Shireen Hilal, legal growth strategist, shares insights on how NYC attorneys can grow revenue, leverage AI, and build stronger business development strategies.
In today’s rapidly evolving legal landscape, solo and small firm attorneys face both unprecedented challenges and unique opportunities. To better understand where the market is heading—and how smaller firms can stay competitive—we spoke with Shireen Hilal, legal growth strategist and CEO of Maior. With experience spanning Big Law, consulting, and law firm leadership, she offers a sharp perspective on growth, innovation, and the future of legal services.
Big Law vs. Boutique Agility
At the highest levels of the legal industry, Hilal notes a clear shift in how large firms are operating. “We’re seeing a lot of lateral partner movement, hesitation to invest in junior associates… and increased comfort with AI tools,” she explains. These changes reflect both market pressure and technological advancement.However, the real opportunity may lie outside of Big Law. According to Hilal, boutique and midsized firms are better positioned to adapt. “This slice of the legal market is the one most poised for growth,” she says. “Businesses need lawyers willing to navigate the grey areas… that’s a huge opportunity for smaller firms with niche expertise.”This shift signals a broader trend: clients are no longer satisfied with generic, risk-averse advice. Instead, they’re seeking attorneys who can offer practical, forward-thinking guidance—even in uncertain legal territory.
Growth Through Strategy and Positioning
Despite increased demand for legal services, growth across the industry remains modest. “‘Real’ demand… only grew 2% last year,” Hilal notes. As a result, firms are pursuing alternative growth strategies, including lateral acquisitions and expanding books of business.For smaller firms, this creates both pressure and possibility. Many firm owners, she explains, feel weighed down by operational demands and are tempted to merge with larger organizations. At the same time, others are exploring ways to scale independently by targeting higher-value clients.“I’m being asked to help smaller firms go upmarket, ” Hilal says. This means pursuing larger clients with bigger budgets—and aligning services, branding, and client experience accordingly.
Rethinking Business Development Beyond Referrals
One of the most notable shifts Hilal highlights is the move away from referral-dependent growth. While referrals remain valuable, according to Hilal, they are no longer sufficient as a primary strategy.Instead, firms are building intentional business development engines. This includes more curated, relationship-driven approaches. “Clients crave more intimate and high-end experiences,” she explains. “They respond well to salon dinners, round tables, and opportunities to connect with peers.” For solo and small firm attorneys, this presents a clear takeaway: meaningful client engagement—not just visibility—is key to sustainable growth.
The Role of AI and the Future of Small Firms
Artificial intelligence is another force reshaping the legal industry, and Hilal is clear about its staying power. “AI is here to stay,” she says, adding that smaller firms may actually adopt it faster than larger ones.This creates an efficiency advantage, particularly in replacing or supplementing junior-level work. For lean teams, AI can streamline both legal tasks and back-office operations, allowing attorneys to focus more on strategy and client relationships.
What Firms Get Wrong—and How to Get It Right
Despite all the changes in the market, Hilal sees one consistent mistake: firms focus too much on competitors and not enough on clients.“‘Best practices’ are a path to mediocrity,” she says. “The most successful practices are hyper focused on what their clients need.”
Conclusion
For NYC solo and small firm attorneys, the message from Hilal is clear: the playing field is more level than ever. With the right positioning, technology, and client-focused strategy, smaller firms can not only compete—but outperform. Her advice for the next 12–24 months is simple but powerful: “Decide what you want to be known for, build a purposeful brand around that, and have an outsized presence. You don’t have to be big to be the best anymore…” In a market defined by change, that clarity of purpose may be the ultimate competitive advantage.
About Shireen Hilal, Legal Growth Strategist
Shireen Hilal is the CEO of Maior, a consultancy that helps boutique and midsized law firms increase revenue and profitability, build better growth strategies, and stand out in a crowded market. Prior to founding Maior, she practiced law for a decade at AmLaw50 firms and later served as the COO of a national law firm, where she helped drive over 20% revenue growth and a 30% increase in profits per partner. She has also held leadership roles within the consulting divisions of KPMG and BDO, advising firms on strategy and operational excellence. In addition to leading Maior, Hilal writes columns for Law360 and Today’s Managing Partner.
Get In Touch With Legal Strategist, Shireen Hilal of Maior
Contact Information
Phone number:(917) 207-3179
Email: [email protected]
Linked In: linkedin.com/in/shireenhilal
Website: maiorconsultants.com
