heather, Author at The Alexander Group

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

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

The Evolving Responsibilities of the CIO Role in Law Firms

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

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

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

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

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

Insights from The Alexander Group on Law Firm CIOs

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

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

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

John Lamar, Managing Director, The Alexander Group

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

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

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

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

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

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

Sally King, Managing Director, The Alexander Group

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

William Lepiesza, Director, The Alexander Group

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

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

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

Sarah Mitchell, Director, The Alexander Group

Essential Skills for a Forward-Thinking CIO

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

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

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

With 2025 just around the corner, we’re looking to the future of legal industry trends, anticipating and planning for what’s next. While we don’t have a crystal ball, we do have 40 years of executive recruiting experience, a deep well of data, and the trust of our clients, who express their leadership needs to us as they plan for 2025 and beyond.

Managing Directors John Lamar, Amanda Brady, and John Mann, Directors Sarah Mitchell and William Lepiesza and Senior Associate Anthony Ott share their thoughts and insight on expectations and trends for 2025.

John Lamar, Managing Director, The Alexander Group

“AI continues to dominate people’s thought process in making the firm efficient and profitable. Tech is a driving force, but it’s not where it needs to be. Everyone’s doing window dressing right now, hiring chief innovation officers, but in reality, firms are buying off-the-shelf software products. That will change in the years to come.

Another trend garnering attention concerns partners getting paid ungodly amounts of money. They are offered multi-year 25- to 30-million-dollar deals. How long can the industry sustain that?

I’m hearing a lot from chairs about work-from-home. It’s interesting in Europe; they all comment that everyone’s back 100 percent; the U.S. is the only country with three days in the office. It’ll be interesting to see what happens next year. Do firms hammer the idea of return to office? Maybe you will spend four days in the office, but you won’t be sitting at home on a Monday. The associates will give them the best work in the office, but the partners are not leading. It starts with them. They are in a bit of a conundrum. People are struggling with it. You have to hit them in the pocketbook so that people can start showing up.

Mergers and Acquisition activity is not slowing down within legal as the industry continues consolidating. A few firms at the top are leading the way–and there’s more to come.

Amanda K. Brady, Managing Director/Chief People Officer, The Alexander Group

“Synthesizing data to inform strategic growth. (Some) law firms are becoming more sophisticated around coordinated growth initiatives. Business intelligence is evolving beyond the typical matter, partner, or practice profitability analysis into deep dives into all that touches firm and practice growth. It combines knowledge management on the practice side with knowledge management on the business side, merging information from CRMs, experience databases, historical financial metrics, targeted industry research, and honest assessments of the firm’s talent. It’s all data. This is most successful at firms with cultures that allow their leaders to be innovative – not business as usual, set ambitious business goals, develop corresponding growth strategies, and pull the puzzle pieces together to make things happen.”

John Mann, Managing Director, The Alexander Group

“In 2025, strategic legal recruiting functions will be crucial for law firms, as they focus on proactively identifying and recruiting top talent with specialized skills aligned with client needs.

Artificial Intelligence will continue to impact the legal industry by automating routine tasks and enabling more efficient client service. It will ultimately transform how legal professionals work and deliver value.

In 2025 and beyond, law firms will continue to build sales-focused client development teams who generate revenue much like public accounting firms and are responsible for driving business growth by developing client relationships, identifying new business opportunities, and promoting the firm’s legal services.”

Sarah Mitchell, Director, The Alexander Group

“The return to office push/pull is still strong, but law firm leaders seem to be “over” the discussion. Unlike the trends we see with technology companies and banking, very few firms seem willing to implement any mandate. They are shifting to making the office space somewhere that lawyers and business professionals want to be—not with pizza parties, but fresh, thoughtfully designed office space that feels “alive” and opportunities to connect.

Discussions around generational differences are being discussed more forthrightly, and I think it might become more pronounced in the next couple of years. We currently have four well-defined generations working together, and they each tend to have distinctive attitudes concerning technology use, adaptivity to change, RTO expectations, dress, and communication. One law firm COO mentioned they have introduced training around generational differences as part of their professional development curriculum, and it has been well received and actionable.”

Bill Lepiesza, Director, The Alexander Group

“As I consider legal industry trends for 2025, I believe we will continue to see the rise and evolution of the Chief Innovation Officer role.

We will see the further integration of firmwide talent/strategic human resources functions across lawyer and business professional populations and the continued elevation in caliber, leadership expectations, and strategic value-add of law firm business executive roles.

Anthony Ott, Senior Associate, The Alexander Group

“Each year, there is a swing of trends. I anticipate seeing more Baby Boomers retiring, and vacant leadership opportunities will be available for those who have earned a right to be in consideration.

As work-from-home policies shift, so will their impact on the candidate pool. Jobseekers will be willing to explore new industries in order to receive job title advancement and increased compensation. Similarly, law firms will look at candidates from other professional services companies outside of their industry.

We will also see people on the move to improve their quality of life. As the cost of living increases, it may encourage people to explore opportunities in new cities for a better quality of life and employment opportunities. For example, people may be able to afford larger homes less expensive in major metropolitan cities, so they move to grow their families or be open to other career opportunities.”

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

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

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

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

What Is Corporate Governance?

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

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

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

Handling Mass Board of Directors Resignations

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

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

Board Member Resignation: A Rare but Impactful Event

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

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

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

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

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

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

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

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

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

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

Learning from a Recent Board Member Resignation

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

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

Urgency To Improve Company Performance

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

Monitoring of Communication and the Relationship Between the CEO and Board

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

Understand the Voting Structure of the Board

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

Reflections on Corporate Governance Challenges

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

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

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

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

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

White & Case LLP appoints Jason Hill to lead firmwide marketing, brand strategy, and client engagement.

Client: White & Case LLP | Role: Chief Marketing Officer | Candidate: Jason Hill

Recruiters: John Lamar, Managing Director; William Lepiesza, Director; Pam DeLuca, Associate

Overview

White & Case LLP — one of the world’s leading international law firms — partners with The Alexander Group, a global executive search firm, to recruit a Chief Marketing Officer. As the firm continues its global expansion, it seeks a marketing leader capable of strengthening its brand and driving firmwide growth through client engagement, data, and creativity.

Key Leadership Need

White & Case seeks a Chief Marketing Officer to oversee global marketing strategy, brand positioning, client development, communications, and marketing operations. The role requires a dynamic leader who can unify complex marketing functions across international offices while elevating the firm’s market presence and client experience.

The Alexander Group’s Approach

The search team — led by John Lamar, William Lepiesza, and Pam DeLuca — focuses on senior marketing executives with extensive experience building and scaling integrated marketing organizations across global professional services or financial institutions.

Search priorities included:

Strategic leadership in global brand development and campaign execution
Expertise in marketing transformation, team building, and digital enablement
Deep understanding of client-centric marketing in complex, B2B environments

Jason Hill emerges as the ideal candidate, bringing over 20 years of leadership in brand marketing and global media strategy at Goldman Sachs, GE, and BlackRock. His experience in unifying marketing functions across international markets and designing award-winning brand programs positions him as a transformative addition to White & Case’s leadership team.

Successful Placement and Impact

Jason Hill joins White & Case as Chief Marketing Officer. He leads the firm’s global marketing efforts, aligning brand, creative, communications, and business development teams under a unified growth strategy.

Immediate Impact:

Oversees global brand positioning and firm reputation strategy
Leads data-informed client development programs and marketing innovation
Builds a unified global marketing infrastructure across geographies and disciplines
Strengthens White & Case’s competitive positioning across global legal markets

Insights from the Recruiters

“Jason has been a key senior executive, driving revenue, market growth, and functional innovation with [the] leading multinational financial services and professional services firms.”

– John Lamar, Managing Director, The Alexander Group

About White & Case LLP

White & Case LLP is a global law firm with lawyers in 30 countries. Recognized for its strength in cross-border legal work, the firm serves clients across various sectors, including finance, technology, energy, and infrastructure. With a reputation for innovation, client service, and strategic advisory, White & Case is a leader in global legal services.

About The Alexander Group

The Alexander Group is a global executive search firm headquartered in Houston. With a reputation for precision and discretion, the firm helps law firms, financial institutions, and multinational organizations recruit senior leaders who drive brand growth and market expansion.

Brand matters — especially in global law. The Alexander Group helps firms find marketing leaders who bring clarity, creativity, and commercial growth.

Frost Brown Todd LLP appoints Truda Chow to lead strategic operations across its national platform.

Client: Frost Brown Todd LLP | Role: Chief Operating Officer | Candidate: Truda Chow

Recruiters: John C. Lamar, Managing Director; William V. Lepiesza, Director

Overview

Frost Brown Todd LLP, a full-service law firm with offices across the United States, partnered with The Alexander Group, a global executive search firm, to recruit a Chief Operating Officer. As the firm continued its strategic growth across key markets, it sought a proven operational leader to unify systems, elevate performance, and guide it through the next phase of scale.

Key Leadership Need

Frost Brown Todd sought a candidate with a global mindset and deep law firm operational experience. Their role required a leader able to manage firmwide strategy, optimize cross-office performance, and serve as a key advisor to executive leadership on infrastructure, client service delivery, and growth planning.

The Alexander Group’s Approach

Led by John C. Lamar and William V. Lepiesza, the search targeted operational leaders with experience across law firm management, consulting, and professional services. The focus was on candidates with cross-functional expertise and the ability to lead in complex, distributed organizations.

Search priorities included:

Proven success leading national or global operations at law or professional services firms.
Experience in legal process improvement, operational alignment, and firm scalability.
Strategic insight into business growth, M&A, and systems modernization.

Truda Chow emerged as the standout candidate, having served in COO roles at Clyde & Co and Michael Best and senior consulting roles at LawVision and Hildebrandt International. Her cross-industry background—from legal to global consulting to high-tech—gives her a unique lens on optimizing firm operations across borders and functions.

Successful Placement and Impact

Truda Chow will lead operational performance, firm integration, and strategic execution across a 14-office footprint. She will partner with firm leadership to drive scalable solutions in service delivery, infrastructure, and internal operations.

Immediate Impact:

Aligns firmwide operational strategy with business and client priorities.
Modernizes administrative systems and workflows for performance and efficiency.
Strengthens internal leadership collaboration across practice and business units.
Supports scalable infrastructure as the firm continues national expansion.

Insights from the Recruiters

“Truda is a highly accomplished, senior executive who has led significant growth, innovation, and business transformation for major law firms throughout her career.”

– William Lepiesza, Director, The Alexander Group.

About Frost Brown Todd LLP

Frost Brown Todd LLP is a full-service law firm with more than 575 attorneys across 14 offices nationwide. The firm serves clients in key industries including financial services, energy, technology, health care, and manufacturing. Known for a strong commitment to collaboration, client service, and forward-thinking legal solutions, the firm is consistently recognized as one of the top firms in the U.S.

About The Alexander Group

The Alexander Group is a global executive search firm based in Houston. With a strong track record of placing operational and strategic leaders across Am Law 200 firms and professional services organizations, the firm specializes in helping clients build the leadership infrastructure needed to grow and compete.

Operational clarity starts with executive alignment. The Alexander Group helps law firms find the leadership that powers performance.

A young manager presenting the graph results on the whiteboard to the board at the conference room.

In our ongoing series covering various aspects of attaining a board seat, we continue with tips on acing the board interview.

First Things First The Initial Interview with the Search Firm

The search firm will be vetting several candidates. Today, almost all board searches have specific functional requirements for which the search firm will look. Gone are the days when companies sought an astute business person who would mesh with the existing board. You will likely be competing with executives with similar talents and experience.

The recruiter will not review your resume in the same manner as if you were interviewing for an operational position within the company. Instead, the recruiter will look for the high points: What were your successes when facing challenges? What was the culture at your organization, and why did you make confident career choices? What was your reputation at each company where you worked? Are there explainable career gaps? The recruiter will pay particular attention to your interpersonal style, silently assessing if you would be a good fit and if your experience and skill set would complement the current board.

The recruiter will also want to discuss your past board experience and pose questions demonstrating your knowledge of a board and how it functions. I have seen many good candidates fall short of the interview by discussing “their desire to help management run the company better.”

We cannot say it too many times: directors do not help manage the company. They represent the interests of shareholders and provide oversight and guidance on issues such as creating and preserving shareholder value, executive compensation, enterprise risk management, CEO succession, and maintaining corporate integrity.

If you do not have public board experience, do some research. Ask your friends or colleagues who are board members what they were asked by the search committee and would ask of a prospective board candidate.

The recruiter will also confirm that you have the bandwidth to take on another role, autonomy over your schedule and that your company endorses you joining an outside board. You should have reviewed the board meeting dates for the next two years and confirmed your availability.

Speaking of time, I have two observations:

One red herring that a candidate is not the right fit for a public board is his or her accessibility. Board-ready executives know how to manage their time and calendar. Several years ago, while conducting a board search, an executive was very excited about joining my client’s board but was unable to discuss the opportunity by phone until the following month. My concerns increased after I scheduled a time to fly to Los Angeles to interview her at her office. Her assistant told me she would have only an hour to meet with me. Be mindful that if you are considering joining a board, you are excited about, demonstrate that you will invest the time at the front end with the search firm. This will help assure that adding this additional time commitment is the right decision for you and the company.

Lastly, the recruiter may ask if there is anything that a background check would reveal that could be an issue. Obviously, in addition to criminal records, the recruiter wants to know if you have been the subject of any lawsuits, especially a shareholder suit, and the subject of any SEC or other regulatory proceedings.

Company Interview – What You Need to Know:

1. It may be a lengthy process. Very few boards conduct searches with tight deadlines. Quite the contrary. I’ve conducted searches in which the timeline to complete the search was a year. Because retiring board members give ample notice, or, if a board is adding a new member, it may wish to consider a wide slate of diverse candidates. Additionally, the long process is simply a matter of logistics. Most board members and candidates don’t reside in the same city or where the company is headquartered. During my last board search, we flew the candidates and the nominating and governance committee to New York for candidate interviews. Only one out of the nine individuals lived in New York, but it was the most central and easily accessible location.

Your first meeting with the company could be with one director or the chief executive officer. It will likely be with a group from the company’s Nominating and Governance (N&G) Committee. We have previously written about how to ace a search committee interview; however, there are some twists for the N&G Committee interview, which I discuss in in the following points

2. The basics. Before you don your best suit or dressiest office attire, ask the search firm what the committee will be wearing. You will want to dress accordingly. Some candidates have gone to interviews in their most conservative suit only to find the N&G Committee dressed in khakis and golf shirts. On the other hand, one particularly self-assured candidate wore jeans to the interview and the board members all wore suits. You don’t want to draw attention for over or under dressing. Always ask and match your attire to those with whom you meet.

3. Preparation. In addition to reading the company’s financial documents, analyst reports and regulatory filings, it is critical that you connect with the company’s “product.” Visit the stores, eat the food, etc. Who are you meeting with? What is their tenure on the board? Take a step back and look at the board as a whole. Is it a long-tenured board? Is there frequent turnover? What apparent strengths does each member bring to the board? What are the company’s long-term plans? Where could you add value? Time spent reading the MD&A and Management sections in the company’s 10-K, about the directors in its proxy statement, and the responsibilities of directors in the bylaws will be invaluable.

4. Striking the right tone. As we have said, interviewing for a board position is different from interviewing for an executive role at a company. You do not need to discuss each position you have held throughout your career in granular detail, but give an overview of how you have increased earnings, introduced new products, restructured a company, led global expansions, etc. — how you have added value to the enterprise.

5. Use your time wisely. Assume you will be asked for a five-minute summary of your background. Avoid getting into the weeds. Highlight the strengths you bring to this board seat. For example, if a board is interested in you because of your turnaround experience, spend proportionately more time discussing that than your experience taking companies public. If this would be your first board role, highlight your interaction with the boards of companies with whom you have worked.

6. Interviewing with a Nominating & Governance Committee. The primary mistake many candidates make is not giving concise answers. It is also essential to make eye contact with each committee member when answering a question. Not only does it make everyone feel included, but it allows you to assess body language to see if you are talking too much or if there is a lack of interest in what you are saying. Don’t be afraid to say, “Please stop me if my answers are too long or if you want more detail.”

7. Giving feedback on the company. One possible question may be, “What is your opinion of our product, stores, strategy, or challenges?” Your answer will demonstrate how well you have done your homework. If there are weaknesses, you should point them out constructively and tactfully yet balance them with positives. You will be assessed on how well you can give constructive feedback without being abrasive. Conversely, some candidates make the mistake of being overly enthusiastic and gushing about a company and offering nothing but compliments. This can also be a disqualifier, as every company can improve in some area and board members must be able to offer balanced feedback.

8. Your reasons for being a candidate. We have addressed the issue of candidates understanding the role of a board member. But what should you not say? Your reasons for serving on a board should not be about you and what the position will add to your resume, career, or pocketbook. One board reported that a candidate wanted to retire in a couple of years and then fill his time with board positions, hoping this would be the first one. Instead, your motivation should be about how to add value and why the company has the product, challenges, or culture you identify with.

9. Ask questions. Your questions are as important as your answers. Ask questions demonstrating you understand the issues the board has faced or could in the future. Ask questions that will require answers by more than one board member and could potentially result in a deep discussion. Good candidates should demonstrate knowledge of the business, have critical thinking skills, and be collegial so that the committee leaves thinking, “I could see her on the board. She seems like a good fit.”

Final thoughts
Remember that the interview is on a two-way street. Regardless of how much you covet that first board seat, the time commitment is too expensive if you feel uncomfortable with or align with the other board members.

The Alexander Group, a leading financial executive search firm, recently completed a successful placement for Lisinski Law. This effort highlights our expertise in sourcing top legal talent and matching it with leadership needs within law firms.

Key Points:

The Alexander Group demonstrates expertise as a top financial executive search firm.
Successful executive recruitment for a financial role at Lisinski Law by The Alexander Group.
Introduction of Jill Yutzy Coen at Lisinski Law as Vice President of Legal Operations.

Strategic Financial Executive Placement for Leadership Excellence

Jill Yutzy Coen has joined Lisinski Law as the newly created Vice President of Legal Operations. Ms. Coen is an experienced operational leader with a core skill set that includes regulatory expertise, compliance, risk management, litigation, and reporting. Before joining Lisinski, Ms. Coen was the Executive Director of Regulatory Operations at JPMorgan Chase & Co.

Learn more about Ms. Coen here.

C-level Financial Placement for Law Firms

The Alexander Group’s expertise as a financial executive search firm has allowed us to understand the complexities of placing top-tier financial talent in leading roles. The Alexander Group worked closely with Lisinski Law to identify key competencies required for executive recruitment for a financial role. This ensured that Jill Yutzy Coen was an ideal fit for their firm’s strategic needs.

“Jill’s experience as a practicing attorney and an operations leader made her an ideal candidate for this role. As the assignment progressed, it became clear that there was a strong alignment in philosophy between Jill and the team at Lisinski, and we look forward to seeing the impact that Jill can have now that she has joined Angel and her team at Lisinski Law,” said Jonathan Verlander, Managing Director, The Alexander Group.

Established in the fall of 2020, Lisinski Law is a swiftly expanding immigration law firm that has already served over 15,000 clients and built a strong record of success in handling complex immigration cases. The firm’s dedicated attorneys bring extensive trial and immigration expertise and impeccable reputations to clients nationwide—often representing those turned away by other firms.

With a team of 700 professionals, Lisinski Law primarily assists clients in securing legal status through humanitarian-focused immigration cases, such as T-Visas for victims of human trafficking, U-Visas for crime victims, and VAWA relief under the Violence Against Women Act for survivors of abuse or extreme cruelty.

Financial Executive Search Firm Specializing in Legal Sector Leadership Placements

As a top financial executive recruiter, The Alexander Group takes pride in delivering outstanding recruitment services that meet the specific needs of the legal industry. Our track record with Lisinski Law is a testament to our commitment to excellence in executive placement for law firms.

We are dedicated to cultivating enduring partnerships with our law firm clients. This relationship affords us a profound understanding of each firm’s distinct culture and requirements, enabling us to employ innovative strategies that transcend conventional legal boundaries in order to secure the most suitable candidates.

This search was conducted and completed by Managing Directors John Mann and Jonathan Verlander. Read more about our expertise as a financial executive search firm.

The Alexander Group, recognized as one of the top CEO executive search firms, presents “Five Questions With Outstanding Leaders,” our series where we interview visionary industry leaders. In this edition, we speak with Jonathan Horowitz, President of the Houston Hospitality Alliance, about key challenges, successes, and future opportunities within the hospitality sector.

Jonathan Horowitz and friends for top ceo executive search firms blog — ©MorrisMalakoff

Houston is a foodie city.

Full stop.

Houston offers every global cuisine, and diners are only too happy to explore and experience what the city is serving.

However, Houston’s hospitality and tourism are more than its vibrant dining scene.

Just ask Jonathan Horowitz, president of the Houston Hospitality Alliance.

Managing Director John Mann of The Alexander Group, one of the nations’s top CEO executive search firms, sat down with Horowitz to discuss the business of Houston’s hospitality and tourism industries–struggles, successes, and the future.

Executive Leadership Recruitment for Hospitality: Horowitz’s Vision for Houston Hospitality Alliance

Horowitz’s deep experience within the hospitality industry and his background as an attorney and real estate agent made him the ideal hire for the high-profile president position. The HHA is an organization that strives to promote, connect, and energize Houston’s hospitality and tourism business and create industry success in Houston.

For more than 17 years, Horowitz developed, operated and led multiple marketing restaurant/bar concepts, including Legacy Restaurants (Original Ninfa’s on Navigation Tex-Mex restaurant and the Antone’s Famous Po’Boy sandwich concept) Lasco Enterprises, LLC (The Tasting Room Wine Cafe, MAX’s Wine Dive, Boiler House Texas Grill) Midway Hospitality Development and Convive Hospitality Consulting, a full-service hospitality consulting service. He received a Bachelor of Arts degree from Rice University and a JD from South Texas College of Law.

Mr. Horowitz was a corporate executive search firm’s ideal candidate, and since being named HHA president in October 2023, Mr. Horowitz has addressed Houston City Council members at City Hall, discussed the Houston Hospitality Alliance and its mission to promote, represent, and advocate for the entire hospitality industry in Houston, and led the HHA Business Forum.

Horowitz is an ardent community supporter of many organizations, eager to illuminate the city while growing the HHA.

“I am thrilled that Jonathan joined the Houston Hospitality Alliance as the new President, bringing with him over two decades of leadership and innovation in the hospitality industry, as well as a deep-rooted commitment to the Houston community,” said Mann.

Challenges in Hospitality Leadership Recruitment: Navigating the Changing Houston Landscape

JM: Let’s discuss opportunities and challenges concerning hospitality development within the Houston landscape.

JH: We currently are in the most challenging environment ever for the entire hospitality industry. Prior to the pandemic, things were in a pretty good place; however, the pandemic changed everything for the industry. There are a few areas where hospitality continues to struggle:

The overall cost of doing business—everything is considerably more expensive than it’s ever been. The cost of goods, labor, rent, insurance, and just about everything else has increased dramatically and shows little sign of slowing down anytime soon.
Labor shortages—the industry lost millions of workers during the pandemic, and many have not returned. It’s been difficult, and it will take a long time to organically replace them in the labor cycle.
Changing consumer habits—Consumers now demand more efficiency and value when considering hospitality purchases. Technology advanced considerably during the pandemic, making it easier to obtain things quickly and cheaply, and consumers are demanding more for less. This stresses an already stretched system.
Overall competition—while many operations have closed, a slew of new companies have opened here in Houston. New restaurants and hotels appear every day and create a more competitive environment for all involved. Notwithstanding the fact that our population continues to grow, there are only so many customers to go around.

JM: Houston is a destination for new businesses and conventions. How do you take advantage of that momentum moving forward?

JH: It’s all about providing a complete and memorable experience. Consumers expect more and more now, so they have to be “wowed” once they’re here. Many people have preconceived notions of Houston and don’t realize how diverse, cosmopolitan, and exciting the city really is. Once they get here – for whatever reason (business, pleasure, a convention, the Med Center, etc.), they come away with a great appreciation for what Houston offers. The overall hospitality industry in Houston is extremely strong, and once people get here and experience it, there’s a good chance they’ll come back.

JM: The Greater Houston Partnership’s latest data reports that almost 11% of Houston’s employment is in the Leisure and Hospitality sectors. How do you grow that industry?

JH: It’s happening – see above. New places are opening every day, and companies from all over the country are coming here because they recognize the great opportunities here.

JM: How does your background as a hospitality business professional and an attorney support your role as HHA president?

JH: I am fortunate in that I’ve seen both sides of the industry – having been an owner and operator, I can understand and empathize with those who are running hospitality businesses in the city, and I’ve been involved in a restaurant trade association for nearly two decades. These perspectives help me on a daily basis to help guide the HHA. As for being an attorney, that helps me all the time – not only with work but with general life issues. It’s a great education and experience to have, and it gives me a better understanding of how to deal with people, contracts, and potential disputes.

JM: What are the next steps of growth for the HHA?

JH: We are focused on growing membership every day. Just this year, we’ve doubled the number of members and are not slowing down. We recognize that, in order to keep members engaged and to attract new ones, we need to provide great value. We have four primary value propositions as an association:

Promotion of the Houston hospitality industry locally.
Advocacy on behalf of the industry in Houston.
Connection – providing the members of the industry the opportunity to connect with each other, share best practices, engage in business together, and find community with each other.
Education—We provide educational opportunities for industry members to learn more about issues and topics key to their businesses’ success.

Continued Excellence in Executive Leadership Recruitment

As one of the top CEO executive search firms, The Alexander Group continues to engage with and learn from industry leaders like Jonathan Horowitz. By fostering deep relationships and understanding the specific needs of each client, The Alexander Group remains committed to elevating the quality of executive talent acquisition across industries, ensuring visionary leadership for businesses poised for growth.

Learn more about their expertise and approach at The Alexander Group.

Leading Midwest law firm, Ice Miller LLP, appoints Leslie Diorio to drive legal recruitment strategy and talent growth.

Client: Ice Miller LLP | Role: Director of Legal Recruitment | Candidate: Leslie Diorio

Recruiters: John M. Mann, Managing Director; Jonathan Daniels, Associate

Overview

Ice Miller LLP, a full-service law firm with offices across the Midwest and East Coast, partnered with The Alexander Group, a global executive search firm, to recruit a Director of Legal Recruitment. As the firm continues to expand its national footprint and strengthen its practice groups, it needed a strategic leader to modernize lateral recruiting efforts, enhance attorney onboarding, and align talent acquisition with long-term business goals.

Key Leadership Need

Ice Miller sought a Director of Legal Recruitment with deep expertise in lateral hiring, attorney development, and market intelligence. The ideal candidate would bring leadership in full-cycle legal recruitment, the ability to drive DEI-focused hiring initiatives, and a strong understanding of aligning recruiting strategies with firm growth objectives.

The Alexander Group’s Approach

Managing Director John M. Mann and Associate Jonathan Daniels led a national search for legal recruiting leaders with experience in building scalable hiring programs and leading teams in law firm environments.

Search priorities included:

Expertise in lateral partner and associate recruitment
Ability to leverage market trends, competitive insights, and strategic sourcing methods
Strong leadership skills to oversee recruiting teams and align hiring with practice needs

Leslie Diorio emerged as the top candidate due to her extensive experience leading legal recruitment efforts at Axiom and Fish & Richardson, as well as her track record of aligning hiring initiatives with the firm’s strategic priorities.

Successful Placement and Impact

Leslie Diorio joined Ice Miller LLP as Director of Legal Recruitment. She brings over 15 years of experience overseeing attorney and lateral recruitment, developing scalable recruiting strategies, and building collaborative talent acquisition teams.

Immediate Impact:

Implemented enhanced recruiting processes to attract top-tier lateral partners and associates
Strengthened the integration of market intelligence into hiring strategies
Streamlined recruiting team operations and summer associate program management
Aligned hiring initiatives with Ice Miller’s strategic practice group expansion goals

About Ice Miller LLP

Ice Miller LLP is a full-service law firm founded in 1910, with offices across Chicago, Columbus, Indianapolis, Philadelphia, and other U.S. cities. The firm provides legal services to corporations, government entities, and nonprofits, and is recognized for its focus on innovation, collaboration, and client partnerships.

About The Alexander Group

The Alexander Group is an executive search firm in Houston. The firm serves industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, delivering strategic, results-driven leadership placements tailored to each client’s needs.

Interested in learning more about our executive recruitment services? Contact The Alexander Group today.

Global law firm, Holland & Knight LLP, appoints Patrick O’Connor to lead business development and marketing strategy.

Client: Holland & Knight LLP | Role: Chief Business Development & Marketing Officer | Candidate: Patrick O’Connor

Recruiters: John Lamar, Managing Director; Jean Lenzner, Managing Director; William Lepiesza, Managing Director

Overview

Holland & Knight LLP, an internationally recognized law firm renowned for its collaborative culture and strategic growth, has partnered with The Alexander Group, a global executive search firm, to recruit a Chief Business Development and Marketing Officer. As the firm continued to grow and evolve in an increasingly competitive global market, it required a proven leader to build integrated marketing strategies, enhance client engagement, and align business development initiatives with practice group priorities.

Key Leadership Need

The firm needed a Chief Business Development & Marketing Officer who could design and execute firmwide growth strategies, elevate branding efforts, and strengthen cross-practice collaboration. The ideal candidate would combine deep experience in business development leadership with the operational excellence needed to support attorneys across diverse practice groups and geographies.

The Alexander Group’s Approach

Managing Directors John Lamar, Jean Lenzner, and William Lepiesza led a targeted search across professional services and consulting firms for senior executives with proven experience leading complex marketing and business development initiatives.

Search priorities included:

Expertise driving cross-practice collaboration, client engagement strategies, and brand evolution
Success leading marketing operations at scale within sophisticated, matrixed organizations
Ability to align marketing, sales, and business development functions around strategic goals

Patrick O’Connor emerged as the ideal choice due to his extensive leadership at EY, where he served as Principal and Americas Chief Operating Officer for the Forensic & Integrity Services Practice, as well as his proven success designing and executing business development initiatives across global teams.

Successful Placement and Impact

Patrick O’Connor brings nearly two decades of business development leadership, sales management, and strategic planning expertise within global professional services organizations.

Immediate Impact:

Launched integrated business development strategies aligned with firmwide priorities
Strengthened internal collaboration between practice groups and client-facing teams
Implemented scalable marketing operations systems to support global brand visibility
Enhanced strategic targeting and client engagement initiatives across industries

About Holland & Knight LLP

Holland & Knight LLP is a global law firm with more than 2,200 lawyers and professionals in 34 offices across the United States and internationally. The firm is recognized for its experience in real estate, litigation, energy, and government matters, and is known for fostering strong client partnerships through collaborative legal solutions.

About The Alexander Group

The Alexander Group is an executive search firm in Houston. The firm serves industries such as legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, delivering strategic, results-driven leadership placements tailored to each client’s specific needs.

Interested in learning more about our executive recruitment services? Contact The Alexander Group today.