Edition #16 | How to nail your Legal 500 submissions, what clients really want and why you NEED a niche asap
Welcome to edition 16 of Trifecta
This month, we’re diving into Legal 500 submissions with exclusive insights from Legal 500 editors Amy Ulliott and Cameron Purse – covering what makes a submission stand out, common pitfalls to avoid, and how to boost your ranking potential ahead of the 2026 deadlines.
We’re also breaking down what clients really want, with fresh data on the simple tweaks law firms can make to strengthen relationships, improve retention, and stop business from walking out the door.
And if you’re still hesitant about niching, we’re busting the biggest myths and showing why the right focus can make BD easier, more effective, and more profitable.
Interview with Amy Ulliott and Cameron Purse - What makes an exceptional Legal 500 submission
In a recent survey by the Law Firm Marketing Club (further info below), 66% of law firm clients said rankings in the Legal 500 or Chambers were a part of their decision to choose a law firm.
So in this month’s Trifecta, and with the 2026 deadlines fast approaching, we’re taking a deep dive into Legal 500 submissions - what makes a strong one, common pitfalls to avoid, and how to maximise your chances of ranking success.
To give us an inside perspective, we’re joined by two Legal 500 editors: Amy Ulliott, Editor for the UK Regions, and Cameron Purse, Editor for London.
Amy has conducted research across multiple jurisdictions and has also served as Caribbean editor and Nordic editor during her time at the Legal 500. Alongside his role on the London research, Cameron is also a key contributor to Legal Business' private equity coverage, including the Private Equity Elite, which covers the top GCs in private equity.
With their insights, we’ll uncover how law firms can refine their approach, highlight their strengths, and put forward the best possible case in their Legal 500 submissions.
Strategy & approach
1. What are the key elements that make a submission stand out?
Amy: The primary element we are looking at is the work, which should demonstrate consistent involvement in high-profile, complex and/or innovative matters. These don’t need to get bogged down in the legal details but should clearly and succinctly highlight the work handled and make the case as to why this is a standout matter from the last 12 months. Beyond that, we want to see evidence of great clients – both new and longstanding; team changes, and evidence of the lawyers’ individual credentials, all aimed at providing a well-rounded picture of the practice and its people.
Cameron: A strong submission is a transparent submission. We want firms to be as upfront as possible – not only about their wins but about their losses too. If a number of partners have left, or a key client has gone elsewhere, we will invariably find out for ourselves. It’s always best to tell us directly.
2. How should firms balance showcasing individual lawyers versus the strength of the team?
Cameron: There is scope within the guide to recognise outstanding practitioners, but our analysis is squarely focused on the bigger picture; the performance of the team as a whole and the ways that key individuals contribute to the firm’s wider success. Internally, we think a lot about bench strength as a key factor in our ranking decisions. We want to see a team that is well-balanced with demonstrable, active talent at all levels.
Amy: On the individual front, the best way to get yourself noticed is to a) make sure a bio is included in the team information section of the submission; b) make sure you are featured in the matters highlights; and c) include referees that will respond so we receive testimonials on your work.
On referees: "People often think putting the CEO forward is the best approach, when in reality these people are often too busy to respond. Focus on those who have the time, and who you’ve worked more directly with."
3. What are some common mistakes you see in submissions that law firms should avoid?
Amy: I think the biggest mistake firms make in their submission is not actually giving us the information the submission template is requesting. We have read countless submissions padded out with irrelevant matter highlights, non-active clients, marketing spiel and so on when in reality a direct and clear approach is much better.
Cameron: While not specifically a content issue, please do get everything in on time. The process is complex and time-sensitive, and we’ll be in a much better position to review everything properly if we have it by the deadline.
Client & referee feedback
4. What role does client feedback play in the ranking process, and how can firms improve the quality of the feedback they receive?
Amy: Yes, client feedback plays an important role in our assessment, particularly of individuals, but it is not the deciding factor in our decisions. Firms won’t be penalised for a low volume of feedback or no feedback at all as we recognise that clients are often extremely busy.
Cameron: All that said, we allow an unlimited number of client referees precisely for that reason. We really want to hear from them, and we would advise priming as much as possible that we will be getting in touch.
5. How should firms go about selecting and managing their referees to ensure strong responses?
Cameron: The most important element is including people who will actually respond and who you have worked with in the period being assessed. We get quite a few responses from referees saying ‘I haven’t worked with this person in years’ so make sure it is a timely list.
Amy: I’d also suggest considering how busy your clients are. People often think putting the CEO forward is the best approach, when in reality these people are often too busy to respond. Focus on those who have the time, and who you’ve worked more directly with.
Data & supporting evidence
6. What type of evidence or metrics strengthen a submission beyond just case summaries?
Amy: As we said before, a strong submission is one that fully addresses all of the question we’re asking. There are opportunities to provide details beyond the summary of the case – deal value, cross-border elements, opposing counsel etc. All of the elements of the template are there for a reason and providing us with that information adds significant value to the material we’re assessing.
7. How important is it to have publishable matters? Will it affect your ranking if all your matters are confidential?
Cameron: We assess publishable and non-publishable work with the same weighting. We appreciate that, in some practice areas, publishable work is effectively impossible to provide. We create the distinction purely so that we know what we can and cannot reference in our editorial content. A firm will not be penalised for a submission containing numerous, or even exclusively, confidential work highlights.
8. How detailed should the case studies be - do you prefer a broad overview or more in-depth analysis? What type of information do you like and loathe to see?
Amy: In terms of what we like to see, a broad overview is good with additional context around why you have included the matter.
Cameron: We don’t love submissions which attempt to pull the wool over our eyes. It’s important to remember that is ultimately a comparative exercise. We review a vast amount of information, and crucially, we can see what your competitors have been doing this year. Be as direct and honest as possible.
Amy Ulliott
Amy is the Editor for the Legal 500 UK Regions and Nordics guides.
Find Amy on LinkedIn here.
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Cameron Purse
Cameron is the Editor for the Legal 500 London (United Kingdom: Solicitors) guide.
Find Cameron on LinkedIn here.
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What clients want
A recent survey on what law firm clients want, need, and expect by Law Firm Marketing Club revealed some clear themes (and some shockers). Read on for some easy opportunities for firms and lawyers to improve their client relationships and retention.
1. Clients aren’t being asked for feedback
This isn't surprising to us, but it is still shocking, nonetheless.
Nearly 50% of clients said they were never asked for feedback, and 21% didn’t remember. This means firms are clearly missing a huge opportunity to understand what clients actually think.
Practical fix: Make feedback a standard process - whether through short firm surveys, informal/ post-deal check-ins, or third-party interviews. The best firms don’t just assume they’re doing well; they ask. Don't shy away from asking out of fear or hesitation; it's a demonstration of how much you value the relationship (and in fact Gemma wrote a post on this recently - see here).
2. Firms are losing clients without realising why
37% of clients switched firms because they didn’t realise their original firm handled other legal areas. That’s a clear cross-selling failure, and money down the drain.
Practical fix: Be proactive in educating clients about your full-service offering. A simple email, LinkedIn post, or mention in a conversation could prevent them from looking elsewhere. Keep it tailored though - no one wants war and peace about practice areas or services that aren't relevant.
3. Credibility matters (and directory rankings play a role)
66% of clients say Legal 500 and Chambers rankings are vital or preferable when choosing a law firm. External recognition is an important trust factor. There is a lot of chat about this in the market at the moment, and lots of conflicting research; our advice is not to boycott them unless you're sure this isn't important to your clients and prospects. Do your own research.
Practical fix: If your firm is ranked, use it. Showcase rankings on your website, LinkedIn, pitches, and email signatures. If you’re not ranked, focus on building client testimonials and case studies as alternative proof of expertise.
The bottom line? Most of these improvements require small tweaks, not overhauls. A few strategic changes can strengthen client relationships and stop business from walking out the door.
Tip of the month: Finding your niche
Lawyers often resist niching because they fear limiting their opportunities.
But the truth is 1) finding your niche doesn’t mean you can’t do other work, and 2) it also doesn't mean there won't be enough work out there for you. It does mean that you're focusing your marketing efforts on the areas where you want to become a recognised expert or thought leader, and it's likely to have a bigger impact.
Still not convinced? Keep reading:
Why should you niche?
- Your message becomes clearer and resonates more with your target audience (see our image - if you're speaking to everyone you're speaking to no one).
- You can command a premium by being seen as a specialist.
- Marketing becomes more efficient and focused.
- Clients with specific needs can identify and trust you more easily.
- It's easier for you to become a real specialist because you're dealing with the same types of work and issues routinely.
How to do it
- Look at your existing work – what types of matters do you enjoy most? Where do you already have strong experience?
- Identify patterns in your client base – are you frequently advising a particular industry, type of client, or issue?
- Consider profitability and demand – some practice areas are easier to grow than others. Focus on where you can add the most value.
- Test and refine your positioning – start by tailoring your LinkedIn, website, and BD conversations towards your chosen niche.
- Double down on thought leadership – speak, write, and post about your niche consistently to build authority and recognition.
Final thought: The best niches aren’t just about what you do, but who you help and how you differentiate. Get specific, and you’ll stand out.
Bonus: client quote of the month
"This has probably been the most important investment in my career since law school. For nearly a decade, I have felt like I have been wandering around in the dark searching for clues on how to do good BD, speaking to everyone and no-one at the same time, and with no appreciation of the difference in substance or purpose between BD and marketing.
Working with Gemma and Megan has given me the tools to create an actionable road map for sustainable business development, and I will be forever grateful."
When 'David', a Senior Associate in an international firm, started working with us a year ago, he was very clear that:
- He'd never been taught BD
- He was expected to win work and market himself
- He was completely overwhelmed
To have been 'wandering in the dark' for a decade breaks our heart.
And we know he isn't the only one.
If you’re an associate or junior partner feeling like this, please reach out.
We have a few slots opening up for tailored training or consulting/coaching in March - send Gemma a DM on LinkedIn if you're interested or book in for a discovery call here to see if we're a fit.
Not sure what to do next?
You have some options:
View previous editions of Trifecta by clicking here.
Want even more content? Check out the insights page on our website here.
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