Building a Book of Business

By Steve Fretzin & Jennifer Gilman

Building a Book of Business

There’s one simple truth about being a lawyer that often gets overlooked: having your own book of business gives you the ultimate freedom. Whether it’s the ability to command respect within your firm, negotiate better opportunities, or pivot to a firm that values your practice, a solid client base is the golden ticket. And yet, many lawyers find themselves stuck, overworked, and undervalued simply because they’ve never built that independence. 

With Jennifer Gillman, president of Gillman Strategic Group and a former practicing lawyer, we sat down to explore the challenges attorneys face when they don’t control their own destiny—and how they can change that. 

Jennifer understands the struggle firsthand. She practiced law for 12 years before realizing she wasn’t happy. Her move into legal recruiting wasn’t just about career change—it was about helping other lawyers reclaim control over their professional lives. 

One of the biggest challenges she sees? Many lawyers feel trapped. They excelled in school, followed the traditional path, and landed at prestigious firms, only to discover that success isn’t always fulfilling. Long hours, firm politics, and a lack of autonomy leave many questioning their choices. But instead of making a change, they assume this is just the reality of private practice. 

The truth is, it doesn’t have to be. 

Jennifer described what she calls “the apology tour”—lawyers spending their days constantly saying sorry. Sorry to clients for not having the right resources. Sorry to partners for not bringing in enough business. Sorry to their families for missing dinner yet again. 

And yet, these same lawyers often don’t realize that the issue isn’t law itself—it’s their firm. The wrong platform can mean misaligned priorities, a lack of support, or an inability to fully serve your clients. But without a book of business, leaving feels impossible. 

If you have your own clients, you are never stuck. You have leverage—at your current firm and anywhere else. Firms recognize the value of rainmakers and cater to their needs, whether that’s additional resources, marketing budgets, or flexibility. And if your firm isn’t the right fit? You can take your clients elsewhere. 

“Having your own book of business gives you leverage over your career forever,” Jennifer explained. “If you have clients, you don’t have to stay somewhere you’re unhappy.” 

Yet, so many lawyers avoid business development. They assume it requires being the loudest person in the room or spending hours at networking events they don’t enjoy. But in reality, business development isn’t one-size-fits-all. The key is finding strategies that fit your personality and practice area. 

Not all law firms are created equal. Some actively reward and encourage cross-marketing and origination credit sharing, while others create environments where lawyers feel like they’re competing against their own colleagues. 

Jennifer sees firsthand how much firm culture matters. Some firms provide real incentives for cross-selling, offering bonuses, credit, or other forms of recognition. Others let origination credit sit indefinitely with the partner who first landed the client, regardless of who’s actually doing the work. If you’re at a firm that doesn’t recognize your contributions, it may be time to consider your options. 

One of the biggest mistakes lawyers make is assuming they’ll always have enough work. Markets shift, practice areas slow down, and firms change direction. Jennifer gave the example of a real estate lawyer who was thriving until his firm decided to reposition itself as a cybersecurity powerhouse. Overnight, his practice became an afterthought. 

If you don’t control your own work, your career is always at the mercy of someone else’s decisions. That’s why business development isn’t just about making more money—it’s about security, stability, and choice. 

There are endless ways to develop business, whether you’re an extrovert who loves networking or an introvert who thrives on writing and relationship-building. The key is finding a system that works for you. The happiest lawyers are the ones who have options. And the best way to create those options is by investing in your book of business. 

If you’re feeling stuck, start by evaluating what’s really making you unhappy. Is it the law itself? Or is it your firm, your compensation, or your inability to control your workload? Once you identify the real issue, you can take steps to fix it—whether that’s improving your business development efforts, having an honest conversation with your firm, or considering a move to a platform that better supports your goals. 

The legal industry gets much easier when you’re in the driver’s seat. 

Learn more about Jennifer HERE

For more information about taking your law practice to the next level, please email me directly at steve@fretzin.com.

Steve Fretzin, an expert at legal business development, is the author of four books regarding the topic and is the host of the Be That Lawyer podcast. He has helped hundreds of attorneys across the world dramatically grow their book of business while living a well-balanced life. He can be reached at steve@fretzin.com.