heather, Author at The Alexander Group

This blog about professional beards was originally published in April 2015 and remains one of The Alexander Group’s most-read blogs.

Professional beards are 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?”

Many of the world’s business leaders are sporting facial hair. Beards for professionals grace the faces of

Sundar Pichai, CEO of Google and Alphabet
Reed Hastings, Co-founder and Executive Chairman of Netflix
Matt Parker, Executive Chairman of Nike
Dara Khosrowshahi, CEO of Uber
Larry Ellison, Co-founder, executive chairman, and CTO of Oracle

CEOs of 2025, each with a professional beard

The newspaper’s front page hasn’t been this hirsute since Carnegie, Rockefeller, Gould, Morgan, and other captains of industry were shaping the economy.

Captains of Industry with professional beards and facial hair

The Shaving Razor Market: Trends and Growth Outlook

The shaving razor industry has seen modest growth, with U.S. revenue reaching $2.9 billion in 2025 at a 1.0% CAGR. In Europe, the market is projected to hit $6.67 billion, growing 1.16% annually. While the industry declined around 2015, demand has stabilized as consumers embrace premium and sustainable grooming products.

This shift reflects a broader trend—the changing role of facial hair in professional settings as beards become more accepted. Whether maintaining a beard or a clean shave, grooming choices now hold greater significance in personal and professional branding.

Professional Beards, Business, and Changing Perceptions

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 professional 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.”

How Recession and Innovation Reshaped Grooming Trends

One interesting hypothesis is that many professionals began growing beards due to the recession of 2007-09. 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.

The tech industry’s relaxed culture prioritizes innovation over strict dress codes, making facial hair widely accepted. Unlike traditional corporate environments, tech leaders are valued for their ideas rather than their grooming standards. This emphasis on creativity and individuality has helped normalize beards in professional settings.

The Alexander Group Managing Director John Lamar comments, “I went through a beard phase about 20 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 professional beards 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.”

According to a 2013 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.

In 2025, societal perceptions have evolved significantly. Beards have become mainstream and are widely accepted across various professional settings, reshaping perceptions of beards in the workplace.

A notable example is the New York Yankees, who, in February 2025, lifted their 49-year-old ban on beards to align with modern grooming trends and appeal to a broader pool of talent. This shift reflects a broader cultural acceptance of facial hair, with beards now often seen as expressions of individuality and personal style rather than indicators of age or non-conformity.

Beard of Directors

Despite the growing popularity of professional beards for businessmen, the number of unshaven business executives remains 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, “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.”

While personal expression is valued in the Bay Area in 2025, men’s style has shifted, with both long professional beards and a clean shave being acceptable—as long as grooming remains intentional. The choice between maintaining facial hair or a clean shave depends on personal style and industry norms, but the emphasis is always on a neat and professional presentation.

Phillip Rudolph, the former 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. At the time, he did not 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 continued, “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 in Chicago.

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 on Professional Beards

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.”

Know Your Audience

The professional beard has evolved from a symbol of rebellion to an accepted, albeit still debated, element of executive style. While beards are more common in tech and creative industries, traditional corporate environments still lean toward a clean-shaven look.

So, whether you prefer a clean-shaven look or professional men with beards aesthetic, understanding your industry’s expectations is key.

Whether interviewing for a new role or leading a boardroom, facial hair should align with your industry’s expectations and be well-maintained.

If you’re navigating executive hiring decisions—or considering how personal presentation affects career progression—The Alexander Group can help. Our expertise in executive search ensures leaders are not just a cultural fit but a strategic asset to their organizations. Connect with us today to explore how we can help shape your leadership team for success.

Katten Muchin Rosenman LLP strengthens firmwide talent strategy with the appointment of Lisa Featherson.

Client: Katten Muchin Rosenman LLP | Role: Chief Talent Officer | Candidate: Lisa Featherson

Executive Search Consultants: John Lamar, Sarah Mitchell, Pamela DeLuca

Overview

Katten Muchin Rosenman LLP, a leading international law firm with a strong presence across eight global offices, engaged The Alexander Group to lead the search for a Chief Talent Officer. The firm required a proven executive to drive firmwide strategic initiatives related to executive search, retention, professional development, and overall talent performance.

Key Leadership Need

Katten sought a high-impact executive capable of elevating its talent function across legal and business services. The firm needed a leader with experience managing talent strategy at scale, aligning cultural values with firm objectives, and fostering a best-in-class experience for attorneys and staff alike.

The Alexander Group’s Approach

Drawing on deep expertise in legal executive search, Managing Directors John Lamar, Sarah Mitchell, and Pamela DeLuca launched a national search focused on candidates with a demonstrated ability to lead transformational talent strategies in global law firm environments.

Key steps included:

Developing a customized search strategy aligned with Katten’s firmwide talent and leadership development goals.
Conducting comprehensive market research to identify proven talent executives with experience in global law firm environments.
Evaluating candidates for strategic leadership capability and cultural fit, ensuring alignment with Katten’s entrepreneurial and client-centric culture.

Successful Placement and Impact

Lisa Featherson, previously Chief People and Development Officer, US at Norton Rose Fulbright, was appointed Katten’s Chief Talent Officer. She brings extensive experience in strategic human capital initiatives across law firms, focusing on recruiting, professional development, and retention.

Immediate benefits:

Unified Leadership Across Talent Functions: Lisa oversees talent development and acquisition, human resources, performance management, professional development and training, leadership programming, and other areas, ensuring a cohesive strategy across all offices.
Alignment with Firm’s Strategic Objectives: Her role includes spearheading the creation and implementation of a human capital strategy that syncs with Katten’s strategic objectives, enhancing overall organizational effectiveness.
Enhanced Employee Satisfaction and Retention: Lisa is responsible for maintaining employee satisfaction by managing benefits, fostering a positive cultural environment, and leading compensation efforts, contributing to improved retention and morale.

Insights from the Executive Search Director

“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 elevating Katten’s talent function.”

— Sarah J. Mitchell, Director, The Alexander Group

About Katten Muchin Rosenman LLP

Katten Muchin Rosenman LLP is a prestigious and dynamic international law firm with approximately 670 attorneys across eight global offices. The firm provides full-service legal counsel to a third of the Fortune 100, as well as government entities, nonprofit organizations, and individuals. Katten is recognized for its entrepreneurial culture and commitment to aligning legal service delivery with each client’s business goals.

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 search services? Contact The Alexander Group today.

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

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

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

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

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

Strategies for Operational Law Firm Merger Integration

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

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

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

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

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

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

Choosing the Right Leaders: Crafting a Unified C-Suite

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

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

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

Avoiding One-Sided Leadership Decisions During Law Firm Merger Integration

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

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

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

Building a Cohesive Business Framework

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

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

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

Supporting Business Professionals Through Transition: A Human-Centered Approach

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

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

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

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

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

In recent years, mental health has emerged from the closet to be openly discussed in the business world. Corporate America talks about it in terms of work-life balance, burnout, and managing stress while offering resources and advice. Yet, I have never seen much written about post-traumatic stress disorder (PTSD).

Two years ago, I was involved in a horrible accident. It was an accident that changed my life in every way. I promised myself that once I got far enough away from it to gain perspective, I would write about it and what I learned.

It was one of those wonderful spring nights in Houston where the sun sets at 7:30, the humidity is low, and it is pleasantly warm—the days you just want to be outside. My husband and I walked to dinner two blocks away from our home as is often our habit. There were lots of people walking the streets, all enthused by the wonderful weather.

After dinner, we crossed the busy intersection of Kirby Drive, where people were crossing ahead and behind us. Suddenly, I was thrown in the air by a car that had run a red light and hit me. Time stood still, and out of the corner of my eye, I could see my husband being thrown in the air as well. My husband lay dazed in the middle of the street. I thought he was dead. I was covered in blood and also lying in the intersection. He later admitted he thought I was dead. Fortunately, other cars stopped and formed a circle around us to protect us from being run over us a second time. The driver reluctantly stopped but did not get out of the car. For a short period of time, I could not move my legs, and there was a large tire track where the car had run over my right foot. An ambulance arrived within ten minutes and, with sirens blaring, whisked us to the emergency room.

After spending the night in the emergency room, I was diagnosed with two broken legs along with a deep cut above my eye that required surgery. My husband was battered and bruised. I avoided surgery by agreeing not to put weight on my feet for two months and using a wheelchair. Healing my broken legs bruised and battered face would be the easy part.

Touring Amsterdam shortly after the accident.

The following day I posted details of my accident on Facebook assuring friends that I would be okay and vowing to get back to work the next week, wheelchair and all. Along with numerous messages of love and concern, there was a message from a therapist friend that said, “Jane I strongly recommend you and your husband get PTSD counseling.” I wondered what he meant because I was worried about getting from my wheelchair into a shower. It didn’t take long to find out.

During a torrential downpour the next day, we embarked on our first of many doctors’ appointments. My husband and I panicked. We knew what we could see but didn’t know what we couldn’t see—just like in the accident. Was a car going to come out of nowhere and run us down? Would we be unexpectedly rear-ended? Not surprisingly ,it took us 90 minutes to make the six-mile trip. I was shaking and in tears.

My emotions were not limited to car rides. As I recovered, I sat in my wheelchair in our home—a 17th-floor high-rise—where I looked out on the scene of the accident. My heart raced, and I broke out into a cold sweat as memories of the accident engulfed me—the sound of metal hitting my leg, the nearby pedestrians screaming for the driver to stop, and the claustrophobia I felt riding in an ambulance strapped to a spinal board. These thoughts consumed me.

I knew I needed help to deal with my emotional injury. The first order of business was to learn what PTSD is and what can be done to treat it.

What is PTSD?

Most people associate PTSD (post-traumatic stress disorder) with soldiers returning from combat. But it is broader than that. PTSD is an emotional reaction to traumatic events (accident, natural disaster, violence, assault) that can take the form of nightmares, heightened anxiety, avoidance, memory lapses, and intense physiological reactions to reminders of the trauma, such as rapid heartbeat and sweating.

Studies indicate that 3.5 percent of the US population will experience PTSD in a given year. It can happen immediately after the event or years later. People of any age, gender, ethnicity and background can experience it.

PTSD can be mild. One friend was in a bicycle accident and ended up in a ditch with no one to help her. While she does not have nightmares about the accident, she no longer rides bicycles, and the accident has not had any emotional impact on her except her depriving herself of the joy of bike riding. It can also be severe and affect the quality of one’s life. We all have heard stories about people who were sexually abused as a child and in their adult years start having recurring nightmares and anxiety so severe it affects their ability to sustain relationships.

Treatment for PTSD

There are many ways to treat PTSD, including medication, traditional therapy, and specific targeted therapies. Targeted therapies include Prolonged Exposure Therapy, which teaches individuals to approach trauma-related memories they have been avoiding, Cognitive Processing Therapy, which teaches people to identify how the traumatic experiences have affected their thinking and entail consciously modifying disturbing thought patterns that interfere with the patient’s life, and Eye Movement Desensitization and Reprocessing which involves the patient revisiting the trauma in bits and pieces with alternating stimuli (eye movement or tapping) in a structured session.

In my case, I did not want to take medication and knew that traditional therapy –talking about my childhood—would not help. I googled the Veteran’s Administration website, which has considerable information about PTSD and treatments. One referral led to another and to yet another, and I found a specialist who was close to my home (another positive since driving long distances was not in my traumatized husband’s wheelhouse, and I could not drive). My therapist specialized in Eye Movement Desensitization and Reprocessing (EMDR).

My therapy involved sitting face-to-face with my therapist. In her calm and soothing voice, she asked me to describe the accident—not only what happened but what I felt in my body as I described it. She would ask me to describe the negative feelings and rate the distress I felt. She did this while instructing me to follow her hand with my eyes or while tapping on my arm or leg.

I’m not sure why the eye movement works but one Harvard researcher hypothesizes that for reasons connected with the biological mechanism involved in Rapid Eye Moment (REM) sleep, internal associations arise and the client begins to process the memory differently and from an empowered place. My therapist, Jennifer Christian, states, “The body is made to heal; EMDR taps into this healing process, calms the nervous system, reduces the level of distress when remembering, and helps us to reconnect with ourselves.”

Each time I visited her and processed the memory I started to see it differently and my distress lessened. From being scared and angry, I started thinking, “Yeah, this happened, but you know what? I am okay. I survived. I am resilient.”

How long does the therapy last and does it work?

One of the benefits of EMDR therapy is that it is not something you do for years. Most protocols require eight treatments. After five sessions, I felt like my old self and saw the accident as just an unfortunate alignment of the stars rather than an event that would define who I was.

Before and after: Back in Amsterdam—and back on her feet—one year later

The EMDR Institute reports that more than 30 positive controlled outcome studies have been done on EMDR therapy. Some of the studies show that 84 to 90 percent of single-trauma victims no longer have post-traumatic stress disorder after only three 90-minute sessions. Another study, funded by the HMO Kaiser Permanente, found that 100 percent of the single-trauma victims and 77 percent of multiple trauma victims no longer were diagnosed with PTSD after only six 50-minute sessions. In another study, 77 percent of combat veterans were free of PTSD in 12 sessions.

With the focus today on mental health, perhaps corporations should investigate whether this treatment would be beneficial for depression, low self-esteem, or even work-related stress. One of the many lessons I learned from my accident was that talking about mental health and asking for help was part of the healing process.

Let the talking and healing begin.

Throughout the past year, we’ve enjoyed an array of global travels, meaningful books, thought-provoking films, and live music experiences that prompted us to dance and sing. Deeming something “the best” is a heady move, but The Alexander Group knows a few things about exemplary talent, so we offer these 2024 arts and pop culture superlatives as we head into 2025.

Jane Howze, Managing Director

Best Film: Documentary Daughters streaming on Netflix. It’s about a daddy/daughter dance, where the fathers are incarcerated. Look for it to get an Oscar nod.

Best Concert: It’s hard to pick as I went on a concert BINGE this year. Taylor Swift (multiple shows), Joni Mitchell at the Hollywood Bowl, and the Rolling Stones in San Francisco.

Best Trip/Travel Destination: The Gleneagles in Scotland for a bucket list golf trip.

John Mann, Managing Director

Best Film(s): Movies are Will and Harper and The Menendez Brothers documentaries. Will and Harper’s insight into a personal conversation with one of my favorite actors, Will Ferrell, and his good friend’s transformative journey.

The Menendez Brothers is gripping— the story of these infamous brothers and their plea for mercy.

Best Book: Framed by John Grisham (currently reading). It’s the perfect mix of my interest in nonfiction and crime thriller documentaries and shows like Dateline and 20/20.

Best Trip/Travel Destination: Spending Thanksgiving with family on the Big Island, Hawaii. It was an unforgettable week filled with beautiful moments, amazing company, fantastic golf, and breathtaking sunsets.

Jean Lenzner, Managing Director

Best Book: The Women by Kristen Hannah

Sarah Mitchell, Director

Best Book: All Fours by Miranda July

Wellness by Nathan Hill was a close second but was published in 2023

Best Concert/Album: Ben Folds at the San Francisco Symphony!

Best Trip/Travel Destination: We were absolutely delighted by our August visit to Bend, Oregon. Incredible hiking, views, food, and craft beer in Central Oregon. We can’t wait to go back.

Kyle Robinson, Director of Research

Best Film: Deadpool & Wolverine. Funniest movie I’ve seen in quite a while.

Best Trip/Travel Destination: Disneyworld! It was a trip “for the kids,” but it also fulfilled a lifelong wish for my wife and me. We can’t wait to go back!

Jacqueline Griffin, Director of Accounting and Administration

Best Book: The House of Cross by James Patterson

Best 2024 Concert/Album: Earth Wind and Fire and Santana

Anthony Ott, Senior Associate

Best Book: After the Rain by Alexandra Elle. It is a book comprised of gentle reminders for Healing, Courage, and Self-Love. It is for everyone learning how to dance in the rain. Your storms do not define you. Trust your pilgrimage and uncover your joy. It’s an easy peace-giving read.

Best Concert/Album: I went to The Beach Boys! How nostalgic that was!

Best Trip/Travel Destination: I was heading to New Orleans for a golf trip, but it was canceled at the last second because of a hurricane warning. I was at the airport and called by my brother, who was also there for our annual golf trip to celebrate our birthdays. We pivoted quickly to Las Vegas and got comped rooms at the Bellagio. We had an opportunity to play Bali Hai Golf Club, the only championship golf course remaining on the famed Las Vegas Strip. When we pulled up to the 18^th hole, Butch Harmon was there watching… the most nervous I have EVER been standing over a golf ball.

Abby Buchold, Senior Research Associate

Best Concert: Sarah McLachlan in early July was the only concert I attended this year—the tickets were a birthday gift from my husband. She performed all of the songs from her 1993 album, Fumbling Towards Ecstasy. I wore that CD out and had to buy a new copy in 1997! As trailing GenX-ers, her music was a college staple for my husband and me. She’s just as amazing now as she was in the 90s!

Best Trip/Travel Destination: We traveled to beautiful Thessaloniki, Greece with some friends in May. Thessaloniki is a lovely city in northern Greece on a bay just off the Aegean, and it is the hometown of one of our travel companions. Highlights included Mt. Olympus, Philippi, and Grevena, a town known as the mushroom capital of Greece. We had nearly perfect weather and enjoyed visiting many seaside tavernas for amazing seafood. I never thought I’d love fried sardines, but I do now.

Jennifer Lee, Administrative Assistant

Best Film: Deadpool & Wolverine

Best Book: Atomic Habits by James Clear (came out in 2018, but I read it this year)

Best Concert/Album: Ten Days – Fred Again

Best Trip/Travel Destination: Goldbar, Washington

Lindsay Ames, Research Associate

Best Concert/Album: My favorite concert of 2024 is a combination with my favorite travel destination (as my family and I haven’t been travelling much lately). Las Vegas, Nevada, for the Sick New World 2024 festival.

My husband and I have gone two years in a row to this festival, for its inaugural and second years, to see our favorite heavy/nu-metal band, System of a Down. We were planning to attend next year as well, but SOAD decided not to headline for 2025 (Metallica and Linkin Park, with their new lead singer, were co-headlining the bill instead), and the festival was not able to sell out like they had the first two years and canceled.

Lauren Elkhoury has joined Vinson & Elkins as Director of Pricing and Rates. Ms. Elkhoury is a cross-functional leader with extensive experience identifying and planning strategic initiatives to maximize revenue and profitability competitively.

Prior to joining Vinson & Elkins, Ms. Elkhoury Director, Practice Operations for Norton Rose Fulbright US LLP in Houston, Texas. Ms. Elkhoury received a Bachelor of Arts in Political Science from Tulane University.

“Lauren is a seasoned legal professional who will bring years of legal project management, pricing, and practice operations experience to Vinson & Elkins. She is known for her ability to plan strategic initiatives to maximize revenue and profitability competitively,” said Anthony Ott, Senior Associate, The Alexander Group.

Managing Director John Mann and Senior Associate Anthony Ott conducted and completed this search.

Vinson & Elkins LLP is one of the largest and most successful law firms in the United States, with approximately 700 attorneys. V&E consistently ranks as one of the most profitable law firms and is ranked 25th in the Am Law 100 with respect to 2023 based on profit per equity partner.

Collaborating seamlessly across 11 offices worldwide, V&E provides outstanding client service. The Firm’s lawyers and other professionals are committed to excellence, offering clients experience in handling their transactions, investments, projects, and disputes across the globe. Established in 1917, the Firm’s time-tested role as trusted advisor has made V&E a go-to law firm for many of the world’s leading businesses and investors.

Jeremy LeBlanc has joined Fried, Frank, Harris, Shriver & Jacobson LLP as Director of Technology Services.

Mr. LeBlanc has over 20 years of multi-industry, innovative information technology executive experience, including senior technology leadership roles with major law firms, investment banking, and technology consulting firms. Before joining Fried Frank, Mr. LeBlanc served as Regional Head of Information Technology for the U.S. for Withersworldwide.

“Jeremy has an outstanding record of strategic and operational information technology experience and has been a key member of business leadership with the firms he has served with throughout his career,” said Bill Lepiesza, Director of The Alexander Group.

Fried, Frank, Harris, Shriver & Jacobson LLP is an elite Wall Street law firm with approximately 700 attorneys in New York, Washington, DC, London, Frankfurt, and Brussels. Fried Frank’s origins date to the turn of the 20th century, and it is well known for representing global financial institutions, investment banks, private equity firms, hedge funds, real estate investors and developers, and Fortune 500 corporations.

Consistently highly ranked in league tables and legal directories, including Chambers and Partners and The Legal 500, the firm is well recognized for providing highly effective solutions to sophisticated business challenges.

This search was conducted and completed by Director Bill Lepiesza and Associate Pam DeLuca.

When it comes to The Alexander Group traditions, Thanksgiving is a firmwide favorite. Whether celebrating the time of gratitude at a traditional dining table or on a beach, you’re sure to find us gathered with family and friends in meaningful locations, taking stock and making memories.

In the past, we’ve shared beloved recipes, travel tips and gratitude lists, so this year, we invite you to join our tables for the holiday in California, Hawaii, New Orleans, and Houston. These snapshots of Thanksgiving’s past reflect our authenticity, creativity, and thankfulness.

We’re pleased to share these moments with you.

Happy Thanksgiving from The Alexander Group!

Managing Director John Lamar shares his Napa Thanksgiving.

Director Bill Lepiesza shares his daughter’s Thanksgiving Turkey art.

Anton Levchik has joined Seward & Kissel LLP as Chief Financial Officer.

Mr. Levchik is an experienced leader with an extensive track record of financial operations and advisory capabilities within legal and professional services firms.

Before joining Seward & Kissel LLP, Mr. Levchik was the CFO at Foley Hoag LLP in New York, New York. Mr. Levchik received a Master of Business Administration from New York University Stern School of Business and a Bachelor of Science in Accounting from Fordham University.

This search was conducted and completed by Managing Director Jean Lenzner and Director Bill Lepiesza.

Seward & Kissel LLP, founded in 1890, is a leading US law firm with an international reputation
for excellence. With approximately 170 attorneys across offices in New York City and Washington
DC, the firm’s practice primarily focuses on corporate and litigation work for clients seeking legal
expertise in the financial services, corporate finance, and capital markets.

The firm is well known for its representation of central commercial banks, investment banking
firms; investment advisors and related investment funds (including mutual, hedge, and private
equity funds); broker-dealers; institutional investors; and maritime and transportation companies.
The firm’s award-winning attorneys are highly regarded in their respective practice areas, and many
have been with the firm for most, if not all, of their legal careers.

The firm’s focus and expertise, combined with its stability, have enabled it to create a work culture that is dedicated to professional excellence and sound judgment and that is committed to providing its clients with effective, high-quality, hands-on legal service.

Susan van Vollenhoven has joined Pierce Atwood LLP as Director of Human Resources. Ms. Van Vollenhoven has an extensive leadership background in human resources including employee relations, performance management and compensation and benefits. Before joining Pierce Atwood, Ms. Van Vollenhoven was Director of Human Resources & Operations at Sullivan & Worcester LLP. Ms. Van Vollenhoven earned a bachelor’s degree in political science and an MBA from Questrom School of Business, Boston University.

Before joining Pierce Atwood, Ms. Van Vollenhoven was Director of Human Resources & Operations at Sullivan & Worcester LLP. Ms. Van Vollenhoven earned a Bachelor’s degree in Political Science and an MBA from Questrom School of Business, Boston University.

This search was conducted and completed by Managing Director John Mann and Senior Associate Mike Doering.

Pierce Atwood LLP is a leading New England full-service law firm with 150 attorneys. This nationally and internationally recognized firm is known for its expertise in complex and class action litigation, energy production and distribution, midmarket mergers and acquisitions, information security and technology, commercial real estate development, and complex construction projects. Established in 1891, Pierce Atwood’s clients range from regional and local enterprises, utilities, financiers, middle-market companies, entrepreneurs and individuals to Fortune 500 companies, multinational corporations, and foreign governments.