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News Item: All seven independent directors of 23andMe’s (NASDAQ: ME) eight-person board resigned en masse, leaving CEO Anne Wojcicki, co-founder, as its only director. Ms. Wojcicki reportedly owns more than 20% of 23andMe’s common stock and 49% of its voting rights. In their resignation letter, the independent directors said after working for months after Ms. Wojcicki announced her desire to take the company private, they had yet to receive a proposal from Ms. Wojcicki that was in the best interests of the non-affiliated shareholders.

Over the years, we’ve dedicated quite a bit of our blog real estate to board searches—what to consider when contemplating a board seat, tips for candidates on effective interviewing, and how to add value once on a board. After the news of the independent 23andMe directors resigning en masse, we knew another board-related article was in order.

As a refresher, directors are elected by the shareholders to represent them. They owe shareholders a fiduciary duty of care (act in good faith, exercise reasonable business judgment, and effectively serve as the direct report of the Chief Executive Officer). Collectively a board should work together cooperatively, collaboratively and effectively to act in the best interest of the shareholders. When The Alexander Group is retained to conduct a board search, we meet with the board or nominating and governance committee to discuss the experience and chemistry –both essential to being an effective board member.

In our years of conducting board searches, we have only been asked to replace an entire board once. For context, it was a wholly owned publicly traded subsidiary of the fabled Enron failure and took place in 2001. It’s fair to say this is a rare occurrence.

In the case of the 23andMe board resignation, the seven directors who stepped down September 2024 said in a letter they had yet to receive a “a fully financed, fully diligenced, actionable proposal that is in the best interests of the non-affiliated shareholders” from the chief executive after months of efforts.

Wojcicki responded to the resignations in a memo to employees, published in a securities filing, saying she was “surprised and disappointed” by the directors’ decision.

The genetics testing company went public in 2021 and reported a net loss of $667 million for its last fiscal year, more than double the loss of $312 million for the year prior.

A less high-profile but still stunning board resignation preceded the 23andMe news in May 2024. Gildan Activewear (NYSE:GIL) CEO Vince Tyra and the entire Board of Directors stepped down after three months in his role. Gildan is a leading manufacturer of everyday basic apparel, including activewear, underwear, and socks.

In a press release, the outgoing board said Browning West, an activist investor group, had secured replacements for the Board of Directors, effective immediately.

While Gildan had a backup board plan in place, as of October 2024, 23andMe’s Wojcicki is still the only board member. However, the company said, “We will immediately begin identifying independent directors to join the board.”

In truth, total board attrition is rare, but when something seismic occurs within the corporate board space, it’s worth considering the why—and the what’s next.

Matthew Scott, an editor at Chief Executive Magazine, offers the following suggestions to the now-defunct 23andMe board and other directors looking to maintain a healthy board.

Urgency To Improve Company Performance

The strategies of 23andme’s board and executive team over the last five years were ineffective, yet the two sides watched the stock price drop without making significant changes to stop the decline. This suggests a lack of urgency to correct the problems causing the poor performance, a lack of cooperation to address key issues as the stock price continued declining, or agreement on a series of failed strategies. Boards and CEOs must show greater urgency to preserve value for shareholders than seems to have been exhibited here.

Monitoring of Communication and the Relationship Between the CEO and Board

How does a company’s stock price continuously decline, but the board and CEO don’t have substantive conversations about solutions? If the board and CEO are communicating transparently and effectively, especially in times of crisis or declining revenues/income, they are putting the company at risk. Board oversight includes recognizing when communication between the board and management is inadequate and immediately addressing it. Boards must insist on clear and effective communication between the board and management team to maximize their efforts to improve shareholder value.

Understand the Voting Structure of the Board

According to the letter the independent directors sent CEO Wojcicki, her proposal stated that she would “oppose any alternative transaction” to taking the company private under the terms she proposed. Once the directors realized that the CEO and her affiliates had voting power to overrule the independent directors’ efforts to “fully assess whether there is interest from third parties,” they resigned. Sometimes, directors may have to reconsider how effective they can be at oversight when there is a majority shareholder. Virtually every executive who joins a board does so, expecting to have an impact. If board members can’t have an impact, they may find it easier to leave, individually or all together.

Final Thoughts:

Looking beyond the headlines, it’s important to remember that 23andMe is a cautionary tale in several respects.

When a company goes public, raises a massive amount of capital, and is led by a former hedge fund executive, it generates lots of buzz. Despite the heady start, the company’s future is in doubt partially because of differences with the Board and the Board’s inability to prevail over a controlling shareholder.

There are lessons and questions here for both CEOs and board members. Those joining the board of a private or public company with a controlling shareholder should assess how the shareholder will work with the board. Can they challenge the CEO and/or the controlling shareholder? How will they negotiate conflict? Who are the other directors, and why are they on the board?

It’s better to ask questions, even the difficult ones, early on than to be left with an empty boardroom and no plan for the future.

Several years ago, I was a guest on the Price of Business radio show discussing what to do if you lose your job. Back then the economy was doing well nationally, but Houston was starting to struggle. Since December 2014, the start of the energy downturn, energy job losses nationwide have totaled over 155,500, and the current downturn in the energy market looks mild compared to what has happened globally as a result of COVID-19. The numbers are staggering. As of July 2020, according to the Bureau of Labor Statistics, the unemployment rate is at 10.2%, while the current number of unemployed persons is reported at 16.3 million. Although no one is predicting that the worst is over, the country is starting to adapt to an uncertain future, and there is hope for those out of work. What to do?

Pause

The first thing most people say is, “I’ve got to get my resume done ASAP. I’ve got to get going.” I counsel people to put in the clutch for the day, maybe a weekend. Anytime you’ve been laid off, whether it’s expected or not, it’s the death of a part of your life, a part of your career. It’s really important to pause and grieve for the loss—the financial loss, the career hiatus, the loss of self-esteem and confidence, whatever loss you may be feeling. Pause and reflect, feel the sadness, and go through your grieving process. If you’re angry, reflect on that too because anger and sadness will not help you get another job.

Take Inventory

What do you want to do? Would you like a different type of job? Do you want to work in a new industry or culture? Are you considering a different location? Look at the loss of your job as a clean slate to explore new and different opportunities. Who do you know working in the field to which you aspire? Talk to them, reach out to former mentors and managers. If you know people who have been laid off and are now working, get their insight on what did and didn’t work. If you want to change fields, have at least two resumes—one for the field you come from and one tailored to that which you are interested. For 30 years I have recommended the book “What Color is Your Parachute?” It is updated every year and always offers good advice for those searching for the ideal job.

Get Going on a Resume

Most people already have an up-to-date resume; hopefully, you do too. My philosophy is: no matter how happy you are in your current role, have an up-to-date resume to record your accomplishments in each role you have held. If you need to prepare your resume, understand that you may need help. Just as it’s hard to be your own doctor or lawyer, it’s hard to compose your own resume. Ask friends to proofread or use one of the many professional resume writers, which can be a good investment. However, make sure that the person you hire can give you references, a fixed price, and examples of resumes that he or she has prepared for people holding similar positions.

Start with LinkedIn—A No Brainer

LinkedIn is a valuable tool that you can use in several different ways. Look to other LinkedIn members who hold similar positions to yours or the one you aspire to for profile examples. It’s also very important to understand how LinkedIn works; the more people you are connected to, the more easily you can be found by recruiters and corporations who use LinkedIn. LinkedIn is so finely tuned that if an employer wants to hire a Texas A&M; grad who went to graduate school at the University of Colorado and works in finance, they can tailor their search for those results. It is that easy. Additionally, you can only connect with people who are one, two, or three degrees away from you, so the more people you connect to, the more likely you are to be found. We have written several blogs in the past about using LinkedIn. You may find them useful.

A Few Quick LinkedIn Tips

1) Have a fairly detailed background with a profile picture. One study found that you are 16 percent more likely to be called or contacted if you have a picture.

2) Spend time updating your connections via LinkedIn. Connect with your previous colleagues, managers, and mentors. If you’ve dealt with outside consultants, lawyers, and accountants, connect with them as well. “Linking in” with as many people as possible should be considered part of your “day job” now that you’ve been laid off.

“. . .anger and sadness will not help you get another job.”

3) Are you a member of a college, graduate school, military service, or industry specialization group on Linkedin? Connect with people in those groups who might be able to help. I went to Rhodes College, a small liberal arts school in Memphis, Tennessee, and I never turn down a request to help alumni. There is a kinship formed with people who have shared the same experience. Leverage that kinship.

Research Your City’s Book of Lists

Along with LinkedIn, your city’s “Book of Lists” is going to be one of your best friends in finding a job. For example, The Houston Book of Lists is published every year by the Houston Business Journal and lists the fastest-growing, largest employers, and best companies to work for in Houston. Other major cities such as San Francisco, Chicago, Atlanta, etc. also have a Book of Lists. Look through your city’s Book of Lists; see if there are any companies where you can say, “I’ve always heard this was a great company to work for.” Then go back to LinkedIn and ask, “Do I know anyone at that company?” It is much more effective to utilize your LinkedIn network and ask for an introduction, rather than submitting a resume through a company website. The personal connection will always work better. Use the Book of Lists.

Submit Your Resume to the Leading Executive Search Firms

If you are a manager, officer, or C-suite executive, upload your resume to the websites of the largest search firms: Korn/Ferry, Spencer Stuart, Russell Reynolds, and Heidrick & Struggles. If you are in the energy business, don’t overlook energy boutique firms such as The Energists, Preng & Associates, and Ducatus Partners. Keep in mind, they are retained search firms, which means that they only represent employers, and if they have not been retained to work on a search that requires someone with your qualifications, they will not call you. Their business is not helping the job seeker but, usually, the searches for which they are retained are interesting and high-level positions.

Reach Out—Ask for Help

Start networking every day; look at it as a job to tell people you have been laid off and are seeking a new opportunity. Set a goal of making ten contacts a day. Ask for help—people are so willing to help. “Thank you for letting me share my resume with you. Are you aware of any organizations or opportunities that would be a good fit?” Whether they say yes or no, thank them and ask them how you can return the favor. By doing that, you get your contacts thinking, “This is a two-way relationship, and how can I help?”

The Emotional Highs & Lows

While it is normal to go through every emotion—panic, sadness, hopelessness, despair, anger, you name it—during the grieving process, remember that no one wants to hire someone angry with their last employer or who is feeling sorry for themselves. During my 35 years in the search business, I have observed that a positive attitude makes a great difference. There can be hope and anticipation in looking for a job that is an even better fit . Truth be told, some people who are laid off weren’t that happy in their jobs anyway. The sooner you see this as an opportunity to not settle but instead go for a better fit, the better your results will be. Also, spend time visualizing and dreaming about the type of job you want. Do things that will keep your spirits up; spend time with friends who are uplifting and want to help, or volunteer to give something back while you are searching.

Final Thoughts

The hardest part about looking for a job, especially for those who have not changed jobs frequently, is the rejection. It may feel personal, even though it is not, and rejection—“nobody wants me”—is certainly difficult. View it as there is “X” number of calls, emails, and resumes that I will need to submit to get a job. I don’t have a magic number for how many; maybe it’s 100, maybe it’s 500. Consider it as kissing a lot of frogs to find the right person, which is an important exercise, and commit to it every day; after all, looking for a job is your new job. We are in a tough economy, and many people are in the same boat. Although we have never seen a downturn or pandemic like this before, we have seen business downturns before, and sadly we will see them again. There are not two winters in a row, and one of life’s givens is that nothing stays the same. Today, for many people, it feels that the global pandemic and its resulting unemployment will never end. It will. Things will improve and one day jobs will be plentiful and the world will look brighter. That, I can promise.

Truda Chow has been named Chief Operating Officer by Frost Brown Todd LLP.

Ms. Chow has extensive experience serving in highly impactful law firm leadership roles, and before joining Frost Brown Todd, she served as Chief Operating Officer for North America for Clyde & Co. and as firmwide Chief Operating Officer for Michael Best.

For more information about Ms. Chow, click here.

This search was conducted and completed by John Lamar and William Lepiesza.

A young manager presenting the graph results on the whiteboard to the board at the conference room.

In our ongoing series covering various aspects of attaining a board seat, we continue with tips on acing the board interview.

First Things First The Initial Interview with the Search Firm

The search firm will be vetting several candidates. Today, almost all board searches have specific functional requirements for which the search firm will look. Gone are the days when companies sought an astute business person who would mesh with the existing board. You will likely be competing with executives with similar talents and experience.

The recruiter will not review your resume in the same manner as if you were interviewing for an operational position within the company. Instead, the recruiter will look for the high points: What were your successes when facing challenges? What was the culture at your organization, and why did you make confident career choices? What was your reputation at each company where you worked? Are there explainable career gaps? The recruiter will pay particular attention to your interpersonal style, silently assessing if you would be a good fit and if your experience and skill set would complement the current board.

The recruiter will also want to discuss your past board experience and pose questions demonstrating your knowledge of a board and how it functions. I have seen many good candidates fall short of the interview by discussing “their desire to help management run the company better.”

We cannot say it too many times: directors do not help manage the company. They represent the interests of shareholders and provide oversight and guidance on issues such as creating and preserving shareholder value, executive compensation, enterprise risk management, CEO succession, and maintaining corporate integrity.

If you do not have public board experience, do some research. Ask your friends or colleagues who are board members what they were asked by the search committee and would ask of a prospective board candidate.

The recruiter will also confirm that you have the bandwidth to take on another role, autonomy over your schedule and that your company endorses you joining an outside board. You should have reviewed the board meeting dates for the next two years and confirmed your availability.

Speaking of time, I have two observations:

One red herring that a candidate is not the right fit for a public board is his or her accessibility. Board-ready executives know how to manage their time and calendar. Several years ago, while conducting a board search, an executive was very excited about joining my client’s board but was unable to discuss the opportunity by phone until the following month. My concerns increased after I scheduled a time to fly to Los Angeles to interview her at her office. Her assistant told me she would have only an hour to meet with me. Be mindful that if you are considering joining a board, you are excited about, demonstrate that you will invest the time at the front end with the search firm. This will help assure that adding this additional time commitment is the right decision for you and the company.

Lastly, the recruiter may ask if there is anything that a background check would reveal that could be an issue. Obviously, in addition to criminal records, the recruiter wants to know if you have been the subject of any lawsuits, especially a shareholder suit, and the subject of any SEC or other regulatory proceedings.

Company Interview – What You Need to Know:

1. It may be a lengthy process. Very few boards conduct searches with tight deadlines. Quite the contrary. I’ve conducted searches in which the timeline to complete the search was a year. Because retiring board members give ample notice, or, if a board is adding a new member, it may wish to consider a wide slate of diverse candidates. Additionally, the long process is simply a matter of logistics. Most board members and candidates don’t reside in the same city or where the company is headquartered. During my last board search, we flew the candidates and the nominating and governance committee to New York for candidate interviews. Only one out of the nine individuals lived in New York, but it was the most central and easily accessible location.

Your first meeting with the company could be with one director or the chief executive officer. It will likely be with a group from the company’s Nominating and Governance (N&G) Committee. We have previously written about how to ace a search committee interview; however, there are some twists for the N&G Committee interview, which I discuss in in the following points

2. The basics. Before you don your best suit or dressiest office attire, ask the search firm what the committee will be wearing. You will want to dress accordingly. Some candidates have gone to interviews in their most conservative suit only to find the N&G Committee dressed in khakis and golf shirts. On the other hand, one particularly self-assured candidate wore jeans to the interview and the board members all wore suits. You don’t want to draw attention for over or under dressing. Always ask and match your attire to those with whom you meet.

3. Preparation. In addition to reading the company’s financial documents, analyst reports and regulatory filings, it is critical that you connect with the company’s “product.” Visit the stores, eat the food, etc. Who are you meeting with? What is their tenure on the board? Take a step back and look at the board as a whole. Is it a long-tenured board? Is there frequent turnover? What apparent strengths does each member bring to the board? What are the company’s long-term plans? Where could you add value? Time spent reading the MD&A and Management sections in the company’s 10-K, about the directors in its proxy statement, and the responsibilities of directors in the bylaws will be invaluable.

4. Striking the right tone. As we have said, interviewing for a board position is different from interviewing for an executive role at a company. You do not need to discuss each position you have held throughout your career in granular detail, but give an overview of how you have increased earnings, introduced new products, restructured a company, led global expansions, etc. — how you have added value to the enterprise.

5. Use your time wisely. Assume you will be asked for a five-minute summary of your background. Avoid getting into the weeds. Highlight the strengths you bring to this board seat. For example, if a board is interested in you because of your turnaround experience, spend proportionately more time discussing that than your experience taking companies public. If this would be your first board role, highlight your interaction with the boards of companies with whom you have worked.

6. Interviewing with a Nominating & Governance Committee. The primary mistake many candidates make is not giving concise answers. It is also essential to make eye contact with each committee member when answering a question. Not only does it make everyone feel included, but it allows you to assess body language to see if you are talking too much or if there is a lack of interest in what you are saying. Don’t be afraid to say, “Please stop me if my answers are too long or if you want more detail.”

7. Giving feedback on the company. One possible question may be, “What is your opinion of our product, stores, strategy, or challenges?” Your answer will demonstrate how well you have done your homework. If there are weaknesses, you should point them out constructively and tactfully yet balance them with positives. You will be assessed on how well you can give constructive feedback without being abrasive. Conversely, some candidates make the mistake of being overly enthusiastic and gushing about a company and offering nothing but compliments. This can also be a disqualifier, as every company can improve in some area and board members must be able to offer balanced feedback.

8. Your reasons for being a candidate. We have addressed the issue of candidates understanding the role of a board member. But what should you not say? Your reasons for serving on a board should not be about you and what the position will add to your resume, career, or pocketbook. One board reported that a candidate wanted to retire in a couple of years and then fill his time with board positions, hoping this would be the first one. Instead, your motivation should be about how to add value and why the company has the product, challenges, or culture you identify with.

9. Ask questions. Your questions are as important as your answers. Ask questions demonstrating you understand the issues the board has faced or could in the future. Ask questions that will require answers by more than one board member and could potentially result in a deep discussion. Good candidates should demonstrate knowledge of the business, have critical thinking skills, and be collegial so that the committee leaves thinking, “I could see her on the board. She seems like a good fit.”

Final thoughts
Remember that the interview is on a two-way street. Regardless of how much you covet that first board seat, the time commitment is too expensive if you feel uncomfortable with or align with the other board members.

What do Walmart, Berkshire Hathaway, Dell, Comcast, Publix, and Ford have in common? All are among the nation’s largest companies and members of the Fortune 100. Each of them is “family-owned,” which is loosely defined as having two or more family members involved and a majority of ownership or control within the family. Family-owned businesses date back centuries to family farms and, in urban settings, shops, and businesses where the family lived above the premises. In both examples, all family members actively participated in producing the family’s livelihood.

Although many people think of family-owned businesses as making up only a small part of the economy, the following 2021 statistics from Family Business reveal that family-owned businesses:

Employ 23 percent of the US workforce, accounting for 32.6 million jobs;
Generating 23 percent of private-sector GDP or $3.2 trillion; and
Total 9.1 million businesses, representing 25 percent of all business tax returns.
Pressure to Keep it in The Family—Challenges in Hiring Family Members:

The family-business owner, like all business owners, should be concerned about having the best talent in appropriate roles. This can pose a challenge when hiring family members for key positions. Are they the best qualified? It is important to establish hiring and position requirements and uniformly adhere to them when considering family. These guidelines help avoid the pressure to hire a family member only because they are a family member. Many family companies encourage the next generation of family interested in the business to work for another company for several years to gain general business knowledge and experience to be eligible to join the family business.

When family members choose to work for another company in the same industry, they gain added perspective and familiarity with accepted industry-specific best practices. Family members who work outside the family business can gain increased credibility with other family members and the board. Family businesses should communicate hiring criteria for all positions, which not only sets the standard for talent management but can avoid future misunderstandings and conflicts.

The family business owner should ensure that every employee, whether a family member or not, receives the training needed to allow them to function successfully. Placing a family member in a role for which they lack the appropriate skills without a plan to provide the needed training can cause tension, low morale, and family drama. Family member executives must be assessed on their own merits. Each position should have yearly goals so that the family member can be evaluated objectively and without favoritism.

Strategically Hiring Outside The Family:

Hiring nonfamily members, especially doing so for the first time, can be challenging. Many companies decide to hire nonfamily members when the owners want to accelerate the company’s growth. Other companies hire nonfamily members when the company needs specific skills such as legal, international, or financial expertise. The challenge then becomes ensuring that the nonfamily member is a good fit with the organization’s culture and the family itself, especially if the company is small. Marc Sharpe, Chairman of the Family Office Association, reports that individuals who are comfortable with a “servant leadership style” in which one leads by putting the needs of their team first can be an excellent personality fit for a family business.

He adds that while hiring a nonfamily manager is often done to acquire a specific skill set, it is also important to hire individuals who have the flexibility to take on a generalist role when needed. If companies are recruiting nonfamily members for a position to replace a family member, it is important to communicate the reason for the hire and have detailed position requirements. If the company’s management are not in full agreement to hire a nonfamily executive, it will be a difficult and possibly unsuccessful hire.

To avoid and resolve family conflict, it is important in the recruitment and retention of outside candidates to ensure the family business has well-defined business procedures and corporate governance. Also, making decisions informally outside the office will put the nonfamily member at a disadvantage.

Best Practices for Executives Joining a Family Business:

Individuals who work for family businesses agree that it can either be a rewarding or disappointing experience depending on a number of factors, and we recommend that any executive considering joining a family business evaluate the following:

Has the family agreed on the hire?
How well has the position been defined?
How many individuals have previously held the same position? Turnover, particularly in the C-suite, can be a red flag indicating that the family is not ready for a nonfamily executive;
How are business decisions made? Cultural fit may be influenced by whether the business owner makes key decisions independently or in a distributed fashion;
How does the team operate in terms of executing the business? A well-functioning team is empowered to operationalize projects and business imperatives timely and successfully;
Understand the business owner’s goals; recognize these goals may be focused on objectives other than increasing revenue and growth, such as philanthropy or creating a legacy;
Evaluate the strengths and challenges of the current team and look for signs of dysfunction among family members;
Get to know family members individually, because they may have different goals and objectives; what are the family dynamics in play?

Jill Yutzy Coen has joined Lisinski Law as the newly created Vice President of Legal Operations.

Ms. Coen is an experienced operational leader with a core skill set that includes regulatory expertise, compliance, risk management, litigation, and reporting.

Learn more about Ms. Coen here.

This search was conducted and completed by Managing Directors John Mann and Jonathan Verlander.

We’re excited to continue “Five Questions With Outstanding Leaders,” our new series in which we interview change-makers, visionaries, and thought leaders across all industries and sectors to examine how they achieve professional success that benefits their communities.

Houston is a foodie city.

Full stop.

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

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

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

Managing Director John Mann sat down with Horowitz to discuss the business of Houston’s hospitality and tourism industries–struggles, successes, and the future.

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

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

Since being named HHA president in October 2023, Mr. Horowitz has addressed Houston City Council members at City Hall, discussed the Houston Hospitality Alliance and its mission to promote, represent, and advocate for the entire hospitality industry in Houston, and led the HHA Business Forum.

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

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

Read on to learn Horowitz’s thoughts on how the city can grow its convention business and how his time as an attorney complements his role as HHA president.

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

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

1. The overall cost of doing business – everything is considerably more expensive than it’s ever been. The cost of goods, labor, rent, insurance, and just about everything else has increased dramatically and shows little sign of slowing down anytime soon.

2. Labor shortages – the industry lost millions of workers during the pandemic, and many have not returned. It’s been difficult and will take a long time to organically replace them in the labor cycle.

3. Changing consumer habits—Consumers now demand more efficiency and value when considering hospitality purchases. Technology advanced considerably during the pandemic, making it easier to obtain things quickly and cheaply, and consumers are demanding more for less. This stresses an already stretched system.

4. Overall competition… while many operations have closed, a slew of new companies have opened here in Houston. New restaurants and hotels appear every day and create a more competitive environment for all involved. Notwithstanding the fact that our population continues to grow, there are only so many customers to go around.

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

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

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

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

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

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

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

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

1. Promotion of the Houston hospitality industry locally

2. Advocacy on behalf of the industry in Houston

3. Connection – providing the members of the industry the opportunity to connect with each other, share best practices, engage in business together, and find community with each other

4. Education—We provide educational opportunities for industry members to learn more about issues and topics key to their businesses’ success.

Leslie Diorio has joined Ice Miller LLP as Director of Legal Recruitment. Ms. Diorio is a dedicated recruiting executive skilled in management, strategy, talent assessment, training, and data analytics. Previously, Ms. Diorio was Vice President, Talent Recruiting at Axiom where she acquired more than 20 years of legal recruitment experience.

Learn more about Ms. Diorio here.

This search was conducted and completed by Managing Director John M. Mann and Associate Jonathan Daniels.

Patrick O’Connor has been named Chief Business Development & Marketing Officer for Holland & Knight LLP. Mr. O’Connor joins Holland & Knight from Big Four public accounting and consulting firm Ernst & Young LLP. He has more than 25 years of strategic and operational business development, marketing, and commercial leadership experience.

Learn more about Mr. O’Connor here.

Managing Directors John Lamar, Jean Lenzner, and William Lepiesza conducted and completed this search.

We’re excited to introduce “Five Questions With Outstanding Leaders,” our new series in which we interview change-makers, visionaries, and thought leaders across all industries and sectors to examine how they achieve professional success that benefits their communities.

Earlier this year, I was privileged to join the National Advisory Board for Life Science Cares.

Life Science Cares provides a platform for life science companies and their employees to make a difference in eradicating poverty. It raises money to award grants to community nonprofits that implement research-based survival, education, and economic sustainability solutions, supercharging these grants with volunteer hours, donated goods, strategic support, and advocacy.

To date, Life Science Cares has awarded more than $9.5 million in grants and donated 30,000 volunteer hours to the communities of Boston, San Diego, New York, Philadelphia, and the Bay Area.

Within the Life Science Cares community, many heroes raise money and donate their time in a myriad of ways. Because there is magic in the telling and some who are waiting for philanthropic inspiration, I am delighted to highlight Luke Timmerman, an extremely inspirational member of the Life Science Cares community and fellow national advisory board member.

Luke is a biotech journalist, author, entrepreneur, founder of Timmerman Report, a leading biotech industry newsletter, and author of “Hood: Trailblazer of the Genomics Age,” a biography of automated DNA sequencing pioneer Leroy Hood. Luke was named one of the 100 most influential people in biotech in 2015 by Scientific American.

Since 2017, Luke’s Timmerman Traverse Mountain Climbing Campaigns have catalyzed the biotech community to give back more than $10 million to fight cancer, poverty, and sickle cell disease. During his most recent climb in the North Cascades of Washington State, he and a team of biotech executives and investors gained between 6,000 and 8,000 feet of elevation, covering 20 miles of land. The Timmerman Traverse team hit its goal of raising $1 million for Life Science Cares!

Luke graciously answered my five questions below:

1. When and how did the idea of climbing for charity come to you?

I started thinking about climbing for charity in the summer of 2017. I was at a point in my career where I had established the Timmerman Report as a successful subscription-based publication for biotech industry professionals. Around the same time, I had gotten to a point in 15 years of mountaineering where I could seriously consider climbing Mt. Everest, the highest peak in the world. I thought that if I could push myself to climb Everest, that act would inspire the biotech community to give back to a charity that I care about.

2. How did you pick your first beneficiary?

The Fred Hutchinson Cancer Center had a pre-existing partnership with Alpine Ascents International. That was the guide service I knew I would climb Everest with. The partnership made perfect sense. As a journalist, I knew Fred Hutch scientists and their excellent work. Cancer research was at a moment of great possibility. I thought the biotech community could rally behind the climb of Everest and this excellent beneficiary organization.

3. You have climbed Mount Everest, which is known to be extremely difficult and demanding, and imagine it requires significant training to be in proper shape to take this on. Are there long-term physical effects from the effort?

I had some cold sensitivity in my feet for a while afterwards, but no long-term physical effects. The experience was more important mentally. I came away believing I was capable of much more than I had ever previously thought possible. The sky was the limit.

4. What are the most important qualities to have in team members when making such challenging climbs?

Missionary drive. The people who are most successful on these campaigns are willing to put in the hard work it takes to be successful. That comes from a passionate belief in the cause, the feeling that what they are doing is worthwhile service for others.

5. For others reading this who want to make a difference, what advice would you give them?

Find something you care about passionately in your bones. And think about what it is you have to offer in skills and attributes that might contribute toward that cause. With so much instability in our world, it is important to reflect on the goodness of those trying to have impact.

Luke, thank you for your time, inspiring leadership, and contagious efforts to support Life Science Cares!