Leadership Archives - The Alexander Group

Tara Bunch, COO of the American Kidney Fund, describes herself as a “strategy nerd” whose career has spanned media, nonprofits, and strategic consulting.

As the Chief Operating Officer of the American Kidney Fund (AKF), Bunch oversees core operational areas—finance, administration, human resources, and IT—and acts as liaison to the Board of Trustees’ Audit and Finance Committees. In this AKF executive interview, Bunch shares how strategic leadership and cross-functional experience have shaped her role at the helm of American Kidney Fund leadership.

This nonprofit executive Q&A offers insights into how mission-driven operations can thrive under thoughtful, agile leadership.

About Tara Bunch

A Harvard M.B.A. graduate, Bunch began her career in strategic consulting for media and entertainment businesses at Accenture and wound her way through heady roles at Discovery Communications, Travel Channel Media, and National Geographic. She was the Director of Global Strategy and Business Development at National Geographic, where she transitioned from Chief of Staff in 2014 to Deputy Chief Operating Officer in 2016.

Her affinity for strategic planning was rewarded when she was named Chief Business Operations Officer at the National Geographic Society, where she served as an enterprise leader accountable for managing critical staff functions, including information technology, human resources, facilities, finance, planning, metrics, evaluation, and research.

The road ahead for the American Kidney Fund is laden with opportunities for Bunch, her team, and the Board of Directors to continue the organization’s life-changing work on behalf of the more than 35.5 million Americans living with kidney disease.

“What I appreciate about strategic planning at AKF is the broad engagement we have in the process. So often, strategic plans seem to come from a black box and are put on a shelf. At AKF, we spend about a year pulling the plan together, with input from across the organization and the Board of Directors,” Bunch said. “I am excited to see how our plan will change from our current one, recognizing both the progress and the challenges we have faced since finalizing it at the end of 2022.”

Tara Bunch’s Perspective: Strategy, Agility, and Operational Excellence in Nonprofit Leadership

Read more of the conversation between Director Sarah Mitchell, The Alexander Group, and American Kidney Fund COO Tara Bunch below.

How COO Tara Bunch Applies Strategic Thinking to Nonprofit Operations

Q: Your early career included management consulting and financial leadership roles. How have those experiences shaped your current work in nonprofit operations and informed your strategic approach as COO of the American Kidney Fund?

Bunch: This is likely a bias toward my financial analysis roots, but I still love the adage, “show me your financials and I will tell you what you care about.” Also, “no margin, no mission.” I think the most misunderstood part of nonprofit work is the notion that we aren’t as analytical, or we don’t pay as much attention to the bottom line. Strategic thinking and financial analysis—the same skill sets I honed in the earliest parts of my career— are still key to the work I do at the American Kidney Fund.

I think my early years in consulting developed my muscles of both getting up to speed quickly on the issues at hand and being able to shift from one topic to another. As Chief Operating Officer at AKF, I may have meetings about upcoming Board Committees first thing in the morning, then shift to our training strategy for staff, then have a conversation about our financial statements and how to think about the rest of the year. All of that before noon!

In terms of leadership, I have learned to be flexible and adapt my approach based on the unique circumstances I face, utilizing past experiences to make more effective decisions. In all the roles I have held, I still return to the basics of breaking down problems or opportunities into manageable pieces that we can successfully address.

I hope along the way, I am inspiring and motivating my team toward our shared goals and mission.

Tara Bunch on Shifting from For-Profit to Nonprofit

Q: We regularly hear from executives looking to make a move from for-profit to nonprofit leadership. How did you navigate your transition from for-profit to nonprofit organizations, and what advice would you share with others looking to make the leap?

Bunch: It wasn’t really a conscious decision, but it feels like the ultimate path I was on all along. I started my professional career in strategy consulting. Coming out of college, it seemed like an amazing opportunity to experience different kinds of organizations and industries while (hopefully) adding value and efficiency to their operations. I think I have always had that kind of mindset – both to help solve problems but also to look for ways to make things work better.

Many of my consulting clients were in the media space, so when I decided to attend graduate school, I wanted to transition into the educational media world upon graduation. Two reasons: one, I found the business side of media fascinating and a place where I could add value, and two, I realized during my consulting years that it was always a better experience when I truly believed in the product. I ended up taking an internship at Discovery Communications after graduating and stayed there for nearly seven years. It was a great opportunity to bring my skill sets – financial, analytical, strategic – to an exciting time in media when HD and streaming were just ideas coming to fruition. The organization also went public during my time there, which was a learning experience in and of itself.

My next move was to National Geographic, but I started on the for-profit side. After a few years, I was asked to help onboard the new CEO. It was supposed to be for just a few months, but I transitioned into his Chief of Staff. A year or so later, that position enabled me to be part of a transaction that solidified the future of the nonprofit side of National Geographic, and I remained on the nonprofit side for the remainder of my time there. So, while this was absolutely a shift from for-profit to nonprofit, I think the thread that ran through it was that the “product” each was putting out was something trying to be good for the world. We can argue whether or not TV is “good,” but in my mind, a documentary is better than most consumer products.

The biggest difference for me is the ability in nonprofits to think long-term, truly. Yes, we have daily, monthly, and annual financial pressures and realities, but the vision and mission of nonprofits reach well past the tenure of their employees. We can also be creative in who we partner with and how those partnerships can work. While we need outside funding to operate, we can also enter partnerships that don’t involve funding if the organizations can bring something unique to the table to advance our mission. It allows for a lot of freedom to try different things.

How Tara Bunch’s COO Role Shaped Her Leadership Approach

Q: As the COO of AKF, you lead a range of diverse functional areas. How did you learn to manage large teams across functions, and how has your management style changed over the last decade as you’ve grown?

Bunch: My management style has definitely changed over the years. At first, leaders tend to manage staff in their own area of expertise – for me, it was in Financial Planning & Analysis. I think from my years in strategy consulting, I always thought about the connections across functions – while finance, technology, and human resources absolutely require different skills and areas of focus, they ultimately need to work together to effectively allow an organization to function well. And while I may not know how to code technology, as an employee, I know what it feels like to try to learn a new platform, or what the annual performance review process feels like from an employee perspective – I can take that insight into leadership of those functions, while ensuring I have an amazing team with those deeper skill sets.

The most challenging transition of a function I ever had was managing facilities at National Geographic, a team of engineers, mechanics, and other staff, whose jobs I had no personal experience with. I knew I needed to trust the team to give me the information I needed, and my value was in the connections of their work to the rest of the organization. By bringing the detail(s) and the big picture together, we were able to create a really high-functioning team for the organization.

I think what has changed the most about my management style is the comfort I have in sharing when I don’t know something. It isn’t a weakness – it is an opportunity to learn something and recognize the skills and knowledge of those on the team. I don’t need to know all the answers or know how to do everything. My value is guiding my teams and helping them unlock their ideas; I can help them understand how things may fit into the overall organizational perspective, and how important each of them is to that bigger picture. My hope is that it creates a culture of trust and learning across the teams I manage, and in support of the organization as a whole.

Tara Bunch on American Kidney Fund Leadership and Impact

Q: You are four years into your tenure as COO at AKF, and previously you served as Chief Business Operations Officer at National Geographic. What was your experience in moving to a voluntary health organization? Are all nonprofits the same, or have you found marked differences in what spells success?

Bunch: I think nonprofit organizations are generally more similar than dissimilar; they are groups of people working to make something better in the world. The kinds of smart, driven, and creative people I had the pleasure of working with at National Geographic are the same kinds of smart, driven, and creative people I have the honor of working beside at the American Kidney Fund.

The largest difference for me in moving to AKF is the singularity of focus around people with kidney disease, what they need, and how we can help them live healthier lives. It is a smaller organization in terms of staff size than I have worked at previously, but that focus allows us to have an immense positive impact on people living with kidney disease, their caregivers, and the policies, research, and education that we develop to one day eradicate these illnesses. We are small but mighty.

I think success at any nonprofit comes from the belief in the mission and the creativity of those involved to come up with ways to make that mission a reality. Before I got to AKF, the COVID pandemic was in full force, and it had a devastating effect on kidney patients. The team at AKF quickly pivoted and created a grant program to help patients, providing emergency funding for assistance with life-critical needs, such as food, transportation, nutritional supplements, and medical expenses. It is that kind of thinking that I think makes a successful organization – how can we quickly mobilize in the face of whatever is new coming our way and make a difference for those we pledge to support?

Inside AKF’s Evolving Strategy and Impact

Q: What is on the horizon for AKF?

Bunch: So many things! A few I think are exciting are our focus on the clinical and medical side of kidney disease, and our forthcoming strategic plan.

In 2024, we hired a full-time nurse practitioner who serves as AKF’s Senior Director of Clinical Education, and a part-time Chief Medical Officer – both firsts for AKF. We have always had a Medical Advisory Committee and medical practitioners on our Board to help guide us, but investing in staff with these skill sets will really turbocharge our ability to advocate for kidney patients.

I am a self-proclaimed strategy nerd, so working on the next version of AKF’s strategic plan is exciting for me. What I appreciate about strategic planning at AKF is the broad engagement we have in the process. So often, strategic plans seem to come from a black box and are put on a shelf. At AKF, we spend about a year pulling the plan together, with input from across the organization and the Board of Directors. I am excited to see how our plan will change from our current one, recognizing both the progress and the challenges we have faced since finalizing it at the end of 2022.

*Even though our series is titled “Five Questions with Extraordinary Leaders,” we welcome additional insight from the featured leaders, and Ms. Bunch was no exception, so this installment includes a bonus question and answer.

Keeping Teams Engaged in Challenging Times

Q: How do you approach the challenges of recruiting and keeping your team engaged and motivated during economic uncertainty and political shifts?

Bunch: I feel like I have seen so many talent market shifts throughout my career. I think back to the tough market I entered into in 2002 after grad school, the downturn in 2008-ish, and of course, all of the challenges throughout COVID.

There are two main ways I feel like I have been successful in leading an engaged and motivated team – showing empathy and focusing on connection. We all know we often spend more time with our work colleagues (or working) than we do with people in our personal lives, so we should strive to make that time fulfilling. While jobs aren’t required to provide happiness, the best jobs do; they also provide challenge, connection, and provoke curiosity.

As a leader, I try to identify opportunities for growth for my team and be honest when either I don’t know something or something isn’t possible. Building that trust is key when the outside world is scary or uncertain. My team (hopefully) knows that they can trust me to give them guidance and also empathize when things are not in our control. Honesty is a big part of that too – I admit when I don’t know something or need help. That was harder for me to do early in my career, but I want to model to the people I work with that I don’t have all the answers, but I will help find them.

I also try very hard to build and maintain connections across my team and the organization. We are a hybrid organization, so we are mostly interacting virtually. But the time we do spend together, we make it intentional: team meetings and training, crossover meetings with other staff. I start every team meeting with a question – something like “what did you have for breakfast”, or “what is your favorite thing to write with” – so that the team can get to know each other in a different way. And I end every team meeting with kudos, which allows me and the team to shout out major and minor accomplishments. My goal is to create those connections that carry over into work – if you know you and another colleague REALLY like red pens, you may be more likely to reach out about a question you have.

The Alexander Group Global Executive Search

The Alexander Group has the privilege of partnering with leaders who bring both vision and operational excellence to the organizations they serve. Executives like Tara Bunch, COO of the American Kidney Fund, exemplify the kind of strategic, empathetic leadership needed to drive meaningful impact in today’s complex landscape.If your organization is seeking exceptional talent to navigate change and deliver results, we’d be honored to help you find your next extraordinary leader.

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.

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

Aurelie Binisti HR Director Hecker Fink LLP

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

Search Consultant: Sarah Mitchell

Overview

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

Key Leadership Need

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

The Alexander Group’s Approach

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

Execution Highlights:

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

Successful Placement and Impact

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

Immediate benefits:

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

Insights from the Executive Search Consultant

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

— Sarah Mitchell, Director, The Alexander Group

About Hecker Fink LLP

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

About The Alexander Group

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

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

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

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

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

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

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

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

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

This February, we’re delving deeper into the origins of Black History Month and welcoming insights from clients and friends of the firm about ways we can honor the mission and vision Dr. Carter G. Woodson established in 1926.

Dr. Carter G. Woodson was a distinguished Black author, editor, publisher, and historian who founded the Association for the Study of Negro Life and History in 1915 in Chicago, describing its mission as the scientific study of the “neglected aspects of Negro life and history. Black History Month evolved from that idea and celebrates the historic contributions of Black people. The month has been marked every February since 1976.

Woodson’s parents were illiterate former slaves, and his foundational education was spotty at best. Instead of the classroom, he worked in the West Virginia coal mines and on the family farm. He entered high school at 20 and graduated two years later.

Throughout his lifetime, Woodson became a school supervisor in the Philippines and later traveled throughout Europe and Asia after earning a bachelor’s degree in literature from Berea College in Kentucky.

Dr. Woodson also earned a master’s degree from the University of Chicago and became the second Black American, after W.E.B. Du Bois, to obtain a Ph.D. from Harvard University. He joined the faculty of Howard University and eventually served as Dean of the College of Arts and Sciences.

The February timing of Black History Month was intentional by Dr. Woodson, who launched Negro History Week in the second week of February to coincide with the birthdays of Abraham Lincoln and Frederick Douglass.

More than 100 years later, Black History Month is a significant event, highlighting well-known and less familiar individuals and their accomplishments, innovations and experiences.

The 2025 Black History Month theme of African Americans and Labor focuses on the various and profound ways work and working of all kinds—free and unfree, skilled and unskilled, vocational and voluntary—intersect with Black people’s collective experiences.

As an executive search firm, we understand the importance of work and are privileged to connect our clients with talented leaders across a swath of industries and roles.

We’re honored to have two friends of the firm share what Black History Month means to them and how we can actively participate in the annual event not just in February but every month on the calendar.

William M. Washington III, Global Chief Financial Officer, Baker McKenzie

As an African American CFO, Black History Month holds special significance for me. It is a time to reflect on the rich history, culture, and contributions of African Americans to our society. This month provides an opportunity to engage in meaningful discourse and gain deeper insights into the struggles and triumphs of our community.

During Black History Month, it is important to remember and honor influential figures such as Martin Luther King Jr., Harriet Tubman, Barack Obama, and Maya Angelou. Their contributions have left an indelible mark on American history and continue to inspire us today.

Growing up, my parents taught me the importance of knowing about Black history year-round. They instilled in me the value of understanding our heritage and its impact on our present and future. Black History Month is a reminder of the resilience, strength, and determination that have been the hallmarks of our journey.

By celebrating our history, we acknowledge our progress and the work that still needs to be done to achieve true equality and justice.

As an African American leader, I believe it is my responsibility to mentor and guide others, helping them to rise and achieve their full potential. One quote that resonates deeply with me is from Booker T. Washington: “If you want to lift yourself up, lift up someone else.” This quote embodies the spirit of Black History Month for me. It is a call to action to support and uplift one another as we strive for success.

To actively participate in Black History Month, consider supporting Black-owned businesses. This helps to promote economic empowerment within the community. Additionally, donating to charities that support Black causes can make a significant impact. Organizations like Black Lives Matter, NAACP, and the ACLU are doing important work that benefits the community. Lastly, participating in local movements and events can provide valuable opportunities to learn and engage with others who are passionate about celebrating Black history and culture.

Black History Month is a time to celebrate our heritage, reflect on our progress, and commit to lifting each other up. It is a reminder that our collective strength lies in our unity and our ability to support one another. Let us continue to honor the legacy of our ancestors and work towards a brighter future for all.

Marjorie Josaphat, Executive Director, Human Resources, Milken Institute

Here are some ways we have honored Black History throughout the year and my 30 years in Human Resources:

Highlighting courses taught by black authors in celebration of Black History Month.

Sharing short, animated clips about Black historical figures with staff.

Encouraging staff to share foods from their diverse backgrounds, including African, Caribbean, and American cuisine.

Sharing short biographies of lesser-known yet impactful Black men and women who have contributed to the formation and elevation of people in America.

At Milken Institute, we honor Black History throughout the year by ensuring diverse speakers and contributors at all our conferences and by fostering a diverse workforce.

Learn More About Black Leaders, Innovators, Educators and Creators:

Association for the Study of African American Life and History (ASALH®)

National Association for the Advancement of Colored People (NAACP)

https://naacp.org/

Smithsonian

https://www.si.edu/events/black-history-month

The Alexander Group, recognized as one of the country’s top CEO executive search firms, presents “Five Questions With Extraordinary Leaders,” our interview series with visionary industry leaders. In this installment, Managing Director and Chief Client Officer Amanda K. Brady interviews Carly Caulfield, Race Director and General Manager of the Houston Marathon Committee, discussing management style, the evolution of the annual event, and the ephemeral nature of creating a marathon.

It’s not a stretch to describe Carly Caulfield’s career as a marathon, not a sprint.

As the longest-tenured Houston Marathon Committee employee on staff, Caulfield started with the organization at 19 years old, and over the next 25 years, the Chevron Houston Marathon grew to one of the nation’s premier multi-race running events.

She serves as Race Director and General Manager of the Houston Marathon Committee, an executive leadership role Caulfield knows from sneakers up.

Her early years with the marathon were lessons in on-the-spot training. She quickly ascended from office clerk to more senior roles and, in 2020, was promoted to her current position.

Caulfield is the marathon’s first female race director and won the Industry Leader Under 40 Award from the National Center for Sports Safety and Security (NCS4) in 2016. She currently serves on the NCS4 Advisory Committee. In June 2019, the world running Association of International Marathons and Distance Races (AIMS) named Caulfield as a founding member of the AIMS Sustainability Commission.

Caulfield earned a Bachelor of Business Administration from the University of Houston – Downtown and an Executive MBA program at the University of Houston’s Bauer College of Business.

Managing Director and Chief Client Officer Amanda K. Brady immediately knew Caulfield would be a perfect fit for our ongoing series “Five Questions With Extraordinary Leaders” because she’s seen firsthand how Caulfield leads before, during, and after the marathon.

Brady serves as Sector 4 Captain, enlisting and working with volunteers while coordinating with the Houston Police Department to keep runners, volunteers, and spectators safe throughout the race.

Read on to learn more about Caulfield, her mentors and how collaboration is key to achieving successful outcomes.

Q: You have been with the Houston Marathon for 25 years. How did you get into the marathon industry?

A: By accident. I was a 19-year-old kid. I was introduced to a board member of the Houston Marathon when they were looking for an office clerk; the job paid more than I was making at the time.

I don’t recall wanting to pursue a specific career as a child, like a firefighter or a veterinarian. Around age 10 or 12, I read a book about a family with a lot of kids – I’m the oldest of six – and the parents were efficiency managers, and they practiced efficiency in their family. I read that book and thought, “That is what I want to be when I grow up, an efficiency manager.” I’m incredibly lucky to have fallen into this job, because every day I get to be the efficiency manager I dreamed of when I was a kid, and I love it.

Q: How did you learn how to manage people? Were you trained, or did it come naturally? Has your management style changed over the last decade as the organization grew?

A: I wasn’t trained to manage people, and I don’t think it comes naturally, but I have learned a lot through experience and through making mistakes. I’m lucky in that when I was hired, we only had two employees. We used to be almost entirely volunteer-managed, with one employee to sell sponsorships and someone else – me – to answer the phone and man the fax machine. As volunteers stepped down or retired, I thought, “Oh, my gosh, I could do that.”

First was registration, then volunteer coordinator, then charity coordinator. Eventually, it got to be too much. There’s only so many things you can do. I was 22 years old. I didn’t know you were allowed to ask for help, but I finally did. That is how the staff has grown over the years. I kept taking on a new job, and we kept hiring someone else to do the job I used to do.

I’m incredibly lucky that no one has ever had my job before. So, no one ever says to me, “Well, Amanda used to do it that way.” No one’s ever done it before, and that’s an incredible source of freedom and power. I never had anyone to train me, but that also meant I had to learn many lessons the hard way. Maybe the first five or eight years, when we had emergencies – we still do –I got to swoop in and be a hero for those emergencies, and it felt great.

Eventually, I matured or grew up enough to realize that was a ridiculous way to manage things. My greatest aspiration as the Race Director of the Houston Marathon is not to be needed, and it is what I ask of my team. “You guys develop your teams enough so that if something happens to you, you get sick, get hit by a truck, you don’t need to be there,” that is my goal every year. I have a great team, and I’m proud that everyone on the OPS team has been around for more than five years. Many of them six or seven.

My management style has certainly developed over the last 25 years. I believe in getting great people, giving them what they need, and then getting out of the way. That is my entire philosophy of management. And that comes from the fact that no one was in my way. I was making my own way.

But I should add that the marathon community is an amazing community. There is no one I know in this industry that I can’t call and ask, “How do you deal with this? Will you loan me that? Can you send me this document?” It is amazingly collaborative.

Q: You also manage a large group of volunteers. What are the challenges of managing such a large volunteer group, and how is that different from managing employees?

A: First, we couldn’t put on this event without our 5,000-plus volunteers. Volunteers have very different motivations from staff members. I love this event, but I also work to pay my mortgage. That’s not why our volunteers are part of the event, and I think volunteers, especially our Marathon Committee leadership, want to make a difference in the community. They want to solve problems. They want to feel valued. And it’s my and my team’s job to give volunteers the tools they need to feel that way.

I don’t personally manage volunteers anymore. It is still my job to connect with our volunteers and make sure they have what they need to succeed in the important roles they play in the marathon’s success every year.

**From Left to Right:**
**Carly Caulfield**, with her mom **Mitzie Caulfield** and sisters **Bonnie** and **Betsy Caulfield**, at the start of the Houston Marathon.

Q: Who are your mentors and guide stars?  Why them?

A: First is my mom. My mom is a bad***. She is a go-getter. I’m not a runner. But I understood running when my mom started running. She had never run a marathon, but she started training so she could go run “Carly’s Marathon.” She would talk to me every day about her training and that’s when I started to understand what it meant for people to train—putting in the miles, trying to avoid an injury, the nutrition, and just getting to the finish line. This is not a football game. You don’t buy a ticket to the marathon and attend it. It’s not about what you paid for your registration. It is about what you have paid in your life to get to this place. I didn’t understand that until my mom started running. But once she did, I understood that every marathoner and participant who called with a problem needed our attention. It was like solving problems for my mom. If my mom had a problem, I would go to the end of the earth to fix it. And we still do that. That is our guiding philosophy. We have rules. We can’t accommodate everything, but if we have made a mistake, we will fix it for you. I care so deeply about the participant experience because when I think about it, it’s my mom’s marathon. My family is out there running and volunteering. I hope that we treat every runner just like I would treat my family.

The other person I would mention is Eric Berger with Space City Weather. He keeps us calm during weather emergencies. Their tagline is “no hype.” Just, “Here’s what’s happening. Here’s what we know. Here’s what we don’t know.” When I’m planning a marathon, I need to know what to expect, and Eric does that for me and many others across Houston.

Q: What is the hardest part about serving as Race Director and General Manager of the Houston Marathon. Does any year stand out as particularly challenging, and if so, why?

A: We are setting up for an event out of nothing in a few hours. You go to a football game in a stadium, you go to a show in the theater. Those are permanent venues. I think what’s unique about endurance sports is that we are building an entire event site out of thin air for just a moment. And then it goes away. So, every year has its unique challenges. Regardless of the challenges, our runners are investing their life in completing this event and we need to honor what these runners have invested in.

As for a year that sticks out, I would mention two. The one that just happened in January 2025. I’m still really tired. There was a lot of stress and a lot of extra planning because of what happened in New Orleans on New Year’s Eve.

Another was the Olympic trials in 2012. That definitely was a challenging year. Very proud of doing it. It was the first time the men and women had ever been hosted at the same time in the same place, and we went for it. We wanted to do something new and good for the sport and the city, and we did it.

It was on Saturday morning before the marathon the next day. None of our signage was the same as the marathon signage. Everything had to be the Olympics and NBC and USATF. We set up the event, held the trials, and then we had to tear down that entire event across the city and, the next morning, stand up our normal marathon event with all those sponsors and that special signage. It was nuts. But it put Houston on the map for Elite Racing. “We had two American records here just this past January, and a history of record-breaking performances for many years. Our race is watched nationally and internationally, and that just wasn’t the case in 2000 when I started. We were just a local event with 7,000 runners, and now we are on the international stage with more than 35,000 runners.

Tony Dorazio has joined Aither Systems as Chief Executive Officer.

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

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

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

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

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

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

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

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

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

Overview

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

Key Leadership Need

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

The Alexander Group’s Approach

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

Search strategy highlights:

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

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

Successful Placement and Impact

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

Immediate Impact:

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

Insights from the Recruiters

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

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

About Wiley Rein LLP

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

About The Alexander Group

The Alexander Group is a global executive search firm with offices in Houston and other U.S. cities. Serving industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, The Alexander Group specializes in delivering strategic, results-driven leadership placements tailored to each client’s needs.

Interested in learning more about our executive recruitment services? Contact The Alexander Group today.

This blog about professional beards was originally published in April 2015 and remains one of The Alexander Group’s most-read blogs.

Professional beards are back and in a big way. The past few years have seen a significant upturn in the number of men wearing their facial hair “loud and proud,” both inside and outside of the office – a trend spanning industry, age, and even socioeconomic groups – leading to the inevitable question: “To beard or not to beard?”

Many of the world’s business leaders are sporting facial hair. Beards for professionals grace the faces of

Sundar Pichai, CEO of Google and Alphabet
Reed Hastings, Co-founder and Executive Chairman of Netflix
Matt Parker, Executive Chairman of Nike
Dara Khosrowshahi, CEO of Uber
Larry Ellison, Co-founder, executive chairman, and CTO of Oracle

CEOs of 2025, each with a professional beard

The newspaper’s front page hasn’t been this hirsute since Carnegie, Rockefeller, Gould, Morgan, and other captains of industry were shaping the economy.

Captains of Industry with professional beards and facial hair

The Shaving Razor Market: Trends and Growth Outlook

The shaving razor industry has seen modest growth, with U.S. revenue reaching $2.9 billion in 2025 at a 1.0% CAGR. In Europe, the market is projected to hit $6.67 billion, growing 1.16% annually. While the industry declined around 2015, demand has stabilized as consumers embrace premium and sustainable grooming products.

This shift reflects a broader trend—the changing role of facial hair in professional settings as beards become more accepted. Whether maintaining a beard or a clean shave, grooming choices now hold greater significance in personal and professional branding.

Professional Beards, Business, and Changing Perceptions

What has led to this dramatic change? Facial hair and capitalism have a connected history. Beards were once considered an indicator of liberal, anti-establishment views and dissident tendencies, championed by men like Karl Marx and Friedrich Engels, Che Guevara, and Fidel Castro.

However, not since the Robber Barons have professional beards been as popular in conservative, capitalist boardrooms as they are today. The hirsute look is currently not tied to any threatening economic or political ideology, and according to The New York Times, whiskers “no longer code as a threat.”

How Recession and Innovation Reshaped Grooming Trends

One interesting hypothesis is that many professionals began growing beards due to the recession of 2007-09. Christina Binkley of The Wall Street Journal describes two financial services professionals who lost their jobs and stopped shaving. She also points out that Al Gore grew a beard after losing the presidential election in 2000, stating that “it’s one of those tiny luxuries unleashed by unemployment.”

A significant contribution to the growing popularity of scruff comes from the technology industry.

The tech industry’s relaxed culture prioritizes innovation over strict dress codes, making facial hair widely accepted. Unlike traditional corporate environments, tech leaders are valued for their ideas rather than their grooming standards. This emphasis on creativity and individuality has helped normalize beards in professional settings.

The Alexander Group Managing Director John Lamar comments, “I went through a beard phase about 20 years ago. Okay, it was a goatee and not a very good one at that…I guess that was all I could muster.”

He continues, “I still like to go unshaven over the weekend…the rebel in me has not quite died. But come Monday morning, I break out the ol’ razor.” Lamar believes that the resurgence of professional beards has a lot to do with celebrities and techies. “The laid-back culture coupled with explosive wealth in these two worlds has created an “I just don’t care” attitude.”

According to a 2013 article in Daily Mail Reporter, men with beards “look as much as eight years older than their unshaven counterparts.” The late Steve Jobs of Apple is perhaps the epitome of how the image of the CEO has changed over the years.

In 2025, societal perceptions have evolved significantly. Beards have become mainstream and are widely accepted across various professional settings, reshaping perceptions of beards in the workplace.

A notable example is the New York Yankees, who, in February 2025, lifted their 49-year-old ban on beards to align with modern grooming trends and appeal to a broader pool of talent. This shift reflects a broader cultural acceptance of facial hair, with beards now often seen as expressions of individuality and personal style rather than indicators of age or non-conformity.

Beard of Directors

Despite the growing popularity of professional beards for businessmen, the number of unshaven business executives remains relatively small.

The Alexander Group Managing Director Beth Ehrgott has only had one client with a beard in all her years of search, but says, “It seems strange to think that beards still seem out of place in corporate America, yet many companies all have diversity initiatives and programs.”

Sarah Mitchell, Associate Director in The Alexander Group’s San Francisco office, says there is so much facial hair in the Bay Area that “it’s more of the rule than the exception. But I suppose I don’t see it very much when I think about those working in a more conservative corporate environment, as opposed to Google or one of the many startups.”

While personal expression is valued in the Bay Area in 2025, men’s style has shifted, with both long professional beards and a clean shave being acceptable—as long as grooming remains intentional. The choice between maintaining facial hair or a clean shave depends on personal style and industry norms, but the emphasis is always on a neat and professional presentation.

Phillip Rudolph, the former Executive Vice President, Chief Legal & Risk Officer, and Corporate Secretary at Jack in the Box, was fully bearded in 2007 when he was interviewed and then hired at Jack in the Box. At the time, he did not believe beards “are even remotely disqualifying.”

However, before joining Jack in the Box, Rudolph was Vice President and Deputy General Counsel at McDonald’s. He explains that while interviewing for the position, the human resources executive “asked how attached I was to my beard. I noted to him that, more correctly put, the beard was attached to me.”

Rudolph continued, “But I took the hint and shaved off the beard. I remained clean-shaven throughout my five years with McDonald’s.” Perhaps geography plays a role. Jack in the Box is headquartered in San Diego, and McDonald’s home is in Chicago.

A recruiter for Shell Oil Company says that she rarely sees candidates with facial hair, and hirsute executives at Shell “are few and far between.”

A Hairy Decision on Professional Beards

The bottom line is that if you are going to go unshaven, there are certain written and unwritten rules to follow.

Know your company’s culture and whether or not there are regulations or unwritten “rules” concerning facial hair. Do your homework, or ask your manager.
If you are going to grow facial hair, make sure that it is trimmed and neat. The last thing any executive (perhaps outside of the creative arts) wants to see is something ill-groomed and distracting.
If you are interviewing, it is always better to play it safe. Research the industry and company. If in doubt, shave! You can always grow it back.
Finally, if you decide to grow facial hair, plan accordingly. Wait for a holiday or vacation for ample time for proper growth. Stubble tends to be perceived as sloppy or lazy.

John Lamar sums it up perfectly: “For me, it basically boils down to the corporate culture. There are places where ping-pong, beards, and tattoos are completely acceptable and places where they are not. Having interviewed thousands of executives in various corporate cultures, I subscribe to one simple rule regarding facial hair – just keep it neat and clean.”

“A big bushy beard that could potentially house a family of robins says to me you don’t care about your appearance or how others may perceive you. That doesn’t bode well for a future leader.”

Know Your Audience

The professional beard has evolved from a symbol of rebellion to an accepted, albeit still debated, element of executive style. While beards are more common in tech and creative industries, traditional corporate environments still lean toward a clean-shaven look.

So, whether you prefer a clean-shaven look or professional men with beards aesthetic, understanding your industry’s expectations is key.

Whether interviewing for a new role or leading a boardroom, facial hair should align with your industry’s expectations and be well-maintained.

If you’re navigating executive hiring decisions—or considering how personal presentation affects career progression—The Alexander Group can help. Our expertise in executive search ensures leaders are not just a cultural fit but a strategic asset to their organizations. Connect with us today to explore how we can help shape your leadership team for success.

Illustration of teamwork with gears and lightbulbs symbolizing innovation and collaboration, supporting executive job search tips.

Executive job search tips can make or break your chances of landing a leadership role, especially when working with executive job search firms and experienced recruiters.

We’ve written advice on how to best prepare for, maximize, and manage meetings during a search process, whether with a search committee, a board of directors, videoconferencing, or a conference call.

Understanding executive job interview tips and showcasing qualities of professionalism are essential steps in setting yourself apart from other candidates. After all, professionalism in the workplace isn’t just about appearances—it’s about ensuring your actions align with your words and reflect your capabilities as a leader.

How to Lose Jobs and Alienate Interviewers

Generally, most successful senior executives are adept and experienced at the executive search process, but not all. And the exceptions have stood out vividly. Here are a few real-life examples of executive behaviors that have left these executive search professionals less than impressed.

Four Insights to Help You Succeed in the Executive Recruitment Process

Match your talk to your walk.
Little things make a big impression.
Where was I? Oh, yes…Stay on point.
Where there’s a will, there’s a way.

Match your talk to your walk.

How you conduct yourself during the search process speaks volumes about how you engage as a professional and business leader. It is an opportunity to “walk the walk,” not just “talk the talk.”

A Chief Operating Officer may say that he is “highly analytical, data-centric, and impeccably precise,” but if he repeatedly asks for schedules and agendas to be re-sent, does not remember the names of people he has met with, product lines, or critical business metrics; and (despite multiple corrections) continues to bafflingly mispronounce the company’s two-syllable name—your actions are speaking louder than your words.

Likewise, if you’re

a Chief Information Officer who has never used FaceTime, WebEx, or Skype;
a Chief Communications Officer and your resume is one solid block of text with mismatched fonts;
a Chief Accounting Officer and can’t work out the calculations on a travel reimbursement form,

you aren’t projecting the level of functional expertise commensurate with your profession.

Little things make a big impression.

Details matter, and making sure the fine points and “little things” are covered and done correctly is essential for success—as a Chief Executive Officer candidate recently learned. Having spent days and weeks flawlessly preparing, she called in a panic two hours before her final meeting with the board after realizing she had mistakenly flown to the wrong city. She was not selected for the role.

We recognize that many employers no longer require regular formal business wear in the office. However, it was clear that a candidate was not ready for prime time when he arrived to interview in a suit that had been out of use for so long that dusty coat hanger creases were permanently etched into the shoulder blades.

My colleague Jane Howze describes a search committee search she ran a few years ago: “The committee was deadlocked between two outstanding candidates. What broke the deadlock was that one of the candidates answered questions with ‘What WE need to do,’ while the other candidate responded with ‘What YOU all should do.’”

Small stuff? “Absolutely,” Jane agrees, “but one candidate had already aligned herself with the organization.” She was offered the position. Demonstrating business professionalism means being detail-oriented and prepared, ensuring that even minor oversights don’t overshadow your otherwise strong candidacy.

Where was I? Oh, yes…Stay on point

While the best leaders in their fields have a clear and tangible passion for their work, savvy executives also know how to express that passion in proportion to the receptiveness of their audience and the purpose of a discussion. Do not frantically whiteboard ideas like Russell Crowe in “A Beautiful Mind” to explain your vision. Instead, be nimble and calibrate your message to your audience.

Relatedly, it’s always important to remember to stay on point—especially if you tend to go off on a tangent. If the visual representation of your response to a simple question looks like this…

“I arrived at the firm to lead a significant turnaround; revenue was down 20 percent.”

“I joined on the same day as the firm’s new General Counsel. She had come to the firm from IBM. My brother once worked for IBM. He lives in Wyoming now. I’m headed to Wyoming in two weeks for a vacation. Three years ago, my wife and I vacationed in Paris. It was a nightmare getting there. Our original flight out was canceled, etc.”

…then, your ratio of digressions to relevant points needs inverting.

Where there’s a will, there’s a way.

Scheduling meetings between hyper-busy executives is always challenging. Most of us have calendars and schedules bursting at the seams. However, offering a 45-minute window of availability during June does not demonstrate priority, flexibility, or your willingness to participate in the process.

Along the same lines, constantly demonstrating to a company that you are “pleased where I am,” that it would “take something extraordinary for me to leave,” or that you “could not imagine a better situation than I currently have,” rather than demonstrating why the organization needs you, will not motivate a company to take those “extraordinary” steps.

As we have said before, it is always crucial to “stick the landing.” Sending thoughtful thank you notes to follow up after meetings can be a differentiating touch. Just be sure you have the correct email addresses and that the note to Phil Jones, Firm X, Managing Partner, doesn’t accidentally go to Phil Jones, Firm X, Database Intern.

Mastering Executive Job Search Tips for Success

The executive job search process requires attention to detail, professionalism, and strategic preparation. Avoiding these common missteps ensures you present yourself as the polished leader organizations seek.

While the best executive job search sites can provide helpful tools, partnering with experienced executive search professionals like The Alexander Group offers personalized insights and guidance beyond what online platforms offer.

For more executive job search tips, follow The Alexander Group on LinkedIn and explore our blog for additional resources to advance your career.