Leadership Archives - The Alexander Group

Aurelie Binisti has joined Hecker Fink LLP as Human Resources Director.

Ms. Binisti is a motivated, personable and results-driven professional with more than 15 years of strategic and operational human resources experience in various industries including media and financial services.

Prior to joining Hecker Fink, Ms. Binisti was Executive Director/Human Resources, OMD for Omnicom. Ms. Binisti received a master’s degree in human resources from SUP RH in Paris, France.

Director Sarah Mitchell conducted and completed this search.

“Aurelie combines the right mix of functional skills with high emotional intelligence and adaptability to lead and thrive within this growing, dynamic environment,” said Sarah Mitchell, Director, The Alexander Group.

Since its founding in 2017, Hecker Fink LLP (HF) has quickly grown into one of the country’s elite litigation boutiques. It fuses a high-stakes, cutting-edge litigation practice with a groundbreaking commitment to serving the public interest.

HF’s highly experienced litigators help clients navigate their most pressing legal challenges, from complex commercial litigation for some of the country’s biggest companies to high-profile white-collar criminal defense, sensitive internal investigations, and intricate regulatory and securities matters.

The firm leads some of the nation’s most prominent public interest litigation and frequently files amicus briefs at all judiciary levels to support the most vulnerable.

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.

Brad Bonneau has been named Chief Financial Officer at Wiley Rein LLP. Mr. Bonneau is a seasoned professional with a proven track record leading financial strategy and operations for successful, growing professional services organizations.

Prior to joining Wiley Rein LLP, Mr. Bonneau was CFO for Chapman and Cutler LLP. Mr. Bonneau received an MBA from Purdue University-Krannert School of Management and a bachelor’s degree in accounting from Northern Illinois University.

Managing Director/Chief Client Officer Amanda K. Brady and Senior Associate Michael Doering conducted and completed this search.

“Brad is the ideal strategic business partner to Wiley’s forward-thinking executive team,” said Amanda K. Brady, Managing Director/Chief Client Officer at The Alexander Group.

Wiley Rein LLP is a preeminent law firm wired into Washington. The firm advises Fortune 500
corporations, trade associations, and individuals in all industries on legal matters converging at the intersection of government, business, and technological innovation.

The firm’s attorneys and public policy advisors are highly respected and have nuanced insights into the mindsets of agencies, regulators, and lawmakers. In 2023, the firm celebrated its 40th anniversary.

Wiley has evolved from a firm of 39 attorneys –founded in 1983 with a primary focus in Communications and Litigation – to one with more than 260 lawyers and advisors that is globally known for its work in a wide range of practices.

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.

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 Sally King interviews Michael Caplan, COO of Lowenstein Sandler, discussing leadership style and advice for those seeking a Chief Operating Officer role at a large professional services or law firm.

Michael Caplan believes in diving in.

All in.

It’s how he connects with his team, peers, partners, and clients. Caplan is intentional about his leadership style, setting expectations and seeking growth opportunities. He interacts, listens, and strategizes with the goal of positively impacting his professional leadership team, attorneys, and firm.

With more than 30 years of experience in the accounting, financial, investment, and consulting industries and 20 years of corporate legal and law firm experience, Caplan takes a holistic approach to his role.

He combines his understanding of the business of law and his financial acumen with effective communication skills and a strategic approach to challenges.

Caplan joined Lowenstein Sandler in March 2024. A national law firm with over 350 lawyers based in New York, New Jersey, Palo Alto, Utah, and Washington, D.C., the firm represents leaders in virtually every sector of the global economy, particularly emphasizing investment funds, life sciences, and technology. It is recognized for its entrepreneurial spirit and high standard of client service.

Caplan believes Lowenstein is poised for exponential growth, and he is ready to lead the way.

Read on for Caplan’s “Five Questions With Extraordinary Leaders” conversation with King.

You recently joined Lowenstein but have served in this kind of role for over 10 years. How did you navigate your transition from Professional Services firms to law firms?

I’m a business-oriented COO, and I have a client’s perspective. This approach has served me well in corporations across various sectors and serves me well as COO at Lowenstein.

Learning about law firm culture requires an understanding of practice groups, building relationships with partners, and how these elements work together in a competitive industry. But effectively leading any organization requires knowledge of basic business principles: What is

demand? What is productivity utilization? How should we think about our business differently? Why is revenue different from profit?

Additionally, I am very focused on how the law firm’s professional staff should be involved in client development, specifically in areas of operational expertise. I take these basic tenets and incorporate them into what I call “the business of law.” At Lowenstein, we have even branded these as “BEST—Business Enterprise Solutions Team.”

As a law firm COO, I work with both the attorneys and the business professionals who support them to facilitate the firm’s success. Internally, we are a team, and every participant understands their own value —what each of us brings to the firm. Externally, we need to differentiate ourselves from our competition in an increasingly competitive environment. One of the ways we do this is by helping clients with their operational effectiveness and operational excellence.

Lowenstein was looking for a leader on the business side who could help them think about how the firm can grow and adapt in the future —across different categories and different work streams. I am now part of the leadership team that is discussing and planning how to scale the firm. This was a big part of what attracted me to join Lowenstein. After working in legal operations for two decades, this opportunity was more than being strategic. It is leading-edge and innovative, and leading a team that can engage in driving revenue and the business is pretty cool.

I relish having this seat at the table at Lowenstein, where the partners are eager to discuss best practices and growth strategies.

Recently, we’ve been focused on a strategic plan that leverages the business of law to serve our clients, our colleagues, and our communities. We are looking at lateral partner hiring, innovative technology and solutions, data and business intelligence, cross-selling, conflicts, and lateral partner hiring, and we are looking at these elements in new ways. This approach will enable the firm to grow, be competitive, and STAY competitive— not only in our tier-one practices but how across all of our different groups from a cross-selling, collaborative perspective.

What have some of your biggest challenges been in law firms? Having 20/20 vision in hindsight, what might you change, and what might you do exactly the same?

The role of a COO is different today than it was ten—even five years ago. A COO must communicate with partners so that the focus is on attracting profitable clients and efficiently running the business and practicing law. In addition to building a focus on lawyers, the firm must also invest in firm infrastructure and non-legal talent.

Today, we are seeing law firms that resist change. The COO can play a big role here. Firms have to allow their COOs to have a voice, and partners with senior leadership need to promote and mandate that the COO have a voice. A strong COO with excellent communication skills can bring the partners in and drive change. On the other hand, if a firm has a COO unwilling to get out in front of a partnership that’s not letting the COO get out front, it will be ineffective in taking its law firm to the next level.

It is important for any COO to establish relationships with partners so that they feel heard. Trust is very important. Once that is established, a COO can then effectively communicate to the partners how investing in the firm will help their practice. Any strategy will only be successful if the culture and partnership support it.

Currently, there is a highly competitive marketplace for clients and C-Suite leaders. I’m trying to hire chief officers, different levels of directors, and others within my professional staff with a strategic view of the business. Of course, every other law firm is seeking the same type of talent! However, Lowenstein Sandler offers an excellent proposition for highly qualified candidates because our firm truly values the opinions of its business strategists.

Now, looking back as an 11-year tenured COO of a law firm, I don’t get too bothered by the challenges that I faced earlier in my career. I’ve learned to take challenges in stride, reflect, and partner with other people to solve problems. I spend a lot of time with partners and our Chiefs brainstorming, strategizing and thinking about messaging and how to handle people challenges: how do we think holistically about where we want our teams to go and how do we get them there?

Running a law firm is not that difficult from an operational standpoint. But running a firm of partners and professional staff is the hardest part of the job. The people part of the job is challenging because you are literally managing “talent.” Every day can bring up new challenges from a people standpoint, but it is both challenging and invigorating as a leader.

What are some of the challenges you see on the horizon that you will need to address, and what is your game plan?

AI presents an opportunity, but it’s a challenge. Where do we begin? How much data do we have? What is the data that the clients have? How are we thinking about our rate structures? How are we thinking about our hiring plans? How are we thinking about leveraging our profitability model? How are we getting in front of these communication plans with our clients?

AI presents a significant opportunity to engage clients, attorneys, and professional staff, but how do we address this? What comes first, second, third? Every vendor has a solution. I get 500 emails a day from unfamiliar vendors who want to solve all my problems.

Our chairman, Gary Wingens, and our full leadership and strategic planning committee are very focused on AI information and innovation. That is how we are managing this roadmap of products, data, communication, and client relationships as we guide our firm’s growth.

The other challenge is the growth of the lateral partner market. As a competitive national law firm, we want to grow our practices and become a destination firm for our key practices with lateral partners. But we are competing with many firms for the same lateral partner hires. The challenge is how we continue to be that destination firm and grow with the strategic plan of lateral partner hiring; as COO, I have to evaluate how to scale my teams to meet our projected growth.

If we hire 200 lawyers in the next two-and-a-half to three years, how many BD people do I need? What does practice management mean? How do we manage paralegals? How do we look at conflicts? How do I look at my recruiting team? How many billers and collectors do we need? Yet, at the same time, how do you manage the expense growth before the revenue comes in when you’re making partners so you continue to be very profitable? This analysis requires a strategic view of how to manage the challenges of expense and investment, along with the revenue that will come in behind it.

What do you look for when hiring your chief team or people who will report to you, and how do you ensure you have a good mix of leadership attributes amongst your team? What is your leadership and communication style?

I believe that chief officers all need to have real leadership. To me, this is table stakes. I operate as a COO, and I manage a team of people, but it’s a very flat organization. I love to embrace leaders and resources at all levels because I really try to truly create career aspirations for the folks who are on my teams. I want my teams to invest in their careers. It is not just about title and promotion, but there’s responsibility. Learn the firm, learn the partners, learn the practices, lead at every level. I’m really looking for people that are hungry, people that love to work, are excited and have ideas, and are not afraid to talk about them.

What advice would you give someone wanting to be a COO at a large professional services or law firm? How does Lowenstein manage succession for these roles, and how do you think other firms manage that process?

First of all, my advice to somebody who wants to be a COO is that you have to really invest in getting to know that firm. You have to truly take on the job as an owner.

I tell everybody whom I hire to take the first six months to a year and get to know people, build relationships, learn the firm, go on a listening tour, get on airplanes, go to different offices, make sure you work out a lot because you’re going to have a lot of meals and a lot of coffee, but listen and learn. If you really truly want to be successful at the job of the COO, you have to build trust with your partners. And then you also have to build trust with your team under you, so that they will embrace you as the COO and keep you in the loop.

A reputation can be made or broken very quickly. You have to be willing to make those investments and sometimes sacrifices to be a very successful COO. The other piece of advice I would give is you’ve got to understand the financials. You have to truly get how the firm makes money, how we bill, how we collect, how we look at rates, how we price, what profitability means, what staffing and leverage utilization, productivity, demand go down the line, what is contribution? If you don’t understand the numbers of a law firm, it’s very hard to be a COO.

Brian Sakala has joined Akin Gump Strauss Hauer & Feld LLP as Chief Financial Officer.

Mr. Sakala is a highly regarded accounting and finance executive with a proven track record of delivering client value by leveraging key technologies, providing financial analyses and creating efficiencies.

Learn more about Mr. Sakala here.

Managing Directors John Lamar, Jean Lenzner and Director Sarah Mitchell conducted and completed this search.