It is a strategic communication tool that any lawyer with business development responsibilities can and should master

There is one situation that any lawyer with business development experience knows well: you are at an event speaking with a prospective client, three minutes of genuine conversation have passed, and the inevitable question arises: “What do you do?” or “What exactly does your firm do?”.

What happens next will largely determine whether that conversation has a future. Some lawyers respond with a technical description of their practice areas. Others mention the size of their team or their rankings in international legal directories. Very few manage to convey, within that brief window, something that resonates with the other person’s reality and sparks genuine interest.

The three-minute pitch (also known as an “elevator pitch”) is not a tool reserved exclusively for the start-up world or software salespeople. It is a strategic communication tool that any lawyer with business development responsibilities can and should master.

Below is a practical guide to building one.

1. Start with the problem

The most common mistake in legal pitches is to begin by talking about the firm: its history, its size, its offices, or its rankings. All of that information may be relevant, but not at the outset. At the beginning, what captures the listener’s attention is recognising themselves in a concern or challenge that matters to them.

An effective pitch starts by identifying the type of situation or challenge the lawyer helps to resolve. Not “we are a law firm specialising in corporate law”, but rather “we work with companies experiencing rapid growth that need their legal structure to support that growth without creating unnecessary risk”. The shift in focus may appear subtle, but its impact on the conversation is significant.

2. Clearly define whom you help

The more specific the description of the ideal client, the easier it is for the listener to identify with it or think of someone within their network who fits the profile. “We work with companies” is too broad to generate a concrete reaction. “We primarily work with technology companies undergoing international expansion” naturally triggers references, connections, and follow-up questions far more effectively.

This level of precision does not mean closing doors; rather, it means speaking the language of the person listening. If the listener does not fit that profile, chances are they know someone who does.

3. Include a story or a concrete example

Facts and titles are forgotten, but stories are not. Human beings have been telling stories for hundreds of thousands of years, and there is a reason storytelling remains central to every communication process. Within three minutes, there is enough time to mention a specific matter, naturally without disclosing confidential information, that tangibly illustrates the type of work undertaken and the result achieved. It does not need to be the most sophisticated matter or the largest client, but rather the one that best demonstrates the value the firm provides.

Something as simple as “we recently helped a family-owned business complete an M&A transaction they had spent years trying to structure” places the listener in a concrete scenario and has far greater impact than a list of abstract capabilities.

4. Differentiate yourself without criticising the competition

Every firm has competitors. Many lawyers, when attempting to differentiate themselves, fall into the trap of making direct comparisons or relying on generic attributes such as “we are very agile” or “we offer a highly personalised service”, which anyone could claim.

True differentiation comes from being specific about your own approach. Does the firm work exclusively within a particular sector? Does it have a proprietary methodology for certain types of transactions? Does it have a regional network that other local firms lack? Those are the points worth mentioning, naturally and without the need for comparison.

5. End with a question, not a sales pitch

A networking pitch is not a sales meeting. Its purpose is not to secure instructions on the spot, but to open a conversation that may continue later. For that reason, the best way to conclude a three-minute pitch is not to hand over a business card and request a meeting, but to ask a question that shifts the focus back to the other person.

Questions such as “And in your sector, what legal issues are you seeing most frequently at the moment?” or “Do you currently work with a law firm on these types of matters?” create a genuine two-way conversation and allow both parties to assess whether there is any real synergy before investing further time and effort in follow-up discussions.

6. Adapt it to the context and the audience

A pitch is not a fixed script to be recited identically in every setting. It has a core structure, but it should be adapted depending on who the listener is, the type of event, and what is already known about the individual or company in front of you.

Before attending an event where particular profiles are expected, it is worthwhile preparing tailored versions of the pitch aimed at those audiences. This does not mean pretending to be something you are not. It simply means organising the message in a way that is more relevant to the listener.

Practice as part of the process

An effective pitch does not emerge spontaneously. It is developed, tested, refined, and improved over time. Lawyers who consciously work on their business message, rehearse it aloud, and reflect after each conversation on what worked and what did not, gradually develop a communication skill that becomes a genuine competitive advantage.

In the legal sector, where technical quality is often comparable among firms operating within the same market segment, the ability to communicate clearly and establish a genuine connection with the listener may be the decisive factor.

Ultimately, building a three-minute pitch is neither a concession to the world of marketing nor a betrayal of the technical rigour that characterises the legal profession. It is a communication tool that respects the listener’s intelligence and enables a firm to convey the value it provides.

Investing time in developing and practising it is one of the business development activities with the highest potential return for any lawyer committed to professional growth.

María Sol Rubio

Partner at Gericó Associates