Melissa Allen (Alumni Relations Manager at WilmerHale) and Kyle Kraynick (Client Relations Manager at Barnes & Thornburg LLP) delivered a practical and well-structured session on building a law firm alumni program from the ground up.
What stood out was not just the strategy, but the realism. Rather than presenting an idealized vision, they focused on what firms can actually execute—how to start with limited resources, build internal alignment, and create value early. Their framework was grounded, repeatable, and directly applicable to firms at different stages of maturity.
In this post:
- How to start small without losing direction
- Why relevance beats volume in alumni communications
- How to build engagement through repeatable rhythms
- Where programs typically break down: data maintenance
- A simple model you can apply at any firm
Start with Less—But Be Intentional
One of the most useful reframes is how deliberately the scope of an alumni program should be constrained early on.
There is a natural instinct to design something comprehensive from the outset—a full platform, a detailed segmentation model, a robust content calendar. In practice, that approach tends to slow progress.
A more effective starting point is simple:
- A defined alumni list
- A small number of segments
- One or two consistent ways to engage
The emphasis is not on completeness. It is on sustainability.
According to Kraynick, “Focus on what you can realistically sustain… if you try to do too many things at once, the program won’t build momentum.”
Programs that gain traction tend to do fewer things, but do them consistently.
Relevance is What Drives Engagement
If there is one lever that determines whether an alumni program works, it is relevance.
Broad, generic communication is easy to produce and difficult to ignore at first—but it rarely holds attention over time. Alumni disengage quickly when content does not reflect their current role, interests, or stage in their career.
“The fewer messages you send, but the more relevant they are, the better results you’ll get,” Allen shared.
This is where segmentation becomes practical rather than theoretical. It does not need to be complex, but it does need to be intentional.
A handful of clearly defined groups—early-career alumni, senior leaders, in-house counsel, referral sources—can materially improve how communication is received. The goal is not to create more content, but to ensure the content feels considered.
Engagement is Built Through Rhythm, Not Scale
Another common misconception is that alumni engagement requires large-scale programming.
In reality, a small number of consistent “engagement motions” is usually more effective:
- A content motion (e.g., newsletters, alumni spotlights)
- A connection motion (e.g., events, webinars, targeted outreach)
What matters is the rhythm. Regular, predictable touchpoints create familiarity and make it easier for alumni to stay connected over time.
This also reinforces a broader point: alumni programs function more like operating models than campaigns. They rely on consistency more than intensity.
Where the Friction Actually Shows Up
The strategy is relatively straightforward. The friction tends to appear in execution—specifically in maintaining a reliable alumni dataset.
At a high level, most firms already have the tools required: a CRM or contact database, email marketing platforms, and LinkedIn. The challenge is not access to tools, but the quality and durability of the data within them.
Alumni data is inherently dynamic. People change roles, organizations, and industries with regularity. Contact details become outdated. Over time, what begins as a clean list becomes less complete and less accurate.
The impact is incremental but significant:
- Messages stop reaching the intended audience
- Segmentation becomes less precise
- Engagement metrics become harder to interpret
At that point, the program does not necessarily fail—but it becomes harder to scale and harder to justify.
Data Quality is An Enabler of Relevance
This is where data quality moves from being an operational concern to a strategic one.
Relevance depends on accuracy. Without reliable data, it is difficult to tailor outreach, prioritize segments, or measure impact in a meaningful way.
In broader CRM environments, roughly 30% of data becomes inaccurate each year. Alumni data can be even more volatile.
The implication is straightforward: maintaining alumni data cannot be treated as a one-time effort. It needs to be an ongoing part of how the program operates.
When the data is actively maintained:
- Segmentation remains actionable
- Outreach remains targeted
- Engagement trends become clearer
When it is not, even well-structured programs begin to lose effectiveness over time.
A Practical Model That Holds Up
Taken together, the approach is both simple and durable:
- Start with a clear purpose
- Keep the scope manageable
- Prioritize relevance in communication
- Establish a consistent engagement rhythm
- Maintain the data that underpins it all
And importantly:
“Start small, stay consistent, and build from what you already have.”
That combination removes much of the friction that typically delays or derails alumni initiatives.
Where Harbor Can Help
The friction point Kraynick and Allen identified: data degradation over time, is one we encounter constantly in our work with law firms.
Harbor's CRM and Data Quality practice works with firms of all sizes to address exactly this: building and maintaining the reliable contact and alumni data that makes programs like this work. Whether your firm is starting a new alumni initiative, rebooting a dormant one, or trying to scale what you have, the data layer is almost always where execution breaks down.
Our data quality specialists help firms assess the current state of their contact data, implement ongoing data stewardship programs, and ensure that the CRM infrastructure underpinning business development and alumni outreach stays accurate over time — not just at launch.
If you're thinking about your firm's alumni program, we'd welcome the conversation.
Final Thought
Alumni programs are often positioned as a way to stay connected to former employees. At their best, they become something more—an extension of the firm’s relationship network across clients, prospects, and future talent.
The structure to build that is relatively clear. The differentiator over time is execution.
More specifically, it is the ability to sustain relevance—supported by data that remains accurate, usable, and aligned with how alumni actually move through their careers.
That is what allows an alumni program to move from a good idea to a consistently valuable part of the firm’s broader strategy.
Building or rebooting an alumni program? Consistency and data discipline matter as much as programming. Reach out to our team to talk through how Harbor can support your firm's CRM and data quality foundation.
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