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.”

Managing Director John Mann wrote this blog post a week after Hurricane Harvey made landfall in the Houston area on Aug. 26, 2017.

Hurricane Harvey dumped a record-breaking 60 inches of rain across the area, prompting 17,000 rescues, flooding hundreds of thousands of homes, and displacing more than 30,000 people.

John’s story of community connectedness, loss, and resilience in the face of disaster is just as powerful and poignant today as it was in 2017. We share this story and John’s thoughtful action items as a remembrance of all who lost so much and those who saved so many, suffered, and persevered to rebuild and start again.

The rain started on Saturday, August 26th, and continued throughout the day. By late Saturday evening, the unrelenting torrential rains and their puddles quickly morphed into flooded streets in just a matter of minutes. By 5:00 am Sunday morning, the houses on my block in Bellaire, an inner-loop Houston neighborhood, began to flood, and I found myself helping several neighbors evacuate to our house.

We built our dream house this spring, a two-story New Orleans-style house. At the last minute, we decided to build it an extra 18 inches above the city requirement. Our neighborhood had flooded in prior years, but our lot had never flooded. At the time, I thought our decision may have been overkill, but it turned out to be home-saving. 

With the help of a couple of neighbors, I used a kayak to rescue a 90-year-old neighbor whose daughter and first responders were unable to reach. She was by herself and unable to get out of bed as water filled her bedroom. It was a scary and surreal experience. By Sunday afternoon, the water had risen to within one foot of our front door. The water rose and eventually receded 24 hours later, though the rains would not stop for another 48 hours. After the water receded, we breathed a sigh of relief and began to take stock.

Our garage and cars flooded, and we lost power and plumbing for 36 hours, but thankfully, our house did not flood. Twenty-one neighbors sought refuge at our house on Sunday evening, all of whom had lost their houses and most everything in them. The mood was somber; we were all in a state of shock and disbelief. We gave up our sons’ rooms, and every other room in our house was filled with people on couches and air mattresses. Sadly, for unexplained reasons, no rescue boats or helicopters found their way to our street.

On Monday morning, we discovered that our house was one of the few in our neighborhood that did not flood. In the last week, my wife and I have been doing everything we can to help our neighbors begin the arduous process of rebuilding their homes. We, along with a cadre of volunteers, have removed furniture, sheetrock, insulation, and flooring.

After a home has flooded, it is essential to remove the sheetrock and flooring as soon as possible to prevent mold growth and allow the house to dry out. Our street, like so many others around Houston, is lined with huge debris piles. The rancid stench of mold is overwhelming. The cleanup alone will take weeks, if not months, and will serve as a poignant reminder of the catastrophic devastation.

I, like many others, donated money in years past when tragedies struck other areas of the country and world. I would text a donation, give money or supplies, attend a fundraiser, and feel good about contributing. However, I never understood how my donations were distributed or the exact impact my donation would have. Over the past week, I have received numerous inquiries from clients, friends, and family members who wanted to offer their assistance. I also learned what to do and not to do when offering to help:

1)   Volunteer your time, not your religion or politics. Many of my neighbors and I went house-to-house to assist families with whatever they needed. We asked them if we could help and quickly got to work photographing and documenting destroyed furniture and belongings, as required by insurance companies, and removing furniture, sheetrock, and boxing salvageable belongings. We offered to wash clothes, towels, and linens, and with each house, we became more adept at identifying other opportunities to lighten the homeowner’s tremendous burden.

We did this as efficiently and quickly as possible, without regard for the family’s political beliefs, religious affiliation, or ethnicity. We just wanted to help our neighbors. Unfortunately, I noticed a few organizations that appeared to have ulterior motives of espousing their religious or political beliefs in exchange for their help. Others overthought it and wanted to establish command posts and interview families to “determine needs.”

The requirement of your time is simple and straightforward: show up and be willing to work right away. Ask, “Do you need a hand?” and quickly get to work.

2)   Donate thoughtfully. As reported on CBS News, some donated items hinder recovery and are not necessary. Also, I learned that recoveries are fluid and dynamic, and requirements change daily.

In the first few days, housing, food, and materials to help remove water-soaked sheetrock and flooring were scarce and in high demand. Then the need moved to fans, dehumidifiers, boxes, and packing tape. One San Francisco friend and client did two things that touched me deeply. The Power of Business and Style CEO Anne Sagendorph sent a letter to her clients describing our plight. She followed that by sending a huge order of boxes for my neighbors to pack up their remaining belongings. Another business friend from across town donated a chair, a nightstand, and lamps she was no longer using. My neighbors will never meet this thoughtful friend, but they will have light and a place to sit in their temporary housing thanks to her. 

Today’s needs are different. I am now trying to find animal shelters that will temporarily house cats and dogs as families transition to temporary housing (mostly apartments, many of which have a limit to the size and number of pets). Again, a client has jumped in and is trying to help our neighborhood. Bottom line: determine what is needed and when it is required. Be thoughtful and creative. 

3)   Houston visitor/volunteers –are you needed? Most shelters and organizations have multiple needs. If you are a doctor or pharmacist who wants to volunteer, there are plenty of opportunities to serve. On the other hand, if you just want to help, make sure you have a plan, a place to volunteer, and a place to stay.

Many flood victims, even if they are still in their houses, are too traumatized to want company, even if you are there to help. I had to tell an old college friend who wanted to travel to Houston to help that, with my neighbors using me as a fallback shelter, I couldn’t accommodate him. 

If there is no specific assignment for you, determine if the money you would spend on flights and hotels would make a greater impact than your time. Many not-for-profits have up-to-the-minute wish lists on Amazon of items they need most. And in the final analysis, nothing works better for not-for-profits (and some displaced families) than cash.

4)   Select organizations that make an immediate impact. I discovered that those who lost everything almost immediately needed shelter, food, and transportation. Some who lost their wallets or credit cards needed cash. Sadly, perhaps because of its enormous scale, there is no single nonprofit that has been able to adequately support Houston’s colossal needs. There seems to be disagreement about whether big organizations (think SPCA and Red Cross) are as effective as grassroots fundraising organizations, such as Houston Texans star player JJ Watt’s Hurricane Harvey Fundraiser and the Cantor Fitzgerald Relief Fund, which give 100 percent of the funds collected to hurricane victims. Those seeking a smaller, more transparent animal rescue group may wish to consider Friends for Life. Also, consider a direct gift of gift cards or cash.

Disaster recovery is a marathon, not a sprint. Hurricane Harvey will soon roll off America’s radar (pardon the pun), and life for some of us in Houston will soon return to normal. The rebuilding effort that lies ahead for many will be challenging and stressful. Donations will be required for months to come. Find your cause, or causes, within the disaster, and spend time researching to determine when, how, and what you can do to help.

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,” said Amanda 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.”

The Alexander Group, recognized as one of the top CEO executive search firms, presents “Five Questions With Outstanding Leaders,” our series where we interview visionary industry leaders. In this edition, we speak with Jonathan Horowitz, President of the Houston Hospitality Alliance, about key challenges, successes, and future opportunities within the hospitality sector.

Jonathan Horowitz and friends for top ceo executive search firms blog
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Houston is a foodie city.

Full stop.

Houston offers every global cuisine, and diners are only too happy to explore and experience what the city is serving.

However, Houston’s hospitality and tourism are more than its vibrant dining scene.

Just ask Jonathan Horowitz, president of the Houston Hospitality Alliance.

Managing Director John Mann of The Alexander Group, one of the nations’s top CEO executive search firms, sat down with Horowitz to discuss the business of Houston’s hospitality and tourism industries–struggles, successes, and the future.

Horowitz’s deep experience within the hospitality industry and his background as an attorney and real estate agent made him the ideal hire for the high-profile president position. The HHA is an organization that strives to promote, connect, and energize Houston’s hospitality and tourism business and create industry success in Houston.

For more than 17 years, Horowitz developed, operated and led multiple marketing restaurant/bar concepts, including Legacy Restaurants (Original Ninfa’s on Navigation Tex-Mex restaurant and the Antone’s Famous Po’Boy sandwich concept) Lasco Enterprises, LLC (The Tasting Room Wine Cafe, MAX’s Wine Dive, Boiler House Texas Grill) Midway Hospitality Development and Convive Hospitality Consulting, a full-service hospitality consulting service. He received a Bachelor of Arts degree from Rice University and a JD from South Texas College of Law.

Mr. Horowitz was a corporate executive search firm’s ideal candidate, and since being named HHA president in October 2023, Mr. Horowitz has addressed Houston City Council members at City Hall, discussed the Houston Hospitality Alliance and its mission to promote, represent, and advocate for the entire hospitality industry in Houston, and led the HHA Business Forum.

Horowitz is an ardent community supporter of many organizations, eager to illuminate the city while growing the HHA.

“I am thrilled that Jonathan joined the Houston Hospitality Alliance as the new President, bringing with him over two decades of leadership and innovation in the hospitality industry, as well as a deep-rooted commitment to the Houston community,” said Mann.

JM: Let’s discuss opportunities and challenges concerning hospitality development within the Houston landscape.

JH: We currently are in the most challenging environment ever for the entire hospitality industry. Prior to the pandemic, things were in a pretty good place; however, the pandemic changed everything for the industry. There are a few areas where hospitality continues to struggle:

JM: Houston is a destination for new businesses and conventions. How do you take advantage of that momentum moving forward?

JH: It’s all about providing a complete and memorable experience. Consumers expect more and more now, so they have to be “wowed” once they’re here. Many people have preconceived notions of Houston and don’t realize how diverse, cosmopolitan, and exciting the city really is. Once they get here – for whatever reason (business, pleasure, a convention, the Med Center, etc.), they come away with a great appreciation for what Houston offers. The overall hospitality industry in Houston is extremely strong, and once people get here and experience it, there’s a good chance they’ll come back.

JM: The Greater Houston Partnership’s latest data reports that almost 11% of Houston’s employment is in the Leisure and Hospitality sectors. How do you grow that industry?

JH: It’s happening – see above. New places are opening every day, and companies from all over the country are coming here because they recognize the great opportunities here.

JM: How does your background as a hospitality business professional and an attorney support your role as HHA president?

JH: I am fortunate in that I’ve seen both sides of the industry – having been an owner and operator, I can understand and empathize with those who are running hospitality businesses in the city, and I’ve been involved in a restaurant trade association for nearly two decades. These perspectives help me on a daily basis to help guide the HHA. As for being an attorney, that helps me all the time – not only with work but with general life issues. It’s a great education and experience to have, and it gives me a better understanding of how to deal with people, contracts, and potential disputes.

JM: What are the next steps of growth for the HHA?

JH: We are focused on growing membership every day. Just this year, we’ve doubled the number of members and are not slowing down. We recognize that, in order to keep members engaged and to attract new ones, we need to provide great value. We have four primary value propositions as an association:

As one of the top CEO executive search firms, The Alexander Group continues to engage with and learn from industry leaders like Jonathan Horowitz. By fostering deep relationships and understanding the specific needs of each client, The Alexander Group remains committed to elevating the quality of executive talent acquisition across industries, ensuring visionary leadership for businesses poised for growth. 

Learn more about their expertise and approach at The Alexander Group.

National law firm, Carlton Fields, appoints Maria Anderson to lead attorney recruiting, development, and retention strategies.

Headshot of Maria Anderson as Director of Legal Talent Management at Carlton Fields

Client: Carlton Fields | Role: Director of Legal Talent Management | Candidate: Maria Anderson

Recruiters: John Mann, Managing Director; Michael Doering, Senior Associate

Overview

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.