The Alexander Group introduces its first podcast, “Impact & Insight: Leadership, Perspective, Change,” a conversation with innovators, change-makers, and leaders from diverse industries and interests.
Managing Director Jane Howze kicks off The Alexander Group’s inaugural podcast with Cynthia Jamison, Public Company Chairman and Author of “Shards in My Hair: Tales from Breaking the Glass Ceiling.”
Shards in My Hair is a lighthearted yet cautionary tale about what it means to make it to the top echelons of business.
Cindie Jamison rose from entry-level training programs to chair multiple public company boards of directors-along the way encountering the lessons and pitfalls that inevitably occur over the course of a career. As a finance executive, she endured tough bosses, bad jobs, “you can’t make this stuff up” adventures, and colorful characters along the way.
As a single mom, she struggled financially, emotionally, and logistically to raise four boys. The combination of the two makes for a ride that will entertain, teach, scare, and thrill you.
Her light touch and self-deprecating approach make this book fun to read, laugh-out-loud funny—yet still achingly personal and vividly instructional for anyone trying to balance it all and climb the corporate ladder.
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.
The days of questioning the importance of Artificial Intelligence are over. Staying competitive and ahead of the curve means delving into AI from both leadership and technological perspectives, and knowing where to start is crucial. From boutique law firms to AmLaw legacies, AI is transforming how leadership approaches all aspects of law firm operations.
Rethinking Leadership Roles
Larger firms such as Cooley and Milbank are AI pioneers, establishing internal workflows and protocols, while also serving their clients’ AI needs. Smaller and regional firms are also adapting, incorporating AI into their practice and adding leaders to the executive roster to implement and execute AI. And while technology is intrinsically tied to AI, staying competitive requires executive talent with a broader, more adaptive skill set – prompting firm leadership to ask the following:
Who should lead this transformation?
Should that person have a JD?
Where in the org chart do they belong—IT, strategy, operations?
Managing Director John Mann has his finger on the pulse of the fast-changing needs of boutique and regional firms, finding that AI leaders may not be who you think.
“What’s particularly interesting is that, more often than not, the person leading the AI function within a law firm comes from a legal background,” Mann said. “In my research and conversations, the consistent feedback is that it’s critical for AI leadership to have a legal background, typically a JD, or experience at another law firm. This isn’t about a Chief Information Officer simply implementing off-the-shelf AI tools. Law firms recognize that to remain competitive, especially midsized firms, they must strategically harness AI, because the larger firms are already doing so.”
Survey Says Yes to AI—But With Caution
A 2025 survey of more than 2,800 legal professionals by the Federal Bar Association tracked the changes in AI adoption by lawyers in firms of various sizes.
Respondents from firms with 51 or more lawyers reported a significant 39% adoption rate of generative AI. By contrast, firms with 50 or fewer lawyers had adoption rates at half that level, with approximately 20% indicating the implementation of legal-specific AI within their practices.
In the survey, respondents indicated that the bulk of AI usage falls into business operations, with 54% of legal professionals using AI to draft correspondence, 14% using it to analyze firm data and matters, and 47% expressing interest in AI tools that assist in obtaining insights from a firm’s financial data.
Thomson Reuters surveyed more than 2,200 legal professionals and C-level corporate executives regarding their acceptance and usage of AI and compiled the results in the 2024 Future of Professionals Report. Respondents have warmed to the technology, raising expectations for its use.
77% of respondents believe AI will have a high or transformational impact on their work by the next five years. That’s an increase of 10 percentage points over the 2023 report’s responses.
72% of legal professionals surveyed in the report view AI as a force for good in their profession.
Half of law firm respondents cite exploring and implementing AI as their highest priority. In addition, they believe AI can help address other priorities, such as enhancing customer satisfaction and improving operational efficiency.
Despite the growing AI implementation, Mann finds law firm leadership is staying vigilant and intentional with AI use, especially when attorney-client confidentiality is concerned.
“The AI landscape is still the Wild West,” Mann said. “I recently had a conversation with a managing partner of a 50-attorney firm, and he said they have restricted the use of AI tools for client matters because of the potential breach of attorney-client privilege. Bottom line? They implemented a policy restricting the use of AI in any client matters.”
New Technology, New Strategies
Firms are looking beyond the IT department for the strategic role, prioritizing an executive’s legal experience and deep understanding of technology to drive efficiency, reduce billing bottlenecks, and enhance client outcomes.
Whether a firm labels the role Chief Innovation Officer, Chief Data and AI Officer, or Director of Innovation, there are consistent requirements for each, including 10 or more years of experience in legal operations, professional services innovation, or technology consulting and a proven ability to lead cross-functional innovation or technology initiatives in a law firm or professional services environment.
Ultimately, AI and its presence within law firm structure and leadership are making their own rules, challenging norms and definitions at every turn.
“AI is coming up as its own function and is not tethered to any one functional area,” Mann said. “There’s the tech piece of course, but there’s also strategy and a need for understanding and expertise in the practice of law. The question many firms are asking is, ‘How can we operate more efficiently to drive greater revenue and profitability?’ And for most, the answer increasingly points to leveraging AI to get there.”
Not-for-profit leaders are accustomed to doing more with less. Still, waves of economic uncertainty, coupled with the rapidly evolving AI landscape, are forcing even the most seasoned leaders to reevaluate and redefine past methodologies and strategies.
Today’s leaders recognize that the decisions they make will have a lasting impact on their organizations’ mission, funding, and strategy. Maximizing the relationship between a Chief Executive Officer and their board, implementing AI literacy, and sharpening fundraising focus are essential for the sustainability and growth of an organization.
Benefits of a Strong Board
The partnership between a CEO and their board is one of shared commitments and a well-crafted strategy. A CEO should be able to lean on their board and, at times, be prepared to hear difficult truths. Board members bear a responsibility to engage with the organization, its executive team, and other key stakeholders.
Organizations that invest in building effective boards often see more stable funding, stronger staff retention and morale, greater influence in their sector, and more substantial donor confidence.
Modern board governance is evolving as the demand for more strategic, diverse, and accountable board members increases. In practice, this translates to broader board representation in terms of age, experience, and diversity. Clearly defining board roles and term limits lays the foundation for continued growth.
“Nonprofits transform their trajectory when boards adopt some of the discipline and accountability models of the corporate world. When CEOs and boards align on clear roles and a shared strategy, they drive greater impact and long-term growth,” said John Mann, Managing Director, The Alexander Group.
Engaged Boards Elevate Fundraising
The top line for fundraising and development activities is always at the forefront of not-for-profit organizations. Cultivating a more engaged board is an effective way for nonprofits to enhance their fundraising efforts, and that starts with empowerment and clear expectations.
Start by setting clear expectations, providing training, and fostering a culture of accountability. A well-informed, mission-driven board can unlock new funding opportunities, leverage its networks, and serve as influential ambassadors for the organization. When donors feel connected and the board is fully invested, fundraising efforts become more strategic, sustainable, and successful.
Embracing AI
From predictive fundraising to automated grant reporting, AI is rapidly changing nonprofit operations. According to the 2024 Nonprofit Standards Benchmarking Survey, 82 percent of organizations have implemented AI technology. AI is quickly becoming a valuable tool in the not-for-profit sector, enhancing an organization’s ability to anticipate donor needs and recommend targeted actions.
Strategic CEOs understand the urgency of thoughtfully investing in AI across everything from software to leadership positions, such as Chief Innovation Officer. Smaller organizations are forming committees that may include board members to explore how to use AI synergistically with various functions.
Employing AI to do everything from the tedious to the time-consuming leaves staff open to connect in a more meaningful way with the organization’s donor base. Forward-looking not-for-profits are using AI-assisted donor segmentation, chatbots for volunteer engagement, and automated analytics for board reports, building AI literacy among their team members.
Digital fundraising solution OneCause works specifically with not-for-profits and found organizations are most successful when leaning into AI from a solid foundation of personal connectedness. In 2024, 75% of organizations hosting in-person events met or exceeded their fundraising goals, and 76% of those using hybrid models also achieved their targets.
Mission-Minded, Future Focused
It’s a challenging time for the modern non-profit CEO/Director, but within this sea change lies opportunities to serve and grow the organization’s mission.
The mission is the motivator.
“Every nonprofit begins with someone on a mission. To grow the organization, the mission must resonate with others, and someone must articulate the mission in such a compelling way that others embrace it and are willing to support it, not just with their hearts and their volunteer time but also with financial donations,” saidAmanda K. Brady, Chief Client Officer/Managing Director. “Whether it is the Founder, a CEO, or a development leader, someone must craft and evangelize a message that brings others into the community and keeps them engaged. It is an existential imperative. In today’s times, leaders must seek, embrace, and utilize innovative tools that build on the organization’s mission.”
Whether your organization is entering a phase of accelerated growth, preparing for a strategic exit, or solidifying leadership post-investment, identifying an exceptional sales leader is one of the most consequential decisions a company will make.
In my experience conducting searches for sales executives at privately held and investor-backed companies in the lower-middle market, I have witnessed firsthand the transformative impact of the right hire—and the significant cost of the wrong one.
When Founder-Led Sales Reaches Its Limits
In many emerging growth companies, the CEO, President, or founder often serves as the de facto head of sales. Early on, this dual role makes perfect sense. These leaders are frequently the company’s original and most effective salespeople, having built the business one relationship at a time. However, as the organization matures, this arrangement becomes unsustainable. Founders find themselves stretched thin, unable to focus on strategic initiatives as tactical demands consume their time. Without a shift in sales leadership, the company risks stalling just when it’s poised to scale.
The transition to a dedicated sales leader is a critical inflection point—and one that must be handled thoughtfully. A common misstep is promoting the top-performing salesperson into a leadership role. While individual contributors may excel at closing deals, sales leadership requires a distinct set of skills. High-performing sellers drive revenue; effective leaders build systems and teams that scale it. It is the difference between being a doer and becoming a multiplier.
What Sets Sales Leaders Apart in the Lower-Middle Market
Sales leadership in the lower-middle market bears little resemblance to that in large, publicly traded enterprises. Here, sales executives must be both visionary and hands-on. They often operate as both architect and executor, designing scalable systems while still engaging in frontline activities.
This hybrid, “player-coach” model is essential. The most effective leaders thrive in the field alongside their teams, guiding live deals, coaching in real time, and playing a pivotal role in onboarding and developing talent. They lead with humility and purpose, celebrating team success over individual accolades.
Builders First, Leaders Always
In many cases, the sales infrastructure in these companies is either underdeveloped or nonexistent. The outstanding sales leader enters ready to build—or refine—critical systems such as CRM platforms, pipeline definitions, performance metrics, and reliable forecasting mechanisms. They balance data-driven insights with qualitative input, building processes that evolve and scale with the business.
They also bring rigor to prospect prioritization and goal setting. Particularly in private equity-backed environments, these leaders understand how to deliver board-ready reporting, evaluate customer profitability, and focus the team on high-value opportunities. Their decision-making combines analytical precision with seasoned judgment, informed by prior experience in comparable settings.
A Strategic Connector, Not a Silo
Exceptional sales leaders understand that success is a cross-functional endeavor. They collaborate closely with marketing to align messaging and campaign strategy, even when marketing is outsourced. They maintain strong feedback loops with operations and product teams, ensuring promises made during the sales process align with delivery and that customer insights inform continuous improvement. In agile, fast-growing organizations, isolation is not an option.
Culture Begins with Leadership
In growth-stage companies, culture is not defined by mission statements, but by leadership’s behavior. The sales leader sets the tone through transparency, urgency, customer-centricity, and a relentless focus on outcomes. They create a high-performance environment where expectations are clear, accountability is built into the team’s rhythm, and wins are celebrated together.
The Power of Perspective
While internal promotions can be successful, many organizations benefit from fresh leadership, someone who has successfully scaled a sales function in a similar environment. These leaders bring a unique blend of entrepreneurial energy and operational discipline. They’ve seen what works, what doesn’t, and know how to execute with speed and intention.
The Right Sales Leader Doesn’t Just Fill a Role—They Redefine It
Companies in the midst of evolution, expansion, or preparing for a liquidity event should expect that the sales leader hired today will have an outsized impact on the company’s trajectory. These are leaders who architect systems, inspire performance, and scale with clarity and conviction.
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.
Adrienne McDunn understands difficult people. Especially those in the workplace.
It was a skill established early in McDunn’s career, enabling her to really listen and build connections among coworkers. That intangible ability caught the eye of management, and they assigned her to a project with several “difficult” personalities. Where everyone else saw a tangle of conflict, Adrienne saw opportunity, successfully bringing together the people and the project.
Those interactions laid the groundwork for her role as President and CEO of Personalysis, a science-based tool that assesses an individual by identifying three specific personality parts. The three-in-one assessment defines how a person thinks, makes decisions, processes information, and expresses themselves. It also illuminates their preferred communication style and what they consider meaningful work.
The Houston-based company is a tool in the kit of Fortune 500 organizations and small and medium-sized businesses across a variety of industries. It’s a resource used by The Alexander Group as part of the onboarding process to understand each member of the team better.
“You see someone with brand new eyes,” McDunn said. “You learn to respect their strengths and play to them. It’s a benefit to the team.”
Ideally, Personalysis is used during onboarding, although it’s beneficial for businesses at any point of progress. As companies continue to coalesce post-Covid, Personalysis assessments are helpful for in-person interactions.
“So many teams have been isolated and there’s collapsed relational communication. Methods of communication are more direct, people are more likely to send an email, when some situations benefit from a discussion,” McDunn said.
Adrienne McDunn
The Personalysis assessment involves a selection of questions and one of two choices for each question. There are no wrong answers, but assessment takers have one extreme answer or the other when making selections. That’s intentional, McDunn said.
“We were deliberate on the creation, as it gives us a true read of an individual. We are trying to distinguish characteristics; it reads the way we can see how you operate in the world.”
Around The Alexander Group office, it’s not uncommon to hear phrases such as, “That’s your red coming through” or “That’s how a blue would approach that situation,” because test results are signified by red, yellow, blue, and green. The Red Perspective is the expeditor, Yellow is the collaborator, Blue is the explore,r and Green is the organizer.
Reds like to blast through their to-do list, focusing on simplicity and speed. They are often described as intense and laser-focused. Reds lean toward the questions “What” and “When,” skipping the small talk and heading directly to the point.
Yellows focus on relationships and inclusion, gathering others’ opinions and discussing solution options. A Yellow’s communication style is upbeat and inviting and in meetings, they focus on the positive. Yellow personalities love working with the team on a variety of tasks, helping others along the way.
Blues are visionaries. Their curious and innovative natures keep their minds always busy and their wheels spinning, but rest assured, blues are constantly contemplating scenarios and solutions. Blues rely on context and purpose, and their communication style is inquisitive, clarifying, and informative.
Green’s comfort zone is rooted in stability. They are logical, linear, and logistical, thriving in process-orientated situations. Green relies on verifiable data to make decisions and is the point person for all things organizational. Need to bring order to chaos? That’s a job for Green.
Understanding a team’s personality strengths and differences is beneficial in multiple ways. Focusing on relationships creates a more collegial and productive environment, allowing for coordinated action. Another by-product of building a strong team?
Trust.
“It says you’ve got my back,” McDunn said.
McDunn travels extensively, working with teams of all sizes, but she also spends time with senior executives and board members for in-depth coaching sessions. These sessions help the C-suite understand their personalities, which in turn leads to a more productive work environment.
McDunn believes the power of Personalysis lies not in the color but in the intention each color represents.
“If you become more self-aware, you ask, how do I work better? The tool identifies behaviors and motivation to do that.”
Working better.
Communicating effectively.
Building trust. These are the building blocks for success in and out of the workplace.
Reed Smith LLP enhances global client engagement with the appointment of Gillian Ward.
Client: Reed Smith LLP | Role: Chief Marketing and Business Development Officer | Candidate: Gillian Ward
Search Consultants: Amanda K. Brady, Sarah Mitchell, Pam DeLuca
Overview
Reed Smith LLP, a dynamic international law firm with over 1,700 attorneys across 30 offices worldwide, partnered with The Alexander Group to identify a strategic leader for the Chief Marketing and Business Development Officer role. The firm sought an executive capable of unifying its global marketing and business development strategies to support continued growth and integration.
Key Leadership Need
The firm required a seasoned professional to align marketing, client development, and operational initiatives across its global platform. The ideal candidate needed extensive experience building integrated strategies across jurisdictions, supporting firm-wide growth, and serving as a key executive partner to the firm’s leadership.
Developed a tailored search strategy aligned with Reed Smith’s vision for worldwide integration and client-centric growth
Identified senior leaders experienced in marketing transformation and operational execution across multiple geographies
Assessed candidates for executive presence, strategic capability, and alignment with firm leadership
Successful Placement and Impact
“Gillian is a key strategic hire for our firm as we focus on growing client relationships and expanding our presence in new and existing markets.
– Nick Bagiatis, Chief Operating Officer, Reed Smith LLP
Gillian Ward, formerly the Global Chief Marketing Officer at Bryan Cave Leighton Paisner LLP (US), was appointed Reed Smith’s Chief Marketing and Business Development Officer. She previously held senior leadership roles at Baker Botts LLP and brings extensive expertise in market development, client growth programs, and strategy formulation.
Immediate benefits:
Unified Global Marketing Strategy: Gillian will oversee the integration of marketing and business development functions across Reed Smith’s 30 international offices.
Strategic Growth Leadership: She brings a data-driven, client-focused approach to marketing that supports Reed Smith’s continued platform expansion.
Executive Collaboration: As a key partner to the firm’s leadership, Gillian will contribute directly to high-level strategy and decision-making.
Insights from the Executive Search Team
“Gillian brings broad experience helping global law firms design and integrate marketing and business development initiatives across practices and continents, ensuring a comprehensive and holistic approach to support growth. She will be a key member of Reed Smith’s executive team and the ideal partner to Chair Casey Ryan and COO Nick Bagiatis as they lead the firm through continued strategic growth of its global platform.”
— Amanda K. Brady, Managing Director and Chief Client Officer, The Alexander Group
About Reed Smith LLP
Reed Smith LLP is a global law firm known for its deep industry knowledge, collaborative culture, and innovative approach to legal service delivery. With offices in the United States, Europe, the Middle East, and Asia, the firm advises leading businesses on complex litigation, regulatory matters, and high-stakes transactions. Reed Smith is recognized for forging long-term client relationships and delivering forward-thinking legal solutions that support business growth.
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 needs.Interested in learning more about our executive recruitment services? Contact The Alexander Group today.
Hecker Fink LLP enhances its operational leadership with the appointment of Aurelie Binisti.
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.
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.
