Jeremy LeBlanc has joined Fried, Frank, Harris, Shriver & Jacobson LLP as Director of Technology Services.
Mr. LeBlanc has over 20 years of multi-industry, innovative information technology executive experience, including senior technology leadership roles with major law firms, investment banking, and technology consulting firms. Before joining Fried Frank, Mr. LeBlanc served as Regional Head of Information Technology for the U.S. for Withersworldwide.
“Jeremy has an outstanding record of strategic and operational information technology experience and has been a key member of business leadership with the firms he has served with throughout his career,” said Bill Lepiesza, Director of The Alexander Group.
Fried, Frank, Harris, Shriver & Jacobson LLP is an elite Wall Street law firm with approximately 700 attorneys in New York, Washington, DC, London, Frankfurt, and Brussels. Fried Frank’s origins date to the turn of the 20th century, and it is well known for representing global financial institutions, investment banks, private equity firms, hedge funds, real estate investors and developers, and Fortune 500 corporations.
Consistently highly ranked in league tables and legal directories, including Chambers and Partners and The Legal 500, the firm is well recognized for providing highly effective solutions to sophisticated business challenges.
This search was conducted and completed by Director Bill Lepieszaand Associate Pam DeLuca.
Wendela von Munching has joined Clifford Chance as Chief People Officer.
Ms. von Munching has more than 25 years of strategic and operational human resources leadership experience with major multinational firms. Previously, she served as the worldwide Chief People Officer for Freshfields.
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.
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.”
“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.”
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.
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
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.
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.
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.
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.
What do Walmart, Berkshire Hathaway, Dell, Comcast, Publix, and Ford have in common? All are among the nation’s largest companies and members of the Fortune 100. Each of them is “family-owned,” which is loosely defined as having two or more family members involved and a majority of ownership or control within the family. Family-owned businesses date back centuries to family farms and, in urban settings, shops, and businesses where the family lived above the premises. In both examples, all family members actively participated in producing the family’s livelihood.
Although many people think of family-owned businesses as making up only a small part of the economy, the following 2021 statistics from Family Business reveal that family-owned businesses:
Employ 23 percent of the US workforce, accounting for 32.6 million jobs; Generating 23 percent of private-sector GDP or $3.2 trillion; and Total 9.1 million businesses, representing 25 percent of all business tax returns. Pressure to Keep it in The Family—Challenges in Hiring Family Members:
The family-business owner, like all business owners, should be concerned about having the best talent in appropriate roles. This can pose a challenge when hiring family members for key positions. Are they the best qualified? It is important to establish hiring and position requirements and uniformly adhere to them when considering family. These guidelines help avoid the pressure to hire a family member only because they are a family member. Many family companies encourage the next generation of family interested in the business to work for another company for several years to gain general business knowledge and experience to be eligible to join the family business.
When family members choose to work for another company in the same industry, they gain added perspective and familiarity with accepted industry-specific best practices. Family members who work outside the family business can gain increased credibility with other family members and the board. Family businesses should communicate hiring criteria for all positions, which not only sets the standard for talent management but can avoid future misunderstandings and conflicts.
The family business owner should ensure that every employee, whether a family member or not, receives the training needed to allow them to function successfully. Placing a family member in a role for which they lack the appropriate skills without a plan to provide the needed training can cause tension, low morale, and family drama. Family member executives must be assessed on their own merits. Each position should have yearly goals so that the family member can be evaluated objectively and without favoritism.
Strategically Hiring Outside The Family:
Hiring nonfamily members, especially doing so for the first time, can be challenging. Many companies decide to hire nonfamily members when the owners want to accelerate the company’s growth. Other companies hire nonfamily members when the company needs specific skills such as legal, international, or financial expertise. The challenge then becomes ensuring that the nonfamily member is a good fit with the organization’s culture and the family itself, especially if the company is small. Marc Sharpe, Chairman of the Family Office Association, reports that individuals who are comfortable with a “servant leadership style” in which one leads by putting the needs of their team first can be an excellent personality fit for a family business.
He adds that while hiring a nonfamily manager is often done to acquire a specific skill set, it is also important to hire individuals who have the flexibility to take on a generalist role when needed. If companies are recruiting nonfamily members for a position to replace a family member, it is important to communicate the reason for the hire and have detailed position requirements. If the company’s management are not in full agreement to hire a nonfamily executive, it will be a difficult and possibly unsuccessful hire.
To avoid and resolve family conflict, it is important in the recruitment and retention of outside candidates to ensure the family business has well-defined business procedures and corporate governance. Also, making decisions informally outside the office will put the nonfamily member at a disadvantage.
Best Practices for Executives Joining a Family Business:
Individuals who work for family businesses agree that it can either be a rewarding or disappointing experience depending on a number of factors, and we recommend that any executive considering joining a family business evaluate the following:
Has the family agreed on the hire? How well has the position been defined? How many individuals have previously held the same position? Turnover, particularly in the C-suite, can be a red flag indicating that the family is not ready for a nonfamily executive; How are business decisions made? Cultural fit may be influenced by whether the business owner makes key decisions independently or in a distributed fashion; How does the team operate in terms of executing the business? A well-functioning team is empowered to operationalize projects and business imperatives timely and successfully; Understand the business owner’s goals; recognize these goals may be focused on objectives other than increasing revenue and growth, such as philanthropy or creating a legacy; Evaluate the strengths and challenges of the current team and look for signs of dysfunction among family members; Get to know family members individually, because they may have different goals and objectives; what are the family dynamics in play?
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
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.
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.
PilotLegis, a national network of independent law firms focused on risk management and collaborative growth, partners with The Alexander Group, a global executive search firm, to recruit an Assistant Executive Director. As PilotLegis strengthens its service offerings and member engagement programs, the organization needs a dynamic leader to drive operational enhancements and lead compliance initiatives across its member base.
Key Leadership Need
PilotLegis sought an Assistant Executive Director who could oversee risk management programming, conduct member firm reviews, develop educational initiatives, and collaborate closely with the Board of Directors and standing committees. The ideal candidate would bring a proven track record of success in legal compliance, auditing, policy development, and risk mitigation, along with strong operational leadership skills.
The Alexander Group’s Approach
Amanda K. Brady, Managing Director and Chief Client Officer, led a specialized search targeting candidates with legal operations expertise, risk management leadership, and experience supporting national legal networks or complex law firms.
Search priorities include:
Experience in legal compliance, auditing, and policy development
Ability to design and implement risk management programming for law firms
Collaborative leadership style capable of working closely with boards and committees
Ryan Kovach quickly stood out as the right candidate, bringing a wealth of operational experience from leadership roles at PilotLegis and Pillsbury Winthrop Shaw Pittman LLP, along with a strong background in compliance, auditing, and risk mitigation for professional services organizations.
Successful Placement and Impact
Ryan Kovach joins PilotLegis as Assistant Executive Director. He oversees risk reviews, member services, and the development of industry-leading compliance programming, helping PilotLegis members adopt best practices across operations, risk management, and practice growth.
Immediate Impact:
Conducts in-depth risk assessments for members and prospective firms
Leads strategic initiatives to strengthen member compliance programs
Coordinates education programs and national conferences for member engagement
Supports membership growth and operational innovation across the network
About PilotLegis
PilotLegis is a collaborative network of independent law firms committed to excellence in legal services, risk management, and firm leadership. Through education, peer engagement, and operational best practices, PilotLegis supports its member firms in delivering superior client service while minimizing operational risks.
About The Alexander Group
The Alexander Group is an executive search firm in Houston. The firm partners with organizations across industries—including legal services, life sciences, healthcare, financial services, energy, technology, and nonprofit sectors—to deliver leadership placements that drive operational excellence and strategic growth.Looking for proven leadership to help your organization grow and thrive? Contact The Alexander Group to learn how we deliver transformative executive talent.
