‘It’s Imperative That You Never Stop Learning,’ Says Ian Ribald of Ballard Spahr

Practice area: Marketing and Business Development

Law school and year of graduation: Touro Law School, 2010

The following has been edited for style.

How long have you been at the firm?

I joined Ballard Spahr in August 2024 after nine years as the Global Director of Business Development at Norton Rose Fulbright.

Were you a partner at another firm before joining your present firm?

I spent several years in the marketing and business development department at Baker Botts and, nearly a decade at Norton Rose Fulbright where I held various U.S. and global leadership roles in marketing and business development. In those positions, I designed and executed integrated marketing campaigns to grow firm revenue, enhance client satisfaction, and increase the firm’s market awareness and position.

What year were you promoted to your current position?

Were there any surprises you faced after becoming a leader at the firm?

I was beyond impressed with Ballard Spahr’s technology platform. We are ahead of the game in terms of using data to refine our strategy, fine-tune operational excellence, and deliver even better client service across industries. I’m excited by the potential of taking this even further to maximize value and deepen our data-driven approach. Ballard has a high level of sophisticated work and I see that by the impressive matters entrusted to our lawyers by industry-leading clients. Part of my role here will be to tell the story of our capabilities and our strengths so that the market can see what our clients already know—that Ballard provides a level of depth, value, and skill that surpasses expectations. When I look around, I see lawyers who put everything they’ve got toward solving their clients’ problems. They look for every avenue to the goal. They collaborate cohesively—and in a strategic client- focused way.

What’s been the biggest change, day-to-day, in your routine since becoming a leader at the firm?

I joined Ballard Spahr in 2024, making the shift from a global firm to a national powerhouse. Now, as the leader of the firm-wide marketing and business development department, it’s a shift—and a welcome one—and I have the opportunity to make the right call on tough decisions. That is a challenge, to be sure, but it’s also an opportunity to see my vision through to fruition and get creative in ways. That means nurturing a team and empowering its members to bring their best and brightest ideas to the table for the benefit of the firm. It also means being a more active listener—to the lawyers, to the people on my team, and to the clients we serve—and acting on that information in a way that grows collaboration and client service.

What do you think was the deciding point for the firm in elevating you to your current position? Was it your performance on a specific case? A personality trait? Making connections with the right people?

My laser focus on client development was a major component of being chosen for this role. I want to create cohesion within our marketing and business development teams and further our culture of innovation with a constant eye on the client. I will take the firm’s priorities and align our marketing and business development resources to create pathways to tangible, measurable results—that’s what our lawyers do, so it’s Priority Number One for our marketing and business development as well.

How do you utilize technology to benefit the firm/practice and/or business development?

The legal industry as a whole is on the brink of massive technological change. Some law firms will harness it to their advantage, and others won’t and will be left behind. Ballard Spahr is in the former category. I am keenly interested in aligning our marketing and business development output to firm’s mission-critical priorities. Data is going to be the key to this. Ballard Spahr has invested in technology around data, and we are going to use this data—aggregated client data, marketing data, competitive intelligence data—to improve everything we do.

What advice would you give to someone whose goal is to ascend to firm leadership?

Try to do every job in the businesses so you can understand different roles and perspectives, gain empathy, and understand what is needed to drive results. Listen to your peers and managers to learn the full scope of the business. Spend time with clients and mentors. It’s imperative that you never stop learning. The worst and most uncomfortable moments in my career have been the most professionally beneficial, because they put new experiences and skills in my toolbox. If you’re afraid to stick your neck out and take advantage of a new opportunity, you’ll stop growing and advancing as a professional, and that can be fatal. Pete Michaud, Ballard’s Chair, has been focused on creating a culture of innovation and he is laying the groundwork for that by empowering people in the firm to bring their best ideas into the conversation. We look for ways to make our lawyers and business professionals the best they can be and to create a working environment that fosters creativity and collaboration.

Who had the greatest influence in your career that helped propel you to your leadership role?

Richard Krumholz, the global head of litigation and disputes for Norton Rose Fulbright, encouraged me to be better on a daily basis. He pressed me to think through problems strategically and commercially, and pushed me to be uncomfortable by trying new things. It’s thanks to him and his mentorship that I grew, developed and made strides in my career.

A second major influencer on me was Van H. Beckwith, the chief legal officer for Halliburton, whom I worked for at Baker Botts. He taught me the business of law and how to always think about the client’s best interest. He allowed me to sit courtside to him as he curated business contacts in the industry. Once I took the view of the client, every aspect of my role started with the client in mind. I keep that mindset today, and it’s helped me immensely in terms of providing outsized value to my organization.

Lastly, my father, a doctor, was a major influence in my career. He was incredible at engaging with people and focused on eye contact, a strong handshake, and a genuine interest in listening to his patients. He taught me the importance of being present and listening. And, best of all, he always did it with a smile.

Knowing what you know now, if you had a chance to advise or mentor your younger self (at any stage), what advice would you give to yourself and/or what would you do differently?

Show up to work every day and hang around the rim. You never know what opportunities will present themselves when you are fully present and keenly interested in learning. People can tell when someone is genuinely motivated to learn, grow, and deliver value, and they want to work with someone like that. The more you can build that mentality, the more of a favor you’ll do yourself.

Do you have a prediction on how the legal industry will evolve over the next several years?

AI will have a significant impact on how we work, and that’s an understatement. The analysis that we are able to perform and the better decisions we can make with predictive technology will materially impact the industry and benefit business development and marketing functions. It’s almost hard to fathom what these technologies can do for us.

What is the one behavior or trait that you have seen derail more leaders’ careers?

Not continuously learning and not pacing one’s self is a one-way ticket to burnout. Having the ability to prioritize is underrated. The first step is to determine your law firm’s top priorities. From there, align everything you do to dovetail with those objectives, and your workflow will fall into place. Trying to do absolutely everything yourself, micromanaging people to the point that they lose creativity and spirit, and viewing every detail as a top priority leads to piecemeal success and professional exhaustion.

Please share with us any firm or industry initiatives that you are working on as well as the impact you hope to achieve.

Immediately after joining Ballard Spahr, it was apparent that my first major task was going to be aligning our marketing and business development team to make the important combination of Lane Powell and Ballard Spahr smooth and successful. Accomplishing this will require focusing on many aspects, from the technical aspect of training and providing support so our business professionals can do their jobs at a high level.