Not just a support function: Embedding marketing into the heart of a professional services firm
When Kim Aaronricks joined Rickard Luckin 12 years ago, she was neither a qualified marketer nor was she looking for a permanent role. That stint as a temporary receptionist provided not just a career launchpad but some fundamental and timeless business principles.
Working on reception taught me something fundamental: every interaction, every phone call, every welcome, every small detail reflects a firm’s brand. I began to see how much brand perception matters, and how marketing begins long before the website is seen, or the campaign launched. It begins at the very first touch point.
That moment was my first quiet step into marketing and, now as head of marketing at Rickard Luckin, I can see how valuable that unconventional route has been. It shaped how I see the role; not as a support function bolted on to the side of the business but as something deeply embedded in its purpose, strategy and client relationships.
The challenge of reinvention in a traditional sector
In many professional services firms, marketing has traditionally been seen as the team organising events, polishing proposals, posting on social media or updating the website. Useful, yes. Respected, sometimes. But rarely central to strategic conversations.
But the landscape is changing. Clients are more informed, expectations are higher, and the market is more competitive (and noisy) than ever. To stand out, firms need a clear sense of who they are, what they stand for, and how they show up – consistently and authentically. That’s where marketing becomes not just helpful but essential.
For this reinvention to happen, marketing can’t operate from the sidelines. It needs to be integrated into the very heart of the firm: aligned with leadership, embedded in operations, and attuned to client needs.
Listening first, then leading
From the moment I stepped into my first marketing role, and throughout my career, my focus hasn’t been on chasing quick wins; it’s been on building a deep understanding. I spent time listening to client-facing teams, sitting in on meetings, reading proposals, and yes, still picking up the phone. I wanted to understand our clients’ pain points, their industries, their goals. I also wanted to understand the firm’s culture – what really mattered to the people who worked here and the clients we served.
That habit of listening has never left me. Today, my team and I make a point of being out there whenever we can, whether it’s attending industry events, networking with local businesses or taking part in the events we sponsor. We also regularly send out client surveys to gather feedback. Because marketing shouldn’t be something done to clients; it should be done with them in mind, and ideally, in conversation with them.
It’s also important internally. Our team members are specialists in their fields, but they aren’t always marketers. That’s our job; to translate technical expertise into language and campaigns that resonate. But that translation only works when we build trust, listen closely, and understand what success looks like for them too.
“I can see how valuable that [my] unconventional route has been. It shaped how I see the [marketing] role; not as a support function bolted on to the side of the business, but as something deeply embedded in its purpose, strategy and client relationships.”
From reactive to strategic
Embedding marketing into the core of a professional services firm means moving from being reactive to being strategic. It’s not just about producing materials when asked but shaping conversations about where the firm is going and how marketing can help get it there.
I believe aligning marketing and business development activity with the wider business strategy is essential. That doesn’t mean saying yes to everything; it means focusing on the right things. Each idea should be evaluated on how it adds value to the business and its clients.
Whether it’s a campaign or an event, it needs to align with clear goals, reflect core values, and support the overall marketing strategy. Reinvention doesn’t mean changing for the sake of change. It means evolving in ways that matter.
Making space for creativity (and joy)
One thing I’ve always believed is that work should be enjoyable. And for me, that’s especially true when it comes to marketing. Of course it’s hard work, and sometimes it means late nights or early starts. But if we don’t enjoy the campaigns we’re putting together, chances are our clients won’t either.
That sense of enjoyment is where the spark comes from. Creativity, storytelling, and curiosity are all part of what makes marketing work, especially in a sector that can often feel rigid or risk averse. It’s about finding the human side of professional services, and communicating it in a way that’s relevant, respectful, and real.
Thriving, not just surviving
If there’s one thing my journey has taught me, it’s that reinvention doesn’t always mean a dramatic pivot. It can be incremental. It can happen quietly, over years. And it can come from the most unexpected places – even behind a reception desk.
In a world where technology is evolving rapidly and clients have greater access to information (and higher expectations than ever before), firms must continuously adapt to stay relevant and competitive.
For an organisation to thrive in this age of continuous reinvention, marketing must be at the table, listening, guiding, testing, and championing the client voice at every stage. When that happens, marketing stops being seen as a support function or a cost centre. Instead, it becomes a strategic force and a true driver of growth; not just supporting revenue generation but actively contributing to it.