The Alexander Group

Author: heather

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 Oz” and now the Administrator of Medicare and Medicaid Services, spoke about his efforts to eliminate waste from our outdated reimbursement system.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.

Follow The Alexander Group on LinkedIn and Instagram for updated information and pictures from the Milken Institute Global Conference.

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.

Reed Smith LLP enhances global client engagement with the appointment of Gillian Ward.​

Gillian Ward Headshot B&W Reed Smitch LLP

Client: Reed Smith LLP | Role: Chief Marketing and Business Development Officer | Candidate: Gillian Ward

Search Consultants: Amanda K. Brady, Sarah Mitchell, Pam DeLuca​

Overview

Reed Smith LLP, a dynamic international law firm with over 1,700 attorneys across 30 offices worldwide, partnered with The Alexander Group to identify a strategic leader for the Chief Marketing and Business Development Officer role. The firm sought an executive capable of unifying its global marketing and business development strategies to support continued growth and integration.​

Key Leadership Need

The firm required a seasoned professional to align marketing, client development, and operational initiatives across its global platform. The ideal candidate needed extensive experience building integrated strategies across jurisdictions, supporting firm-wide growth, and serving as a key executive partner to the firm’s leadership.​

The Alexander Group’s Approach

The Alexander Group’s executive search team—led by Managing Director and Chief Client Officer Amanda K. Brady, Director Sarah Mitchell, and Associate Pam DeLuca—conducted a comprehensive international search focusing on senior marketing executives with a proven track record in global law firm environments.​

Our Tailored Approach:

  • Developed a tailored search strategy aligned with Reed Smith’s vision for worldwide integration and client-centric growth​
  • Identified senior leaders experienced in marketing transformation and operational execution across multiple geographies​
  • Assessed candidates for executive presence, strategic capability, and alignment with firm leadership​

Successful Placement and Impact

“Gillian is a key strategic hire for our firm as we focus on growing client relationships and expanding our presence in new and existing markets.

– Nick Bagiatis, Chief Operating Officer, Reed Smith LLP

Gillian Ward, formerly the Global Chief Marketing Officer at Bryan Cave Leighton Paisner LLP (US), was appointed Reed Smith’s Chief Marketing and Business Development Officer. She previously held senior leadership roles at Baker Botts LLP and brings extensive expertise in market development, client growth programs, and strategy formulation.​

Immediate benefits:

  • Unified Global Marketing Strategy: Gillian will oversee the integration of marketing and business development functions across Reed Smith’s 30 international offices.​
  • Strategic Growth Leadership: She brings a data-driven, client-focused approach to marketing that supports Reed Smith’s continued platform expansion.​
  • Executive Collaboration: As a key partner to the firm’s leadership, Gillian will contribute directly to high-level strategy and decision-making.​

Insights from the Executive Search Team

“Gillian brings broad experience helping global law firms design and integrate marketing and business development initiatives across practices and continents, ensuring a comprehensive and holistic approach to support growth. She will be a key member of Reed Smith’s executive team and the ideal partner to Chair Casey Ryan and COO Nick Bagiatis as they lead the firm through continued strategic growth of its global platform.”

— Amanda K. Brady, Managing Director and Chief Client Officer, The Alexander Group​

About Reed Smith LLP

Reed Smith LLP is a global law firm known for its deep industry knowledge, collaborative culture, and innovative approach to legal service delivery. With offices in the United States, Europe, the Middle East, and Asia, the firm advises leading businesses on complex litigation, regulatory matters, and high-stakes transactions. Reed Smith is recognized for forging long-term client relationships and delivering forward-thinking legal solutions that support business growth.

About The Alexander Group

Specializing in executive search for law firms and financial leadership roles, The Alexander Group delivers strategic, results-driven placements tailored to each client’s needs.​Interested in learning more about our executive recruitment services? Contact The Alexander Group today.​

Hecker Fink LLP enhances its operational leadership with the appointment of Aurelie Binisti.

Aurelie Binisti HR Director Hecker Fink LLP

Client: Hecker Fink LLP | Role: Human Resources Director | Candidate: Aurelie Binisti

Search Consultant: Sarah Mitchell​

Overview

Hecker Fink LLP, a premier litigation boutique known for its high-stakes legal work and commitment to public interest, partnered with The Alexander Group to identify a Human Resources Director. The firm sought a strategic leader to oversee and enhance its human resources functions, supporting its continued growth and dynamic work environment.​

Key Leadership Need

As Hecker Fink LLP expanded its team of elite litigators and staff, the firm required a human resources executive capable of managing complex HR operations, fostering a collaborative culture, and aligning HR strategies with the firm’s mission of delivering exceptional legal services and advocacy.​

The Alexander Group’s Approach

Director Sarah Mitchell led the search, focusing on candidates with extensive experience in human resources leadership across diverse industries. The search emphasized finding a professional with the adaptability and emotional intelligence to thrive in Hecker Fink’s fast-paced and mission-driven environment.​

Execution Highlights:

  • Developed a tailored search strategy aligned with Hecker Fink’s organizational goals and culture.​
  • Identified candidates with a proven track record in strategic and operational HR management.​
  • Assessed candidates for cultural fit, leadership capabilities, and the ability to contribute to the firm’s continued success.

Successful Placement and Impact

Aurelie Binisti, a seasoned human resources professional with over 15 years of experience in media and financial services, was appointed as Hecker Fink LLP’s Human Resources Director. Prior to joining the firm, she served as Executive Director of Human Resources at OMD for Omnicom. Aurelie holds a master’s degree in human resources from SUP RH in Paris, France.​

Immediate benefits:

  • Strategic HR Leadership: Aurelie brings a wealth of experience in developing and implementing HR strategies that support organizational objectives.​
  • Operational Excellence: Her background ensures efficient management of HR operations, contributing to the firm’s overall performance.​
  • Cultural Alignment: Aurelie’s interpersonal skills and adaptability make her well-suited to foster the firm’s collaborative and high-achieving culture.​

Insights from the Executive Search Consultant

“Aurelie combines the right mix of functional skills with high emotional intelligence and adaptability to lead and thrive within this growing, dynamic environment.”

— Sarah Mitchell, Director, The Alexander Group​

About Hecker Fink LLP

Hecker Fink LLP is a formidable litigation boutique specializing in high-stakes legal matters, including white-collar criminal defense, complex appellate litigation, and public interest cases. The firm is dedicated to achieving the best possible results for clients through fierce advocacy, creative strategies, and forward-looking advice.

About The Alexander Group

Specializing in executive search for law firms and financial leadership roles, The Alexander Group delivers strategic, results-driven placements tailored to each client’s unique needs.​Interested in learning more about our executive recruitment services? Contact The Alexander Group today.​

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.

Director Sarah Mitchell and Senior Associate Michael Doering conducted and completed this search.

“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,” said Mitchell.

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.  

William M. Washington III, Global Chief Financial Officer, Baker McKenzie  

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. 

Marjorie Josaphat, Executive Director, Human Resources, Milken Institute 

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: 

Association for the Study of African American Life and History (ASALH®) 

National Association for the Advancement of Colored People (NAACP)

https://naacp.org/ 

Smithsonian 

https://www.si.edu/events/black-history-month

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 Director John Mann and 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 Officer Amanda 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.