In 2016, Toni Wells, then US business development director supporting Dentons’ regulatory practices, struck out on her own after 20 years of working in public and private sector organizations, including positions at legacy firm McKenna Long & Aldridge and other law firms, WilmerHale and Baker Botts. Toni formed Bespoke Marketing Partners LLC to provide marketing and business consulting services for professional service firms, and recently passed the four-year mark in this new venture. Toni assists firms with business development strategy and execution and also delivers programs on business development related topics. An important aspect of Toni’s business is serving as an affiliate consultant for larger consulting firms including Diversity Lab and GrowthPlay. As an affiliate consultant at Diversity Lab, an incubator of innovative ideas to boost diversity and inclusion in the legal industry, she has partnered with law firms and legal departments to design business development strategies that address common obstacles faced by diverse lawyers. Below, Toni discusses the challenges and satisfactions of entrepreneurship, and how her experience at Dentons informs her current work.

How are you dealing with the current COVID-19 pandemic—physically, mentally and spiritually?

Overall, I am feeling grateful. My husband and I are usually extremely busy with work-related travel and kids’ activities, but the pandemic has forced us to really slow down. Thankfully, both of us were already working from home so the transition wasn’t so bad. And the family time has been priceless; as hard as it is at times, I will always be thankful for it. That being said, it has also been a stressful time that has changed me in some ways. I am very much an extrovert who enjoys being out and about and in the company of others. Now, in this COVID environment, I worry when I am in spaces with other people. That comfort level was taken away, so I hope we get some good vaccines on the market very soon that will help us feel safe again.

Can you describe your typical day?

A typical day could include a few coaching sessions, a team meeting on a Diversity Lab project, developing a webinar, and reading about what is going on in the legal industry. I have the great luxury of planning each day. There are very few surprises.

What do you enjoy most about what you do?

I truly enjoy the variety of projects I get to work on. In some small way, I feel like I am making an impact, especially as it pertains to working with women and diverse lawyers. I have the time and space to fully sink my teeth into projects, which I didn’t fully get to do while working inside firms. For example, I developed a program for Diversity Lab’s Move the Needle (MTN) Fund, which pairs a diverse partner from a law firm with a sponsor from an MTN legal department. During the six-month program, the law firm partner has opportunities to pitch the legal department and work with their sponsor on a profile-raising activity, while the sponsor reciprocates with introductions to other in-house lawyers, either within the legal department or their connections in other legal departments. The critical piece is that the law firm will award its diverse partner origination credit (or a portion of credit if it is an existing client) for any work the partner earns from the legal department. The law firm partners were also given a business development coach to support their efforts. It has been so rewarding to see this program get off the ground. We are halfway through our first group and I am already seeing some “wins” from these new relationships. An important piece for me has been getting to work with the legal departments in a meaningful way. I have gained a lot of insight into their needs in the selection of outside counsel. It has also been extremely rewarding to see a good number of general counsels personally volunteer to serve as sponsors in this program.

How has being an entrepreneur affected your life?

Drastically, that’s for sure. I never imagined becoming an entrepreneur. I worked within organizations for my entire working life. It was a HUGE leap of faith, but my family was incredibly supportive. The autonomy that comes with it is great, but there are other things, like having a consistent income and a steady project flow, that can be stressful at times. I have been very fortunate to have had steady work over the past four years. The biggest change is how I feel mentally. I have a true sense of freedom. I have the time and the headspace to give projects my full attention. If I have a day where I am not as motivated, I can give myself a break and not feel too guilty about it.

What is it about law firm business development that has held your interest over the years?

Business development really comes down to relationship building and the selling of one’s services (really oneself) which can be difficult and challenging to do. There are a lot of incredibly smart lawyers, so the distinction becomes what an individual (or collection of individuals) has to offer that is special, different, better or more valuable than the next person or firm. I truly enjoy helping lawyers figure thatout for themselves. BigLaw is so special and almost unique in the sheer amount of talent that is present. And generally speaking, this group is going after a limited number of clients, so competition is tough. I love strategizing around markets, approaches and offerings. There is always something new that keeps this industry interesting.

With lockdowns still in effect all around the world, what advice do you have for maintaining the quality of client relationships while operating in a digital world?

Over the past seven months, lawyers have had to rethink traditional means of engaging in business development. As this is an extremely tough time to develop brand new relationships, the best approach is to focus on existing clients and contacts. But while going to the people you already know, you also have to be extremely thoughtful in your approach. Business development is an act of service so bringing something of value to your client is critical. Secondly, developing referral sources, both internal and external, is a good use of business development time. Other than having a direct relationship, your next best bet is to know someone with a direct relationship to your target client. Having a trusted referral source that can vouch for you and your work and make that valuable introduction is golden. Finally, we’re in this unfortunate situation for the foreseeable future. Zoom fatigue is real, so getting creative about the platforms and mediums you use to reach out to prospects, existing clients or referral sources is important to making an impression and getting a response.

What should be included in an effective D&I strategy and what is the best way to effectively communicate this important work to clients?

Over the past ten years, we have seen a stronger commitment to diversity, equity and inclusion from buyers of legal services. The recent escalation of social injustice tragedies that has occurred across the nation has shined an even brighter spotlight on the need for diverse and equitable work places where everyone feels included. We see companies going beyond pledges that too often have rung hollow to asking pointed diversity questions of their service providers and seeking assurances that diverse teams are doing their legal work. Law firms, for their part, have to demonstrate a real commitment by reporting their diversity statistics and inclusion practices and having an open and honest dialogue with clients about their weaknesses. Law firms also have to double down on their commitment to their diverse talent. It is critical that diverse lawyers have access to sponsorship early on in their career and are taught business development skills appropriate to their level as they progress. Finally, diversity and inclusion efforts are a long-term commitment that can provide a great opportunity to partner with clients in a meaningful way. Legal departments are also looking inward and examining their own progress in this area. This provides opportunities for law firms and in-house counsel to coalesce around the core values of diversity, equity and inclusion that also facilitate the deepening of client relationships.

How did your time at Dentons help prepare you for what you are doing today?

I have very fond memories of my time at Dentons. I think Dentons is one of the most innovative organizations out there. My time at Dentons has encouraged me to think much bigger than I ever thought before. I am willing to try things and learn from my failures. I still use the term “building the plane while flying it”—which  often do in my Diversity Lab work. I also push boundaries more than I ever did to accomplish the task at hand, and that is certainly needed when trying to disrupt and fast-forward the industry’s progress on D&I.

What are your best memories of the Firm?

I truly enjoyed working on the retreats. There was a clear beginning, middle and end to these events and they were spectacular in scope. There were often 18-hour work days, but to see and experience the collective energy required to bring people together from all over the US, or the world, was amazing. I also enjoyed diving into practice strategy sessions and bringing various competencies together to build something great. And I relished the opportunities to learn from my colleagues, which often broadened my perspective.

Are there any aspects of working in a law firm that you miss?

I truly miss being a part of a large team with a shared purpose. I enjoyed having a familial feel when I came to work every day and I truly appreciated the opportunity to manage a team. I took great care in being responsible for the growth and development of team members. It was so rewarding for me to see people grow, get promoted and move on to other things.