The Alexander Group

Concept of law firm merger integration - hands putting black and white puzzle pieces together.

Law firm mergers hit a record high in 2024 as firms sought to leverage practices, expand geographies, and supplement areas of expertise. But while many firms emphasize strategic alignment and cultural compatibility, the real challenge lies in effective law firm merger integration. Leaders often tout how mergers will expand their geographical footprint or align practices, but without a clear integration strategy, these promises can fall short.

Beyond Lawyers: Why Business Services Integration Matters in Law Firm Mergers

Most firms with more than 100 lawyers have professional management of their firms by seasoned business executives. Although a priority of merged firms is integrating practices and leveraging client relationships, it is also important to integrate the business services of the newly combined firm. 

Understanding how to grow a law firm effectively requires adding lawyers or expanding practices and ensuring that business services are seamlessly integrated during mergers. However, I don’t believe there is sufficient discussion about the integration of the executives, managers, and teams who fill the combined firm’s business roles and who help keep the proverbial trains running on time and ensure the culture of the newly formed firm is nurtured and supported.

Strategies for Operational Law Firm Merger Integration

It is key for a successful transition to include and engage lawyers in the merged firm in a thoughtful approach to integrating business professionals and systems. Engaging law firm merger consultants can provide valuable guidance in navigating the complexities of law firm merger integration, from merging business systems to ensuring operational efficiencies.

Combining the professional functions should result in operational efficiencies. Typical law firm mergers support the belief that 1 + 1 does not equal 2 for these functions but should perhaps equal somewhere from 1.2 to 1.5, depending on the function.

If, for example, the finance department of each firm has 40 staff members, it is unlikely that the combined finance department of the merged firm will need 80 staff members. The new finance team could decrease from a combined 80 staff to approximately 60 people. Similarly, there will not be a need for two Chief Financial Officers.

I use the finance function and numbers to illustrate this discussion. The same applies to business development and marketing, information technology, human resources, and other professional functions.

Law firm business leaders and the teams who report to them are often long-tenured, trusted professionals who frequently have deep relationships with lawyers throughout the firm. Some have been loyal cheerleaders who help support and maintain a firm culture. 

Many of these managers’ titles do not reflect the depth of their knowledge, their work, and the relationships they have built with attorneys. And perhaps most importantly, titles do not convey the institutional memory business managers may carry.

Choosing the Right Leaders: Crafting a Unified C-Suite

The integration team should take a thoughtful and comprehensive approach to the combined firm C-suite for a successful merger. Selecting the Chief Operating Officer of the merged firm may be a foregone conclusion if one firm is perceived as the “dominant” firm.

While selecting leaders from within the merging firms is often the first consideration, an external executive search firm can provide a valuable objective perspective. 

By thoroughly assessing leadership needs, skills gaps, and organizational goals, external experts can ensure that the combined leadership team is equipped to drive success. This objectivity helps address potential biases or blind spots in internal selection processes, enabling firms to build a leadership team that aligns with strategic goals. 

Avoiding One-Sided Leadership Decisions During Law Firm Merger Integration

Keep in mind these transactions are always presented as mergers – not as acquisitions, even if one side has significantly more heft and investment in the eventual outcome. Making decisions automatically may not be in the best interest of the newly combined firm for many reasons, including skill set, experience, relationships, temperament, flexibility, ability to lead a change management effort, and likely ability to successfully bring new players into their team.

The smaller firm may have superstars amongst their C-suites, and the more prominent firm may have someone in place who is simply keeping the seat warm because of their tenure. Similarly, selecting all the chiefs from one side of the combination will not lay the foundation for a smooth transition. 

In some mergers, external hires have proven instrumental in achieving seamless integration and long-term success. For example, firms have brought in external Chief Operating Officers with specific experience in large-scale integrations to bridge operational and cultural divides. These external leaders often provide fresh perspectives and specialized skills that neither firm may possess internally, enabling a more robust integration strategy.

Building a Cohesive Business Framework

Firms must carefully consider how the professional teams will integrate and what systems and processes will be adopted. A well-drafted law firm merger agreement can be a foundational document outlining the integration plan for professional teams, systems, and processes. Firms should consider not only the experience of each manager but also their relationships and accomplishments and how they will work within the combined law firm. Asking thoughtful questions will illuminate who can lead the combined firm as it establishes its culture.

While adding lawyers from different geographies or practices is viewed as accretive — by increasing revenues and presumably profits, sometimes practices do not mesh well. Client conflicts, perceived lack of status in the new organization, or perhaps a concern that without the appropriate teams around them, they will not be able to effectively service their clients, which can prompt lawyers to leave.

Typically, these are guided departures, and inevitably, the departing lawyers wind up happily at another firm. And, of course, we know the moment a merger is announced, other firms will swoop in with potentially attractive offers for lawyers with good books of business and excellent reputations. The same, sadly, cannot be said for the business professionals of the firm, who may be asked to leave; they rarely, if ever, leave with a group or the team they have been working with, and may struggle to find new jobs.

Supporting Business Professionals Through Transition: A Human-Centered Approach

The answers for each merger will be different and often nuanced. As noted above, some members of the business services team will inevitably be without jobs in the new firm. It is important to those leaving and those left behind that leadership takes steps to ensure that the displaced business services professionals are supported properly throughout the process.

Firms with a business services integration plan or checklist are more likely to succeed because they have thought through their infrastructure, systems, and, most importantly, communication process to all constituents. In so doing, they will preserve the culture they have spoken about so eloquently.

The Path to Seamless Law Firm Integration: Leadership, Culture, and Strategy

Post-merger integration in a law firm requires meticulous planning to align not just the business systems but also the culture and operational frameworks of the newly combined entity. Integration takes time, transparency, and care. Developing a comprehensive law firm merger checklist ensures that every step of the integration process is accounted for, from leadership selection to operational alignment. Given the complexities of integrating business services and aligning cultures, leveraging an unbiased, expert-led executive search process can be a critical success factor. 

External search partners, like The Alexander Group, provide a neutral, data-driven approach to evaluating potential leaders, whether internal or external. This ensures that leadership appointments are based on merit, alignment with strategic goals, and the ability to drive transformative change rather than on legacy or internal politics.

Leadership puzzle piece symbolizing the CIO role in law firms as a crucial element.
Leadership puzzle piece symbolizing the CIO role in law firms as a crucial element.

Historically, the CIO role in law firms has required an innovative strategist with an ironclad technology background to drive success. However, as law firms and client needs continue to evolve in the wake of artificial intelligence and client needs and expectations, so does the legal CIO role.

The Evolving Responsibilities of the CIO Role in Law Firms

A 2023 survey conducted by CIO Magazine reported that 47 percent of technology executives said security management and improving IT operations and systems performance were their top two responsibilities. Tasks such as business innovation, identifying competitive differentiation opportunities and business strategy were at the low end of the to-do list.

Fast-forward two years, and CIO feedback is changing along with expectations. CIO Magazine reports that the same technology leaders see driving business innovation as a top priority.

The surveyed CIOs said increased levels of business-focused strategic responsibilities will become part of their daily agenda, with technological emphasis being handed to other tech professionals within the firm.

It’s a sentiment echoed by The Alexander Group’s coterie of managing directors and directors, who have conducted dozens of CIO searches for law firm clients over the past four decades. We know the specific needs of law firm clients seeking forward-thinking CIOs who cover the tech infrastructure and bring leadership, communication, and innovative thinking to the table.

What will the expanded role of the law firm CIO look like in 2025, 2026, and beyond? Our team weighs in on this evolving role’s position requirements and responsibilities.

Insights from The Alexander Group on Law Firm CIOs

As the CIO role in law firms expands, so does the skill set required to excel. Today’s legal CIOs are expected to be more than just tech-savvy—they are strategic leaders, collaborators, and innovators. Here, The Alexander Group’s seasoned managing directors and directors share their perspectives on the essential qualities and evolving responsibilities that today’s top law firm CIOs must bring to the table.

“Today’s​ ​CIO​ ​possesses​ ​a​ ​combination​ ​of​ ​technical​ ​expertise​ ​and​ ​strategic​ ​leadership.​ ​They​ ​have​ ​become​ ​client-facing and ​ ​seek​ ways​ ​to​ ​enhance​ ​the​ ​client​ ​and​ ​lawyer/employee​experience.​ ​

Clients​ ​and​ ​lawyers​ ​are​ ​demanding​ ​innovative​ ​and​ ​cost-efficient​ ​technology​ ​solutions.​ ​​Artificial Intelligence continues​ ​to​ ​dominate​ ​potential​ ​technology​ ​solutions, and although it’s in​ ​its​ ​infancy,​ ​it​ ​will​ ​certainly​ ​increase​ ​and​ ​automate​ ​various​ ​billable​ ​activities. However,​ ​​it​ ​poses​ ​many​ ​challenges​ ​around​ ​ethics,​ ​security​, and​ ​compliance.”

John Lamar, Managing Director, The Alexander Group

“Just as law firm marketing has evolved into strategic business development, so has information technology. Now, stemming from IT roots, you will find chief innovation officers, chief security/data security officers, and chief knowledge management officers roles. All of these require an understanding of technology, both firm-side and that of their clients.

That said, IT infrastructure and support are table stakes. The CIO role and these newer, evolved roles begin with understanding business and client relationships, actively collaborating with clients, and finding ways to make those client relationships sticky.”

Amanda Brady, Managing Director/Chief Client Officer, The Alexander Group

“In the past, CIOs were primarily concerned with the network and infrastructure side of technology, but that has changed considerably. Many firms now understand the applications, various databases, and ease of use by all constituents is a much more valuable set of skills.

The amount of data collected by law firms is huge, and this, coupled with cross-level cyber security and AI, means that a top-flight CIO has to have extraordinary technical skills and understand what solutions may help lawyers in the practice of law and business professionals run the operations of the firm. 

The entire landscape is considerably more complex. An effective CIO must also be a strong teammate to other chiefs and an excellent manager of people who are perhaps not as blessed with good communication skills.”

Sally King, Managing Director, The Alexander Group

“The CIO role has been in the spotlight recently–from mitigating increased cyber-security threats and addressing client-driven information security requirements to shepherding and leading the migration to robust and reliable remote-work capabilities; to evaluating and deploying next-generation AI tools and pilot programs. And as a result, the level of institutional change management, business acumen, and firmwide strategic leadership skills have become equally important as technical expertise and operational know-how for top-tier CIOS.”

William Lepiesza, Director, The Alexander Group

“Law firms are increasingly hiring new CIOs. Historically, the IT function has been a critical operational function for law firms. The increasing demands on the technology function to be a driver of the business, as opposed to a supporter of the business, has led to a need for more business-savvy, forward-looking, strategic CIOs.  

The job description has evolved from infrastructure, software, and support aspects of the CIO role to a much greater emphasis on information security and technology innovation (including, but certainly not limited to, AI).

Many of our law firm clients have created separate, peer-level Chief Information Security Officer and Chief Innovation Officer roles to elevate those functions and work arm-in-arm with the more traditional CIO.”

Sarah Mitchell, Director, The Alexander Group

Essential Skills for a Forward-Thinking CIO

The law firm CIO role is evolving to become a top-to-bottom position emphasizing strong internal and external communication skills and the ability to be nimble in all aspects of the role. The CIO is a vital element of firm administrative leadership and will have the opportunity to contribute to a firm’s future in ways not previously imagined or expected.

Progress and innovation lie at the heart of technology, making this time in the CIO life cycle more dynamic and challenging than ever before and setting the stage for what’s next.

Visit our website for C-suite recruitment services tailored to law firm leadership and navigating the evolving CIO role in law firms.

Empty conference room with modern chairs and a large table, symbolizing the impact of a board member resignation on corporate governance.

Board member resignation—especially mass resignation—can destabilize a company, affect investor confidence, and disrupt shareholder relations. Understanding how to navigate these crises is essential for leaders, stakeholders, and aspiring board members.

News Item: All seven independent directors of 23andMe’s (NASDAQ: ME) eight-person board resigned en masse, leaving CEO Anne Wojcicki, co-founder, as its only director. Ms. Wojcicki reportedly owns more than 20% of 23andMe’s common stock and 49% of its voting rights. In their resignation letter, the independent directors said after working for months after Ms. Wojcicki announced her desire to take the company private, they had yet to receive a proposal from Ms. Wojcicki that was in the best interests of the non-affiliated shareholders.

Over the years, we’ve dedicated quite a bit of our blog real estate to board searches:

This article builds on that foundation to examine the recent 23andMe resignation and other examples of board upheaval. We’ll explore the role of corporate governance in managing these crises and provide actionable strategies to rebuild trust and stability after boardroom challenges.

What Is Corporate Governance?

A corporate governance system is the framework of rules, practices, and processes by which a company is directed and controlled. The corporate governance definition broadly encompasses the mechanisms through which an organization balances the interests of its various stakeholders, including shareholders, management, customers, suppliers, financiers, government, and the community. At its core, corporate governance ensures that a company operates in a way that is ethical, accountable, and transparent while striving to achieve its strategic objectives.

Effective corporate governance is essential for maintaining investor confidence, improving investor relations, reducing risks, and ensuring sustainable business practices. It often encompasses key elements such as board composition, leadership structures, decision-making processes, and shareholder rights.

By establishing clear guidelines and oversight mechanisms, corporate governance helps organizations like 23andMe and others navigate complex business challenges, align management strategies with shareholder interests, and foster long-term success.

Handling Mass Board of Directors Resignations

When a mass board of directors resignation occurs, it often raises significant questions about governance, strategy, and accountability. As seen with 23andMe, such resignations typically follow disputes over leadership direction, shareholder interests, or internal communication. In these cases, the resignation letter from the board can provide critical insights into the root causes, whether they stem from dissatisfaction with the CEO, strategic disagreements, or broader governance issues.

Mass resignations can leave organizations vulnerable, requiring rapid responses to rebuild governance structures and maintain stakeholder confidence. This underscores the importance of proactive governance practices, clear communication, and a robust succession plan for board leadership.

Board Member Resignation: A Rare but Impactful Event

23andMe saliva collection kit for health and ancestry testing, highlighting the corporate challenges following its board member resignation.

After the news of the independent 23andMe directors resigning en masse, we knew another board-related article was in order. 

The shareholders elect directors to represent them and play a pivotal role in maintaining strong shareholder relations through fiduciary responsibility and transparent communication. They owe shareholders a fiduciary duty of care (act in good faith, exercise reasonable business judgment, and effectively serve as the direct report of the Chief Executive Officer). Collectively, a board should work together cooperatively, collaboratively, and effectively to act in the best interest of the shareholders. When a corporation retains The Alexander Group to conduct a board search, we meet with the board or nominating and governance committees to discuss the experience and chemistry–both essential to being an effective board member.

In our years of conducting board searches, we have only been asked to replace an entire board once. For context, it was a wholly owned publicly traded subsidiary of the fabled Enron failure and took place in 2001. It’s fair to say this is a rare occurrence.

In the case of the 23andMe board resignation, the seven directors who stepped down in September 2024 said in a letter they had yet to receive “a fully financed, fully diligenced, actionable proposal that is in the best interests of the non-affiliated shareholders” from the chief executive after months of efforts.

Wojcicki responded to the resignations in a memo to employees, published in a securities filing, saying she was “surprised and disappointed” by the directors’ decision.

The genetics testing company went public in 2021 and reported a net loss of $667 million for its last fiscal year, more than double the loss of $312 million for the year prior.

A less high-profile but still stunning board of directors resignation preceded the 23andMe news in May 2024, when Gildan Activewear (NYSE:GIL) CEO Vince Tyra and the entire Board of Directors stepped down after three months in his role. Gildan is a leading manufacturer of everyday basic apparel, including activewear, underwear, and socks.

In the press release, the outgoing board said Browning West, an activist investor group, had secured replacements for the Board of Directors, effective immediately.

While Gildan had a backup board plan in place, as of October 2024, 23andMe’s Wojcicki is still the only board member. However, the company said, “We will immediately begin identifying independent directors to join the board.”

Learning from a Recent Board Member Resignation

In truth, total board attrition is rare, but when something seismic occurs within the corporate board space, it’s worth considering the why—and the what’s next.

Matthew Scott, an editor at Chief Executive Magazine, offers the following suggestions to the now-defunct 23andMe board and other directors looking to maintain a healthy board.

Urgency To Improve Company Performance

The strategies of 23andme’s board and executive team over the last five years were ineffective, yet the two sides watched the stock price drop without making significant changes to stop the decline. This suggests a lack of urgency to correct the problems causing the poor performance, a lack of cooperation to address key issues as the stock price continued declining, or agreement on a series of failed strategies. Boards and CEOs must show greater urgency to preserve value for shareholders than seems to have been exhibited here.

Monitoring of Communication and the Relationship Between the CEO and Board

How does a company’s stock price continuously decline, but the board and CEO don’t have substantive conversations about solutions? If the board and CEO are communicating transparently and effectively, especially in times of crisis or declining revenues/income, they are putting the company at risk. Board oversight includes recognizing when communication between the board and management is inadequate and immediately addressing it. Boards must insist on clear and effective communication between the board and management team to maximize their efforts to improve shareholder value.

Understand the Voting Structure of the Board

According to the letter the independent directors sent CEO Wojcicki, her proposal stated that she would “oppose any alternative transaction” to taking the company private under the terms she proposed. Once the directors realized that the CEO and her affiliates had voting power to overrule the independent directors’ efforts to “fully assess whether there is interest from third parties,” they resigned. Sometimes, directors may have to reconsider how effective they can be at oversight when there is a majority shareholder. Virtually every executive who joins a board does so, expecting to have an impact. If board members can’t have an impact, they may find it easier to leave, individually or all together.

Reflections on Corporate Governance Challenges

When looking beyond the headlines, it’s important to remember that 23andMe is a cautionary tale in several respects. 

When a company goes public, raises a massive amount of capital, and is led by a former hedge fund executive, it generates lots of buzz. Despite the heady start, the company’s future is in doubt partially because of differences with the Board and the Board’s inability to prevail over a controlling shareholder. 

There are lessons and questions here for both CEOs and board members. Those joining the board of a private or public company with a controlling shareholder should assess how the shareholder will work with the board. Can they challenge the CEO or the controlling shareholder? How will they negotiate conflict? Who are the other directors, and why are they on the board?

It’s better to ask questions, even the difficult ones, early on than to be left with an empty boardroom and no plan for the future.

For more information, visit The Alexander Group’s blog: The Loop.

The days of questioning the importance of Artificial Intelligence are over. Staying competitive and ahead of the curve means delving into AI from both leadership and technological perspectives, and knowing where to start is crucial. From boutique law firms to AmLaw legacies, AI is transforming how leadership approaches all aspects of law firm operations.

Rethinking Leadership Roles

Larger firms such as Cooley and Milbank are AI pioneers, establishing internal workflows and protocols, while also serving their clients’ AI needs. Smaller and regional firms are also adapting, incorporating AI into their practice and adding leaders to the executive roster to implement and execute AI. And while technology is intrinsically tied to AI, staying competitive requires executive talent with a broader, more adaptive skill set – prompting firm leadership to ask the following:

  • Who should lead this transformation?
  • Should that person have a JD?
  • Where in the org chart do they belong—IT, strategy, operations?

Managing Director John Mann has his finger on the pulse of the fast-changing needs of boutique and regional firms, finding that AI leaders may not be who you think.

“What’s particularly interesting is that, more often than not, the person leading the AI function within a law firm comes from a legal background,” Mann said. “In my research and conversations, the consistent feedback is that it’s critical for AI leadership to have a legal background, typically a JD, or experience at another law firm. This isn’t about a Chief Information Officer simply implementing off-the-shelf AI tools. Law firms recognize that to remain competitive, especially midsized firms, they must strategically harness AI, because the larger firms are already doing so.”

Survey Says Yes to AI—But With Caution

A 2025 survey of more than 2,800 legal professionals by the Federal Bar Association tracked the changes in AI adoption by lawyers in firms of various sizes.

Respondents from firms with 51 or more lawyers reported a significant 39% adoption rate of generative AI. By contrast, firms with 50 or fewer lawyers had adoption rates at half that level, with approximately 20% indicating the implementation of legal-specific AI within their practices.

In the survey, respondents indicated that the bulk of AI usage falls into business operations, with 54% of legal professionals using AI to draft correspondence, 14% using it to analyze firm data and matters, and 47% expressing interest in AI tools that assist in obtaining insights from a firm’s financial data.

Thomson Reuters surveyed more than 2,200 legal professionals and C-level corporate executives regarding their acceptance and usage of AI and compiled the results in the 2024 Future of Professionals Report. Respondents have warmed to the technology, raising expectations for its use.

  • 77% of respondents believe AI will have a high or transformational impact on their work by the next five years. That’s an increase of 10 percentage points over the 2023 report’s responses. 
  • 72% of legal professionals surveyed in the report view AI as a force for good in their profession. 
  • Half of law firm respondents cite exploring and implementing AI as their highest priority. In addition, they believe AI can help address other priorities, such as enhancing customer satisfaction and improving operational efficiency.

Despite the growing AI implementation, Mann finds law firm leadership is staying vigilant and intentional with AI use, especially when attorney-client confidentiality is concerned.

“The AI landscape is still the Wild West,” Mann said. “I recently had a conversation with a managing partner of a 50-attorney firm, and he said they have restricted the use of AI tools for client matters because of the potential breach of attorney-client privilege. Bottom line? They implemented a policy restricting the use of AI in any client matters.”

New Technology, New Strategies

Firms are looking beyond the IT department for the strategic role, prioritizing an executive’s legal experience and deep understanding of technology to drive efficiency, reduce billing bottlenecks, and enhance client outcomes.

Whether a firm labels the role Chief Innovation Officer, Chief Data and AI Officer, or Director of Innovation, there are consistent requirements for each, including 10 or more years of experience in legal operations, professional services innovation, or technology consulting and a proven ability to lead cross-functional innovation or technology initiatives in a law firm or professional services environment.

Ultimately, AI and its presence within law firm structure and leadership are making their own rules, challenging norms and definitions at every turn.

“AI is coming up as its own function and is not tethered to any one functional area,” Mann said. “There’s the tech piece of course, but there’s also strategy and a need for understanding and expertise in the practice of law. The question many firms are asking is, ‘How can we operate more efficiently to drive greater revenue and profitability?’ And for most, the answer increasingly points to leveraging AI to get there.”

Managing Director John Mann wrote this blog post a week after Hurricane Harvey made landfall in the Houston area on Aug. 26, 2017.

Hurricane Harvey dumped a record-breaking 60 inches of rain across the area, prompting 17,000 rescues, flooding hundreds of thousands of homes, and displacing more than 30,000 people.

John’s story of community connectedness, loss, and resilience in the face of disaster is just as powerful and poignant today as it was in 2017. We share this story and John’s thoughtful action items as a remembrance of all who lost so much and those who saved so many, suffered, and persevered to rebuild and start again.

The rain started on Saturday, August 26th, and continued throughout the day. By late Saturday evening, the unrelenting torrential rains and their puddles quickly morphed into flooded streets in just a matter of minutes. By 5:00 am Sunday morning, the houses on my block in Bellaire, an inner-loop Houston neighborhood, began to flood, and I found myself helping several neighbors evacuate to our house.

We built our dream house this spring, a two-story New Orleans-style house. At the last minute, we decided to build it an extra 18 inches above the city requirement. Our neighborhood had flooded in prior years, but our lot had never flooded. At the time, I thought our decision may have been overkill, but it turned out to be home-saving. 

With the help of a couple of neighbors, I used a kayak to rescue a 90-year-old neighbor whose daughter and first responders were unable to reach. She was by herself and unable to get out of bed as water filled her bedroom. It was a scary and surreal experience. By Sunday afternoon, the water had risen to within one foot of our front door. The water rose and eventually receded 24 hours later, though the rains would not stop for another 48 hours. After the water receded, we breathed a sigh of relief and began to take stock.

Our garage and cars flooded, and we lost power and plumbing for 36 hours, but thankfully, our house did not flood. Twenty-one neighbors sought refuge at our house on Sunday evening, all of whom had lost their houses and most everything in them. The mood was somber; we were all in a state of shock and disbelief. We gave up our sons’ rooms, and every other room in our house was filled with people on couches and air mattresses. Sadly, for unexplained reasons, no rescue boats or helicopters found their way to our street.

On Monday morning, we discovered that our house was one of the few in our neighborhood that did not flood. In the last week, my wife and I have been doing everything we can to help our neighbors begin the arduous process of rebuilding their homes. We, along with a cadre of volunteers, have removed furniture, sheetrock, insulation, and flooring.

After a home has flooded, it is essential to remove the sheetrock and flooring as soon as possible to prevent mold growth and allow the house to dry out. Our street, like so many others around Houston, is lined with huge debris piles. The rancid stench of mold is overwhelming. The cleanup alone will take weeks, if not months, and will serve as a poignant reminder of the catastrophic devastation.

I, like many others, donated money in years past when tragedies struck other areas of the country and world. I would text a donation, give money or supplies, attend a fundraiser, and feel good about contributing. However, I never understood how my donations were distributed or the exact impact my donation would have. Over the past week, I have received numerous inquiries from clients, friends, and family members who wanted to offer their assistance. I also learned what to do and not to do when offering to help:

1)   Volunteer your time, not your religion or politics. Many of my neighbors and I went house-to-house to assist families with whatever they needed. We asked them if we could help and quickly got to work photographing and documenting destroyed furniture and belongings, as required by insurance companies, and removing furniture, sheetrock, and boxing salvageable belongings. We offered to wash clothes, towels, and linens, and with each house, we became more adept at identifying other opportunities to lighten the homeowner’s tremendous burden.

We did this as efficiently and quickly as possible, without regard for the family’s political beliefs, religious affiliation, or ethnicity. We just wanted to help our neighbors. Unfortunately, I noticed a few organizations that appeared to have ulterior motives of espousing their religious or political beliefs in exchange for their help. Others overthought it and wanted to establish command posts and interview families to “determine needs.”

The requirement of your time is simple and straightforward: show up and be willing to work right away. Ask, “Do you need a hand?” and quickly get to work.

2)   Donate thoughtfully. As reported on CBS News, some donated items hinder recovery and are not necessary. Also, I learned that recoveries are fluid and dynamic, and requirements change daily.

In the first few days, housing, food, and materials to help remove water-soaked sheetrock and flooring were scarce and in high demand. Then the need moved to fans, dehumidifiers, boxes, and packing tape. One San Francisco friend and client did two things that touched me deeply. The Power of Business and Style CEO Anne Sagendorph sent a letter to her clients describing our plight. She followed that by sending a huge order of boxes for my neighbors to pack up their remaining belongings. Another business friend from across town donated a chair, a nightstand, and lamps she was no longer using. My neighbors will never meet this thoughtful friend, but they will have light and a place to sit in their temporary housing thanks to her. 

Today’s needs are different. I am now trying to find animal shelters that will temporarily house cats and dogs as families transition to temporary housing (mostly apartments, many of which have a limit to the size and number of pets). Again, a client has jumped in and is trying to help our neighborhood. Bottom line: determine what is needed and when it is required. Be thoughtful and creative. 

3)   Houston visitor/volunteers –are you needed? Most shelters and organizations have multiple needs. If you are a doctor or pharmacist who wants to volunteer, there are plenty of opportunities to serve. On the other hand, if you just want to help, make sure you have a plan, a place to volunteer, and a place to stay.

Many flood victims, even if they are still in their houses, are too traumatized to want company, even if you are there to help. I had to tell an old college friend who wanted to travel to Houston to help that, with my neighbors using me as a fallback shelter, I couldn’t accommodate him. 

If there is no specific assignment for you, determine if the money you would spend on flights and hotels would make a greater impact than your time. Many not-for-profits have up-to-the-minute wish lists on Amazon of items they need most. And in the final analysis, nothing works better for not-for-profits (and some displaced families) than cash.

4)   Select organizations that make an immediate impact. I discovered that those who lost everything almost immediately needed shelter, food, and transportation. Some who lost their wallets or credit cards needed cash. Sadly, perhaps because of its enormous scale, there is no single nonprofit that has been able to adequately support Houston’s colossal needs. There seems to be disagreement about whether big organizations (think SPCA and Red Cross) are as effective as grassroots fundraising organizations, such as Houston Texans star player JJ Watt’s Hurricane Harvey Fundraiser and the Cantor Fitzgerald Relief Fund, which give 100 percent of the funds collected to hurricane victims. Those seeking a smaller, more transparent animal rescue group may wish to consider Friends for Life. Also, consider a direct gift of gift cards or cash.

Disaster recovery is a marathon, not a sprint. Hurricane Harvey will soon roll off America’s radar (pardon the pun), and life for some of us in Houston will soon return to normal. The rebuilding effort that lies ahead for many will be challenging and stressful. Donations will be required for months to come. Find your cause, or causes, within the disaster, and spend time researching to determine when, how, and what you can do to help.

Not-for-profit leaders are accustomed to doing more with less. Still, waves of economic uncertainty, coupled with the rapidly evolving AI landscape, are forcing even the most seasoned leaders to reevaluate and redefine past methodologies and strategies.

Today’s leaders recognize that the decisions they make will have a lasting impact on their organizations’ mission, funding, and strategy. Maximizing the relationship between a Chief Executive Officer and their board, implementing AI literacy, and sharpening fundraising focus are essential for the sustainability and growth of an organization.

Benefits of a Strong Board

The partnership between a CEO and their board is one of shared commitments and a well-crafted strategy. A CEO should be able to lean on their board and, at times, be prepared to hear difficult truths. Board members bear a responsibility to engage with the organization, its executive team, and other key stakeholders.

Organizations that invest in building effective boards often see more stable funding, stronger staff retention and morale, greater influence in their sector, and more substantial donor confidence.

Modern board governance is evolving as the demand for more strategic, diverse, and accountable board members increases. In practice, this translates to broader board representation in terms of age, experience, and diversity. Clearly defining board roles and term limits lays the foundation for continued growth.

“Nonprofits transform their trajectory when boards adopt some of the discipline and accountability models of the corporate world. When CEOs and boards align on clear roles and a shared strategy, they drive greater impact and long-term growth,” said John Mann, Managing Director, The Alexander Group.

Engaged Boards Elevate Fundraising

The top line for fundraising and development activities is always at the forefront of not-for-profit organizations. Cultivating a more engaged board is an effective way for nonprofits to enhance their fundraising efforts, and that starts with empowerment and clear expectations.

Start by setting clear expectations, providing training, and fostering a culture of accountability. A well-informed, mission-driven board can unlock new funding opportunities, leverage its networks, and serve as influential ambassadors for the organization. When donors feel connected and the board is fully invested, fundraising efforts become more strategic, sustainable, and successful.

Embracing AI

From predictive fundraising to automated grant reporting, AI is rapidly changing nonprofit operations. According to the 2024 Nonprofit Standards Benchmarking Survey, 82 percent of organizations have implemented AI technology. AI is quickly becoming a valuable tool in the not-for-profit sector, enhancing an organization’s ability to anticipate donor needs and recommend targeted actions.

Strategic CEOs understand the urgency of thoughtfully investing in AI across everything from software to leadership positions, such as Chief Innovation Officer. Smaller organizations are forming committees that may include board members to explore how to use AI synergistically with various functions. 

Employing AI to do everything from the tedious to the time-consuming leaves staff open to connect in a more meaningful way with the organization’s donor base. Forward-looking not-for-profits are using AI-assisted donor segmentation, chatbots for volunteer engagement, and automated analytics for board reports, building AI literacy among their team members.

Digital fundraising solution OneCause works specifically with not-for-profits and found organizations are most successful when leaning into AI from a solid foundation of personal connectedness. In 2024, 75% of organizations hosting in-person events met or exceeded their fundraising goals, and 76% of those using hybrid models also achieved their targets.

Mission-Minded, Future Focused

It’s a challenging time for the modern non-profit CEO/Director, but within this sea change lies opportunities to serve and grow the organization’s mission.

The mission is the motivator.

“Every nonprofit begins with someone on a mission. To grow the organization, the mission must resonate with others, and someone must articulate the mission in such a compelling way that others embrace it and are willing to support it, not just with their hearts and their volunteer time but also with financial donations,” said Amanda K. Brady, Chief Client Officer/Managing Director. “Whether it is the Founder, a CEO, or a development leader, someone must craft and evangelize a message that brings others into the community and keeps them engaged. It is an existential imperative. In today’s times, leaders must seek, embrace, and utilize innovative tools that build on the organization’s mission.”

Tara Bunch, COO of the American Kidney Fund, describes herself as a “strategy nerd” whose career has spanned media, nonprofits, and strategic consulting. 

As the Chief Operating Officer of the American Kidney Fund (AKF), Bunch oversees core operational areas—finance, administration, human resources, and IT—and acts as liaison to the Board of Trustees’ Audit and Finance Committees. In this AKF executive interview, Bunch shares how strategic leadership and cross-functional experience have shaped her role at the helm of American Kidney Fund leadership. 

This nonprofit executive Q&A offers insights into how mission-driven operations can thrive under thoughtful, agile leadership.

About Tara Bunch

A Harvard M.B.A. graduate, Bunch began her career in strategic consulting for media and entertainment businesses at Accenture and wound her way through heady roles at Discovery Communications, Travel Channel Media, and National Geographic. She was the Director of Global Strategy and Business Development at National Geographic, where she transitioned from Chief of Staff in 2014 to Deputy Chief Operating Officer in 2016.

Her affinity for strategic planning was rewarded when she was named Chief Business Operations Officer at the National Geographic Society, where she served as an enterprise leader accountable for managing critical staff functions, including information technology, human resources, facilities, finance, planning, metrics, evaluation, and research.

The road ahead for the American Kidney Fund is laden with opportunities for Bunch, her team, and the Board of Directors to continue the organization’s life-changing work on behalf of the more than 35.5 million Americans living with kidney disease.

“What I appreciate about strategic planning at AKF is the broad engagement we have in the process. So often, strategic plans seem to come from a black box and are put on a shelf. At AKF, we spend about a year pulling the plan together, with input from across the organization and the Board of Directors,” Bunch said. “I am excited to see how our plan will change from our current one, recognizing both the progress and the challenges we have faced since finalizing it at the end of 2022.” 

Tara Bunch’s Perspective: Strategy, Agility, and Operational Excellence in Nonprofit Leadership

Read more of the conversation between Director Sarah Mitchell, The Alexander Group, and American Kidney Fund COO Tara Bunch below.

How COO Tara Bunch Applies Strategic Thinking to Nonprofit Operations

Q: Your early career included management consulting and financial leadership roles. How have those experiences shaped your current work in nonprofit operations and informed your strategic approach as COO of the American Kidney Fund?

Bunch: This is likely a bias toward my financial analysis roots, but I still love the adage, “show me your financials and I will tell you what you care about.” Also, “no margin, no mission.” I think the most misunderstood part of nonprofit work is the notion that we aren’t as analytical, or we don’t pay as much attention to the bottom line. Strategic thinking and financial analysis—the same skill sets I honed in the earliest parts of my career— are still key to the work I do at the American Kidney Fund.

I think my early years in consulting developed my muscles of both getting up to speed quickly on the issues at hand and being able to shift from one topic to another. As Chief Operating Officer at AKF, I may have meetings about upcoming Board Committees first thing in the morning, then shift to our training strategy for staff, then have a conversation about our financial statements and how to think about the rest of the year. All of that before noon!

In terms of leadership, I have learned to be flexible and adapt my approach based on the unique circumstances I face, utilizing past experiences to make more effective decisions. In all the roles I have held, I still return to the basics of breaking down problems or opportunities into manageable pieces that we can successfully address.

I hope along the way, I am inspiring and motivating my team toward our shared goals and mission.

Tara Bunch on Shifting from For-Profit to Nonprofit

Q: We regularly hear from executives looking to make a move from for-profit to nonprofit leadership. How did you navigate your transition from for-profit to nonprofit organizations, and what advice would you share with others looking to make the leap?

Bunch: It wasn’t really a conscious decision, but it feels like the ultimate path I was on all along. I started my professional career in strategy consulting. Coming out of college, it seemed like an amazing opportunity to experience different kinds of organizations and industries while (hopefully) adding value and efficiency to their operations. I think I have always had that kind of mindset – both to help solve problems but also to look for ways to make things work better.

Many of my consulting clients were in the media space, so when I decided to attend graduate school, I wanted to transition into the educational media world upon graduation. Two reasons: one, I found the business side of media fascinating and a place where I could add value, and two, I realized during my consulting years that it was always a better experience when I truly believed in the product. I ended up taking an internship at Discovery Communications after graduating and stayed there for nearly seven years. It was a great opportunity to bring my skill sets – financial, analytical, strategic – to an exciting time in media when HD and streaming were just ideas coming to fruition. The organization also went public during my time there, which was a learning experience in and of itself.

My next move was to National Geographic, but I started on the for-profit side. After a few years, I was asked to help onboard the new CEO. It was supposed to be for just a few months, but I transitioned into his Chief of Staff. A year or so later, that position enabled me to be part of a transaction that solidified the future of the nonprofit side of National Geographic, and I remained on the nonprofit side for the remainder of my time there. So, while this was absolutely a shift from for-profit to nonprofit, I think the thread that ran through it was that the “product” each was putting out was something trying to be good for the world. We can argue whether or not TV is “good,” but in my mind, a documentary is better than most consumer products.

The biggest difference for me is the ability in nonprofits to think long-term, truly. Yes, we have daily, monthly, and annual financial pressures and realities, but the vision and mission of nonprofits reach well past the tenure of their employees. We can also be creative in who we partner with and how those partnerships can work. While we need outside funding to operate, we can also enter partnerships that don’t involve funding if the organizations can bring something unique to the table to advance our mission. It allows for a lot of freedom to try different things. 

How Tara Bunch’s COO Role Shaped Her Leadership Approach

Q: As the COO of AKF, you lead a range of diverse functional areas. How did you learn to manage large teams across functions, and how has your management style changed over the last decade as you’ve grown?

Bunch: My management style has definitely changed over the years. At first, leaders tend to manage staff in their own area of expertise – for me, it was in Financial Planning & Analysis. I think from my years in strategy consulting, I always thought about the connections across functions – while finance, technology, and human resources absolutely require different skills and areas of focus, they ultimately need to work together to effectively allow an organization to function well. And while I may not know how to code technology, as an employee, I know what it feels like to try to learn a new platform, or what the annual performance review process feels like from an employee perspective – I can take that insight into leadership of those functions, while ensuring I have an amazing team with those deeper skill sets.

The most challenging transition of a function I ever had was managing facilities at National Geographic, a team of engineers, mechanics, and other staff, whose jobs I had no personal experience with. I knew I needed to trust the team to give me the information I needed, and my value was in the connections of their work to the rest of the organization. By bringing the detail(s) and the big picture together, we were able to create a really high-functioning team for the organization.

I think what has changed the most about my management style is the comfort I have in sharing when I don’t know something. It isn’t a weakness – it is an opportunity to learn something and recognize the skills and knowledge of those on the team. I don’t need to know all the answers or know how to do everything. My value is guiding my teams and helping them unlock their ideas; I can help them understand how things may fit into the overall organizational perspective, and how important each of them is to that bigger picture. My hope is that it creates a culture of trust and learning across the teams I manage, and in support of the organization as a whole.

Tara Bunch on American Kidney Fund Leadership and Impact

Q: You are four years into your tenure as COO at AKF, and previously you served as Chief Business Operations Officer at National Geographic. What was your experience in moving to a voluntary health organization? Are all nonprofits the same, or have you found marked differences in what spells success?

Bunch: I think nonprofit organizations are generally more similar than dissimilar; they are groups of people working to make something better in the world. The kinds of smart, driven, and creative people I had the pleasure of working with at National Geographic are the same kinds of smart, driven, and creative people I have the honor of working beside at the American Kidney Fund. 

The largest difference for me in moving to AKF is the singularity of focus around people with kidney disease, what they need, and how we can help them live healthier lives. It is a smaller organization in terms of staff size than I have worked at previously, but that focus allows us to have an immense positive impact on people living with kidney disease, their caregivers, and the policies, research, and education that we develop to one day eradicate these illnesses. We are small but mighty.

I think success at any nonprofit comes from the belief in the mission and the creativity of those involved to come up with ways to make that mission a reality. Before I got to AKF, the COVID pandemic was in full force, and it had a devastating effect on kidney patients. The team at AKF quickly pivoted and created a grant program to help patients, providing emergency funding for assistance with life-critical needs, such as food, transportation, nutritional supplements, and medical expenses. It is that kind of thinking that I think makes a successful organization – how can we quickly mobilize in the face of whatever is new coming our way and make a difference for those we pledge to support? 

Inside AKF’s Evolving Strategy and Impact

Q: What is on the horizon for AKF?

Bunch: So many things! A few I think are exciting are our focus on the clinical and medical side of kidney disease, and our forthcoming strategic plan. 

In 2024, we hired a full-time nurse practitioner who serves as AKF’s Senior Director of Clinical Education, and a part-time Chief Medical Officer – both firsts for AKF. We have always had a Medical Advisory Committee and medical practitioners on our Board to help guide us, but investing in staff with these skill sets will really turbocharge our ability to advocate for kidney patients. 

I am a self-proclaimed strategy nerd, so working on the next version of AKF’s strategic plan is exciting for me. What I appreciate about strategic planning at AKF is the broad engagement we have in the process. So often, strategic plans seem to come from a black box and are put on a shelf. At AKF, we spend about a year pulling the plan together, with input from across the organization and the Board of Directors. I am excited to see how our plan will change from our current one, recognizing both the progress and the challenges we have faced since finalizing it at the end of 2022. 

*Even though our series is titled “Five Questions with Extraordinary Leaders,” we welcome additional insight from the featured leaders, and Ms. Bunch was no exception, so this installment includes a bonus question and answer.

Keeping Teams Engaged in Challenging Times

Q: How do you approach the challenges of recruiting and keeping your team engaged and motivated during economic uncertainty and political shifts?

Bunch: I feel like I have seen so many talent market shifts throughout my career. I think back to the tough market I entered into in 2002 after grad school, the downturn in 2008-ish, and of course, all of the challenges throughout COVID. 

There are two main ways I feel like I have been successful in leading an engaged and motivated team – showing empathy and focusing on connection. We all know we often spend more time with our work colleagues (or working) than we do with people in our personal lives, so we should strive to make that time fulfilling. While jobs aren’t required to provide happiness, the best jobs do; they also provide challenge, connection, and provoke curiosity. 

As a leader, I try to identify opportunities for growth for my team and be honest when either I don’t know something or something isn’t possible. Building that trust is key when the outside world is scary or uncertain. My team (hopefully) knows that they can trust me to give them guidance and also empathize when things are not in our control. Honesty is a big part of that too – I admit when I don’t know something or need help. That was harder for me to do early in my career, but I want to model to the people I work with that I don’t have all the answers, but I will help find them.

I also try very hard to build and maintain connections across my team and the organization. We are a hybrid organization, so we are mostly interacting virtually. But the time we do spend together, we make it intentional: team meetings and training, crossover meetings with other staff. I start every team meeting with a question – something like “what did you have for breakfast”, or “what is your favorite thing to write with” – so that the team can get to know each other in a different way. And I end every team meeting with kudos, which allows me and the team to shout out major and minor accomplishments. My goal is to create those connections that carry over into work – if you know you and another colleague REALLY like red pens, you may be more likely to reach out about a question you have.

The Alexander Group Global Executive Search

The Alexander Group has the privilege of partnering with leaders who bring both vision and operational excellence to the organizations they serve. Executives like Tara Bunch, COO of the American Kidney Fund, exemplify the kind of strategic, empathetic leadership needed to drive meaningful impact in today’s complex landscape.If your organization is seeking exceptional talent to navigate change and deliver results, we’d be honored to help you find your next extraordinary leader.

It’s not every year college graduates receive life lessons from a famous frog and the chairman of the Federal Reserve, but in 2025, commencement speeches by celebrities, athletes, and political leaders are as varied as those turning tassels this spring.

While college graduation season continues through mid-June, in the spirit of optimism for the future of the Class of 2025, we are highlighting some of the year’s standout quotes from speeches at Johns Hopkins University, Emerson College, Princeton University, and NYU.

Jerome Powell, Chairman of the Federal Reserve, Princeton University

“We all move at our own pace, and that’s ok. Fifty years later, I can tell you something I did not know then: The vast majority of what you need to know about work, about relationships, about yourself, about life, you have yet to learn. And that itself is a tremendous gift.

Over the remainder of your life, you must continue to educate yourself and to grow as a person, becoming more focused on what really matters, more widely knowledgeable, better read, more disciplined, and more strategic. But also wiser, kinder, more empathetic, more generous, more loving, more forgiving of others and of yourself. Each of us is a work in progress. The possibilities for self-improvement are limitless.”

Actress Jennifer Coolidge, Emerson College

“When you find the thing that you want to do, I really want to highly recommend, just friggin’ go for it. You really have to psych yourself up into believing absurd possibilities, and you have to believe that they are not absurd.”

Actress Molly Shannon, NYU

“Whatever road you choose to follow, you will hit bumps. These bumps will make you feel stuffed or like a failure, or make you regret choosing to go down that road in the first place–the key is how you react.” 

Musician Andree3000, Berklee College of Music

“If you are an artist, your job is to stay true to what you feel and stay true to your instincts and stay true to what drives you.”

Actress Regina Hall, Fordham University

“What I don’t remember is my GPA, I don’t remember many of my tests or exams, what I do remember are the people who helped me type papers late at night, my professors, who took extra time with instructions and support, because college is not merely an academic institution. It’s a stepping stone to building independence and testing the limits of your moral compass. So we look to you to hold humanity to the highest standard, to remind us of our divine nature. You will exemplify the excellence that resides in us all.”

Former Major League Baseball shortstop for the New York Yankees and Baseball Hall-of-Famer Derek Jeter, University of Michigan

“You owe it to yourself to think long and hard about what you want to do with your life. To think about what you value most. It’s a choice. Your choice. There may be unwanted side effects with those dreams, too. Side effects like doubt, criticism, endless hours at work. But that’s the price you pay.”

Actor Lavar Burton, Howard University

“Remember that you are descended from some of the most resilient souls in the history of humanity. And whatever you do, do not allow fear to paralyze you into non-action.”

Today Show co-host Al Roker, Siena College

“Truth matters, and that’s never been more relevant than right now. We are in a moment when truth is under attack, when the loudest voice, too often, drowns out the most honest one, where misinformation spreads faster than facts, and that’s why your voices matter.”

Sal Khan, Educator, Founder and CEO of Khan Academy, Johns Hopkins University

“There’s no Forbes list of the 500 happiest people on Earth. If there were, I suspect most of them would be people we’ve never heard of, but they’ve had a few things in common. A strong community of friends and family, a sense of purpose, a way to express themselves creatively. They’d feel appreciated. They’d laugh often, they’d see the glass half full and not take themselves too seriously. Many would have basic financial security, but plenty would have far less material wealth than most of us. So, as you build yourself in the traditional sense, also invest in what gives you meaning.”

Philosopher and Musician, Kermit the Frog, University of Maryland

“Life is not a solo act; no, it’s not. It’s a big, messy, delightful ensemble piece, especially when you are with your people. Life is better when we leap together.”

I recently had the pleasure of attending the 28th Milken Institute Global Conference in Los Angeles. Although it ended last week, many insights have stayed with me. Over 900 speakers—global political leaders, business executives, scientists, non-profit leaders, and cultural and entertainment icons—participated in over 200 panels.

The speakers and subject matter were so informative, hopeful, and impactful that I want to share some of what I learned, especially about health and those who are making a difference.

An Impactful Welcome

Those attending conferences seldom remember the introductory welcome. This was not the case at the Milken Conference. After the standard welcome by Milken CEO Richard Ditizio, he went right to the bipartisan issue that concerns us all: the hostility with which people address those with different ideas and how that hostility bleeds across all areas of our society, impacting our children and often leading to violence.

Ditizio called on all of us to be willing to listen and learn from “those who don’t share your beliefs, celebrate the same holidays as you and love different people.” The Milken Conference is apolitical and always cordial, but Ditizio’s impactful words set an aspirational tone and were widely shared on social media. 

Health Matters

In an interview, Mehmet Oz, the TV personality known as “Dr. Oz” and now the Administrator of Medicare and Medicaid Services, spoke about his efforts to eliminate waste from our outdated reimbursement system.

He cited the fact that states have no way of knowing if a person moves from one state to another, which results in the federal government paying both states and costing taxpayers billions of dollars. Dr. Oz emphasized that every great nation takes care of its most vulnerable, and the most expensive thing we pay for is bad healthcare.

Women’s health was a subject of several sessions.

Former First Lady Jill Biden, chair of the Milken Institute’s newly established Women’s Health Network, spoke about pooling money from the private sector to finance historically underfunded women’s health research.

The sessions illuminated the telling statistics regarding women’s health. For example, Alzheimer’s affects women nearly twice as much as men, as do other diseases, to name a few: heart disease, autoimmune disease, osteoporosis, and stroke. Interestingly, many gynecologists receive little training regarding perimenopause and menopause.

Advances are being made in women’s health. Outside of the sessions, I met with an investor in Amboy Partners, a venture fund focused on women’s health, who spoke of a male birth control method—a cream—that is not that far off.

Longevity Session Offers Advice and Big News for Dog Owners

The session on longevity was standing room only and was one of my favorites—no doubt because of my age, although a number of Gen Xers were also in attendance. Each panelist was involved in some aspect of longevity: preventing Alzheimer’s, studying those who live to 100, which included an orthopedic surgeon/researcher and a researcher of longevity drugs.

Each of the panelists shared hacks for longevity:

  • In Sardinia, one key to living to 100 is having daughters.
  • Eat more of a plant-based diet and opt to eat at home
  • Know your numbers—blood pressure, blood sugar, cholesterol—and get tested regularly to forestall possible problems.
  • Bone health is a key to longevity, and it starts in childhood. Move, jump, and pound. Bones love to be bounced.
  • Exercise is the number one thing people can do to loosen up the toxic amyloid protein in the brain and maintain brain health, but exercise should be customized to the individual.

What Did We Learn? 

  • 93% of our lifespan is dependent on daily lifestyle choices. Evidence suggests that if we optimize all lifestyle factors, the average person could expect to live a healthy life to 90 or 95.  
  • A conservative estimate is that half of dementia cases may be preventable.
  • As belly fat gets larger, the memory size in the brain gets smaller. 
  • The biggest predictor of life expectancy is our zip code. 
  • Men lose their anabolic steroids in a linear fashion. With menopause, women have a mid-life cataclysmic event.
  • Only 2% of venture capital dollars are for women’s health after age 40. 
  • Women and men have different brains, and the most pivotal time for women is perimenopause transition.
  • 25% of women have a gene that is triggered at menopause.  Hormone therapy after menopause might take the woman with that gene off the road to dementia.
  • Studies have shown that if a patient spends 18 months at the Alzheimer’s Prevention Clinic following an aggressive prevention plan, Alzheimer’s could be delayed four to eight years. 

The “How” Behind Doing the Right Thing

Getting people to change their behaviors (diets and exercise) is hard. What we need to do is change our environment.  One hack to changing a population’s environment is to increase the walkability of a city or town.  If you live in a city like Houston, the average person walks about 4,000 steps a day, but if you live in a walkable city like Boulder, Colorado, or New York, you are likely to rack up closer to 10,000 steps a day.  For every daily 1,000-step increase, a person’s chance of dying reduces by 12 percent. A 40-year-old who adds an extra 5000 daily steps can extend their life expectancy by four to five years.

Getting to 100

Longevity is in the details. Women are five times more likely to reach 100 years old than men. However, only 20% of women who reach 100 will be in good shape, while 50% of men who reach 100 will be in good shape.  Living to be 100 should be the goal, even though we are not there today.  The current life expectancy for women who adhere to healthy lifestyles is 96, and for men it is 91. Life expectancy increases by two years every decade. Happiness increases as you age after traversing through middle age.

Challenges Ahead for Healthcare Advances

There are some potholes on the road to health and longevity. In the past five years, 98% of drugs approved by the U.S. Food and Drug Administration originated with National Institutes of Health grants. Experts at the Milken Global Conference said current funding cuts are expected to have long-lasting effects and possibly take years to reverse. Many up-and-coming scientists are leaving the U.S. in favor of countries more committed to research. 

One key to meeting the challenges lies in repositioning the health system toward being healthy instead of sick.

Some Dog Gone Good News

As an avid animal lover (especially of cats and dogs) I was intrigued and excited to learn about Loyal, a clinical-stage veterinary medicine company developing drugs intended to extend the health span and lifespan of dogs. Expect this drug to be approved in the next three years.

Philanthropy In Action

Philanthropy is a key emphasis at the Global Conference, and attendees are always delighted by ways to give back and the people leading those efforts.

Three of this year’s featured philanthropists were Patrick Dempsey (formerly of Grey’s Anatomy), Armando Christian Perez (Pitbull), and José Andrés (founder of World Central Kitchen). Pitbull spoke about a tuition-free public charter school network recognized globally as a leading education organization responsible for serving over 10,000 students. He stated, “it all started when a teacher believed in me.”

Dempsey started the Dempsey Center in Portland, Maine, in response to his mother’s cancer journey. The center offers supplemental, holistic treatments to cancer patients, such as yoga, Reiki, acupuncture, and counseling. Although its brick-and-mortar facility is in Maine, its 35 programs reach 32 states and four countries.

World Central Kitchen Founder Jose Andres, recently awarded the Presidential Medal of Freedom, was interviewed by California First partner Jennifer Siebel Newsom and spoke about how sharing food, especially in a crisis, can be a powerful tool for good.

Andres spoke about how storytelling, through his videos of feeding those in need after catastrophic events, communicates the level of devastation and the hope found after a warm meal and the promise of a new day. He praised the volunteers working in real time to set up food trucks and outdoor restaurants, most recently during the California wildfires.

“We should be treating people in emergencies like they are coming to my best restaurant,” Andres said. Newsom commented, “food can be a tool for communities to heal.”  As I exited these sessions, I heard attendees discussing how they could share what they learned.

Final Thoughts: Milken Global Conference 2025

These are indeed uncertain times and there is much reason for angst, anxiety and even fear. The beauty of the Milken Global Conference is the confluence of ideas and perspectives and the desire to flourish—the theme of this year’s Global Conference.

The Milken Institute has posted many sessions on its website and social media channels.

I hope they will get the attention they deserve.

This Milken Institute Global Conference post originally ran May 9, 2018 as part of an annual blog series.

Last week, I attended the exclusive, invitation-only 21st annual Milken Global Conference at the Beverly Hilton Hotel—home of the Golden Globes. This year’s theme was “Navigating a World in Transition.” For three days, attendees heard 740 entertainment, Wall Street, philanthropic, economic, scientific and world political leaders address everything from longevity, philanthropy, gun violence, diversity, politics, investment in Africa … well, you get the idea.

Imagine a scene where guests from all over the world bask in the warm L.A. sunshine from outdoor lounges decorated with plush sofas, cushions monogrammed with the Milken Institute logo, and a jumbo TV screen live-streaming some of the panels, while enjoying plentiful food and drink and unlimited celebrity sightings. Security is tight, and a badge and scannable facial ID are required for admittance. CNBC, Fox News, Facebook, and Bloomberg broadcast their morning programs in the lobby. And nearly 2,000 people move quickly from one session to the next. Fortune 500 CEOs, heads of state and celebrities all mingle without entourages, giving the event a certain buzzy vibe. Although the conference stated the dress code was business casual, most men wore suits, and women wore their best boardroom attire. 

Several people have asked me to share what I learned.

The most successful people in the world have a story. 

Because I’m in the people business, I’m always curious about what makes a great leader. What is their background? How did they get to where they are now? What were their challenges? How are they using their gifts? Here are four people who surprised, educated, and even inspired me about tough times, leadership, and impact. In a later blog, I will discuss other important discoveries and lessons.

“One has to help African people so they [can] help the animals” — Jane Goodall

Jane Goodall

Jane Goodall is a British primatologist and anthropologist who is the world’s foremost expert on chimpanzees. Goodall is best known for her more than 55-year study of social and family interactions of wild chimpanzees since she first went to Tanzania in 1960. She has worked extensively on conservation and animal welfare issues. At 84 years old, Goodall is charming and energetic, yet she projects a calm and Zen-like presence. Goodall gave much credit for her success to her mother, who “didn’t yell when I brought spiders to bed with me and who bought me books on animals.” Goodall said she realized from her work in Africa that one has to help African people so they could help the animals. “The most important thing we can give is hope. We can each make a difference every day and, in so doing, make the world a better place.”

Tom Brady

For you football fans, Brady plans to play for the Patriots next year and well into his forties. He respects coach Bill Belichick and acknowledges how much he has learned from him, although he admits Belichick is not easy to play for. And in the manner of a true politician, Brady danced around questions of why cornerback Malcolm Butler was benched—saying he didn’t realize he was benched until after the game and still didn’t know, which many of us found hard to believe.

Brady talked about how it “sucked” to lose the Super Bowl, and that after the game his three children were crying. He told them “Dad doesn’t win them all,” and taught them that part of life was learning to roll with disappointment. I found Brady to be most vulnerable and open when talking about his father, the most important influence in his life: “He taught me so much about working hard for his family—incredible determination, humility, and love—that’s what he was all about.”

Brady also gave some hints about his second career as a motivational coach, helping people in every career maximize their potential. “How can you, if you commit to the right things, be the best you can be?” he asked. And went on to say, “What I am learning as I get older is that it comes from within—joy, motivation, happiness—it comes from the inside.” He was quick to add that in the meantime he wants to “inspire people through his actions and performance.”

Alex Rodriguez

I wasn’t surprised to hear that legendary athlete Alex Rodriguez was speaking at the conference. After all, he is considered one of the greatest baseball players of all time, appears regularly on ESPN and Fox Sports, and has started A-Rod Corp, an integrated investment firm that manages internal and external capital. What did surprise me was the panel on which he participated (along with Kevin O’Leary of Shark Tank): “How to Be A Man in 2018”. The panel’s theme was how men are defining their roles in the march toward gender equality. I was surprised that a man whose success was earned through athletic prowess was so candid about what he considered greater measures of success, such as building great cultures and advocating equality and diversity. But one of the benefits of the Milken Global Conference is that you learn not to make snap judgments about people, and that every person can have a second act.

I was surprised that a man whose success was earned through athletic prowess was so candid about what he considered greater measures of success…

Rodriguez also talked about the influence his mother had on him—how she worked numerous jobs to enable him to pursue a baseball career—as well as the benefits of having strong women in his life including his daughters and “Jennifer” (a reference to current girlfriend Jennifer Lopez).

I was impressed that when talking about why some men take a long time to admit a mistake or vulnerability, he openly discussed his ban from baseball. He committed to apologize to everyone he had wronged and, even though it took him a long time, in doing so he learned the power of being forgiven and was able to use that time to turn inward.

George Takei

Attendees of the Milken Global Conference are encouraged to attend panels featuring ideas and people with whom they are not familiar. I had seen Star Trek many years ago, but it was not my thing, nor is the Howard Stern show where Takei is a regular guest. Takei appeared on a panel discussing the intersection of culture, art and politics.

Takei, a youthful-looking 81-year-old, opened by saying, “We live in a great country.” He then shared the emotional and captivating story of how he and his family were put under curfew, stripped of their bank accounts and then shipped off to a Japanese internment camp in Arkansas during World War II for no other reason than that they were of Japanese ancestry. “At five years old, I was labeled an enemy alien by my government … Yet, in one lifetime, because of the ideals of our democracy, I can sit here and discuss the intersection of culture and art and politics.”

“We as artists have a duty to use our sensitivity and creativity to reflect the time we live in.” — George Takei

Takei concluded by saying, “We as artists have a duty to use our sensitivity and creativity to reflect the time we live in.” The other panelists (actress Sophia Bush, playwright Sarah Gubbins, and screenwriter Damon Lindelof whose credits include “Lost” and “The Leftovers”) also shared how they chose or developed scripts that aligned with their core values, and how films and stories could change the world; but no one was impactful as Takei, who had suffered unspeakable cruelty yet so deeply loves his country. 

* photo credit: Milken Institute

Civility and cohesion were the overarching messages from the first day of the Milken Institute Global Conference.

Managing Director Jane Howze is again attending the annual event in Los Angeles, sharing her takeaways and insights from daily sessions featuring thought leaders, politicians, scientists, professional athletes, entrepreneurs, business leaders, and celebrities.

The Milken Institute Global Conference brings together the world’s brightest minds to address the most urgent challenges and unlock the most promising opportunities of our time. The four-day event connects individuals with the capital and influence to drive change with experts and innovators transforming health, finance, business, technology, philanthropy, industry, and society.

“The call for civility really impacts everyone,” Jane said. “Rich Ditizio’s speech was powerful. It’s energizing and hopeful to see people of different geographies and politics come together to listen and learn.”

The 28th annual Global Conference by the numbers:

  • Four Days
  • 200 Sessions
  • 300+Registered Media
  • 900 Speakers
  • 4,000+ Participants

Milken Institute CEO Richard Ditizio set the tone for the conference during his welcome speech with encouraging words and a plea for civility, despite differences.

“The future will not be built by living within our own echo chambers. It will be built by bold, inclusive coalitions that reflect the world we’re trying to realize,” said Ditizio. “And we have many past successes to lead the way—we see time and again, when capital, innovation, and collaboration come together, remarkable things happen. I know the challenges we face are enormous—but I also know that our capacity to meet them is even greater.”

Listen to Rich’s opening speech here.

Read on for highlights from various panels Jane attended throughout the first day of the Milken Institute Global Conference, covering the economy, the healthcare system and women’s health issues.

A Conversation with US Secretary of the Treasury Scott Bessent

Treasury Secretary Scott Bessent spoke at the Milken Institute Global Conference on Monday. Bloomberg Media reporters noted a few key quotes from his speech below.

Bessent says the Trump administration’s goal is to make the US an even more appealing destination for international capital.

“Tariffs are engineered to encourage companies like yours to invest directly in the United States. Hire your workers here. Build your factories here. Make your products here.”

“I hope you can see the bigger picture now. The Trump economic agenda is more than the sum of its parts. Trade, tax cuts and deregulation may be three distinct policies. But each policy is mutually reinforcing. And acting in concert, they push toward the same goal — to solidify our position as the home of global capital.”

Bessent is sketching out his vision for the American dream. Asked what the next 250 years should look like, he says, “To me, it’s equal opportunity for great outcomes.”

From Experience to Excellence: Women Redefining Business and Financial Wellness

Led by Sheryl WuDunn, Co-Founder of FullSky Partners and co-owner of Kristof Wines, the session explored the impact women are having on the entrepreneurial segment, thanks to trailblazing female founders, high-profile celebrities, Fortune 500 executives, and private sector leaders. It delved into safeguarding women’s cognitive health and the importance of adopting lifelong strategies for optimizing healthy longevity. 

Jane was struck by the power and information shared during this “amazing talk.”

“The old script of how women are supposed to age is broken. Women are tearing it up midlife is no longer a winding down but actually gearing up.

Women are living longer than men, earning more degrees, starting more businesses at twice the rate of men and the fastest growing group of entrepreneurs are women over 45. That’s not a footnote that’s a power shift.

Why?

Because the system wasn’t built for women with ambition and aging parents and mortgages and hot flashes. So instead of waiting for the system to catch up women are building their own. They’re reinventing careers, demanding flexibility and bringing decades of wisdom and grit to the table. They’re not just chasing success, they are defining it on their own terms, that includes health, wealth and purpose. But here’s the kicker. For all this, women still face 2/3 of Alzheimer’s cases, we spend 23% more of our lives in poor health than men and end up with 30% less in retirement.

That’s just not unfair, that’s unsustainable.”

Watch the panel discussion here.

A Conversation with Centers for Medicare & Medicaid Services Administrator Mehmet Oz

Q: What have your first set of priorities been at the Centers for Medicare & Medicaid Services?

We’re starting off with the broad reality. We actually have objectives and key results. Start with the people–this is something I did not appreciate from the outside. I’ve never been in government before. These are highly competent, skilled individuals, very mission-driven. They come to work at HHS because they want to make America a healthier place. And many don’t feel like they’ve had the freedom to do that. So just activating the natural talent that we have within the organization is an initial focus of ours.

A: The main way we’ll deal with health care issues in America is by dealing with the 70% of the costs that are driven by chronic illness, much of it, of course, because of lifestyle choices that we’re making, sometimes without complete awareness of the impact it will have on us.

We spend twice as much as any other developed country in the world, twice as much for our health care per capita, and yet our health quality continues to drop. We have the highest mortality rate for moms delivering babies. We have a tragically dropping a differential between Europe and life expectancy. We’re now five years behind. When I was in medical school, we were equal to Europe. So we’re not getting our money’s worth; we can’t just throw money at the problem. We have to use it wisely and judiciously to make sure that vulnerable are cared for, but also we do our fiduciary responsibility to the American taxpayer.

Tap here to download the full transcript.

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Whether your organization is entering a phase of accelerated growth, preparing for a strategic exit, or solidifying leadership post-investment, identifying an exceptional sales leader is one of the most consequential decisions a company will make.

In my experience conducting searches for sales executives at privately held and investor-backed companies in the lower-middle market, I have witnessed firsthand the transformative impact of the right hire—and the significant cost of the wrong one.

When Founder-Led Sales Reaches Its Limits

In many emerging growth companies, the CEO, President, or founder often serves as the de facto head of sales. Early on, this dual role makes perfect sense. These leaders are frequently the company’s original and most effective salespeople, having built the business one relationship at a time. However, as the organization matures, this arrangement becomes unsustainable. Founders find themselves stretched thin, unable to focus on strategic initiatives as tactical demands consume their time. Without a shift in sales leadership, the company risks stalling just when it’s poised to scale.

The transition to a dedicated sales leader is a critical inflection point—and one that must be handled thoughtfully. A common misstep is promoting the top-performing salesperson into a leadership role. While individual contributors may excel at closing deals, sales leadership requires a distinct set of skills. High-performing sellers drive revenue; effective leaders build systems and teams that scale it. It is the difference between being a doer and becoming a multiplier.

What Sets Sales Leaders Apart in the Lower-Middle Market

Sales leadership in the lower-middle market bears little resemblance to that in large, publicly traded enterprises. Here, sales executives must be both visionary and hands-on. They often operate as both architect and executor, designing scalable systems while still engaging in frontline activities.

This hybrid, “player-coach” model is essential. The most effective leaders thrive in the field alongside their teams, guiding live deals, coaching in real time, and playing a pivotal role in onboarding and developing talent. They lead with humility and purpose, celebrating team success over individual accolades.

Builders First, Leaders Always

In many cases, the sales infrastructure in these companies is either underdeveloped or nonexistent. The outstanding sales leader enters ready to build—or refine—critical systems such as CRM platforms, pipeline definitions, performance metrics, and reliable forecasting mechanisms. They balance data-driven insights with qualitative input, building processes that evolve and scale with the business.

They also bring rigor to prospect prioritization and goal setting. Particularly in private equity-backed environments, these leaders understand how to deliver board-ready reporting, evaluate customer profitability, and focus the team on high-value opportunities. Their decision-making combines analytical precision with seasoned judgment, informed by prior experience in comparable settings.

A Strategic Connector, Not a Silo

Exceptional sales leaders understand that success is a cross-functional endeavor. They collaborate closely with marketing to align messaging and campaign strategy, even when marketing is outsourced. They maintain strong feedback loops with operations and product teams, ensuring promises made during the sales process align with delivery and that customer insights inform continuous improvement. In agile, fast-growing organizations, isolation is not an option.

Culture Begins with Leadership

In growth-stage companies, culture is not defined by mission statements, but by leadership’s behavior. The sales leader sets the tone through transparency, urgency, customer-centricity, and a relentless focus on outcomes. They create a high-performance environment where expectations are clear, accountability is built into the team’s rhythm, and wins are celebrated together.

The Power of Perspective

While internal promotions can be successful, many organizations benefit from fresh leadership, someone who has successfully scaled a sales function in a similar environment. These leaders bring a unique blend of entrepreneurial energy and operational discipline. They’ve seen what works, what doesn’t, and know how to execute with speed and intention.

The Right Sales Leader Doesn’t Just Fill a Role—They Redefine It

Companies in the midst of evolution, expansion, or preparing for a liquidity event should expect that the sales leader hired today will have an outsized impact on the company’s trajectory. These are leaders who architect systems, inspire performance, and scale with clarity and conviction.

Business people handshaking, making successful deal, partnership agreement, close up, har manager greeting job applicant during interview in office, businessman shaking hand of partner at meeting

During my 40 years in the search business, I have made offers, negotiated offers, and even rescinded a few. Here are some suggestions for both sides:

1. Be prepared. If you are the company, dig in and understand the components of the candidate’s compensation package, including vacation time. If the candidate receives 50% incentive compensation, offering him a 20% base salary increase will not work if your company has no incentive compensation. Similarly, if you are the candidate, understand how your peers are compensated at the new employer so that you will be able to assess the total package being offered.

2. Use the search firm to a point. It is a good idea for the search firm to float the offer in general terms by the candidate. If the employer has made glaring errors in its assumptions, the search firm should serve as a buffer. Similarly, the search firm can be the reality check if the candidate is totally unrealistic in their expectations (“I want a 50% base salary increase”).

3. Put yourself in the other party’s position. See where they are coming from. If the candidate has been making a healthy base salary and smaller bonus, they might be challenged by having to take a cut in base even if they make a lot more at the end of the year. Similarly, if the company does not pay huge bonuses and never has, you, the candidate, can’t expect them to change their policy just for one person.

At some point, cut the search firm out. Once you get a general idea of the compensation package and have some refinements to make, you lose the search firm. It is time for the company and candidate to get to know each other while addressing a challenge that requires a win-win solution. Look at the negotiation to indicate how you and the prospective executive will solve problems together. Working with your future manager to develop a win-win compensation package will tell you much about each other. Is there flexibility? The willingness to be creative? Rigidity? A give and take? Is there a greediness? Entitlement? An ability to see the longer term?  

4. Give positive feedback. When responding to your prospective manager about the offer, start by telling them what you like, followed by the areas that need tweaking: “I am so pleased to receive an offer and believe I can make a huge difference in how the company runs its logistics function. The base salary is very fair. I want to discuss whether we can create a richer incentive bonus based on what I know I can accomplish?” As an employer, start by telling the candidate why they are receiving an offer and how much they look forward to having them as part of the team. Talk about the long-term career path rather than just compensation.

5. Don’t sweat the small stuff if this is the perfect position/manager. If you like the company, position, and manager, don’t let a small amount of money or pride stand in your way. Also, you will look petty if you are negotiating for a few thousand dollars, assuming you will have a career of many years with the company. Similarly, if you are the employer, you want the executive to feel good about joining and don’t want to appear cheap over a few thousand dollars. For both sides, you want to come to the table with a spirit of “let’s get this done quickly and collegially so that we both look back on this negotiation as an easy beginning to a long-term relationship.’ As one client characterized it,” it is a shared risk–the candidate has to trust that we will take care of them long term. I trust that the candidate will make me look suitable for hiring them.