For more than 30 years, I held senior marketing and business development leadership roles at AmLaw 30 firms including Hogan Lovells and Goodwin, and at global consulting firm Booz Allen Hamilton. Most recently, I served as Global Head of Strategy and Business Development for Hogan Lovells' Litigation, Arbitration, and Employment practice, a $900M+ practice spanning 200+ partners and nearly 800 lawyers.

I left that role to found Marketing&, bringing three decades of in-house growth strategy directly to the leaders who need it most: CMOs, marketing partners, and their teams at firms like the ones I used to help run.

That in-house experience is the foundation of Marketing&. I've built brand, run BD strategy, managed budgets, and coached partners, executives, and next-gen leaders at the scale premier firms actually operate. I know what it takes to move a growth plan from a slide deck to an adopted strategy, because I've done it as an employee, not just an outside advisor.

Track Record

At Hogan Lovells, I helped the global Litigation, Arbitration and Employment practice achieve double-digit growth through business development programs and content campaigns, including the award-winning Proof in Trial podcast series. Hear me discuss the strategy behind it as a guest on the Fresh Ears podcast.

At Goodwin, I led the marketing strategy behind the firm's 'Goodwin Unprecedented' brand relaunch, recognized by the Legal Marketing Association with a Your Honor Award. Earlier, I led marketing strategy at Booz Allen Hamilton and held communications and BD leadership roles in technology, telecommunications, and nonprofit organizations.

I hold a B.A., Magna Cum Laude, from Wellesley College.

How I Think About This Work

I've built a reputation for turning teams around: developing individuals into executives whose potential wasn't yet recognized, and helping teams move from cost center to strategic partner. One team I inherited was viewed as purely reactive, tactical support, with spotty trust from practice partners and low expectations. Within 12 months, by refocusing the team on business partnering, building fluency in the firm's and clients' business levers, and forging direct relationships with practice group leadership, the team became a recognized strategic partner, with expanded scope into client targeting, content campaigns, and cross-selling.

Why I Do This Work Independently Now

I started this practice because I kept meeting marketing and BD leaders, and the partners they support, who were smart, capable, and stuck. Not for lack of talent, but for lack of a strategic partner who had actually run this function at scale and could help them build both the plan and the team to execute it.

That's the work I do now: growth strategy, executive coaching, and team development for the leaders responsible for growth at premier professional services firms.

— Carolin Sagawa, Founder, Marketing&