Tony Capecci has joined Haynes and Boone, LLP as Director of Practice Innovation.
Mr. Capecci is an experienced legal technology leader with two decades of experience in legal technology and more than a decade of experience spearheading the procurement, development, and implementation of legal systems in fast-paced environments.
Prior to joining Haynes & Boone, Mr. Capecci was Associate Director, Litigation & Practice Delivery at Kirkland & Ellis. Mr. Capecci received a Bachelor of Arts in Interactive Multimedia from Columbia College Chicago.
“Tony has a deep understanding of the technology needs of a practicing lawyer, coupled with the leadership, intellectual curiosity, and passion for innovation needed to succeed in this role,” saidMitchell.
Haynes and Boone, LLP is a highly respected American Lawyer top 100 law firm, with more than 600 lawyers and 425 non-lawyer employees in 18 domestic and three international offices, and over 40 major practices.
The firm has grown from a two-person firm in 1970 to a global leader through its client-first focus, which informs its decisions and processes, and the collaborative nature of its people, which makes the work environment healthy and pleasant.
The firm’s culture focuses on teamwork, an environment of mutual respect, and a long-term view that supports investing in the future.
This February, we’re delving deeper into the origins of Black History Month and welcoming insights from clients and friends of the firm about ways we can honor the mission and vision Dr. Carter G. Woodson established in 1926.
Dr. Carter G. Woodson was a distinguished Black author, editor, publisher, and historian who founded the Association for the Study of Negro Life and History in 1915 in Chicago, describing its mission as the scientific study of the “neglected aspects of Negro life and history. Black History Month evolved from that idea and celebrates the historic contributions of Black people. The month has been marked every February since 1976.
Woodson’s parents were illiterate former slaves, and his foundational education was spotty at best. Instead of the classroom, he worked in the West Virginia coal mines and on the family farm. He entered high school at 20 and graduated two years later.
Throughout his lifetime, Woodson became a school supervisor in the Philippines and later traveled throughout Europe and Asia after earning a bachelor’s degree in literature from Berea College in Kentucky.
Dr. Woodson also earned a master’s degree from the University of Chicago and became the second Black American, after W.E.B. Du Bois, to obtain a Ph.D. from Harvard University. He joined the faculty of Howard University and eventually served as Dean of the College of Arts and Sciences.
The February timing of Black History Month was intentional by Dr. Woodson, who launched Negro History Week in the second week of February to coincide with the birthdays of Abraham Lincoln and Frederick Douglass.
More than 100 years later, Black History Month is a significant event, highlighting well-known and less familiar individuals and their accomplishments, innovations and experiences.
The 2025 Black History Month theme of African Americans and Labor focuses on the various and profound ways work and working of all kinds—free and unfree, skilled and unskilled, vocational and voluntary—intersect with Black people’s collective experiences.
As an executive search firm, we understand the importance of work and are privileged to connect our clients with talented leaders across a swath of industries and roles.
We’re honored to have two friends of the firm share what Black History Month means to them and how we can actively participate in the annual event not just in February but every month on the calendar.
As an African American CFO, Black History Month holds special significance for me. It is a time to reflect on the rich history, culture, and contributions of African Americans to our society. This month provides an opportunity to engage in meaningful discourse and gain deeper insights into the struggles and triumphs of our community.
During Black History Month, it is important to remember and honor influential figures such as Martin Luther King Jr., Harriet Tubman, Barack Obama, and Maya Angelou. Their contributions have left an indelible mark on American history and continue to inspire us today.
Growing up, my parents taught me the importance of knowing about Black history year-round. They instilled in me the value of understanding our heritage and its impact on our present and future. Black History Month is a reminder of the resilience, strength, and determination that have been the hallmarks of our journey.
By celebrating our history, we acknowledge our progress and the work that still needs to be done to achieve true equality and justice.
As an African American leader, I believe it is my responsibility to mentor and guide others, helping them to rise and achieve their full potential. One quote that resonates deeply with me is from Booker T. Washington: “If you want to lift yourself up, lift up someone else.” This quote embodies the spirit of Black History Month for me. It is a call to action to support and uplift one another as we strive for success.
To actively participate in Black History Month, consider supporting Black-owned businesses. This helps to promote economic empowerment within the community. Additionally, donating to charities that support Black causes can make a significant impact. Organizations like Black Lives Matter, NAACP, and the ACLU are doing important work that benefits the community. Lastly, participating in local movements and events can provide valuable opportunities to learn and engage with others who are passionate about celebrating Black history and culture.
Black History Month is a time to celebrate our heritage, reflect on our progress, and commit to lifting each other up. It is a reminder that our collective strength lies in our unity and our ability to support one another. Let us continue to honor the legacy of our ancestors and work towards a brighter future for all.
Here are some ways we have honored Black History throughout the year and my 30 years in Human Resources:
Highlighting courses taught by black authors in celebration of Black History Month.
Sharing short, animated clips about Black historical figures with staff.
Encouraging staff to share foods from their diverse backgrounds, including African, Caribbean, and American cuisine.
Sharing short biographies of lesser-known yet impactful Black men and women who have contributed to the formation and elevation of people in America.
At Milken Institute, we honor Black History throughout the year by ensuring diverse speakers and contributors at all our conferences and by fostering a diverse workforce.
Learn More About Black Leaders, Innovators, Educators and Creators:
Chris Copley has joined Sjögren’s Foundation as Vice President of Marketing & Communications.
Mr. Copley is a seasoned marketing expert who drives meaningful impact in the nonprofit sector, specifically in health care, military service, and community organizations. Prior to joining the Sjögren’s Foundation, Mr. Copley was Senior Director Integrated Planning and Marketing at USO. Mr. Copley received a Master of Arts from The University of Georgia and a bachelor’s degree from Truman State University.
This search was conducted and completed by Managing DirectorJohn Mannand Associate Pamela DeLuca.
“Chris has a proven track record of driving engagement, fundraising, and brand awareness. He previously held leadership roles at the USO and the American Kidney Fund, where he led multi-channel marketing initiatives and strategic communications efforts,” said John Mann, Managing Director of The Alexander Group.
The Sjögren’s Foundation is the first and only national non-profit health organization leading the charge to conquer Sjögren’s, a systemic autoimmune disease with symptoms of extensive dryness, fatigue, chronic pain, neuropathies, and other serious complications.
The Foundation’s initiatives, programs, and overall efforts within their mission are started, advanced, and expanded with Sjögren’s patient front and center. Sjögren’s carries a physical, emotional, and financial burden for patients, and the Foundation is laser-focused on building the awareness and support needed to improve the quality of life for current and future patients.
The Alexander Group, recognized as one of the country’s top CEO executive search firms, presents “Five Questions With Extraordinary Leaders,” our interview series with visionary industry leaders. In this installment, Managing Director and Chief Client OfficerAmanda K. Brady interviews Carly Caulfield, Race Director and General Manager of the Houston Marathon Committee, discussing management style, the evolution of the annual event, and the ephemeral nature of creating a marathon.
It’s not a stretch to describe Carly Caulfield’s career as a marathon, not a sprint.
As the longest-tenured Houston Marathon Committee employee on staff, Caulfield started with the organization at 19 years old, and over the next 25 years, the Chevron Houston Marathon grew to one of the nation’s premier multi-race running events.
She serves as Race Director and General Manager of the Houston Marathon Committee, an executive leadership role Caulfield knows from sneakers up.
Her early years with the marathon were lessons in on-the-spot training. She quickly ascended from office clerk to more senior roles and, in 2020, was promoted to her current position.
Caulfield is the marathon’s first female race director and won the Industry Leader Under 40 Award from the National Center for Sports Safety and Security (NCS4) in 2016. She currently serves on the NCS4 Advisory Committee. In June 2019, the world running Association of International Marathons and Distance Races (AIMS) named Caulfield as a founding member of the AIMS Sustainability Commission.
Caulfield earned a Bachelor of Business Administration from the University of Houston – Downtown and an Executive MBA program at the University of Houston’s Bauer College of Business.
Managing Director and Chief Client Officer Amanda K. Brady immediately knew Caulfield would be a perfect fit for our ongoing series “Five Questions With Extraordinary Leaders” because she’s seen firsthand how Caulfield leads before, during, and after the marathon.
Brady serves as Sector 4 Captain, enlisting and working with volunteers while coordinating with the Houston Police Department to keep runners, volunteers, and spectators safe throughout the race.
Read on to learn more about Caulfield, her mentors and how collaboration is key to achieving successful outcomes.
Q: You have been with the Houston Marathon for 25 years. How did you get into the marathon industry?
A: By accident. I was a 19-year-old kid. I was introduced to a board member of the Houston Marathon when they were looking for an office clerk; the job paid more than I was making at the time.
I don’t recall wanting to pursue a specific career as a child, like a firefighter or a veterinarian. Around age 10 or 12, I read a book about a family with a lot of kids – I’m the oldest of six – and the parents were efficiency managers, and they practiced efficiency in their family. I read that book and thought, “That is what I want to be when I grow up, an efficiency manager.” I’m incredibly lucky to have fallen into this job, because every day I get to be the efficiency manager I dreamed of when I was a kid, and I love it.
Q: How did you learn how to manage people? Were you trained, or did it come naturally? Has your management style changed over the last decade as the organization grew?
A: I wasn’t trained to manage people, and I don’t think it comes naturally, but I have learned a lot through experience and through making mistakes. I’m lucky in that when I was hired, we only had two employees. We used to be almost entirely volunteer-managed, with one employee to sell sponsorships and someone else – me – to answer the phone and man the fax machine. As volunteers stepped down or retired, I thought, “Oh, my gosh, I could do that.”
First was registration, then volunteer coordinator, then charity coordinator. Eventually, it got to be too much. There’s only so many things you can do. I was 22 years old. I didn’t know you were allowed to ask for help, but I finally did. That is how the staff has grown over the years. I kept taking on a new job, and we kept hiring someone else to do the job I used to do.
I’m incredibly lucky that no one has ever had my job before. So, no one ever says to me, “Well, Amanda used to do it that way.” No one’s ever done it before, and that’s an incredible source of freedom and power. I never had anyone to train me, but that also meant I had to learn many lessons the hard way. Maybe the first five or eight years, when we had emergencies – we still do –I got to swoop in and be a hero for those emergencies, and it felt great.
Eventually, I matured or grew up enough to realize that was a ridiculous way to manage things. My greatest aspiration as the Race Director of the Houston Marathon is not to be needed, and it is what I ask of my team. “You guys develop your teams enough so that if something happens to you, you get sick, get hit by a truck, you don’t need to be there,” that is my goal every year. I have a great team, and I’m proud that everyone on the OPS team has been around for more than five years. Many of them six or seven.
My management style has certainly developed over the last 25 years. I believe in getting great people, giving them what they need, and then getting out of the way. That is my entire philosophy of management. And that comes from the fact that no one was in my way. I was making my own way.
But I should add that the marathon community is an amazing community. There is no one I know in this industry that I can’t call and ask, “How do you deal with this? Will you loan me that? Can you send me this document?” It is amazingly collaborative.
Q: You also manage a large group of volunteers. What are the challenges of managing such a large volunteer group, and how is that different from managing employees?
A: First, we couldn’t put on this event without our 5,000-plus volunteers. Volunteers have very different motivations from staff members. I love this event, but I also work to pay my mortgage. That’s not why our volunteers are part of the event, and I think volunteers, especially our Marathon Committee leadership, want to make a difference in the community. They want to solve problems. They want to feel valued. And it’s my and my team’s job to give volunteers the tools they need to feel that way.
I don’t personally manage volunteers anymore. It is still my job to connect with our volunteers and make sure they have what they need to succeed in the important roles they play in the marathon’s success every year.
From Left to Right: Carly Caulfield, with her mom Mitzie Caulfield and sisters Bonnie and Betsy Caulfield, at the start of the Houston Marathon.
Q: Who are your mentors and guide stars? Why them?
A: First is my mom. My mom is a bad***. She is a go-getter. I’m not a runner. But I understood running when my mom started running. She had never run a marathon, but she started training so she could go run “Carly’s Marathon.” She would talk to me every day about her training and that’s when I started to understand what it meant for people to train—putting in the miles, trying to avoid an injury, the nutrition, and just getting to the finish line. This is not a football game. You don’t buy a ticket to the marathon and attend it. It’s not about what you paid for your registration. It is about what you have paid in your life to get to this place. I didn’t understand that until my mom started running. But once she did, I understood that every marathoner and participant who called with a problem needed our attention. It was like solving problems for my mom. If my mom had a problem, I would go to the end of the earth to fix it. And we still do that. That is our guiding philosophy. We have rules. We can’t accommodate everything, but if we have made a mistake, we will fix it for you. I care so deeply about the participant experience because when I think about it, it’s my mom’s marathon. My family is out there running and volunteering. I hope that we treat every runner just like I would treat my family.
The other person I would mention is Eric Berger with Space City Weather. He keeps us calm during weather emergencies. Their tagline is “no hype.” Just, “Here’s what’s happening. Here’s what we know. Here’s what we don’t know.” When I’m planning a marathon, I need to know what to expect, and Eric does that for me and many others across Houston.
Q: What is the hardest part about serving as Race Director and General Manager of the Houston Marathon. Does any year stand out as particularly challenging, and if so, why?
A: We are setting up for an event out of nothing in a few hours. You go to a football game in a stadium, you go to a show in the theater. Those are permanent venues. I think what’s unique about endurance sports is that we are building an entire event site out of thin air for just a moment. And then it goes away. So, every year has its unique challenges. Regardless of the challenges, our runners are investing their life in completing this event and we need to honor what these runners have invested in.
As for a year that sticks out, I would mention two. The one that just happened in January 2025. I’m still really tired. There was a lot of stress and a lot of extra planning because of what happened in New Orleans on New Year’s Eve.
Another was the Olympic trials in 2012. That definitely was a challenging year. Very proud of doing it. It was the first time the men and women had ever been hosted at the same time in the same place, and we went for it. We wanted to do something new and good for the sport and the city, and we did it.
It was on Saturday morning before the marathon the next day. None of our signage was the same as the marathon signage. Everything had to be the Olympics and NBC and USATF. We set up the event, held the trials, and then we had to tear down that entire event across the city and, the next morning, stand up our normal marathon event with all those sponsors and that special signage. It was nuts. But it put Houston on the map for Elite Racing. “We had two American records here just this past January, and a history of record-breaking performances for many years. Our race is watched nationally and internationally, and that just wasn’t the case in 2000 when I started. We were just a local event with 7,000 runners, and now we are on the international stage with more than 35,000 runners.
Tony Dorazio has joined Aither Systems as Chief Executive Officer.
Aither Systems is a growing company commercializing Energy as a Service solutions for the telecom sector. The company designs, builds, operates, and monitors microgrids, control software and related infrastructure, which optimize asset resiliency and reduce carbon emissions. Aither recently received an investment from EnCap’s Energy Transition Fund.
Mr. Dorazio is a seasoned power industry executive with more than 20 years of global experience in companies with scales ranging from utilities to distributed generation to microgrids, and he has built and led organizations focusing on solar, wind, and battery energy storage technologies. Mr. Dorazio received an MBA from Long Island University and a Bachelor of Science in Electromechanical Engineering Technology from State University of New York.
Director Leah Salinas and Managing Director Jonathan Verlander conducted and completed this search.
“Tony is a highly experienced leader who brings a unique blend of experiences to this role. The Aither and EnCap teams are excited to see the impact he will have as Chief Executive of the company,” Leah Salinas, Director, The Alexander Group. “We were very pleased to partner again with EnCap’s Energy Transition team on this search, and we look forward to continuing to support them in the future.”
Aither Systems is a growing company that is commercializing Energy as a Service solutions (focused on behind-the-meter energy capture, storage, and management) for the telecom sector.
The company designs, builds, operates, and monitors microgrids, control software and related infrastructure, which optimize asset resiliency and reduce carbon emissions. The company has developed multiple promising product lines and is in the initial stages of commercialization with a major telecom provider.
Mr. Gross is a proven strategic and operational leader in the professional services industry.
Prior to joining MoFo, Mr. Gross was Managing Director, Partner, and Chief Operating Officer in North America for the global firm Boston Consulting Group. He started at BCG as a Consultant and Project Leader before turning his talents and passion for combining operations and people to internal management roles.
Mr. Gross received an MBA from the Haas School of Business at UC Berkeley and a BA in Business and Marketing from the University of Puget Sound.
“Brian has the executive presence, modern leadership style, and strategic vision to lead MoFo successfully through the challenges and opportunities ahead in the legal industry,” said John Lamar, Managing Director ofThe Alexander Group.
Brad Bonneau has been named Chief Financial Officer at Wiley Rein LLP. Mr. Bonneau is a seasoned professional with a proven track record leading financial strategy and operations for successful, growing professional services organizations.
Prior to joining Wiley Rein LLP, Mr. Bonneau was CFO for Chapman and Cutler LLP. Mr. Bonneau received an MBA from Purdue University-Krannert School of Management and a bachelor’s degree in accounting from Northern Illinois University.
Managing Director/Chief Client Officer Amanda K. Brady and Senior Associate Michael Doering conducted and completed this search.
“Brad is the ideal strategic business partner to Wiley’s forward-thinking executive team,” said Amanda K. Brady, Managing Director/Chief Client Officer at The Alexander Group.
Wiley Rein LLP is a preeminent law firm wired into Washington. The firm advises Fortune 500 corporations, trade associations, and individuals in all industries on legal matters converging at the intersection of government, business, and technological innovation.
The firm’s attorneys and public policy advisors are highly respected and have nuanced insights into the mindsets of agencies, regulators, and lawmakers. In 2023, the firm celebrated its 40th anniversary.
Wiley has evolved from a firm of 39 attorneys –founded in 1983 with a primary focus in Communications and Litigation – to one with more than 260 lawyers and advisors that is globally known for its work in a wide range of practices.
This blog was originally published in April 2015 and remains one of The Alexander Group’s most-read blogs. A decade later, we’re revisiting “To Beard or Not To Beard.”
Close-up of young bearded man touching his beard while standing against grey background
The beard is back and in a big way. The past few years have seen a significant upturn in the number of men wearing their facial hair “loud and proud,” both inside and outside of the office – a trend spanning industry, age and even socioeconomic groups – leading to the inevitable question: “To beard or not to beard?”
For the first time in more than a century, many of the world’s business leaders are sporting facial hair. Beards grace the faces of Nike co-founder, Phillip Knight; Goldman Sachs CEO, Lloyd Blankfein; Time Warner Chairman, Richard Parsons; Jim French, CEO of Flybe; and Walt Disney’s president, Edwin Catmull; to name a few.
The newspaper’s front page hasn’t been this hirsute since Carnegie, Rockefeller, Gould, Morgan and other captains of industry were shaping the economy.
The shaving industry is not thrilled with this trend, which has had a surprisingly significant effect on business.
According to Newsweek’s Alex Renton, “sales of shaving equipment have fallen in both the U.S. and Europe for the first time in modern history,” and Proctor & Gamble, who owns Gillette, reported a drop in sales of 10% last year.
The New York Post’s Beth Landman points out that “investment bank Jefferies reported that sales of non-disposable razors dropped 15% in the last quarter of 2013.”
Growth of Growth
What has led to this dramatic change? Facial hair and capitalism have a connected history. Beards were once considered an indicator of liberal, anti-establishment views and dissident tendencies, championed by men like Karl Marx and Friedrich Engels, Che Guevara and Fidel Castro.
However, not since the Robber Barons have beards been as popular in conservative, capitalist boardrooms as they are today. The hirsute look is currently not tied to any threatening economic or political ideology, and according to The New York Times, whiskers “no longer code as a threat.”
One interesting hypothesis is that many professionals began growing beards due to the recession. Christina Binkley of The Wall Street Journal describes two financial services professionals who lost their jobs and stopped shaving. She also points out that Al Gore grew a beard after losing the presidential election in 2000, stating that “it’s one of those tiny luxuries unleashed by unemployment.”
A significant contribution to the growing popularity of scruff comes from the technology industry.
Oracle CEO Larry Ellison, Google co-founder Sergey Brin, Marc Benioff of Salesforce, Netflix’s Reed Hastings and Richard Branson of Virgin Group all have beards. However, as Steve Tobak notes, they are all founders of their companies.
The Alexander Group Managing Director John Lamar comments, “I went through a beard phase about 10 years ago. Okay, it was a goatee, and not a very good one at that…I guess that was all I could muster.”
He continues “I still like to go unshaven over the weekend…the rebel in me has not quite died. But come Monday morning, I break out the ol’ razor.” Lamar believes that the resurgence of the beard has a lot to do with celebrities and techies. “The laid-back culture coupled with explosive wealth in these two worlds has created an “I just don’t care” attitude.”
Sebastian Dillion of NextShark claims that young CEOs sport beards to look older and wiser and to display their entrepreneurial, anti-corporate ideals.
According to an article in Daily Mail Reporter, men with beards “look as much as eight years older than their unshaven counterparts.” The late Steve Jobs of Apple is perhaps the epitome of how the image of the CEO has changed over the years.
Beard of Directors
Despite the growing popularity in recent years of facial hair on professionals, the number of unshaven business executives is relatively small.
The Alexander Group Managing Director Beth Ehrgott has only had one client with a beard in all her years of search, but says that “It seems strange to think that beards still seem out of place in corporate America, yet many companies all have diversity initiatives and programs.”
Sarah Mitchell, Associate Director in The Alexander Group’s San Francisco office, says there is so much facial hair in the Bay Area that “it’s more of the rule than the exception. But I suppose I don’t see it very much when I think about those working in a more conservative corporate environment, as opposed to Google or one of the many startups.”
Phillip Rudolph, Executive Vice President, Chief Legal & Risk Officer and Corporate Secretary at Jack in the Box, was fully bearded in 2007 when he was interviewed and then hired at Jack in the Box. He doesn’t believe beards “are even remotely disqualifying.”
However, before joining Jack in the Box, Rudolph was Vice President and Deputy General Counsel at McDonald’s. He explains that while interviewing for the position, the human resources executive “asked how attached I was to my beard. I noted to him that, more correctly put, the beard was attached to me.”
Rudolph continues, “But I took the hint and shaved off the beard. I remained clean-shaven throughout my five years with McDonald’s.” Perhaps geography plays a role. Jack in the Box is headquartered in San Diego and McDonald’s home is a Chicago suburb.
A recruiter for Shell Oil Company, says that she rarely sees candidates with facial hair, and hirsute executives at Shell “are few and far between.”
A Hairy Decision
The bottom line is that if you are going to go unshaven, there are certain written and unwritten rules to follow.
Know your company’s culture and whether or not there are regulations or unwritten “rules” concerning facial hair. Do your homework, or ask your manager.
If you are going to grow facial hair, make sure that it is trimmed and neat. The last thing any executive (perhaps outside of the creative arts) wants to see is something ill-groomed and distracting.
If you are interviewing, it is always better to play it safe. Research the industry and company. If in doubt, shave! You can always grow it back.
Finally, if you decide to grow facial hair, plan accordingly. Wait for a holiday or vacation for ample time for proper growth. Stubble tends to be perceived as sloppy or lazy.
John Lamar sums it up perfectly: “For me, it basically boils down to the corporate culture. There are places where ping-pong, beards and tattoos are completely acceptable and places where they are not. Having interviewed thousands of executives in various corporate cultures, I subscribe to one simple rule regarding facial hair – just keep it neat and clean.”
“A big bushy beard that could potentially house a family of robins says to me you don’t care about your appearance or how others may perceive you. That doesn’t bode well for a future leader.”
Lisa Featherson has joined Katten Muchin Rosenman LLP as Chief Talent Officer.
Ms. Featherson is an experienced talent professional with an extensive skillset that includes creating firm-wide strategic initiatives relating to human resources, lawyer and business services recruiting, talent development and training, DEI, compensation, onboarding, retention and staffing.
Before joining Katten Muchin, Ms. Featherson was Chief People and Development Officer, US at Norton Rose Fulbright.
“Lisa is a dynamic, strategic, and high energy talent executive with an exceptional track record of success in large law firm environments. She is the ideal leader to continue the elevation of Katten’s talent function,” said Sarah J. Mitchell, Director, The Alexander Group.
Katten Muchin Rosenman LLP is a highly prestigious and dynamic international law firm, with approximately 670 lawyers located across eight global offices. The firm provides full-service legal advice to public and private companies–including a third of the Fortune 100–as well as government and nonprofit organizations, and individuals.
Katten lawyers forge partnerships with clients based on a uniquely flexible and entrepreneurial culture. Knowing the law is not enough, they understand their clients’ business objectives and address their legal needs in a manner that is consistent with the “big picture.”
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.
