Allison Rosenthal has joined Lykos Therapeutics as the company’s first Chief Commercial Officer. Ms. Rosenthal leads Lykos’ trailblazing commercial strategy and operations, initially focusing on the potential launch of MDMA-assisted therapy for their lead program to treat those suffering with PTSD. If approved by the FDA, anticipated in Q3 of 2024, this will be the first psychedelic-assisted therapy approved for medical use.

Learn more about Allison and her role here.

Managing Director Beth Ehrgott has been named to the Life Science Cares National Board of Advisors.

Life Science Cares is a nonprofit organization that leverages the power of the life science industry to solve poverty by uniting the human and financial resources of life science companies and industry leaders.

Life Science Cares works with organizations in the areas of basic human survival (hunger, homelessness, domestic abuse, crime prevention, etc.), education (STEM education, college preparation and college success, educational enrichment and inspiration) and sustainability (job creation, job training, mentoring and economic development.)

Life Science Cares operates in Boston, Philadelphia, San Diego, the San Francisco Bay area and New York—five locations that are home to mass companies working in biotech, pharmaceuticals, medical technology and research.

Beth joins other industry leaders who shape and support the work of Life Science Cares across the country, but don’t live in one of the hub cities.

“Thank you Rob Perez and Sarah MacDonald for all that you do! I am humbled and honored to join the Life Science Cares family and excited to help champion such an inspiring mission!” said Beth.

Beth is the Head of The Alexander Group’s Global Life Sciences Practice, bringing more than 35 years of both global and national business development and executive search expertise to The Alexander Group.

She has conducted searches for top C-Suite executives across research and development, commercial, finance, corporate development, tech ops, legal, information technology, compliance, human resources, and diversity and inclusion for Fortune 500 companies as well as private equity/venture capital backed emerging growth clients across multiple industries, including pharmaceutical, generics, biotech, medical device, consumer packaged goods, manufacturing, not-for-profit, retail, financial services, and professional services.

Prior to joining The Alexander Group, Beth was Head of Talent Acquisition for Europe & ROW as well as Head of Global Talent Acquisition Projects for Novartis Vaccines & Diagnostics. Beth was tapped by this newly formed division of Novartis not only for her consultative approach to executive search but also for her proven track record to achieve the “slightly impossible.”

Previously, Beth was Co-founder & Partner of a national interim staffing firm that recruited executive level human resources professionals for a Fortune 500 client base.

As graduates across the country turn their tassels and embark on life’s next chapter, The Alexander Group team is applauding their efforts with collective words of wisdom.

Our thoughts for 2024 graduates veer more toward the practical, but we also value resilience, a trait needed no matter where you are in life.

Golden glitter number 2024 with graduated cap. Class of 2024 concept

John Lamar, Managing Director

Q: What are two to three practical tips you employ that makes you successful at your job?

A: Try to exercise every day. It’s a great reliever of stress. 

Communicate with clients every day. Past, present and future clients. It is what I do, and it is how I try to set an example. Jane does it, Johnny does it and Amanda does it. It’s so important for any person in business.

We all make mistakes. Admit it. Apologize for it and move on. 

Jane Howze, Managing Director

Q: What’s a practical tip you employ that makes you successful at your job?

A: Over communicate.  No one complains about over communication. 

John Mann, Managing Director

Q: What are two to three practical tips you employ that makes you successful at your job?

A: Maintain a sense of urgency and anticipate and exceed your client’s expectations; take leadership, ownership and responsibility in your career and work; find a career that you enjoy (I know it’s cliché, but true).

Kyle Robinson, Director of Research

Q: What’s a practical tip you employ that makes you successful at your job?

A: Best tip I could give: utilize a second brain. 

Don’t try and remember all the tasks and deadlines you have, both professionally and personally. 

As soon as a thought pops into your mind, write it down in your second brain (a notebook, the notes app on your phone, your calendar) and reference it later when either finishing your day or planning the next. 

De-clutter your mind so that you can be more intentional with your daily projects.

Jacqueline Griffin, Director of Accounting and Administration

-How have you fostered resilience throughout your career? Why is resilience important?

By adapting to change and developing a growth mindset by believing in my ability to learn and grow from experiences.  View change and challenges as opportunities to develop rather than obstacles.

Resilience is important because it enables one to overcome obstacles and pursue goals with confidence and determination.

William Lepiesza, Director

Q: What are two to three practical tips you employ that makes you successful at your job?

A: Put in the time upfront to ensure success at the end: conduct thorough due diligence, know your client as well or better than they know themselves, and do your best to anticipate where problems or issues might occur

When issues or obstacles do arise, don’t simply communicate problems, communicate solutions: don’t leave it up to the client to figure out the answer, provide alternative paths, and recommendations to overcome hurdles.

There are many external factors and things we can’t control, so do your absolute best to control the things that you can.

Sarah Mitchell, Director

Q: What’s a practical tip you employ that makes you successful at your job?

A: Don’t forget to find inspiration and fulfillment outside of your job.

It can be from family, a rich social life, making art, a physical practice (yoga, running, team sports, weightlifting, whatever), adventure travel, and so on. Finding a sense of self-value outside of your job will help you weather the inevitable ups and downs in your career. And beyond that, it will lead you being a more authentic, inspired, and interesting person–that’s the kind of person others want to work with.  

Beth Ehrgott, Managing Director

Q: How have you fostered resilience throughout your career? Why is resilience important?

A: A few thoughts:

Aristotle quote: 

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” 

And these are my own thoughts:

You will have to fight to have a seat at the table…and then keep it. Be resilient and relentless.

You will be pushed to your limits and resilience and being relentless will empower you with the mindset to embrace setbacks as opportunities. 

Show up everyday and there will always be adversity and more to learn and conquer. 

Commit to lifelong learning. 

Always act with integrity and compassion and they must never be compromised.  

Anthony Ott, Senior Associate

Q: What’s a practical tip you employ that makes you successful at your job?

A: Find the right balance between pushing boundaries and drawing from life’s lessons. You must do both.

The only way to create life lessons is by pushing the boundaries. It will always be a consistent pendulum swing. Life lessons learned can shape how you should push the boundaries. Pushing those boundaries will shape new life lessons.

You will never know if you don’t try. Always be willing to set your pride aside, make necessary adjustments, then push the boundaries again.

Jonathan Daniels, Associate

Q: What are two to three practical tips you employ that makes you successful at your job?

A: Use a calendar for everything in your life, and proactively plan your days. I have missed lots of events and deadlines because I was not organized. Today, my calendar helps keep me on track for everything I need to accomplish, a good record for follow-up with clients, and plan trips with friends.

Proactively Communicate. Despite Elon Musk’s best efforts, we cannot read minds yet. Always share updates with your supervisor, clients, and other stakeholders so they are aware of your work and can better partner with you.

Assume Positive Intent. Life is too short to worry about other people. Be kind, do your best, and always assume others are doing the same.

Document everything. You will forget your notes and you will need to show proof to others. Clients and Courts alike need paper trails.

Heather Duncan has joined Sacks Tierney as Chief Operating Officer. Ms. Duncan is an experienced leader and manager of business operations, finances and strategic growth.

She is adept at at identifying and pursuing new opportunities for expansion and collaboration, as well as fostering a culture of teamwork, accountability, and excellence within firm structure.

Learn more about Heather Duncan here.

The 27th annual Milken Institute Global Conference is underway in Los Angeles, drawing the some of the world’s most ardent thought leaders, visionaries and problem solvers. It’s no surprise then, that forever student and The Alexander Group’s Managing Director Jane Howze, is in the mix observing and absorbing the information gleaned from the three-day event.

“This is my eighth year attending and I am honored to have them as a client,” Jane said.

The 2024 theme is “Shaping a Shared Future,” and Milken organizers have gathered more than 4,000 attendees, including 1,000 speakers made up of C-suite executives from Fortune 500 companies, global leaders, experts, and innovators who are rethinking health, finance, technology, philanthropy, sports and media to discuss and explore the topic.

Day one of the annual Milken Institute Global Conference focused on the critical issues of geopolitical hotspots and the ongoing climate crisis to the complexities of artificial intelligence, examining both its potential and impact on global workers, firms, and markets.

With so many sessions and not enough time, Jane focused her energies on specific speakers and topics. Below are their thoughts, her thoughts and up-close pictures only Jane could provide from prime seating at the panel discussions.

Degree or Not Degree: The Higher Education Dilemma

Experts in a vast field of opinions explored the complex interplay between higher education, skills-based hiring, and the sometimes-elusive value of a college degree in today’s workforce. The discussion touched on the relevance of traditional degrees in a job market that increasingly emphasizes practical skills and competencies, the emerging trend toward alternative skill-building pathways and how individuals can navigate the range of choices to align their educational experiences with their career goals, plus the all-encompassing How are US college students and alumni tackling student debt?

Session Highlights:

-The average tenure in a job 25 years ago was 27 years. Today it is four years.

-54% of college students take at least one online course.

– University of Florida President and former Nebraska senator Ben Sasse on college’s biggest cost.

“The biggest cost of college is the opportunity cost.”

Jane’s Takeaways:

“I was particularly impressed with Ben Sasse. He was asked if tenure was important for faculty. He said yes, but being a faculty member today is more than teaching. It is coaching, grading, writing, presenting, etc. and we should specify what we are giving tenure to. All the panelists agreed that for a college education to be worth the cost— both time and money —it must offer skills that would help the graduate be a viable member of the working (profit or nonprofit) community.”

From Pitch to Profit: How Authentic Harnesses the Power of David Beckham’s Global Brand

A decade after retiring from professional football, David Beckham has remained a household name through a variety of high-profile endorsement deals and transformative partnership with Authentic Brands Group. He discussed his brand through strategic endorsements, innovative business models, compelling digital and media partnerships and more.

Session Highlights:

-Beckham talked about starting his business career 10 years before he retired. He will be introducing a clothing line next year. It was a fascinating discussion on branding and his recent documentary on Netflix is part of that branding since his production company made it.     

Jane’s Takeaways:

David Beckham was charming and interesting. Goes back to why my business is so important. It is all about the people you choose to work with, and he felt comfortable with and trusting of the CEO of Authentic Brands

Leadership and the State of American Politics

Disagreement and conflict resolution are foundational elements of the United States’ system of governance; divergent views on federalism, checks and balances, the separation of powers, and other such norms have been present since the founding of the country. While there is partisan division on many critical issues facing the US, broad consensus in some areas continues to lead to the enactment of bipartisan policies.

Bill Cassidy, US Senator, Louisiana, James Lankford, US Senator, Oklahoma, Joe Manchin, US Senator, West Virginia and Krysten Sinema, US Senator, Arizona examined how political leadership plays a role in breaking through the divisive noise and what can be accomplished as we lead up to 2025 and beyond.

Session Highlights:

-Two Democrats and two Republicans

-The group discussed how they have worked together to create bipartisan legislation. They agreed their biggest failure was not pushing immigration through earlier, where it would have had a better chance. There has not been immigration legislation since President Ronald Reagan.

2024 US Election Insights

The 2024 US elections are shaping up to be a rematch between President Biden and President Trump; however, the front-and-center issues today are distinct from the pandemic-dominated 2020 elections. From border security and immigration to the defense of democracy and US policy choices for navigating geo-political turbulence, the issues driving the 2024 elections are causing significant shifts in partisan allegiances and driving political fragmentation in new ways.

Kellyanne Conway, #1 NYT Best Selling Author; President of KAConsulting LLC; Former Senior Counselor to the President, Van Jones, Social Entrepreneur; Bestselling Author; CNN Host; and Founder, Dream Machine Innovation Lab, Chris Liddell, Author, “Year Zero: The Five-Year Presidency”; Former White House Assistant to the President and Deputy Chief of Staff, Jim Messina, CEO, The Messina Group; former Obama 2012 Campaign Manager, White House Deputy Chief of Staff and Paul Ryan, 54th Speaker of the U.S. House of Representatives; Vice Chairman, Teneo; Partner, Solamere Capital discussed the critical issues that will reverberate across the partisan divide, impacting voters in battleground states crucial to determining the Senate and House majorities—and delivering the electoral votes for the presidency.

Session Highlights:

-Kellyanne Conway said the election is about people’s relation with their government and border security is much more important now. It’s the number one or two issue in all six swing states that will determine the election.

According to her polling, Republicans are more focused on crime, securing borders and making a better living, where Democrats are focused on abortion.

Conway also said the Democrats made a big mistake by not letting Robert F. Kennedy stay in the race as a Democrat and if she were running the Democrats, she would have removed Joe Biden and Kamala Harris off the ticket 18 months ago.

-Jones likened the election to 1968. 

Jane’s Takeaways:

Paul Ryan commented he didn’t like Joe Biden’s policies, but he didn’t like Trump’s ethics —-quite a big change from his appearance at the Milken conference years ago when he was running for president and was much more positive about President Trump.

A Conversation with Elon Musk

It was what the title described. Read on for Musk’s thoughts and Jane’s musings.

Session Highlights:

-You want to believe the future will be better than the past.

-First Amendment Discussion:

“You can’t have democratic elections without people being informed.”

-Socialism Discussion

“The government is the DMV at scale. Would you want that?”

(Jane reports this take received a lot of laughter)

-Regulation Discussion

“If there are more regulations passed, eventually everything will be illegal. Tell kids why it is important. Engage kids.”

-Immigration Discussion
“Immigrants are talented, hard working and honest. Legal immigration is a bizarre process.  It’s insane. You can pop across the border easily.  What’s going on? Need to expedite legal immigration. Need to tighten who gets in.” 

-AI Discussion

“How will AI affect our daily lives?  Eventually all intelligence will be digital. We need to develop AI that will be beneficial to humanity. Ms. Truth Seeking AI. Truth telling AI. We need to maximize curious AI. AI has not been helpful in space exploration.”

Jane’s Takeaways:

I know a lot of people don’t like Elon Musk for political reasons, but I found him to be incredibly smart, funny, charming and a basic libertarian. The session consisted of Mike Milken, reading back quotes he had made in the past. With every quote, even those 10 years old, he would say “yeah I agree with that” and everyone would laugh, and Mike Milken would laughingly say “Well, it’s good that you agree with yourself. “

He spoke about how important the First Amendment is, and says you can’t have democratic elections without being informed.

Musk shared historically, prosperity and lack of war reduces the birth rate. The richer a civilization, the lower the birth rate. At that point in his talk a woman posed a question (we are all given QR codes to post questions during talks) that said, “Come pick me up on the way to Mars and I’ll give you a baby”.

What keeps him up at night? Musk worries about the fall of civilizations and listens to podcasts mostly at night about this subject. He ended his session by saying “Maybe I need to stop listening to podcasts on dying civilizations at night.”

HOUSTON—The Alexander Group proudly announces the addition of seasoned international executive Sally King to the firm’s advisory and consulting team. King brings extensive experience in global operations, strategic planning, merger planning and integration, finance, and all aspects of operational management to the consulting role.

King will play a pivotal part in furthering The Alexander Group’s mission to provide unparalleled strategic guidance to its diverse clientele. With more than 30 years of experience working with global, national, and regional law firms, King’s knowledge expands The Alexander Group’s ability to serve clients through team and executive assessment, advisory, and consulting strategies.

“We have followed Sally’s career and her impact on the firms for whom she has worked for decades,” said John Lamar, Managing Director at The Alexander Group. “She is an outstanding thought leader in this rapidly evolving industry.”

Prior to joining The Alexander Group, King served as Regional Chief Operating Officer for Clifford Chance, Chief Operating Officer for Dentons and Akin Gump, completing her career at Patterson Belknap Webb & Tyler.

“I am excited to embark on this new journey with The Alexander Group,” said Sally King. “I have long admired the firm’s dedication to excellence and its unwavering commitment to client success.”

King holds an MBA from Columbia University Graduate School of Business and is a fellow of the College of Law Practice Management and has served on the Boards of British American Business, Infinite Global Consulting, and the Board of Advisors for Catalyst.  She is a certified Executive Coach and a member of the International Coaching Council. King was also a Special Advisor to the New York State Bar Association Committee on Law Practice Management. 

David Ford has joined Prothena as Chief People Officer. Mr. Ford brings decades of exceptional global biopharma leadership experience to his role at Prothena.

Throughout his career, Mr. Ford has led through significant strategic and challenging operational change with complete understanding and appreciation of what “best” looks like from organizational infrastructure to performance for any specific period of a company’s evolution.

His scope includes commercial expertise on a global scale – through all aspects of portfolio, global commercial build, launch leadership, and full commercial life cycle.

To learn more about Mr. Ford, visit our latest release.

Want to learn more about our Life Science practice?

Contact Beth Ehrgott at

Elizabeth Satterfield has joined Moore & Van Allen as Chief Operating Officer. Ms. Satterfield is a results-oriented law firm executive with unique experience and credentials in Legal Operations, Knowledge Management, Legal Project Management, Pricing, and Innovation.

Previously, Ms. Satterfield was the Innovation & Practice Solutions Officer at Proskauer Rose LLP. Ms. Satterfield received her J.D. from Georgia State University College of Law and a Bachelor of Arts from Wake Forest University.

For more information, click here.

HOUSTON—As leading executive search firm The Alexander Group, celebrates its 40th anniversary, it continues to evolve and grow with the integration of sister firm Alex & Red, and the launch of the firm’s Professional Services Division. The integration of Alex & Red into The Alexander Group expands the firm’s ability to provide a holistic solution to recruiting high-quality executives across an organization unrelated to its size. The merger is effective March 13, 2024.

The Alexander Group, led by Managing Directors Jane Howze and John Lamar, established Alex & Red in 2011, with The Alexander Group’s executive John Mann at the helm, to help entrepreneurial organizations recruit their leaders, as well as recruit future C-Suite leaders for existing clients. Under Mann’s leadership, Alex & Red was an immediate success, building a national client base in multiple industries and functional areas. The firm was recognized for successfully completing “hard to fill” positions with superior talent.

“Prior to the creation of Alex & Red, our clients asked us to help them recruit outstanding mid-level managers who would be future C-Suite leaders. At the time we hadn’t focused on how few options our clients had for getting the quality of search The Alexander Group offers at the Board and C-Suite level for mid-management positions. Combining Alex & Red’s success with ours, we can better serve our clients by offering an integrated firm that fills all their leadership needs,” said John Lamar.

Lamar adds “in addition to offering clients one home for all their executive needs, the merger allows the firm to tailor search teams with uniquely broad industry, capabilities, and functional search experience.

“I was privileged to build and lead the team at Alex & Red that brought The Alexander Group’s commitment to client service and excellence to younger and more entrepreneurial companies. As a result, both Alex & Red and its clients have grown in a very short time to the point that it makes sense to integrate both firms into a seamless organization that will fulfill all our clients’ needs,” said John Mann, Managing Director, The Alexander Group.

Alex & Red Managing Director Jonathan Verlander joins The Alexander Group’s robust staff of executive search consultants including founder Jane Howze, CEO John Lamar, Managing Director and Chief Client Officer Amanda Brady, and Director of Research, Kyle Robinson.


Established in 1984, The Alexander Group has been an industry-leading global executive search firm for more than 40 years, conducting searches for Board and C-Suite positions in a wide array of industries including Legal and Professional Services, Life Sciences & Healthcare, Financial Services, Industrial and Manufacturing, Energy and Not-For-Profit. The Alexander Group is recognized for its commitment to long-term client relationships, highly acclaimed research capability and recruiting leaders who make a difference.

One of the most frequently asked questions we get is “How do I get on a corporate board if I’m not already on a board?” The hardest board will be your first board.

Here is what you need to know.

1) The Process Is Different than Applying for a Full Time Position

A board seat is usually not a position for which you apply. It is much more like a sorority, fraternity, or even a posh club: Candidacy is by invitation only. While it is helpful to visit and make contacts with search firms, it should not be your only strategy. Search firms fill only a relatively small percentage of board seats though this number is increasing due to the need for highly specialized talents and an commitment to greater diversity.

Because someone can work and still serve on a board, it’s relatively easy for board members to recruit friends, former colleagues or executives with whom they’ve done business. A search firm may not be as helpful to you in seeking a board position as it would if you were looking for a C-suite role, simply because board searches are not put out to search nearly as often as executive positions are.

Secondly, Board positions do not turn over as frequently as C-Suite roles. Average tenure for directors in the larger companies of the S&P 500 Index and the broader Russell 3000 index is nearly ten years.

Lastly, it is expensive. Search firms charge anywhere from $70,000 to $200,000 to complete board searches. Many Boards inquire among their network before retaining a search firm.

2) Know Thy Strengths

What value could you bring to a board? Determine the industry and type of company where your background would be an asset. Would you meet the requirements to serve on a company’s Audit Committee? Do you have a background in a sought-after functional area, such as compliance, data security or executive compensation? Are you a diversity candidate? There are many functional areas or qualifications that boards are seeking to ensure that they have a well-rounded board.

Prepare an “elevator” speech that you will use to introduce your candidacy to search consultants and sources of referrals for board positions that articulates what you have to offer. You will also need a different type of resume that highlights your value to a board, ability to represent shareholders and includes interactions with your own or other boards.

3) Define Your Brand

What would someone learn about you if they Googled your name? Does your resume reinforce the assets you would bring to a board? (Define your strengths; see number 2 above). Who are you and how have you established yourself? What is your reputation? What enterprise challenges have you faced and successfully navigated?

4) Be Visible

It is not enough that you are good at what you do. Being selected for a board requires both an internal and external effort. This requirement is especially important if you are not currently working. One of the fastest ways to disqualify yourself from a board is not to be “current.” Board members today must be up to date with changes in business and technology. To this end, it is critical to becoming versed in social media. Have a LinkedIn profile complete with picture. Have an account with—and understand how to use—Facebook, Twitter, Instagram and TikTok (even if you don’t actually use it). Submit articles, blogs or comments to industry association websites and publications. Engage in online dialog with your peers on social media. Publish an article on LinkedIn that delves into your area of expertise.

5) It’s All About Contacts and Networking

Landing a board seat is both a numbers game and a contacts game. Let your investment banking, law, bank, public accounting, and consulting firm contacts know of your interest in being on a board and the value you would bring. Use LinkedIn to identify board members of companies whom you can contact. Note if any of the directors are close to retirement. Many individuals have found board positions by contacting venture capital firms. In addition to search firms, check out top registries such as the National Association of Corporate DirectorsCatalyst (for women), and various universities that have board training programs. StanfordNorthwestern University’s Kellogg School of Management and Dartmouth offer corporate governance programs.

6) Start Small and Leverage Those Successes

Be willing to start small. Are there any not-for-profits for which you have a passion? If so, volunteer to be on their board, even at the local level. Are there small companies that are looking for a volunteer board? What about your church, child’s school, or trade association? Once you’re on an organization’s board, fellow board members are often senior executives from public companies with whom you can network. It may take two or three not-for-profit boards before you get the opportunity to join a for-profit board. We know several executives who got their start on public boards by working with emerging growth companies and rode with those companies as they went from a garage operation to a Fortune 1000 company.

Most executives agree that it is harder to land their first board position than it is actually to serve on a board. Look at your contacts and networking as investing for not only one board but future Board positions. Not surprisingly, most search firms who conduct board searches look first to those already serving on public boards.

Additional resources:

The Executive Leadership Council: Helps provide opportunities for African American executives.

The Hispanic Association on Corporate Responsibility: Serves as a resource for Hispanic executives vying for board service.