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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

ABOUT THE ALEXANDER GROUP

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

The company culture conversation isn’t anything new, but as employment rates stay low and the remote versus in-office debate volleys back and forth, it’s a discussion here to stay.

Intentionality is at the core of building company culture; sometimes, the strongest advocates for culture come from inside the building. Often, the best response leadership can give its employees is to listen and empower employees to suggest and implement plans. This approach isn’t just about the warm fuzzies; Gallup reports an eighty-five percent net profit increase over five years within companies that build a strong culture.

So, what does this look like in a real-time, tangible way? With offices and time zones spread across the country, The Alexander Group, like many other professional services firms, asked the same question, with leadership actively listening and welcoming ideas.

The results?

Well, for one, you will find most of us gathered or in front of our computers the third Thursday of every month for happy hour, a 60-minute opportunity to chat, laugh and discover new things about each other. The Alexander Group’s Anthony Ott spearheads the monthly event, drawing from experiences at a former employer.

“We have our heads down, working so hard that it’s nice to take a breath and get to know each other better,” associate Anthony Ott said. “We talk about non-work things and that helps build camaraderie, empowerment and trust.”

Ott uses an app that randomly selects the various groups each month, making sure at least one member of leadership is included, supplying the teams with ice breakers, trivia, quizzes and other conversation starters should they be needed. The Alexander Group is a gregarious bunch, so while the trivia has largely gone untouched, the spirit behind happy hour is thriving. The four to six people per group allows for conversation in a small setting, which is also by design.

“Having a small group is more conducive to really talking with each other. It allows us to see another side of a co-worker they may not normally see because we’re in a work mindset,” Ott said. “We all have a common denominator, and this gives a chance to expand culture and team building.”

Sociologist Tracy Brower studies work-life happiness and fulfillment and calls this “Social Capital,” the ability to form fulfilling relationships, generate new ideas and ask advice for how to get things done within the organization.

“Strong cultures also have intricate webbing of social capital—the networks of people across the organization. To maintain positive cultures in hybrid/remote working situations, leaders need to be intentional about encouraging people to build their networks,” Brower said. “They can do this by connecting people across departments, providing for cross-functional learning opportunities and creating time for people to have virtual coffee or networking discussions with colleagues across the company.”

The happy hours are in addition to monthly catered lunches where staff is encouraged to catch up over a meal, group outings to play darts or Top Golf and annual company retreats. Many of The Alexander Group team members, including managing director John Lamar, are based in California, so the West Coast contingent makes it a priority to gather in person a few times a year.

“It’s so much fun to meet in person, give them a hug and spend that time together,” Ott said.

A by-product of leadership-supported gatherings is the framework of a safe space to exchange ideas and encourage mentorship. Employees who know they are seen and heard feel valued, and that means greater staff retention.

McKinsey & Company study authors Terra Allas and Brooke Weddle say connection building helps meet the psychological and emotional needs of employees. They suggest setting up regular/daily meetings at the beginning of each day, allowing time for socializing and creating regular events to build social connections. McKinsey research shows society is a key source of meaning for employees, along with company, customer, team, and individual.

Indeed, that is what Pax8 CEO John Street finds with his employees. Street prioritizes inclusivity within his company, connecting every day with someone on his staff in a meaningful way.

“Creating a feeling of belonging locally, regionally and globally is priceless, and sustaining that feeling requires an inclusive approach and active commitment from leaders. For example, I make it a practice to call one employee each day and ask, “What’s going on in your world? What are you thinking about?” These discussions help me signal to every employee that they belong and are valued,” Street said in a January 2023 Forbes Magazine article. “Embedding inclusion and belonging is a core tenet of employee recruitment and retention.”

Indeed, Ott, knowing he was heard and supported by leadership, was motivated to expand the social capital plans at The Alexander Group. Next steps include one-on-one exchanges where team members can dedicate time for business development, marketing and organizational ideas and a quarterly exchange of constructive firm-wide suggestions.
“Empowered employees feel like they have a voice. We all come from different places and have different ideas. We all have something to offer,” Ott said.

Street has also found an energized employee base by listening to his staff. They feel encouraged and see themselves rising within Street’s IT company.

“When employees know their voices are being heard, they not only feel engaged but are actually engaged. Innovations rise to the top, and the individuals who bring great ideas to the table often become future leaders in the organization. Because they deeply understand the importance of being heard, these new leaders will then continue to prioritize listening to team members. Leaders can encourage employees to speak up in a variety of ways, like physical or virtual suggestion boxes, surveys or simply asking them directly,” Street said.

Every company is different, so if happy hour and axe throwing aren’t exactly the social experiences your team would appreciate, human resources expert Renee Cocchi says what’s most important is choosing activities that will help teams get closer to each other, be happier and more comfortable in the workplace so they can produce their best work. Planning to get social? Cocchi offers these tips when adding events to the culture-building event calendar:

  • Clearly communicate the goals and purpose of the activity
  • Encourage participation and collaboration from all team members
  • Make the activity fun and enjoyable, but also challenging.
  • Follow up on the activity to discuss any lessons learned and how they can be applied in the workplace.