Guest article: Samantha Roberts, The Results Consultancy
For many professional services firms, lateral partner recruitment has become a central element of growth strategy. The rationale is clear: attract high-performing individuals with established networks and you can accelerate market share, revenue and profile.
Yet the reality is often less straightforward. While some hires prosper, others underperform or depart early, leaving firms with a disappointing return on investment.
Research by The Lawyer, drawing on Atlas Codex Edge data, showed that in 2024 half of all new partners in the UK’s top 50 law firms were laterals. Yet success rates remain mixed. US-based Decipher Investigative Intelligence found that 48% of lateral hires leave within five years. Burwood Partners reported in 2025 that externally hired partners in consulting firms average a tenure of just 3.5 years, with many underperforming or exiting within 18–24 months.
The challenge lies less in attracting the talent and more in integrating it.
Why integration falters
Moving to a new firm can be daunting. Laterals must adapt to different systems, cultural norms and client expectations while demonstrating value quickly. At the same time, firms may overestimate how easily client relationships will transfer or fail to provide the structured support needed to unlock potential.
Too often, onboarding is approached as an administrative process rather than a commercial priority. A welcome lunch, press release and website profile are no substitute for a carefully designed integration programme.
What’s changing
Forward-looking firms are addressing this by extending onboarding and investing in structured integration initiatives. Business development (BD) and marketing professionals are playing an increasingly central role – not only in communication and profile-raising, but also in ensuring new hires are positioned to deliver results.
Laying the groundwork
The most effective integrations begin before day one. Working closely with HR and talent colleagues, BD and marketing teams are preparing tailored support for each incoming partner.
This includes researching the partner’s background, client base, sector expertise and ambitions. These insights help to test the robustness of the partner’s business plan, highlight opportunities and risks, and identify where BD coaching or additional support may be needed. Ensuring that CRM systems are updated, collateral is ready, and digital access is in place also allows the partner to perform effectively from the outset.
Marketing and BD onboarding
A structured marketing and BD induction also supports success. New hires need to understand how the firm positions itself, how campaigns are developed, and what resources support client development.
Early introductions to key stakeholders, clarity on how bid support functions, and guidance on resources help laterals become market-active more quickly.
Brand guidance is another essential element, as many laterals transition from competitor firms. Providing a clear understanding of brand positioning and tone of voice ensures consistency while also yielding useful competitor intelligence.
Championing the client voice
For a lateral partner, alignment with client expectations is critical. Marketing and BD teams are well placed to share client feedback, highlighting what clients value most. Armed with this intelligence, laterals can refine their approach, shape relevant propositions, and identify opportunities to address unmet needs.
Why it matters
Successful integration is not about improved welcome packs. It is about ensuring new hires are commercially effective, culturally aligned, and confident in representing the firm. Marketing and BD teams are central to this process. Beyond the points outlined, they connect laterals to colleagues and clients, bolster their market positioning, and monitor progress against objectives.
As lateral recruitment continues to play a prominent role in firms’ growth strategies, integration must be seen as vital to success. For BD and marketing professionals, this is presenting a significant opportunity to demonstrate their tangible impact on some of the firm’s most important investments.
The Results Consultancy has recently released its white paper – Integrating lateral hires: why firms can’t leave success to chance. Click here to obtain a copy.
Samantha Roberts is an Associate Director at The Results Consultancy. She helps professionals grow with confidence and impact. Drawing on 30 years of experience in senior marketing and business development roles, she specialises in leadership transitions, client development, and executive coaching. Accredited in Strengthscope®, EQi2.0® and LEGO® Serious Play®, Samantha is known for her practical, engaging and supportive style.
