Law students spend years perfecting legal analysis, research, and statutory interpretation, but almost no time learning how to build a sustainable legal career. Business development, the skill that determines whether lawyers attract clients, grow their practices, and advance in firms, remains an afterthought in legal education. Yet, for many lawyers, business development is essential to career growth. Whether in private practice, criminal law, or family law, the ability to bring in work, maintain strong professional networks, and position oneself strategically in the market can shape long-term success.
To better understand what business development looks like in practice and what law students might want to consider early-on, I spoke with University of Toronto Law alumni who have navigated this challenge firsthand. Their experiences offer insight into what they wish they had known earlier and how they approached this often-overlooked aspect of legal education.
Justin Nasseri (‘12) is a founding partner at Ross Nasseri LLP, a litigation boutique that specializes in civil and regulatory disputes.
For Nasseri, developing real and strong relationships is the cornerstone of business development: “There are plenty of smart and capable lawyers in the Bar. If that was the only criteria to develop business, the profession would be replete with rainmakers,” he explains. “The people that really advance at business development are not only good at the craft, they’re also good at building relationships. They have close relationships with people they care about and grow and develop with over the years. Those relationships are going to be the best source of work because those are going to be the people who (i) know you’re good at your job, but more importantly, (ii) are so invested in your success that when there’s an opportunity to direct work to you, they will go out of their way to ensure it happens.”
For Nasseri, those relationships are key. “Most of my work comes from 10-12 pipelines,” he said, citing sources that include law school classmates, clients he has befriended, and lawyers with whom he built mutual respect after going against them on files. What connects the range of sources is the strength of the relationship and the effort put into maintaining the relationship over time.
That investment has been integral to his practice. “It’s the reason I have files that I can run and do a good job on,” he stated. “And the more files you do a good job on, the faster your reputation grows, and the more files you get.”
If there’s one thing Nasseri wished he knew in law school, it’s that business development shouldn’t wait. “Some people in this profession will say that law students and associates are too young to worry about business development. That’s nonsense. If you want to grow a big book of business, it’s never too early to start.”
Samantha Eisen (‘17) is the founder of Samantha Eisen & Company, a family law firm.
For Eisen, business development in the family law bar is about visibility and relationships. “It’s making sure my name is out there, that people know who I am,” she emphasized. “It’s helpful to have connections in the bar, to have mentors and mentees.” With the vast majority of her clients coming from referrals, these relationships are critical. “Ninety-five percent of my clients come from referrals.” When someone is dealing with a family law issue, they often ask, “Do you know any family lawyers?”—a dynamic that makes being known in the right circles essential. “More broadly,” she added, “everyone knows somebody going through a family law issue.”
Reflecting on what Eisen wishes she knew in law school, she believes that business development is often misunderstood. “It’s not just about going to networking events,” she says. While those can be useful, they can also be exhausting. “There are so many other ways to get involved—working groups, legal organizations, writing about issues you care about.” She highlights the Ontario Bar Association’s Women’s Law Forum (OBWAY) as one example of a group that provided valuable connections.
For those who prefer alternatives to traditional networking, Eisen highlighted social media as an effective business development tool. “Platforms like Linkedin and TikTok are amazing,” she stated. “They let you connect with people in a quick and easy way.” While she hasn’t posted on her TikTok account in a while, she acknowledged its potential: “If it’s something you like, it’s a way to get your name out there.” She observed that social media allows clients to feel a connection before meeting her. “Clients like to see you and get a sense of who you are,” she explained. “They watch how you talk, hear how you communicate in everyday language, and that makes you more approachable. It helps them feel comfortable, like they can trust you and have a real conversation.”
Eisen also emphasized that business development should be intentional and aligned with the type of clients a lawyer wants to attract. “Who is your clientele? You should be doing activities that allow you to interact with them,” she explained. Writing blog posts and engaging with relevant communities are part of that process. “The goal is not just to build a practice but to attract the right clients in the right ways.”
Jacob Roth (‘18) is an associate in the criminal practice at Henein Hutchison Robitaille LLP.
For Roth, business development in the criminal law bar is about reputation. “It’s about gaining a reputation first and foremost among colleagues, members of the bar, as being someone who is very effective at what they do,” he explained. Unlike other areas of law, where former clients might be a source of referrals, criminal defence work relies almost entirely on referrals from other lawyers. “People who are criminally charged tend not to want to speak about that,” he pointed out. “They are less likely to say, ‘I worked with this defence lawyer, and my lawyer was really good.’”
Because most people will never need a criminal defence lawyer, and those who do may not openly discuss their experience, building a strong professional reputation is critical. “It’s really important that your reputation isn’t solely with other criminal defence lawyers,” Roth explained. “You want to have a reputation among people from diverse areas of practice, particularly those that have a lot of overlap with criminal law. One example is family law, as many criminal cases arise in domestic contexts. Maintaining good relationships with family lawyers, who often have clients facing criminal charges, is an effective way to generate referrals.”
Looking back, Roth acknowledged that he knew little about business development in law school. “I didn’t really know anything,” he admitted. But one key lesson has stood out to Roth: in the legal profession, reputation is everything, and small interactions can have lasting effects. “You don’t know, in any given interaction, how that might wind up getting talked about,” he reflected. The legal profession is small, and while it takes time to build a reputation as someone who is trustworthy and effective, a single misstep can quickly undermine it.
He has seen firsthand how word spreads in ways that aren’t always obvious. “If you do a really good job at a trial, the judge might mention it to other judges,” he pointed out. “Word gets around that you are somebody who can be relied upon to do good work.” This isn’t about deliberately trying to develop business, it’s about consistently demonstrating excellence. As a student, he hadn’t realized “just how much people talk and how little you know about those discussions within the bar.” Reputation, he has learned, is shaped in ways that aren’t always visible, but that are nonetheless impactful.
Atrisha Lewis (’12) is a partner in the Litigation Group at McCarthy Tétrault LLP with a focus on commercial disputes, securities litigation, professional liability, and product liability matters.
For Lewis, business development is about more than just networking—it’s about building genuine, lasting relationships, and positioning yourself to attract the kind of work you want. “It means getting your name out there, building authentic relationships, and placing yourself in the best position to attract the work you want,” she explained.
Throughout her career, business development has been a natural extension of how she has and continues to interact with colleagues and contacts. “I try to build authentic relationships,” she said. “I have done so pretty organically throughout my career—whether it is meeting classmates for a coffee while articling, taking someone who is in-house to a Raptors game, or sending a personalized email when something makes me think of someone.” These small but meaningful interactions have helped her cultivate a strong professional network and maintain connections that can lead to new opportunities.
Looking back, Lewis wishes she had known just how valuable law school connections would become. “Your classmates will end up in a lot of very interesting places,” she noted, “if the only ‘business development’ you do is stay in touch with your classmates, you will be surprised at the exciting twists and turns people’s careers take and how people want to help you and make introductions that can benefit your career if they can.” In a profession where relationships drive opportunities, simply keeping in touch can be one of the most effective forms of business development.
Editor’s Note: These interviews have been edited for brevity and clarity.