relationships and credibility that can eventually produce business. Stay in touch with contacts, provide value consistently, and be patient.

The attorneys who successfully build portable books treat relationship building as seriously as they treat client work. It requires the same systematic approach and consistent effort.