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Whether your organization is entering a phase of accelerated growth, preparing for a strategic exit, or solidifying leadership post-investment, identifying an exceptional sales leader is one of the most consequential decisions a company will make.

In my experience conducting searches for sales executives at privately held and investor-backed companies in the lower-middle market, I have witnessed firsthand the transformative impact of the right hire—and the significant cost of the wrong one.

When Founder-Led Sales Reaches Its Limits

In many emerging growth companies, the CEO, President, or founder often serves as the de facto head of sales. Early on, this dual role makes perfect sense. These leaders are frequently the company’s original and most effective salespeople, having built the business one relationship at a time. However, as the organization matures, this arrangement becomes unsustainable. Founders find themselves stretched thin, unable to focus on strategic initiatives as tactical demands consume their time. Without a shift in sales leadership, the company risks stalling just when it’s poised to scale.

The transition to a dedicated sales leader is a critical inflection point—and one that must be handled thoughtfully. A common misstep is promoting the top-performing salesperson into a leadership role. While individual contributors may excel at closing deals, sales leadership requires a distinct set of skills. High-performing sellers drive revenue; effective leaders build systems and teams that scale it. It is the difference between being a doer and becoming a multiplier.

What Sets Sales Leaders Apart in the Lower-Middle Market

Sales leadership in the lower-middle market bears little resemblance to that in large, publicly traded enterprises. Here, sales executives must be both visionary and hands-on. They often operate as both architect and executor, designing scalable systems while still engaging in frontline activities.

This hybrid, “player-coach” model is essential. The most effective leaders thrive in the field alongside their teams, guiding live deals, coaching in real time, and playing a pivotal role in onboarding and developing talent. They lead with humility and purpose, celebrating team success over individual accolades.

Builders First, Leaders Always

In many cases, the sales infrastructure in these companies is either underdeveloped or nonexistent. The outstanding sales leader enters ready to build—or refine—critical systems such as CRM platforms, pipeline definitions, performance metrics, and reliable forecasting mechanisms. They balance data-driven insights with qualitative input, building processes that evolve and scale with the business.

They also bring rigor to prospect prioritization and goal setting. Particularly in private equity-backed environments, these leaders understand how to deliver board-ready reporting, evaluate customer profitability, and focus the team on high-value opportunities. Their decision-making combines analytical precision with seasoned judgment, informed by prior experience in comparable settings.

A Strategic Connector, Not a Silo

Exceptional sales leaders understand that success is a cross-functional endeavor. They collaborate closely with marketing to align messaging and campaign strategy, even when marketing is outsourced. They maintain strong feedback loops with operations and product teams, ensuring promises made during the sales process align with delivery and that customer insights inform continuous improvement. In agile, fast-growing organizations, isolation is not an option.

Culture Begins with Leadership

In growth-stage companies, culture is not defined by mission statements, but by leadership’s behavior. The sales leader sets the tone through transparency, urgency, customer-centricity, and a relentless focus on outcomes. They create a high-performance environment where expectations are clear, accountability is built into the team’s rhythm, and wins are celebrated together.

The Power of Perspective

While internal promotions can be successful, many organizations benefit from fresh leadership, someone who has successfully scaled a sales function in a similar environment. These leaders bring a unique blend of entrepreneurial energy and operational discipline. They’ve seen what works, what doesn’t, and know how to execute with speed and intention.

The Right Sales Leader Doesn’t Just Fill a Role—They Redefine It

Companies in the midst of evolution, expansion, or preparing for a liquidity event should expect that the sales leader hired today will have an outsized impact on the company’s trajectory. These are leaders who architect systems, inspire performance, and scale with clarity and conviction.

Business people handshaking, making successful deal, partnership agreement, close up, har manager greeting job applicant during interview in office, businessman shaking hand of partner at meeting

During my 40 years in the search business, I have made offers, negotiated offers, and even rescinded a few. Here are some suggestions for both sides:

1. Be prepared. If you are the company, dig in and understand the components of the candidate’s compensation package, including vacation time. If the candidate receives 50% incentive compensation, offering him a 20% base salary increase will not work if your company has no incentive compensation. Similarly, if you are the candidate, understand how your peers are compensated at the new employer so that you will be able to assess the total package being offered.

2. Use the search firm to a point. It is a good idea for the search firm to float the offer in general terms by the candidate. If the employer has made glaring errors in its assumptions, the search firm should serve as a buffer. Similarly, the search firm can be the reality check if the candidate is totally unrealistic in their expectations (“I want a 50% base salary increase”).

3. Put yourself in the other party’s position. See where they are coming from. If the candidate has been making a healthy base salary and smaller bonus, they might be challenged by having to take a cut in base even if they make a lot more at the end of the year. Similarly, if the company does not pay huge bonuses and never has, you, the candidate, can’t expect them to change their policy just for one person.

At some point, cut the search firm out. Once you get a general idea of the compensation package and have some refinements to make, you lose the search firm. It is time for the company and candidate to get to know each other while addressing a challenge that requires a win-win solution. Look at the negotiation to indicate how you and the prospective executive will solve problems together. Working with your future manager to develop a win-win compensation package will tell you much about each other. Is there flexibility? The willingness to be creative? Rigidity? A give and take? Is there a greediness? Entitlement? An ability to see the longer term?  

4. Give positive feedback. When responding to your prospective manager about the offer, start by telling them what you like, followed by the areas that need tweaking: “I am so pleased to receive an offer and believe I can make a huge difference in how the company runs its logistics function. The base salary is very fair. I want to discuss whether we can create a richer incentive bonus based on what I know I can accomplish?” As an employer, start by telling the candidate why they are receiving an offer and how much they look forward to having them as part of the team. Talk about the long-term career path rather than just compensation.

5. Don’t sweat the small stuff if this is the perfect position/manager. If you like the company, position, and manager, don’t let a small amount of money or pride stand in your way. Also, you will look petty if you are negotiating for a few thousand dollars, assuming you will have a career of many years with the company. Similarly, if you are the employer, you want the executive to feel good about joining and don’t want to appear cheap over a few thousand dollars. For both sides, you want to come to the table with a spirit of “let’s get this done quickly and collegially so that we both look back on this negotiation as an easy beginning to a long-term relationship.’ As one client characterized it,” it is a shared risk–the candidate has to trust that we will take care of them long term. I trust that the candidate will make me look suitable for hiring them.

Adrienne McDunn understands difficult people. Especially those in the workplace.

It was a skill established early in McDunn’s career, enabling her to really listen and build connections among coworkers. That intangible ability caught the eye of management, and they assigned her to a project with several “difficult” personalities. Where everyone else saw a tangle of conflict, Adrienne saw opportunity, successfully bringing together the people and the project.

Those interactions laid the groundwork for her role as President and CEO of Personalysis, a science-based tool that assesses an individual by identifying three specific personality parts. The three-in-one assessment defines how a person thinks, makes decisions, processes information, and expresses themselves. It also illuminates their preferred communication style and what they consider meaningful work.

The Houston-based company is a tool in the kit of Fortune 500 organizations and small and medium-sized businesses across a variety of industries. It’s a resource used by The Alexander Group as part of the onboarding process to understand each member of the team better.

“You see someone with brand new eyes,” McDunn said. “You learn to respect their strengths and play to them. It’s a benefit to the team.”

Ideally, Personalysis is used during onboarding, although it’s beneficial for businesses at any point of progress. As companies continue to coalesce post-Covid, Personalysis assessments are helpful for in-person interactions.

“So many teams have been isolated and there’s collapsed relational communication. Methods of communication are more direct, people are more likely to send an email, when some situations benefit from a discussion,” McDunn said.

Adrienne McDunn

The Personalysis assessment involves a selection of questions and one of two choices for each question. There are no wrong answers, but assessment takers have one extreme answer or the other when making selections. That’s intentional, McDunn said.

“We were deliberate on the creation, as it gives us a true read of an individual. We are trying to distinguish characteristics; it reads the way we can see how you operate in the world.”

Around The Alexander Group office, it’s not uncommon to hear phrases such as, “That’s your red coming through” or “That’s how a blue would approach that situation,” because test results are signified by red, yellow, blue, and green. The Red Perspective is the expeditor, Yellow is the collaborator, Blue is the explore,r and Green is the organizer.

Reds like to blast through their to-do list, focusing on simplicity and speed. They are often described as intense and laser-focused. Reds lean toward the questions “What” and “When,” skipping the small talk and heading directly to the point.

Yellows focus on relationships and inclusion, gathering others’ opinions and discussing solution options. A Yellow’s communication style is upbeat and inviting and in meetings, they focus on the positive. Yellow personalities love working with the team on a variety of tasks, helping others along the way.

Blues are visionaries. Their curious and innovative natures keep their minds always busy and their wheels spinning, but rest assured, blues are constantly contemplating scenarios and solutions. Blues rely on context and purpose, and their communication style is inquisitive, clarifying, and informative.

Green’s comfort zone is rooted in stability. They are logical, linear, and logistical, thriving in process-orientated situations. Green relies on verifiable data to make decisions and is the point person for all things organizational. Need to bring order to chaos? That’s a job for Green.

Understanding a team’s personality strengths and differences is beneficial in multiple ways. Focusing on relationships creates a more collegial and productive environment, allowing for coordinated action. Another by-product of building a strong team?

Trust.

“It says you’ve got my back,” McDunn said.

McDunn travels extensively, working with teams of all sizes, but she also spends time with senior executives and board members for in-depth coaching sessions. These sessions help the C-suite understand their personalities, which in turn leads to a more productive work environment.

McDunn believes the power of Personalysis lies not in the color but in the intention each color represents.

“If you become more self-aware, you ask, how do I work better? The tool identifies behaviors and motivation to do that.”

Working better.

Communicating effectively.

Building trust. These are the building blocks for success in and out of the workplace.

Reed Smith LLP enhances global client engagement with the appointment of Gillian Ward.​

Gillian Ward Headshot B&W Reed Smitch LLP

Client: Reed Smith LLP | Role: Chief Marketing and Business Development Officer | Candidate: Gillian Ward

Search Consultants: Amanda K. Brady, Sarah Mitchell, Pam DeLuca​

Overview

Reed Smith LLP, a dynamic international law firm with over 1,700 attorneys across 30 offices worldwide, partnered with The Alexander Group to identify a strategic leader for the Chief Marketing and Business Development Officer role. The firm sought an executive capable of unifying its global marketing and business development strategies to support continued growth and integration.​

Key Leadership Need

The firm required a seasoned professional to align marketing, client development, and operational initiatives across its global platform. The ideal candidate needed extensive experience building integrated strategies across jurisdictions, supporting firm-wide growth, and serving as a key executive partner to the firm’s leadership.​

The Alexander Group’s Approach

The Alexander Group’s executive search team—led by Managing Director and Chief Client Officer Amanda K. Brady, Director Sarah Mitchell, and Associate Pam DeLuca—conducted a comprehensive international search focusing on senior marketing executives with a proven track record in global law firm environments.​

Our Tailored Approach:

  • Developed a tailored search strategy aligned with Reed Smith’s vision for worldwide integration and client-centric growth​
  • Identified senior leaders experienced in marketing transformation and operational execution across multiple geographies​
  • Assessed candidates for executive presence, strategic capability, and alignment with firm leadership​

Successful Placement and Impact

“Gillian is a key strategic hire for our firm as we focus on growing client relationships and expanding our presence in new and existing markets.

– Nick Bagiatis, Chief Operating Officer, Reed Smith LLP

Gillian Ward, formerly the Global Chief Marketing Officer at Bryan Cave Leighton Paisner LLP (US), was appointed Reed Smith’s Chief Marketing and Business Development Officer. She previously held senior leadership roles at Baker Botts LLP and brings extensive expertise in market development, client growth programs, and strategy formulation.​

Immediate benefits:

  • Unified Global Marketing Strategy: Gillian will oversee the integration of marketing and business development functions across Reed Smith’s 30 international offices.​
  • Strategic Growth Leadership: She brings a data-driven, client-focused approach to marketing that supports Reed Smith’s continued platform expansion.​
  • Executive Collaboration: As a key partner to the firm’s leadership, Gillian will contribute directly to high-level strategy and decision-making.​

Insights from the Executive Search Team

“Gillian brings broad experience helping global law firms design and integrate marketing and business development initiatives across practices and continents, ensuring a comprehensive and holistic approach to support growth. She will be a key member of Reed Smith’s executive team and the ideal partner to Chair Casey Ryan and COO Nick Bagiatis as they lead the firm through continued strategic growth of its global platform.”

— Amanda K. Brady, Managing Director and Chief Client Officer, The Alexander Group​

About Reed Smith LLP

Reed Smith LLP is a global law firm known for its deep industry knowledge, collaborative culture, and innovative approach to legal service delivery. With offices in the United States, Europe, the Middle East, and Asia, the firm advises leading businesses on complex litigation, regulatory matters, and high-stakes transactions. Reed Smith is recognized for forging long-term client relationships and delivering forward-thinking legal solutions that support business growth.

About The Alexander Group

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

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

Aurelie Binisti HR Director Hecker Fink LLP

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

Search Consultant: Sarah Mitchell​

Overview

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

Key Leadership Need

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

The Alexander Group’s Approach

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

Execution Highlights:

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

Successful Placement and Impact

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

Immediate benefits:

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

Insights from the Executive Search Consultant

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

— Sarah Mitchell, Director, The Alexander Group​

About Hecker Fink LLP

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

About The Alexander Group

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

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

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

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

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

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

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

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

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

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.

Brian Gross has been named Chief Operating Officer at Morrison & Foerster LLP.

Mr. Gross is a proven strategic and operational leader in the professional services industry.

Prior to joining MoFo, Mr. Gross was Managing Director, Partner, and Chief Operating Officer in North America for the global firm Boston Consulting Group. He started at BCG as a Consultant and Project Leader before turning his talents and passion for combining operations and people to internal management roles.

Mr. Gross received an MBA from the Haas School of Business at UC Berkeley and a BA in Business and Marketing from the University of Puget Sound.

Managing Director John Lamar and Director Sarah Mitchell conducted and completed this search.

“Brian has the executive presence, modern leadership style, and strategic vision to lead MoFo successfully through the challenges and opportunities ahead in the legal industry,” said John Lamar, Managing Director of The Alexander Group.

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.

Man touches his professional beard.

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.