How to Research Clients and Prospects Before an Important Meeting: A Guide for Law Firms

Preparing for an important client or prospect meeting involves more than reviewing the company's website, recent transactions and business developments. Understanding the individuals attending the meeting can be equally valuable, particularly when you're trying to establish a new relationship, expand an existing one or identify opportunities to introduce additional lawyers and practices.

A person's title provides a starting point, but their career history, professional relationships, public comments and involvement in industry organizations can reveal information that helps lawyers prepare more effectively. Research may uncover a shared connection with another partner, a previous relationship with the firm or experience that relates directly to the company's current business priorities.

For law firm marketing and business development professionals, the challenge is gathering this information, determining what's relevant and presenting it in a format that busy lawyers can use. A well-prepared briefing can help a partner enter a meeting with a stronger understanding of the people involved, develop more thoughtful questions and recognize opportunities that might otherwise be overlooked.

The following approach can help law firms make individual research a more useful part of their client development efforts.

Begin With the Person's Current Role and Responsibilities

Start by understanding the individual's position within the organization. Titles can vary considerably between companies, and two executives with the same title may have very different responsibilities depending on the company's size, ownership structure and stage of development.

Review the company's leadership page, the individual's professional biography and any recent announcements involving their appointment or responsibilities. Look for information about the business units they oversee, their reporting relationships and the initiatives they're responsible for leading.

Pay particular attention to recent transitions. Someone who joined a company three months ago may have different immediate priorities from someone who has held the same position for a decade.

For example, a newly appointed general counsel may be evaluating the legal department's structure, reviewing outside counsel relationships or preparing for anticipated changes in the business. A chief financial officer hired following a private equity investment may be involved in financing, operational improvements or preparations for future acquisitions.

These are possibilities to explore during the meeting, not assumptions to make about the individual. Understanding the responsibilities associated with the person's role helps the lawyer identify subjects that may be relevant and prepare questions that reflect the executive's position within the organization.

Review Their Career History for Relevant Experience and Connections

A professional biography is often one of the most useful starting points for understanding someone's experience. Review previous employers, positions, industries and career progression, paying particular attention to experience that may relate to the purpose of the meeting.

Consider the types of organizations the individual has worked for. Have they spent most of their career at large public companies or privately held businesses? Have they worked for private equity-backed companies? Have they held positions in multiple industries or geographic markets?

A general counsel who has worked through several acquisitions may bring experience that is relevant to a company's current expansion strategy. An executive who previously helped a business enter international markets may have useful perspectives on the challenges associated with cross-border growth.

Career history can also reveal connections worth investigating. The individual may have worked at one of your firm's clients, attended the same law school as a partner or previously held a position at a company where your firm has an established relationship.

Before mentioning a connection during the meeting, confirm that it's genuine and relevant. Two people who worked at the same organization may never have interacted, and a shared professional background doesn't necessarily indicate an existing relationship.

A conversation with a colleague who knows the individual can provide additional context that a public biography cannot. It may also reveal an opportunity to coordinate the meeting or arrange an introduction.

Use LinkedIn to Understand Their Professional Background and Interests

LinkedIn can be particularly valuable when researching clients and prospects because it brings together professional history, public activity and potential connections in one place.

Begin with the individual's profile and review their current position, previous experience, education and professional affiliations. Then examine their recent posts, comments and shared content, when publicly available, to identify subjects they discuss and developments that appear relevant to their work.

Look for recurring themes. Are they discussing regulatory changes affecting their industry? Sharing news about their company's expansion? Participating in conversations about leadership, technology or corporate governance?

For example, if you're preparing a partner for a meeting with a general counsel who recently shared an article about artificial intelligence governance, that information may be relevant if the firm has experience advising clients on related issues.

A post celebrating a company milestone or announcing a new initiative can also provide a natural starting point for the conversation. The lawyer might reference the announcement and ask how the development is affecting the legal department or the broader business.

LinkedIn can also help identify shared connections, former colleagues and alumni relationships. However, a connection on the platform doesn't establish the depth or quality of a relationship. Confirm potentially useful connections with the individuals involved before incorporating them into a meeting strategy.

The research is most valuable when it helps the lawyer understand the person's professional interests and identify information that connects with the purpose of the meeting.

Look for Interviews, Articles and Speaking Engagements

Some of the most useful information about a business professional comes from hearing them explain their work in their own words.

Search for recent interviews, podcast appearances, conference presentations, webinars and articles they've written or contributed to. These sources can provide perspectives that a formal biography may not capture, particularly when the individual discusses their organization's strategy, challenges or priorities.

A general counsel speaking about how the legal department supports corporate growth may explain the importance of managing outside counsel, developing internal capabilities or coordinating legal support across different jurisdictions. A private equity executive participating in an industry conference may discuss investment themes, portfolio company performance or the firm's approach to acquisitions.

Review these materials for subjects that connect with the upcoming meeting. If the person has spoken frequently about international growth, technology adoption or changes in their industry, those comments may provide useful background for developing questions.

Consider the timing of the information. An interview from several years ago may offer insight into the individual's experience, but it may not reflect their current responsibilities or priorities.

The research can also help a lawyer reference the person's work in a natural way. For example, a partner might mention a recent conference discussion about international expansion and ask how the company's approach has evolved.

Referencing something specific demonstrates preparation while giving the individual an opportunity to elaborate on a subject they've already discussed publicly.

Explore Board Service and Professional Involvement

An individual's activities outside their primary position can provide additional context about their experience, professional interests and network.

Review publicly available information about board memberships, industry associations, professional organizations, university involvement and nonprofit leadership. These activities may reveal experience that isn't immediately apparent from the person's current role.

For example, a general counsel who serves on the board of a technology company may have exposure to governance and commercial issues outside their primary industry. An executive involved in a trade association may participate in discussions about regulatory developments or market conditions affecting the company's business.

Professional involvement can also reveal shared connections. A partner at your firm may serve on the same nonprofit board, participate in the same industry association or have attended events with the individual.

These connections may be useful when they're genuine and relevant to the relationship. Confirm the connection before relying on it, and approach philanthropic or personal information respectfully.

The briefing should remain focused on information that helps the lawyer understand the individual's professional background and prepare for the meeting. Including every publicly available detail can distract from the information that matters.

Identify Existing Relationships Across the Firm

Before a lawyer meets someone for the first time, determine whether the firm already has a relationship with that individual.

This is especially important at larger law firms, where different partners, practices and offices may have connections to the same executive without realizing it.

Begin with the firm's CRM and existing relationship records. Review prior meetings, pitches, events and matters that may involve the individual or their previous employers. Then consider other sources of information, including LinkedIn connections, alumni networks and conversations with colleagues.

Potential connections may include:

• Partners who previously worked with the individual
• Lawyers who attended the same law school or university
• Existing clients and professional contacts
• Former colleagues and employers
• Shared board memberships or professional associations
• Previous firm events, meetings and pitches
• Relationships involving the individual's current or former companies

Suppose you're preparing a partner to meet the general counsel of a prospective client. Your research reveals that the general counsel previously worked at a company represented by another partner at your firm.

That partner may have an established relationship and be able to provide useful context about the individual's professional background. Depending on the circumstances, the partner might also make an introduction or participate in the meeting.

Alternatively, your CRM may show that the individual attended a firm event several years ago or previously met with another practice group. That history can help the team understand whether the relationship is entirely new or whether there's an opportunity to reconnect.

Confirm the nature of any relationship before incorporating it into the meeting strategy. A name appearing in a contact database doesn't necessarily indicate an active relationship, and the lawyer who owns the connection may have important context about how to approach the individual.

Coordinating this information before the meeting can help the firm present a more informed and consistent approach to the relationship.

Connect Individual Research With Company Developments

Researching an individual and researching their company are complementary activities. The greatest value often comes from understanding how the person's experience and responsibilities connect with what's happening at the organization.

Start with recent company developments, including acquisitions, financings, leadership changes, geographic expansion, new products and significant strategic announcements. Then consider how those developments may relate to the individual's role.

Imagine you're preparing a partner to meet the newly appointed general counsel of a private equity-backed healthcare company that has announced several acquisitions.

Your company research identifies the transactions, the markets involved and the sponsor's investment strategy. Your individual research shows that the general counsel previously worked at a business that completed a similar expansion.

Together, those findings provide useful context for the meeting. The partner may want to explore how the company is approaching integration, whether the legal department is expanding or how its needs are changing as the business grows.

The person's background may suggest areas worth discussing, but the meeting itself is where the lawyer learns what matters to the individual now.

This connection between company and individual research is particularly important for law firms because business developments can create opportunities involving multiple practices.

An acquisition may involve corporate, financing, tax, employment and regulatory considerations. International expansion may raise questions involving trade, privacy, employment and corporate structuring. Understanding the individual's responsibilities can help the lawyer identify which issues are appropriate to explore and whether colleagues with relevant experience may be useful to involve.

The final briefing should make these connections clear so the lawyer can understand why particular information matters.

Turn the Research Into Thoughtful Meeting Questions

Research becomes more useful when it helps a lawyer prepare for the actual conversation. After gathering information, identify three to five subjects that are relevant to the meeting and develop questions around them. The questions should reflect the individual's responsibilities, the company's current activity and the purpose of the relationship.

For example, if you're preparing to meet a general counsel who recently joined a company, you might ask about their priorities since joining and how the legal department is evolving. If the company has announced an international expansion, you could explore how that growth is affecting the team's responsibilities and legal support needs.

An individual's previous experience can also inform the discussion. If they've managed several acquisitions at another company, you might ask whether that experience has influenced their approach to the organization's current acquisition strategy. If they've spoken publicly about technology adoption, you could reference those comments and ask how the initiatives are progressing.

Company developments provide additional opportunities for thoughtful questions. When a private equity-backed business has completed several add-on acquisitions, for instance, a lawyer might explore how the company is managing integration, whether its legal needs are changing and what challenges have emerged as the business has grown.

These questions provide a starting point and can be adjusted based on what the individual shares during the meeting. An overly scripted discussion may prevent the lawyer from recognizing new information or unexpected opportunities, so it's important to leave room for the conversation to develop naturally.

The business development professional preparing the briefing can help by identifying the most relevant discussion topics and explaining why they matter. A short list of thoughtful questions, supported by accurate research, gives the lawyer a useful foundation while allowing the conversation to remain responsive to the person across the table.

Prepare a Briefing That Busy Lawyers Will Actually Use

One of the biggest challenges with meeting research is deciding what to leave out.

A senior executive may have decades of experience, numerous public appearances and an extensive professional network. A briefing that includes every available detail can make it difficult for a lawyer to identify the information most relevant to the conversation.

Organize the briefing around the purpose of the meeting and put the most important information first.

A useful individual profile may include:

• Current role and responsibilities: Title, tenure, reporting relationships and relevant areas of responsibility.
• Professional background: Previous positions and experience connected to the meeting.
• Recent public activity: Relevant interviews, articles, speaking engagements and professional announcements.
• Company context: Developments that may affect the individual's responsibilities.
• Existing relationships: Confirmed connections to the firm, its lawyers or meeting participants.
• Potential discussion topics: Three to five relevant subjects or questions.
• Sources: Links to the original information for verification and additional reading.

The level of detail can vary depending on the meeting. An introductory call may require a concise profile, while a major pitch, strategic client meeting or discussion with a senior executive may justify more extensive research.

Even when a detailed briefing is appropriate, an executive summary at the beginning can help the lawyer identify the information that deserves attention.

Include dates for significant developments and distinguish confirmed facts from potential discussion topics. If a person's responsibilities or relationships cannot be verified, avoid presenting assumptions as established information.

Marketing and business development professionals can add particular value by reviewing the research, identifying the most relevant findings and explaining how those findings connect with the firm's relationship and business development priorities.

The briefing becomes more useful when it helps the lawyer understand what matters, why it matters and how the information may inform the conversation.

Use Technology to Make the Research Process More Efficient

Researching an individual can involve searching across company websites, professional biographies, LinkedIn, news articles, event websites, interviews and internal relationship systems.

Gathering and organizing this information can be time-consuming, particularly when business development teams are preparing lawyers for multiple client meetings, pitches and conferences.

Technology can help collect and organize relevant information so professionals can spend more time evaluating the findings and preparing the lawyer for the conversation.

For example, Gatsby Intel is designed to support meeting preparation by bringing together research about companies, individuals and professional relationships. It can help law firm teams develop more comprehensive profiles and identify information that may be relevant to an upcoming meeting.

Marketing and business development professionals can review the findings, verify important details and incorporate the firm's internal knowledge. That internal context is especially valuable because publicly available information may reveal that someone previously worked at a particular company, but a colleague may know whether an existing relationship could support the meeting.

The research also needs to be reviewed for accuracy and relevance. Professional roles change, online information may be outdated and connections identified through public sources may require confirmation.

Technology can help organize the information, while the professionals preparing for the meeting determine what belongs in the final briefing and how it can support the lawyer's objectives.

Make the Research Useful Beyond the Initial Meeting

The information gathered before a meeting can continue to support the relationship long after the conversation ends.

Following the meeting, the lawyer and business development professional can review what they learned, update the firm's relationship records and identify appropriate next steps. This may involve sharing a relevant article, arranging an introduction to another partner or following up on a company development discussed during the conversation.

If the individual mentioned an upcoming transaction, leadership transition or expansion initiative, record that information along with any agreed timing for future contact. These details can help the firm identify relevant reasons to reconnect and coordinate outreach across practices.

The research can also inform broader client and prospect planning. Understanding an executive's background, responsibilities and relationships may reveal opportunities to strengthen connections with other members of the leadership team or introduce colleagues whose experience aligns with the company's needs.

For law firms, effective meeting preparation combines individual research, company intelligence and knowledge of existing relationships across the organization. When marketing and business development professionals connect these sources and translate the findings into a concise, practical briefing, they give lawyers the context they need to ask better questions, have more productive conversations and develop stronger client relationships.

Research is most valuable when it continues to inform how the firm understands, supports and develops the relationship over time.