A few weeks ago, I wrote about why I won’t return to HubSpot’s INBOUND conference. That article sparked an interesting conversation with Doug Hastings, a former attorney who spent three decades practicing law in both the U.S. and Europe before launching a firm that helps lawyers develop effective business development conference strategies.
Our conversation centered on maximizing professional services conference ROI through in-person events. Sure, virtual events are convenient but they cannot match the relationship-building power of business development conferences. Yet many professional services firms question whether conferences deliver enough value to justify the investment.
It’s a fair concern. I’ve watched lots of colleagues return from expensive industry events with little more than a handful of business cards and an arm-load of trash can filler. They went through the motions — attending sessions, collecting handouts, exchanging pleasantries — but didn’t implement any real conference networking strategy.
The truth is, business development conferences can deliver tremendous value, but only when approached strategically. As Doug explained during our conversation, “Most firms treat conferences as events rather than opportunities.” The difference between getting your money’s worth and wasting your budget comes down to three factors: committed preparation, purposeful engagement, and disciplined follow-through.
The 30/30/40 Rule: A Framework for Conference Success
“Out of 100% of your time with a conference, 30% is planning, 30% is at the conference, and 40% is follow-up,” Doug explained. This simple yet powerful framework transforms how we approach professional services conference ROI.
Planning (30%)
Most attendees review the conference schedule and choose sessions. That’s table stakes. An effective conference networking strategy involves:
- Researching industry challenges you’ve helped solve
- Developing valuable content to share (not sell)
- Identifying ways to serve the conference organizers
- Creating specific networking goals
Active Engagement (30%)
“You might talk to many people at an event,” Doug noted, “but you’ll probably come away saying there are four or five of them that really could make a difference.” Rather than trying to meet everyone, focus on:
- Building genuine connections with 4-5 people
- Finding opportunities to add value to conversations
- Engaging with conference organizers about future involvement
- Taking detailed notes about follow-up opportunities
Strategic Follow-up (40%)
“Scientific case studies show that relationship stickiness really gets built in the first 20-30 days,” Doug shared. Don’t let those business cards gather dust. Instead:
- Follow up within 24 hours to acknowledge the connection
- Share relevant resources within the first week
- Schedule specific touchpoints over the next month
- Look for opportunities to provide ongoing value
Building Trust Through Consistency
One of Doug’s most compelling points was about the long-term nature of business development conferences. “It might take three days or two years,” he explained. “You just don’t know.”
This reality demands a multi-year approach to conference participation. Rather than seeking immediate ROI, focus on:
- Maintaining consistent presence at key industry events
- Gradually increasing involvement in conference organization
- Building recognized expertise in specific industries
- Developing relationships before you need them
Making the Case to Leadership
For professional services marketers needing partner buy-in for conference investments, Doug recommends developing a detailed conference networking strategy that outlines:
- Specific goals for each conference
- Clear metrics for measuring success
- Timeline for relationship development
- Expected long-term ROI
“You might make this pitch in your budget presentation,” Doug advised. “This is going to be a $20,000 investment — $4,000 a year for five years. But here’s how I’m going to do it during that course.”
Start Early, Think Long-term
Perhaps Doug’s most valuable advice was directed at younger professionals: start building industry relationships early. Don’t wait until your made a partner to begin developing your network.
“In most firms, you’re an associate for like seven years,” Doug explained. “Then the partners say, ‘Okay, now you’re a partner, go make your own business.’ Why didn’t you tell me in year one? I would have been creating these relationships.”
The same applies across all professional services. Whether you’re a marketing manager or director guiding your firm’s conference strategy or an early-career professional building your network, the time to start is now.
Making It Work for You
As we wrapped our conversation, Doug emphasized that there’s no one-size-fits-all approach to conference networking strategy. If you’re an introvert, perhaps you contribute by helping plan events or creating valuable content to share. The key is finding ways that align with your strengths while still building meaningful industry connections.
Learn more about Doug’s practice at LawyerBizDev.com.
