In our latest instalment of the #OfftheRecord series, Nick Rees speaks with Phil Desmondez, Head of Marketing at Essex Court Chambers. With over two decades in the legal sector, Phil brings unique insight into the evolving landscape of Chambers marketing.
In this conversation, we explore Phil’s path from Junior Clerk to leading marketing at a Magic Circle Set. From his bold rebranding work at Cornerstone Barristers to his current role enhancing Essex Court’s prestigious profile, Phil shares valuable perspectives on balancing tradition with innovation and navigating the changing marketing landscape in 2025.
Q: Phil, you’ve had an interesting journey to your current role as Head of Marketing at Essex Court Chambers. Could you tell us about your background and what led you to this position?
“I joined 2-3 Gray’s Inn Square in 2000 in a junior administration/clerking role. I did that role until approximately 2003/4 when an opportunity arose for a Marketing Administrator to handle general marketing administration, website updates, event management, and database updating. I was enjoying my current role but thought this opportunity would allow me to expand on my more creative side, so I applied for the role and succeeded in getting it.
I learned a lot about legal marketing on the job but also completed numerous additional training courses and a CIM (Chartered Institute of Marketing) diploma after work.
One of my major achievements in my early career was rebranding 2-3 Gray’s Inn Square to Cornerstone Barristers. I learned a lot about myself, becoming more resilient, dealing with numerous different viewpoints and finding positive resolutions. The branding process was particularly educational. There were strong objections when I suggested the logo with the ‘pink dot,’ but we persevered, and now it is one of the standout visual brands at the Bar.
After the rebrand, I moved to 39 Essex Chambers, where the vast size of the set and multiple different practice areas took my marketing knowledge to a different level. Working in a collaborative marketing team with a supportive CEO and Clerking Team enabled me to develop various marketing approaches for different strategies.
I moved after five years to Old Square Chambers to a more managerial role, where I wanted to develop my strategic thinking towards marketing. I worked closely with the Senior Clerk and Clerking Team to develop both the Chambers and individual members.
The opportunity then arose to join Essex Court Chambers, which I couldn’t pass up. Having the opportunity to work at a Magic Circle Set, challenge myself to improve an already top brand, and push myself personally was a dream move for me.”
Q: What excites you most about this new role at Essex Court Chambers, and what impact do you hope to make?
“Working at a Magic Circle Set that’s respected worldwide is tremendously exciting. It’s a unique opportunity to adapt marketing strategies across different practice areas and jurisdictions.
I hope to be able to push the brand and Chambers to be the best it can be. Although it is an already top brand and most would say ‘It’s Essex Court Chambers and it markets itself’, I have never been one to rest on my laurels. Such is the competitiveness within Chambers and at the Bar, if you standstill then inevitably, you will end up being left behind.”
Q: How do you balance traditional legal marketing strategies with digital innovation, including social media and content marketing?
“Balancing traditional and digital marketing in a Barristers’ Chambers requires a strategic approach that respects the Bar’s formal nature while pushing forward with modern tools. We will still engage with traditional methods, such as seminars, networking events and conferences. Continuing to use networking to solidify relationship building.
You can continue to expand outreach and engagement using digital marketing strategies, to complement the traditional marketing, such as making sure your website and SEO are the best they can be. Having a strong social media presence, producing thought leadership pieces, case law updates and legal insights. More Chambers are producing more podcasts and blogs to make updates more interesting and engaging to their subscribers and easier to digest pieces.
In short, there is a place to have a good balance of both traditional marketing and digital to complement your individual Chambers strategies.”
Q: How do you define a strong brand for a Barristers’ Chambers, and what are the key elements that contribute to it?
“I, personally, would define a strong brand as a Barristers’ Chambers establishing a professional identity that communicate professional expertise, credibility, and trustworthiness. A strong brand will help Chambers stand out in a competitive legal landscape and attract the highest-quality clients and cases.
Key elements will be defining your brand identity. Set out what your mission statements and values are and consistently promote them. What is your unique selling point in a now competitive market? What sets you apart from the rest?
Your visual identity is key for your brand. As I explained with the rebranding exercise at Cornerstone, making sure your visual representation is professional and recognisable. Also, always make sure you are consistent.
Reputation and being credible are also important. We will all say it is the bane of our lives, but being present in the legal directories and shortlisted for awards solidifies your reputation. As well aspromoting notable case wins and client testimonials, where you are permitted to do so.
I think my main take will be to be consistent with your brand and educate your colleagues and members of Chambers to do so as well.”
Q: How do you balance the individual reputations of Barristers with the overarching identity of the Chambers?
“This is quite a hard one, and one that most marketeers may find challenging in Chambers.
Obviously, we all operate under the ‘Chambers’ umbrella and strive to promote that, and many of the strategies developed are for the overall Chambers as a whole. We do, however, need to consider and tailor our strategies for the individual Barristers too. Having regular practice review meetings with the Barristers and Clerking Team allow you to tailor your marketing strategies for the Chambers and the individual members to ensure everyone’s needs are being met.”
Q: How do you think digital marketing has transformed the legal sector?
“It has developed how we attract, engage and retain clients. We’ve probably seen enhanced client engagement. Social media platforms help connect with clients and assist with building relationships. As mentioned before, building stronger brand visibility – video marketing and podcasts etc are making the legal sector more relatable. Also, access to this information via smartphone/tablets mean clients have easier access to legal services at their convenience.
Looking at analytics is a big plus point too. Providing insight into client behaviour will help us refine and reflect on our marketing strategies.”
Q: How do you encourage Barristers to participate in marketing efforts, such as blogging, speaking engagements, social media, and events?
“In all honesty, with great difficulty. No, all joking aside, it is similar to Q5. It is up to the individual, some are really up for it and will churn out content and volunteer for things on a consistent basis. Others, need a little encouragement and you almost need to take them on the journey of how it will benefit them and Chambers in the long run. Then there are others that just don’t want to know. They don’t need it, don’t want it and won’t do it. This has to be respected and you make the best judgements for Chambers.”
Q: How has legal marketing evolved in the last five years, and where do you see it heading next?
“I think Covid brought a massive halt to legal marketing, especially in Chambers, which I am best placed to comment on. I think the five years prior to that Chambers marketing was flying. We then almost had to stop and reinvent ourselves again to accommodate a new way of working and the new needs of our clients. Flexible working has certainly had an impact.
Networking events aren’t as well attended in-person as they were before, there are more tailored events to accommodate individual firms than the grand large-scale conferences. Again, digital marketing strategies make up for that outreach. Podcasts, vlogs and webinars are a good source of engagement.
Moving forward I think we will continue to see change, I think for marketeers, they will continue to push out of their comfort zone. New digital tech and the development of AI will change the landscape.”
Q: If you could implement one major change in the way Barristers’ Chambers approach marketing, what would it be?
“That different ways of thinking or approaching something is not always a bad thing and won’t necessarily disrupt tradition but be conscious that your clients may see things in a different light to you.”
The Verdict
Phil Desmondez’s journey from Junior Clerk to Head of Marketing at Essex Court Chambers exemplifies the evolution of marketing within the Bar. His experience with rebranding Cornerstone Barristers—transforming initial resistance to the now-iconic “pink dot” logo into one of the Bar’s most recognisable visual identities—demonstrates both the challenges and opportunities in modernising Chambers marketing.
His insights into balancing tradition with innovation are particularly valuable in today’s rapidly changing legal landscape. Phil’s candid assessment of the difficulties in securing Barrister participation in marketing initiatives and navigating the post-pandemic environment offers practical wisdom for those in Chambers management.
What resonates most strongly is Phil’s commitment to continuous improvement, even when working with an established brand like Essex Court. His philosophy that standing still inevitably leads to being left behind reflects the increasingly competitive nature of the legal sector.
As Phil looks to the future of legal marketing with its digital transformations and changing client engagement patterns, his final thought serves as both challenge and encouragement to the sector: different approaches need not disrupt tradition but understanding how clients perceive your Chambers may be the key to sustained success in an evolving marketplace.
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