It has been a busy, exciting and productive spring and summer for The Alexander Group.
We celebrated the firm’s 40th anniversary, welcoming clients, friends, and family to The Podium at Porsche River Oaks in Houston. We’ve also welcomed industry-leading experts to The Alexander Group, expanded our reach with new locations and continued to identify world-class talent for our clients.
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There are many lessons to glean from the challenges that businesses faced during the COVID-19 pandemic. Leaders were suddenly tasked with guiding their organization through a volatile, ever-changing environment in which decisions had to be made quickly while keeping the health of their company and their workforce a priority.
For the thousands of pre-pandemic executive searches we conducted, the traits our clients most often asked us to look for were traits associated with high-performing business leaders: financial acumen, risk assessment, persuasive negotiating tactics, etc. Now, our clients are prioritizing the mental health of their workforce, and are seeking executives that not only have an aptitude for typical business skills, but who also possess traits that have proven to be effective in promoting the emotional stewardship of a workforce. Today’s most successful leaders display adaptability, empathy, and humility in executing their responsibilities.
Adaptability is key in a fast-paced business world. Adaptive leadership is defined by its emphasis on creativity, innovation, collaboration, and mutual respect to produce long-term change. A leader with these qualities can quickly assess a situation, identify the best course of action, and implement a plan that achieves results.
According to McKinsey, “adaptability is the critical success factor during periods of transformation and systemic change.” Surviving change is not the hallmark of adaptability, rather it is the ability to endure change, and use those learned experiences to move forward with purpose.
Empathy is another important leadership characteristic. Executives who are empathetic can see things from other people’s perspectives and understand their feelings. They can then use this understanding to build trust, motivate others, and resolve conflicts. This leadership quality proved especially important during the height of the pandemic when people were experiencing considerable amounts of stress.
Moreover, empathy has been shown to reverse the strains that stress puts on a person, particularly in their job performance. According to a Catalyst study of 889 employees, empathy has some profound effects on job performance. For example, 61% of employees who responded as having empathetic leaders were able to be more innovative, 76% reported being more engaged in their work, and 50% expressed that their workplace was more inclusive.
Microsoft CEO Satya Nadella credited the empathy he developed while raising his severely disabled son with shaping his drive to instill an empathetic culture at work. Empathy, Nadella writes, “[is] a quality that shapes our mission of empowerment at Microsoft and our quest to meet unmet and unarticulated needs of customers. And it’s the quality that helps us as a society move forward in creating new opportunity for all.”
Daniel Lubetzky built an entire company around the idea of empathy. He founded KIND with the idea that people would not only do the “kind thing” to their body by giving it a healthier snack option, but by doing kind things for others through acts of service and kindness. He believes that empathy gives executives a distinct competitive advantage.
He explains, “When I understand people with ease, I can accomplish more in both my business and my private life. Being able to access these skills is especially valuable in those moments when you feel threatened and your fight/flight instinct kicks in. If you can ask yourself questions like, ‘where is this person coming from?’ then you’re able to get to a more productive place quicker, thereby creating value for business and society.”
Humility is another highly sought-after characteristic among organizations looking for their next executives. Many companies even go as far as to have potential candidates do some sort of personality analysis or ask probing questions during the interview process designed to get a better idea of their aptitude for humility.
For example, humility-focused questions such as “Do you appreciate teammates’ feedback at work?” or “As a leader, do you think you’re entitled to more recognition than the rest of your team?” have become ways to determine a candidate’s ability to lead with humility, which, according to studies, has led to increased employee engagement, lower turnover, and stronger teamwork.
A study conducted by the University of Singapore and Arizona State University found that humble CEOs are more likely to have better-performing management teams, leading to better overall company performance. Antonia Hock, global head of the Ritz-Carlton Leadership Center, was asked by the Society for Human Resource Management what managers could do to lead with humility. She advised to ask yourself a few questions after leading meetings or having one-on-ones with your team members:
“Did I ask for feedback, ideas and opinions because I was really engaged or just as a token way to close?”
“Were the concepts, ideas or processes that I presented first vetted with employees at various levels? ‘Leaders miss on this one all the time,’ Hock says. ‘No one likes to be asked to buy into directives that they had no voice in forming.’”
“Did I acknowledge the role that others played in creating, designing or driving my ideas or thoughts? ‘Great leadership does not exist in a vacuum, so actively [point out] who advised you, inspired you or contributed,’ Hock adds. ‘If you don’t have anyone in this category, that’s a problem.’”
As businesses evolve, and the world continues to throw new challenges their way, executives are looked to for steady leadership. Although there are numerous traits that successful executives must have, perhaps the most important are the ones that define their personality. Adaptive, empathetic, and humble leaders are the ones best positioned to quickly gain the confidence of their teams, which is the foundation for success.
Statue of lady justice on desk of a judge or lawyer.
Law firm governance models are central to The Alexander Group’s work, which involves assisting law firms in recruiting executives (many from outside the legal industry) to run their business operations. As law firm administrative talent has become more sophisticated, governance structures have evolved significantly. Rarely do law firms’ managing partners or chairs maintain robust legal practices today.
Moreover, the role of chair or managing partner is no longer a lifetime assignment, as it often was in the past.
AmLaw 100 Leadership Strategies for Evolving Governance Models
Although virtually all firms on the AMLaw 100 list have an executive or management committee that functions like a corporate board of directors, some firms are taking different approaches to the top leadership position of a firm. One approach that is becoming increasingly popular is for a firm to elect two co-managing partners, or both a chair and a managing partner. This dual leadership structure is adaptable across various types of law firms, from regional practices to global powerhouses, ensuring that governance models are tailored to their operational scope.
One of the co-managing partners or the chair will focus on strategy and external issues, while the other two will ensure that their firms run well. Schulte Roth, Kramer Levin, Kobre & Kim, Sullivan & Cromwell, Mayer Brown, and K&L Gates are examples of firms adopting this leadership structure.
To explore how dual leadership structures function in practice, John Lamar, a seasoned consultant specializing in law firm strategy, sat down with Michael Caccese, Chairman of K&L Gates LLP. In this interview, they discuss the firm’s governance model, the division of responsibilities between the chairman and managing partner, and how their collaborative approach has helped navigate challenges like global growth and the COVID-19 pandemic. Their conversation provides valuable insights into the benefits and best practices of adopting this innovative leadership structure.
Examining Law Firm Governance at K&L Gates LLP
As a prominent firm on the AMLaw 100 list, K&L Gates LLP employs approximately 2,000 lawyers across five continents. It has grown rapidly over the last twenty years through key acquisitions and organic growth. This growth reflects the scalability of governance models across different types of law firms, showcasing the adaptability of strategic leadership.
Here is my conversation with K&L Gates Chairman Michael Caccese about how this governance structure works.
John Lamar: K&L Gates is recognized for its strong operational foundation, culture, and governance structure. You serve as the firm’s chairman, and Jim Segerdahl serves as managing partner. Both of you and your partners describe this structure as a successful and synergistic partnership between the two of you. Can you talk about how that came about?
Mike Caccese: Prior to March 2017, K&L Gates firm leadership had one person serving in both roles. The firm’s Management Committee believed for numerous reasons that because of the growth of the firm both geographically and in headcount, along with the complexities of operating a global law firm in the 21st century, the roles of chairman and global managing partner should be separated.
John Lamar: Did you both assume your role at the same time?
Mike Caccese: Jim and I started our roles in March 2017.
John Lamar: Did you have a close working relationship previously?
Mike Caccese: Jim and I had a working relationship for many years, although I worked in our Boston office, and he is based in our Pittsburgh office. We were both members of the management committee and served as the two Vice Chairmen of the firm prior to 2017, which gave us the opportunity to work closely on firm strategic issues.
John Lamar: How do you divide responsibilities today in your respective roles as chairman and global managing partner?
Mike Caccese: Jim, as the Global Managing Partner, is responsible for the day-to-day management of the law firm and implementing the firm’s strategies established by the Management Committee. My role as Chairman is to work closely with the Management Committee on strategy, ensure that they receive the resources needed to fulfill their duties to the partnership, work closely with Jim on client and industry outreach, and assist Jim in implementing firm strategy.
John Lamar: How often do you communicate?
Mike Caccese: Jim and I communicate almost daily and use each other as sounding boards for addressing firm and industry issues.
John Lamar: How has your relationship and interaction with each other changed since Covid?
Mike Caccese: Since Jim and I assumed our roles, our relationship has become very close. COVID has only made it closer, with both of us and the Management Committee addressing the Covid-related challenges facing law firms, industry, and clients, few of which are the same across the various markets and geographies in which K&L Gates operates.
John Lamar: Since you had not worked from the same office or practice group previously, what did you both do to get the relationship off to such a positive footing?
Mike Caccese: It was not difficult. We both communicated frequently, shared similar visions, and focused on basing decisions on what was best for the partnership. Communication, respect, transparency, and a common goal enable us to work together seamlessly for the benefit of the partnership.
John Lamar: We are seeing many of our other clients considering dual management roles such as the one you and Jim share. What advice would you offer them?
Mike Caccese: Do not be hesitant to separate the two roles. Running a law firm is very complex, multi-faceted, and takes a team effort. Make sure that the two leaders have excellent communication and listening skills and both operate towards the same goals. Finally, the roles should be well defined, and one of the two positions should be clearly responsible for the day-to-day running of the law firm. One decision maker, two strategists.
The Impact of COVID-19 on Law Firm Leadership Structures
Since the start of 2020, the COVID-19 pandemic has set in motion an avalanche of both short- and long-term challenges for business leaders. Executives were faced with the short-term challenges of finding ways to keep their businesses functioning amid quarantine orders, revenue losses, and office closures. Law firm knowledge management became an indispensable tool during this period, enabling firms to maintain operational continuity by efficiently accessing and sharing critical information.
How CSOs Strengthen Law Firm Governance Models
To work through the long-term implications of this global disruption, many organizations turned to their Chief Strategy Officer (CSO), a multifaceted individual tasked with developing and executing strategic initiatives. Major global companies such as Kohl’s, Hewlett Packard Enterprise, Petco, Molson Coors, and global law firm Kobre & Kim have CSOs in their C-suite to help develop and execute their organization’s long-term goals.
First introduced to the C-suite in the 1990s, the CSO ensures that the organization is well-positioned to meet potential future challenges, executes the Chief Executive Officer’s (CEO) initiatives, and positions the organization for long-term success. To be effective, a CSO must build a culture of trust through institutional and industry knowledge. This trust allows them the fortitude to make difficult strategic decisions.
Similarly, the role of a Law Firm CMO (Chief Marketing Officer) has emerged as critical for shaping branding strategies, client outreach, and aligning marketing efforts with governance objectives. The job of formulating a corporate strategy traditionally has fallen on the Chief Executive Officer. Another critical aspect is law firm knowledge management, which ensures that institutional expertise is preserved, organized, and leveraged to support strategic initiatives. However, the complexities of the day-to-day operations of an organization often leave little time for chief executives to execute a long-term plan; this is where the Chief Strategy Officer steps in.
Why Law Firm Governance Models Are Key to Leadership Success in the AmLaw 100
Law firm governance models are evolving to meet the demands of a rapidly changing legal landscape. From dual leadership structures to the rising prominence of Chief Strategy Officers, effective governance and executive roles are crucial for driving growth, improving operational efficiency, and adapting to global challenges. Insights from industry leaders like K&L Gates highlight the importance of communication, strategic vision, and clearly defined responsibilities in achieving leadership success.
The Alexander Group celebrated 40 years of executive search leadership with an April celebration at The Podium at Porsche River Oaks in Houston. The evening drew more than 150 clients and friends of the firm, culminating in speeches from Managing Director and Founder Jane Howze, Managing Director John Lamar, and long-time client Larry Jobe, former Regional Managing Partner of Grant Thornton.
Other clients and friends of the firm attended the party, including Bud Simpson, a client since 1993. Bud was the former Chief Human Resources Officer for Coastal Corporation and a local not for profit leader. We also welcomed Linda Lang, former CEO of Jack-in-the-Box; Steve Taylor, CEO of the Arthritis Foundation, Phil Rudolph, former General Counsel of Jack-in-the-Box, Keith Fullenweider, Chairman of Vinson & Elkins, Kent Zimmerman, Senior Partner of Zeughauser Group, Nick Peacock, Chief Operating Officer of Baker Botts, Jay Sears, Managing Partner of NewQuest, Jim KattCEO of US Cryo, Tom Brackin, CEO of American Omni Trading, and Andy Baker, former Managing Partner of Baker Botts.
Revved up and ready for the next four decades (and more) of service to our clients, the party featured a host of Porsche’s newest cars, a curated selection of light bites and special sips, a 360-camera booth, and a drawing for one party guest, who won Porsche test track experience.
Scroll through the images below for a look at The Alexander Group celebration.
National law firm, Carlton Fields, appoints Maria Anderson to lead attorney recruiting, development, and retention strategies.
Client: Carlton Fields | Role: Director of Legal Talent Management | Candidate: Maria Anderson
Carlton Fields, a nationally recognized law firm serving a wide range of industries, partnered with The Alexander Group, a global executive search firm, to recruit a Director of Legal Talent Management. As the firm continued its strategic growth, it needed a proven leader to oversee attorney recruitment, professional development programs, and long-term retention strategies across its offices.
Key Leadership Need
Carlton Fields sought a Director of Legal Talent Management who could lead full-cycle recruiting, design structured professional development initiatives, and strengthen the firm’s attorney engagement and retention programs. The ideal candidate would bring a blend of operational leadership, recruiting expertise, and a focus on attorney career advancement within a client-focused law firm environment.
The Alexander Group’s Approach
Managing Director John Mann and Director Michael Doering conducted a targeted search, focusing on legal recruiting executives with strong leadership backgrounds in midsize and large law firms.
Search priorities include:
Deep experience in lateral partner, associate, and summer associate recruitment
Strong focus on talent development, retention programming, and DEI initiatives
Ability to build scalable frameworks to support attorney engagement and firm culture
Maria Anderson stood out due to her nearly two decades of leadership at Hughes Hubbard & Reed LLP, where she served as Director of Legal Personnel and Recruitment, overseeing attorney hiring, training, and career progression programs.
Successful Placement and Impact
Maria Anderson joins Carlton Fields as Director of Legal Talent Management. She will oversee attorney recruiting, design professional development initiatives, and collaborate with leadership to align talent strategies with the firm’s long-term growth goals.
Immediate Impact:
Enhances lateral hiring and summer associate recruitment processes
Develops formalized career development frameworks for attorneys at all levels
Launches attorney retention and engagement programs tailored to practice group needs
Strengthens the firm’s overall attorney experience and internal mobility opportunities
About Carlton Fields
Carlton Fields is a national law firm with offices across the Southeast and nationwide, serving clients in sectors including financial services, healthcare, construction, and technology. The firm is recognized for its commitment to client service, collaboration, and legal innovation.
About The Alexander Group
The Alexander Group is an executive search firm headquartered in Houston. The firm specializes in placing senior leadership across legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit sectors, helping clients achieve growth through strategic talent acquisition.
Ready to transform your leadership team with proven talent? Partner with The Alexander Group to find the executives who will drive your growth.
The Milken Institute, a global think tank, appoints Kevin Herglotz to lead business development, partnerships, and strategic growth initiatives.
Client: Milken Institute | Role: Executive Vice President, Institutional Advancement | Candidate: Kevin Herglotz
The Milken Institute, a globally recognized nonprofit think tank advancing solutions to the world’s most critical challenges, partnered with The Alexander Group, a global executive search firm, to recruit an Executive Vice President of Institutional Advancement. As the Institute expanded its global impact, it sought a dynamic executive leader to drive business development, institutional partnerships, fundraising, marketing, and government engagement initiatives.
Key Leadership Need
The Milken Institute was looking for an Executive Vice President of Institutional Advancement who could lead cross-functional teams spanning business development, global events, marketing and communications, and external affairs. The role required a leader with proven expertise in scaling nonprofit and mission-driven organizations, building international partnerships, and developing high-impact strategic initiatives.
The Alexander Group’s Approach
Managing Director Jane Howze and Director Sarah Mitchell conducted a national search targeting senior executives with experience across nonprofit advancement, business development, strategic partnerships, and global communications.
Search priorities included:
Proven leadership scaling nonprofit, governmental, or mission-driven organizations
Expertise in building global partnerships, marketing, and event management strategies
Strong strategic planning and team leadership capabilities
Kevin Herglotz emerged as the leading candidate with more than three decades of experience in executive leadership roles spanning government, business, and nonprofits, including his prior leadership at HPA Strategies, the National AIDS Memorial, and Safeway.
Successful Placement and Impact
Kevin Herglotz joins The Milken Institute as Executive Vice President of Institutional Advancement. He will lead efforts to expand the Institute’s partnerships, drive business and program development, and elevate the Institute’s visibility and influence globally.
Immediate Impact:
Oversees global business development, marketing, communications, and government relations initiatives
Leads strategic partnerships to support the Institute’s global conferences and policy platforms
Develops growth strategies aligned with the Institute’s long-term mission objectives
Strengthens internal team performance across advancement functions
About The Milken Institute
The Milken Institute is a nonprofit, nonpartisan think tank that advances collaborative solutions to global challenges by connecting leaders in finance, public health, technology, philanthropy, and public policy. Through events, research, and partnerships, the Institute drives impactful initiatives that improve lives worldwide.
About The Alexander Group
The Alexander Group is an executive search firm based in Houston, known for delivering transformative leadership across nonprofit, healthcare, legal services, financial services, life sciences, technology, and energy sectors. The firm partners with organizations seeking growth, innovation, and global impact through strategic leadership placements.
Seeking proven leaders to elevate your mission-driven organization? Partner with The Alexander Group to secure the executives who create impact.
The American Heart Association, a national nonprofit organization, appoints Sharlene Jenner to drive digital marketing innovation and engagement.
Client: The American Heart Association | Role: SVP, Digital Marketing | Candidate: Sharlene Jenner
The American Heart Association is the nation’s oldest and largest voluntary organization dedicated to fighting heart disease and stroke. It partnered with The Alexander Group, a global executive search firm, to recruit a Senior Vice President of Digital Marketing. As the organization sought to strengthen its digital-first engagement strategy, it needed a visionary marketing leader to amplify its science-driven mission through digital innovation, emerging technologies, and strategic storytelling.
Key Leadership Need
The American Heart Association sought an SVP of Digital Marketing who could drive integrated digital marketing strategies, leverage emerging technologies like AI for personalized engagement, and align marketing initiatives with the organization’s mission-driven goals. The ideal candidate would bring deep expertise in digital ecosystem leadership, omnichannel marketing, and data-driven decision-making in a nonprofit or large-scale mission-driven environment.
The Alexander Group’s Approach
Managing Directors Amanda K. Brady and Jean Lenzner lead a national search to identify digital marketing executives with proven success in scaling engagement strategies, driving innovation, and aligning digital ecosystems with organizational impact goals.
Search priorities included:
Expertise in digital transformation, omnichannel marketing, and marketing technology leadership
Proven ability to lead high-performing teams and integrate emerging technologies into marketing strategy
Experience aligning digital marketing strategies with organizational missions and revenue growth initiatives
Sharlene Jenner rose to the top with over two decades of leadership experience at organizations such as Vizient, AbelsonTaylor, and Hilton Worldwide, where she specialized in driving digital innovation, marketing transformation, and audience-centered storytelling strategies.
Successful Placement and Impact
Sharlene Jenner joins The American Heart Association as SVP of Digital Marketing. She oversees the strategy and execution of digital marketing initiatives, content strategy, and the integration of emerging technologies to drive relevance, engagement, and revenue growth across both consumer and scientific audiences.
Immediate Impact:
Leads digital engagement strategies aligned with the AHA’s brand and mission
Introduces AI-driven personalization and data analytics to enhance marketing campaigns
Strengthens omnichannel marketing efforts across consumer, professional, and donor audiences
Elevates the AHA’s digital brand presence through innovative content and storytelling
About The American Heart Association
The American Heart Association is a nonprofit organization devoted to saving people from heart disease and stroke, the two leading causes of death worldwide. Through groundbreaking research, education, and advocacy efforts, the Association helps millions live longer, healthier lives.
About The Alexander Group
The Alexander Group is an international executive search firm headquartered in Houston. Serving nonprofits, healthcare organizations, legal services, technology firms, and more, The Alexander Group helps mission-driven organizations secure transformative leadership to drive strategic impact and sustainable growth.
Looking to elevate your organization’s digital strategy? Partner with The Alexander Group to find the visionary leaders who drive engagement and growth.
National insurance leader, GEICO, appoints Tangela Richter to lead legal operations, regulatory compliance, and risk management.
Client: GEICO | Role: General Counsel | Candidate: Tangela Richter
GEICO (Government Employees Insurance Company) is one of the largest and most recognized auto insurance companies in the United States. It partnered with The Alexander Group, a global executive search firm, to recruit a General Counsel. As GEICO continues to expand and navigate a dynamic regulatory environment, it sought a highly experienced legal leader to oversee all aspects of legal operations, corporate governance, compliance, and risk management.
Key Leadership Need
GEICO wanted a General Counsel who could lead the company’s legal strategy across regulatory compliance, corporate governance, litigation, risk management, and M&A support. The ideal candidate would possess extensive experience advising senior leadership teams, overseeing large legal departments, and aligning legal strategy with organizational growth objectives in a fast-paced environment.
The Alexander Group’s Approach
Managing Director John Lamar and Director Sarah Mitchell conducted a focused national search targeting senior legal executives with extensive leadership experience in insurance, financial services, and regulated industries.
Search priorities included:
Expertise in corporate governance, securities law, regulatory compliance, and litigation management
Proven ability to advise C-suite leadership on strategic initiatives and operational matters
Experience leading large, high-performing legal teams in highly regulated environments
Tangela Richter emerged as the ideal candidate, bringing over two decades of leadership experience across organizations such as Wells Fargo, American Express, LendingClub, and the U.S. Securities and Exchange Commission, where she consistently advised on governance, compliance, and strategic legal issues.
Successful Placement and Impact
Tangela Richter joins GEICO as General Counsel. She will lead all legal, regulatory, compliance, and risk management functions, supporting GEICO’s growth strategies while ensuring operational integrity across its national footprint.
Immediate Impact:
Strengthens corporate governance practices and regulatory compliance frameworks
Advises senior leadership on legal risk and business strategy alignment
Leads internal and external counsel management for operational efficiency
Develops proactive legal strategies to support the company’s continued expansion
About GEICO
GEICO is a national provider of auto insurance and related products, serving millions of policyholders throughout the United States. As a subsidiary of Berkshire Hathaway, GEICO is dedicated to providing affordable and reliable insurance services while upholding a customer-first philosophy.
About The Alexander Group
The Alexander Group is a global executive search firm based in Houston. The firm partners with leading organizations in insurance, financial services, technology, healthcare, and professional services to recruit senior leaders who drive innovation, growth, and operational excellence.Building a world-class leadership team starts with the right search partner.
Liz Sobe has joined Robinson + Cole as Director of Business Development. Ms. Sobe is a growth-driven leader with more than 25 years of experience driving strategic growth and delivering value for lawyers, legal professionals, and clients through seamless collaboration with firm-wide business operations teams.
Heather Duncan has joined Sacks Tierney as Chief Operating Officer. Ms. Duncan is an experienced leader and manager of business operations, finances and strategic growth.
She is adept at at identifying and pursuing new opportunities for expansion and collaboration, as well as fostering a culture of teamwork, accountability, and excellence within firm structure.
