C-suite Archives - The Alexander Group

The National Alopecia Areata Foundation (NAAF) serves the community of people affected by an autoimmune skin disease called alopecia areata that results in hair loss and emotional, psychological distress.

Alopecia areata causes hair loss on the scalp, face, and sometimes on other areas of the body, affecting as many as 6.8 million people in the U.S., with a lifetime risk of 2.1%. The types of hair loss can be patchy (alopecia areata), complete loss of hair on the scalp (alopecia totalis), or, in extreme cases, the entire body (alopecia universalis). NAAF is a 501(c)(3) nonprofit organization founded in 1981.

NAAF’s work with and for the community of people affected by alopecia areata – including the family, friends, medical professionals, research scientists, biopharmaceutical developers, and government representatives who care about them – is informed by a Vision that articulates organizational aspirations and five Core Values that guide their work to carry out NAAF’s Mission.

Vision: An empowered community with a choice to embrace or live free from alopecia.

Mission: NAAF drives research to find a cure or acceptable treatment for alopecia areata, supports those impacted, and educates the public about the disease. Values – Helping the alopecia community lead their lives with GRACE.

Growth: Create and nurture positive change for the future of our community

Resilience: Enhance the ability to mentally and emotionally cope with adversity

Advocacy: Wield influence to create awareness and affect real change

Compassion: Listen to understand and demonstrate care through meaningful support

Empowerment: Build strength and confidence through connections, tools and resources

Governance: NAAF is governed by a volunteer Board of Directors, with advice from Research Advisory Councils and leading Key Opinion Leaders.

NAAF consistently meets or exceeds the rigorous standards of excellence for good governance and transparency set forth by the National Health Council, the Better Business Bureau Wise Giving Alliance, and Candid. Programs –NAAF staff members serve constituents in three primary program areas: patient and community support, awareness & advocacy, and research to find treatments or cures.

Staff Team Culture Statement

The NAAF staff is a community-centered team that values integrity and respect in all our interactions. We actively collaborate to leverage our diverse strengths and perspectives. We have high aspirations for ourselves, our team and our community. We are bold and resourceful, approaching challenges with courage. We care deeply about our work and the people we serve. Our remote workplace thrives through accountability and responsiveness. We are committed to learning, to being proactive, and to remaining nimble so we can adapt quickly to changing circumstances and new opportunities. Our commitment to this team culture empowers our success and brings joy and meaning to the work we accomplish on behalf of our community.

The Position: President & Chief Executive Officer (Remote)

The President & CEO has full responsibility and accountability for NAAF’s success. This executive will provide leadership, working in partnership with the Board of Directors, to formulate and pursue the Vision and Mission of NAAF, as expressed through annual and strategic plans. They will provide overall direction of internal and external policy and program development and oversee all NAAF operations.

The President & CEO will serve as the chief spokesperson for NAAF and primary liaison with outside stakeholders. This executive will also be responsible for developing key revenue streams to support approved programs, in partnership with NAAF’s growing development team. The President & CEO holds office at the pleasure of the Board of Directors. This executive will have the power to designate, appoint, or remove agents or employees of NAAF.

Specifically, they will:

• Lead NAAF with a clear vision, mission, values, strategies, and goals. Serve as the “face” of the organization and the main advocate for patients with alopecia areata, community members, and key industry stakeholders.

• Lead development of NAAF’s 3-Year Strategic Plan in collaboration with the Board of Directors, Executive Team, and with significant input from the medical, scientific, and NAAF community at large. Ensure execution of each plan to achieve agreed-upon outcomes and metrics.

• Develop growth strategies for NAAF at the national level; in partnership with the Board, determine NAAF’s role internationally, as the largest alopecia areata patient advocacy organization in the world.

• Take primary responsibility for setting strategy around fundraising and new revenue streams, in conjunction with the Chief Growth Officer (CGO). Directly responsible for fostering relationships with large donors, industry partners, and major corporations.

• Provide visionary leadership and collaboration for NAAF’s growing development programs, including growing the Walk for Alopecia into a multi-million-dollar annual event and increasing the number of donors making higher dollar gifts to NAAF.

• Provide visionary leadership and collaboration with NAAF’s Chief Mission Officer (CMO) to set strategy around research and development, in conjunction with the NAAF’s medical and scientific Key Opinion Leaders (KOLs), industry partners, and pharmaceutical companies to ensure that safer, more affordable, accessible and acceptable treatments continue to be available in the near future.

• Participate as an alopecia areata KOL at various meetings, forums, panels, and webinars, largely in partnership with pharmaceutical companies and medical groups.

• Travel and represent NAAF at various medical-related meetings, e.g., NHC, AAD, EADV, as appropriate and in conjunction with appropriate staff.

• Lead an Executive Team made up of a Chief Operating Officer (COO), CGO, and CMO, overseeing the strategy and execution of each functional area of the organization. Oversee and approve all hires; mentor, motivate, coach, develop, and inspire all staff. Provide positive leadership, direction, and guidance. Create and nurture an environment of diversity, inclusion, and belonging where all staff feel like they are appreciated, valued, and inspired to be the best versions of themselves, perform at a high level, and realize their full potential. Embrace and embody the values reflected in the Staff Team Culture Statement (below).

• Provide strategic direction on awareness, advocacy programs, and invest in growing NAAF’s new advocacy structure and achieving key advocacy metrics.

• Responsible for the overall operation of NAAF, including implementing policies and practices to strengthen the internal organization of NAAF. Ensure compliance with all NAAF’s established policies and procedures.

• Accountable for financial results, compliance, and overall financial management with oversight from NAAF’s Finance Committee, Chair, Finance Committee, and Board of Directors. Develop and monitor the annual budget and routinely report to the Board and Finance Committee regarding the state of NAAF’s finances, operations, and programs.

• In conjunction with the COO, prepare all materials for the Board of Directors. In conjunction with the CMO and CGO, prepare for and participate in Research Advisory Council meetings, Industry Partner Program (IPP), and research-related meetings, assisting the Mission team as needed and required.

• Partner with Board Chair and Executive Committee on Board Development to increase and empower the Board’s role in governance, networking, and revenue generation.

• Provide strategic direction, planning, and oversight of the annual NAAF Conference, including input on key presenters and sponsors and other related matters with the CMO and COO.

• Execute such other general responsibilities as may be delegated by the Board, Finance, Governance, and Audit Committees.

• Regular travel is to be expected: attendance at events, meeting with donors, presentation & speaking engagements, etc.

The new Chief Executive Officer will ideally have 15+ years of experience in health-related association management or related activities. They will be an inspirational and strategic leader with expertise in negotiating, consensus-building, and problem-solving.

This executive will have excellent analytical, communications, and interpersonal skills and established writing and public speaking ability. The new CEO will be highly motivated and creative, with a solid work ethic, sound judgment, and ability to handle pressure well. Persistence, persuasiveness, and perseverance are essential. A good sense of humor is a plus.

They will have an open, collaborative, and “roll-up-the-sleeves” management style that focuses on developing, engaging, and empowering colleagues and the broader NAAF community. This executive will also possess well-developed leadership, communications, teambuilding, and influencing skills; unquestioned integrity; and the experience, confidence, and stature to effectively lead an organization.

Other qualifications include:

• CEO or “ready now CEO” of similar sized or larger non-profit organization. Track record of effectively leading through growth and change.

• Successful track record in creating and implementing successful fundraising strategies, including ownership of individual solicitations, grants, sponsorships, and contracts, and ideally, strong familiarity with growing successful peer-to-peer programs.

• Strong track record leading, motivating, and engaging a team where all staff feel appreciated, valued, engaged, and are operating at their very best.

• Experience working on public policy initiatives with national health-related organizations.

• Experience effectively interfacing with, and deriving strategic and program objectives from researchers, physicians, and professionals with technical expertise.

• Track record of successfully interfacing with a diverse volunteer Board of Directors.

• Strong experience and knowledge of the US healthcare industry, including profit and not-for[1]profit organizations.

• Willingness and ability to travel (primarily nationally) as necessary to develop relationships with corporate, pharma, and health industry leaders, the NAAF staff, and the larger alopecia areata community.

• Comfortable with Microsoft office suite and familiarity with utilizing CRM programs such as Salesforce.

• An undergraduate degree is required; an advanced degree such as an MBA, MS or related graduate degree is preferred.

We’re pleased to announce three completed executive searches for Quanex Building Products Corporation (NYSE:NX).

Managing Director John Mann worked closely with Quanex leadership to identify top-tier talent for the following strategic roles: Chief Accounting Officer, Vice President of Audit, and Vice President of Tax.

Gabriela Garcia was appointed Chief Accounting Officer, Janis Thiedemann was named Vice President of Internal Audit, and Jennifer Roycroft was announced as Vice President of Global Tax.

Quanex is a global, publicly traded manufacturing company serving commercial and residential OEMs in the fenestration (windows and doors), hardware, cabinetry, solar, refrigeration, security, and outdoor products market

These searches were conducted to build a cohesive finance leadership team. We evaluated each executive on technical depth, leadership acumen, their ability to assimilate into Quanex’s existing leadership team, and their ability to work with one another across finance, tax, and audit.

The result is a leadership team with complementary skills and aligned perspectives, built to deliver lasting value for Quanex.

“Organizations work best when leaders work well together. We focus on fit and how leaders make decisions, so each hire strengthens the team and the business,” said John Mann, Managing Director, The Alexander Group.

Developing Leadership Capability Across the C-Suite

(A Perspective from Beth Ehrgott, The Alexander Group)

In today’s world of constant disruption — shifting markets, rapid technological tides, uncertain economies — one enduring reality holds: the strength and trajectory of an organization ride on the shoulders of its leaders. For the modern C-suite, leadership development is no longer a checkbox exercise. It’s a strategic, evolving discipline.

Why It Matters

CEOs and the entire C-Suite are asked to operate on multiple planes: deliver positive financial results, build and sustain a growth culture, guide transformation, and anticipate the future. Leadership isn’t a static asset. It’s living, breathing, and must adapt with the same speed and intentionality that companies demand from the rest of the business.

At The Alexander Group, over four decades of working alongside boards and executive teams, we’ve observed that deliberate leadership capability building is the true differentiator of enduring companies. One of the most rewarding aspects of our work is helping clients define what leadership capability really means for their organization — not just for the next hire, but for the company they aspire to become. With preparation, clarity, and courage, these leaders become catalysts for growth and transformation.

The best companies see leadership capability as a long-term investment — cultivating leaders who adapt, innovate, inspire, and translate vision into impact.

Here’s a real-world moment that captures this:

Before beginning two pivotal C-suite searches for a publicly traded biotech client, the CEO and I invested time in reimagining what the leadership team would need two to five years out. Their science was world-class; their pipeline promising. But they lacked scaled commercial leadership globally and enterprise-level strategists who could lead the company through organizational metamorphosis. The CEO recognized that transformation starts with people — but also that leaders must be aligned in vision, drive a “we” culture, and carry both operational grit and strategic imagination. That groundwork shaped not only how we recruited but how the leadership narrative unfolded.

Seven Competencies You Must Cultivate at the Top

1. Strategic Capability

Turning vision into action is both an art and discipline.

Strategic capability means anticipating shifts, connecting the dots, and aligning people and priorities to long-term value. It’s where big-picture thinking meets purposeful execution.

2. Leadership & People EQ

When executives invest in leadership development, it signals that people matter. This isn’t about elevating a few individuals — it’s about shaping the collective DNA of an organization. Emotional intelligence, inclusion, and cultural stewardship turn leadership into a shared language that drives performance.

3. Operational & Cross-Functional Fluency

Complex organizations require leaders who think beyond their verticals. At scale, no function stands alone —appreciating how finance, technology, operations, commercial, and risk intersect leads to smarter decisions and deeper collaboration.

4. Digital & AI Aptitude

Technology has become another business differentiator. C-suite leaders don’t need to code, but they must know how to harness digital tools to unlock opportunity, mitigate risk, and make faster, data-driven decisions.

5. Change Resilience & Agility

Change isn’t an event. It’s constant. Agility helps leaders stay grounded while navigating uncertainty. The best leaders balance steadiness with speed — providing clarity and confidence when everything else feels in motion.

6. Governance & Board Readiness

Today’s executives often operate in the boardroom as well as the business. Understanding governance, fiduciary duty, and board dynamics strengthens stewardship and prepares leaders for broader influence.

7. Personal & Reflective Capacity

Great leadership begins with self-awareness. Reflective leaders pause, learn, and realign — they lead with clear, values-rooted decision-making. These are the quiet levers that help leaders remain authentic, ethical, and sustainable.

A Parting Thought

If leadership capability development is framed merely as a program or HR initiative, it will always fall short. Done right, it becomes part of the operating system — it’s how teams learn faster, collaborate more deeply, and stay one step ahead of disruption.

Over our more than 40 years at The Alexander Group, working with clients globally, we’ve seen how building intentional leadership capabilities not only elevates individual executives but also transforms the enterprise itself. And it’s an honor to partner with leaders who are willing to lean into that work — not just for today, but for what’s next.

Since our founding in 1984, our firm has conducted dozens of COO searches for the nation’s leading law firms. Over that time, one truth has become clear: the search doesn’t end when the candidate accepts the position. Running a large law firm today is complex. The modern COO must lead international management teams, safeguard client data, ensure operational resiliency, and navigate a dynamic regulatory and political landscape.

When a law firm hires a new COO, the first 100 days are critical to establishing credibility, building trust, and laying the foundation for long-term success. We asked four sitting COOs at Am Law 100 firms to share advice for law firm chairs and managing partners on how to set a new COO up for success. All these COOs were highly complimentary of their chairs for a smooth introduction and orientation to their firms.

Their collective wisdom can be distilled into six key actions.

Signal Visible Support from Day One

Every COO we spoke with emphasized how important it is that chair and firm leadership visibly endorse the new hire—both publicly and privately.

Dave Boden, COO of Haynes Boone, described how his chairman’s strong support gave him immediate credibility among partners and allowed him to do his job effectively. Boden suggests that a chairman’s support should show up in firmwide announcements, an introduction at partners’ meetings, and ideally a personal message (video or in person) reinforcing the COO’s qualifications and the chair’s confidence.

Create a Structured, Thoughtful Orientation

Don’t leave onboarding to chance.

Victor Nuñez of Cooley described a multi-week orientation program that included office visits, participation in board meetings, and scheduled introductions to key partners and business professionals. That blueprint was developed jointly by HR and senior leadership to make sure no relationship was overlooked. Whether formalized or not, the early months should map out key meetings, topical briefings, and office visits.

Facilitate Relationship-Building Across the Firm

Speed matters in establishing trust.

Brian Gross of Morrison & Foerster emphasized that his earlier interviews across the firm gave him insight into the partnership’s mindset even before day one. For firms that ran a leaner search, replicate that exposure after the hire: identify the 20–30 partners whose support is critical and make sure the COO meets them early, ideally in person. As part of that, the chair can accompany the COO on initial office visits or roadshows to accelerate buy-in. It is equally important for a new COO to meet not only their direct reports, but also the team underneath their direct reports. As one COO commented, “It’s important to meet the people who are doing a lot of the hard work.”

Set Communication Rhythms and Clear Boundaries

Agreeing on communication protocols from the start is essential.

Weekly one-on-ones with the chair, informal check-ins, and periodic strategy dinners help keep the COO plugged into firm leadership. Equally important: clarifying decision-making authority and escalation protocols. For example, Rob Brown of Sheppard, Mullin, Richter & Hampton made the point that a clear mutual understanding between the COO or Executive Director and the Chair/Managing Partner on where the Chair wants to be involved in joint decisions very much helps to build mutual trust and understanding. The absence of that clear framework can slow down critical decision-making and create organizational confusion.

Balance Patience with Momentum

Early listening is critical.

Several COOs described their first months as a “honeymoon period” spent observing, asking questions, and building informal influence. Boden, for instance, used that time to gather observations and perspectives from his chairman, laying the groundwork for future initiatives. That said, some COOs cautioned that waiting too long may not be ideal—early personnel moves, or other changes might be necessary. The key is to pace change carefully and communicate the rationale clearly to partners.

Include Coaching and Team Building

Many firms, especially those hiring a first-time COO or someone from outside the legal industry, find it beneficial to engage an experienced coach. A coach who has held a COO role within a law firm can help the new leader grasp the nuanced dynamics of firm operations and avoid common pitfalls.

In our work, we often pair coaching with a facilitated team-building session for the COO and their direct reports. Using Personalysis, a well-known personality-based assessment tool, we explore how each team member makes decisions, communicates, and contributes. From these results, we produce a team profile that helps everyone understand how to collaborate more effectively, providing the COO with early insights into leading their team. Direct reports frequently tell us this exercise helps them adapt more quickly and fosters early trust.

The Payoff

When onboarding is handled intentionally, the results speak for themselves: stronger alignment between leadership and partners, smoother decision-making, and a COO freed to focus on strategy rather than credibility-building. As one COO put it, “If you don’t have the partnerships, confidence, and solid channels of communication, you’re crippled from the start.”

For firms preparing to welcome a new COO, taking these six steps—visible support, structured orientation, relationship-building, clear communication, paced change, and coaching/team-building—can transform a promise-filled hire into a transformational leader.

Business people handshaking, making successful deal, partnership agreement, close up, har manager greeting job applicant during interview in office, businessman shaking hand of partner at meeting

During my 40 years in the search business, I have made offers, negotiated offers, and even rescinded a few. Here are some suggestions for both sides:

1. Be prepared. If you are the company, dig in and understand the components of the candidate’s compensation package, including vacation time. If the candidate receives 50% incentive compensation, offering him a 20% base salary increase will not work if your company has no incentive compensation. Similarly, if you are the candidate, understand how your peers are compensated at the new employer so that you will be able to assess the total package being offered.

2. Use the search firm to a point. It is a good idea for the search firm to float the offer in general terms by the candidate. If the employer has made glaring errors in its assumptions, the search firm should serve as a buffer. Similarly, the search firm can be the reality check if the candidate is totally unrealistic in their expectations (“I want a 50% base salary increase”).

3. Put yourself in the other party’s position. See where they are coming from. If the candidate has been making a healthy base salary and smaller bonus, they might be challenged by having to take a cut in base even if they make a lot more at the end of the year. Similarly, if the company does not pay huge bonuses and never has, you, the candidate, can’t expect them to change their policy just for one person.

At some point, cut the search firm out. Once you get a general idea of the compensation package and have some refinements to make, you lose the search firm. It is time for the company and candidate to get to know each other while addressing a challenge that requires a win-win solution. Look at the negotiation to indicate how you and the prospective executive will solve problems together. Working with your future manager to develop a win-win compensation package will tell you much about each other. Is there flexibility? The willingness to be creative? Rigidity? A give and take? Is there a greediness? Entitlement? An ability to see the longer term?

4. Give positive feedback. When responding to your prospective manager about the offer, start by telling them what you like, followed by the areas that need tweaking: “I am so pleased to receive an offer and believe I can make a huge difference in how the company runs its logistics function. The base salary is very fair. I want to discuss whether we can create a richer incentive bonus based on what I know I can accomplish?” As an employer, start by telling the candidate why they are receiving an offer and how much they look forward to having them as part of the team. Talk about the long-term career path rather than just compensation.

5. Don’t sweat the small stuff if this is the perfect position/manager. If you like the company, position, and manager, don’t let a small amount of money or pride stand in your way. Also, you will look petty if you are negotiating for a few thousand dollars, assuming you will have a career of many years with the company. Similarly, if you are the employer, you want the executive to feel good about joining and don’t want to appear cheap over a few thousand dollars. For both sides, you want to come to the table with a spirit of “let’s get this done quickly and collegially so that we both look back on this negotiation as an easy beginning to a long-term relationship.’ As one client characterized it,” it is a shared risk–the candidate has to trust that we will take care of them long term. I trust that the candidate will make me look suitable for hiring them.

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

Aurelie Binisti HR Director Hecker Fink LLP

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

Search Consultant: Sarah Mitchell

Overview

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

Key Leadership Need

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

The Alexander Group’s Approach

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

Execution Highlights:

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

Successful Placement and Impact

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

Immediate benefits:

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

Insights from the Executive Search Consultant

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

— Sarah Mitchell, Director, The Alexander Group

About Hecker Fink LLP

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

About The Alexander Group

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

Tony Capecci has joined Haynes and Boone, LLP as Director of Practice Innovation.

Mr. Capecci is an experienced legal technology leader with two decades of experience in legal technology and more than a decade of experience spearheading the procurement, development, and implementation of legal systems in fast-paced environments.

Prior to joining Haynes & Boone, Mr. Capecci was Associate Director, Litigation & Practice Delivery at Kirkland & Ellis. Mr. Capecci received a Bachelor of Arts in Interactive Multimedia from Columbia College Chicago.

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

“Tony has a deep understanding of the technology needs of a practicing lawyer, coupled with the leadership, intellectual curiosity, and passion for innovation needed to succeed in this role,” said Mitchell.

Haynes and Boone, LLP is a highly respected American Lawyer top 100 law firm, with more than 600 lawyers and 425 non-lawyer employees in 18 domestic and three international offices, and over 40 major practices.

The firm has grown from a two-person firm in 1970 to a global leader through its client-first focus, which informs its decisions and processes, and the collaborative nature of its people, which makes the work environment healthy and pleasant.

The firm’s culture focuses on teamwork, an environment of mutual respect, and a long-term view that supports investing in the future.

Tony Dorazio has joined Aither Systems as Chief Executive Officer.

Aither Systems is a growing company commercializing Energy as a Service solutions for the telecom sector. The company designs, builds, operates, and monitors microgrids, control software and related infrastructure, which optimize asset resiliency and reduce carbon emissions. Aither recently received an investment from EnCap’s Energy Transition Fund.

Mr. Dorazio is a seasoned power industry executive with more than 20 years of global experience in companies with scales ranging from utilities to distributed generation to microgrids, and he has built and led organizations focusing on solar, wind, and battery energy storage technologies. Mr. Dorazio received an MBA from Long Island University and a Bachelor of Science in Electromechanical Engineering Technology from State University of New York.

Director Leah Salinas and Managing Director Jonathan Verlander conducted and completed this search.

“Tony is a highly experienced leader who brings a unique blend of experiences to this role. The Aither and EnCap teams are excited to see the impact he will have as Chief Executive of the company,” Leah Salinas, Director, The Alexander Group. “We were very pleased to partner again with EnCap’s Energy Transition team on this search, and we look forward to continuing to support them in the future.”

Aither Systems is a growing company that is commercializing Energy as a Service solutions
(focused on behind-the-meter energy capture, storage, and management) for the telecom sector.

The company designs, builds, operates, and monitors microgrids, control software and related infrastructure, which optimize asset resiliency and reduce carbon emissions. The company has developed multiple promising product lines and is in the initial stages of commercialization with a major telecom provider.

Global law firm Morrison & Foerster enhances operational leadership with the appointment of Brian Gross as Chief Operating Officer.

Client: Morrison & Foerster LLP | Role: Chief Operating Officer | Candidate: Brian Gross

Recruiters: John Lamar, Managing Director and Sarah Mitchell, Director

Overview

Morrison & Foerster LLP (MoFo), a premier global law firm recognized for its work in technology, life sciences, finance, and litigation, partnered with The Alexander Group, a global executive search firm, to recruit a Chief Operating Officer (COO). As Morrison & Foerster continues to scale its international operations and deliver innovation-driven client service, the firm sought an experienced leader to optimize its business functions, drive operational excellence, and support long-term strategic growth.

Key Leadership Need

The firm required a Chief Operating Officer who could oversee the firm’s operational, financial, administrative, and marketing functions on a firmwide basis. The ideal candidate would enhance collaboration across practice groups and business services, strengthen internal systems, and align firm operations with Morrison & Foerster’s global growth strategy while maintaining its culture of innovation and service excellence.

The Alexander Group’s Approach

Managing Director John Lamar and Director Sarah Mitchell led a targeted executive search, focused on identifying operational leaders from top-tier law firms and professional services organizations.

Key priorities included:

Proven leadership across finance, HR, IT, marketing, and administrative operations
Expertise in driving business growth, operational transformation, and strategic initiatives
Success leading cross-functional teams and fostering collaborative, high-performance cultures

Brian Gross was selected for his strategic leadership at Boston Consulting Group (BCG), where he served as COO for North America and Managing Director and Partner, as well as for his proven ability to build high-performing teams and operationalize firm-wide growth strategies.

Successful Placement and Impact

Brian Gross joined Morrison & Foerster LLP as Chief Operating Officer. With over two decades of leadership experience across professional services, including BCG and prior business development and recruiting leadership roles, Brian now leads MoFo’s financial, operational, marketing, and administrative functions globally.

Immediate Impact:

Strengthening alignment of business operations with firmwide strategic initiatives
Optimizing internal processes to support cross-office collaboration and client service delivery
Building operational teams and infrastructure to sustain long-term growth and innovation

Insights from the Recruiters

“Brian’s extensive experience as a senior operations executive, his demonstrated ability to build and lead teams, and his strong strategic skills will serve Morrison Foerster well as the firm continues to expand its global platform.”

— John Lamar, Managing Director, and Sarah Mitchell, Director, The Alexander Group

About Morrison & Foerster LLP

Morrison & Foerster LLP is a leading global law firm with more than 1,000 attorneys across 17 offices worldwide. The firm is widely recognized for its innovation, diversity, and outstanding client service across sectors including technology, life sciences, finance, and litigation.

About The Alexander Group

The Alexander Group is a global executive search firm and 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.

Washington, D.C.–based law firm, Wiley Rein LLP, strengthens financial leadership with the appointment of Brad Bonneau as CFO.

Client: Wiley Rein LLP | Role: Chief Financial Officer | Candidate: Brad Bonneau

Recruiters: Managing Director/Chief Client Officer Amanda K. Brady and Senior Associate Michael Doering

Overview

Wiley Rein LLP, a nationally recognized law firm renowned for its expertise in regulatory, litigation, and government affairs, has partnered with The Alexander Group, a global executive search firm, to recruit a Chief Financial Officer (CFO). As the firm continued to expand its national footprint and practice capabilities, it required a seasoned financial leader to optimize financial operations, implement scalable processes, and drive data-informed decision-making.

Key Leadership Need

The firm needed a CFO who could oversee all financial functions, including budgeting, financial reporting, forecasting, client funds management, billing and collections, and audit oversight. Wiley sought a leader capable of strengthening financial performance, modernizing internal accounting systems, and supporting strategic growth initiatives across multiple practice groups.

The Alexander Group’s Approach

The Alexander Group conducted a targeted national search for finance executives with deep expertise in professional services operations, particularly within the legal sector.

Search strategy highlights:

Identified CFOs experienced in budgeting, projections, client pricing models, and audit oversight
Prioritized candidates with a strong background in law firm accounting systems and financial reporting
Emphasized leadership skills in managing financial teams and driving operational improvements

Brad Bonneau emerged as the top candidate based on his extensive financial leadership experience at Chapman and Cutler LLP, where he served as CFO, and his proven ability to modernize finance functions while mentoring and developing professional accounting teams.

Successful Placement and Impact

Brad Bonneau joined Wiley Rein LLP as Chief Financial Officer. He brings over two decades of financial leadership experience in the legal sector, including financial planning and analysis, budgeting, client fund management, tax compliance, and optimization of accounting systems.

Immediate Impact:

Initiated upgrades to financial reporting and internal accounting processes
Strengthened budgeting and forecasting accuracy across the firm
Developed streamlined models for client billing and alternative pricing strategies
Enhanced collaboration between finance and practice leadership teams

Insights from the Recruiters

“Brad is the ideal strategic business partner to Wiley’s forward-thinking executive team.”

-Amanda K. Brady, Managing Director/Chief Client Officer at The Alexander Group.

About Wiley Rein LLP

Wiley Rein LLP is a Washington, D.C.–based law firm with more than 240 attorneys practicing in areas such as telecom, insurance, government contracts, and public policy. Known for its focus on regulatory and litigation matters, the firm has earned a strong reputation for delivering strategic client solutions.

About The Alexander Group

The Alexander Group is a global executive search firm with offices in Houston and other U.S. cities. Serving industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, The Alexander Group specializes in 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.