What In-House Counsel Really Want: Insights from the LMA Annual Conference Panel

At the Legal Marketing Association’s Annual Conference, a standout panel featuring in-house counsel Eric Dodson Greenberg, Executive Vice President, General Counsel and Corporate Secretary of Cox Media Group, Belinda E. Nixon, Vice President, General Counsel, and Corporate Secretary  of Internet2, and Lillian Howard Potter, Head of Enforcement, Compliance and Investigations at Ericsson, offered a candid, look at what truly matters to them when working with outside law firms.

From the value of brand recognition to frustrations with billing, their comments underscored the real drivers of relationships, loyalty, and buying decisions.

Thought Leadership Isn’t Optional

When it comes to firm communications, legal updates are not just welcome, they’re expected. Panelists expressed surprise when they don’t receive timely alerts on issues that affect their businesses.

The most valuable content is personalized: “Here’s what’s happening, and here’s what applies and doesn’t apply to you,” emphasis on sharing what doesn’t apply is just as important as what does. Even foundational information is useful, especially when internal legal teams are lean.

Rethinking the Pitch Process

The materials you bring to a pitch? Least important. What really matters is the team, specifically who will be doing the work. In-house counsel want to see the lawyers who will actually be handling their matters in the pitch meeting, including associates.

Clients notice when one person dominates the pitch conversation. They value dynamic interactions that reflect how a firm works in real life. Empower associates to contribute meaningfully, both in meetings and in the actual client work.

When responding to RFPs, clarity is key. Often, the client doesn't fully know what they want until they see what’s missing. Don’t hesitate to ask questions: it demonstrates thoughtfulness and can help the client refine their own expectations. And don’t overlook questions that seem routine, they specifically noted that issues like GDPR and data privacy can be dealbreakers.

On pricing, if they ask for an AFA, replying with “the work is just too complex for an AFA; we couldn’t possibly know,” isn’t helpful. Instead, offer practical options like tiered pricing structures based on the level of complexity of the matter or regulatory agency involved, if applicable (they were speaking specifically to government investigations here).

Relationships Trump Everything

One panelist put it plainly: “I want to be invited to lunch more often.” Small, personal interactions beat big, splashy events. Counsel value genuine relationships and informal opportunities to connect.

Brand recognition matters too, but not for reasons of prestige. “It validates my choice,” one speaker said. “If something goes wrong, brand acts like an insurance policy.” Choosing a known name makes internal buy-in easier.

Continuity of relationship is also critical. One panelist shared a frustrating experience where their main contact left the firm and no one told them. Law firms that proactively manage transitions and communicate appropriately build trust.

The Billing Experience Matters (A Lot)

For many in-house teams, billing is where the strength of your client relationship can be tested. “The billing department of your law firm is your worst enemy,” one panelist remarked, only half-jokingly.

Delayed bills for trivial time entries (like .2 or .5 hours) raise red flags. “That tells me a lot about how the firm operates, and that something’s wrong,” said one speaker. Firms that take three months to bill for minor items send the wrong message.

Transparency is key. For example: “We had four associates on this call, but we’re only billing for two.” That kind of explanation is appreciated and shows clients you are thinking of them and their bottom line.

Understanding the In-House Role

In-house lawyers occupy a unique space. They’re the only people with dual duties: sworn members of the bar and responsible for ensuring the company honors its fiduciary obligations. That dual responsibility comes with pressure and isolation. “Every day is challenging, and it can be a lonely job,” one panelist shared.

Law firms that understand this dynamic, and who take time to understand the broader business, have a leg up. Counsel appreciate when firms ask, “What are we missing?” or “What aren’t we seeing?” after discussing a matter or strategizing about a new initiative. It shows a willingness to engage beyond the legal question at hand.

Even a small opportunity can lead to something bigger. One panelist recalled giving a $10,000 matter to a firm outside their panel. The lawyer stayed in touch, built rapport, and eventually became a go-to advisor. That initial “toe hold” became a real foothold.

Across the board, the message was clear: relationships, real insight, and thoughtful service are what set firms apart. In a crowded marketplace, it's not about the glossiest pitch deck, it's about understanding your client, showing up with purpose, and making their job a little easier.