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Frost Brown Todd LLP appoints Truda Chow to lead strategic operations across its national platform.

Client: Frost Brown Todd LLP | Role: Chief Operating Officer | Candidate: Truda Chow

Recruiters: John C. Lamar, Managing Director; William V. Lepiesza, Director

Overview

Frost Brown Todd LLP, a full-service law firm with offices across the United States, partnered with The Alexander Group, a global executive search firm, to recruit a Chief Operating Officer. As the firm continued its strategic growth across key markets, it sought a proven operational leader to unify systems, elevate performance, and guide it through the next phase of scale.

Key Leadership Need

Frost Brown Todd sought a candidate with a global mindset and deep law firm operational experience. Their role required a leader able to manage firmwide strategy, optimize cross-office performance, and serve as a key advisor to executive leadership on infrastructure, client service delivery, and growth planning.

The Alexander Group’s Approach

Led by John C. Lamar and William V. Lepiesza, the search targeted operational leaders with experience across law firm management, consulting, and professional services. The focus was on candidates with cross-functional expertise and the ability to lead in complex, distributed organizations.

Search priorities included:

Proven success leading national or global operations at law or professional services firms.
Experience in legal process improvement, operational alignment, and firm scalability.
Strategic insight into business growth, M&A, and systems modernization.

Truda Chow emerged as the standout candidate, having served in COO roles at Clyde & Co and Michael Best and senior consulting roles at LawVision and Hildebrandt International. Her cross-industry background—from legal to global consulting to high-tech—gives her a unique lens on optimizing firm operations across borders and functions.

Successful Placement and Impact

Truda Chow will lead operational performance, firm integration, and strategic execution across a 14-office footprint. She will partner with firm leadership to drive scalable solutions in service delivery, infrastructure, and internal operations.

Immediate Impact:

Aligns firmwide operational strategy with business and client priorities.
Modernizes administrative systems and workflows for performance and efficiency.
Strengthens internal leadership collaboration across practice and business units.
Supports scalable infrastructure as the firm continues national expansion.

Insights from the Recruiters

“Truda is a highly accomplished, senior executive who has led significant growth, innovation, and business transformation for major law firms throughout her career.”

– William Lepiesza, Director, The Alexander Group.

About Frost Brown Todd LLP

Frost Brown Todd LLP is a full-service law firm with more than 575 attorneys across 14 offices nationwide. The firm serves clients in key industries including financial services, energy, technology, health care, and manufacturing. Known for a strong commitment to collaboration, client service, and forward-thinking legal solutions, the firm is consistently recognized as one of the top firms in the U.S.

About The Alexander Group

The Alexander Group is a global executive search firm based in Houston. With a strong track record of placing operational and strategic leaders across Am Law 200 firms and professional services organizations, the firm specializes in helping clients build the leadership infrastructure needed to grow and compete.

Operational clarity starts with executive alignment. The Alexander Group helps law firms find the leadership that powers performance.

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?

The Alexander Group, a leading financial executive search firm, recently completed a successful placement for Lisinski Law. This effort highlights our expertise in sourcing top legal talent and matching it with leadership needs within law firms.

Key Points:

The Alexander Group demonstrates expertise as a top financial executive search firm.
Successful executive recruitment for a financial role at Lisinski Law by The Alexander Group.
Introduction of Jill Yutzy Coen at Lisinski Law as Vice President of Legal Operations.

Strategic Financial Executive Placement for Leadership Excellence

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. Before joining Lisinski, Ms. Coen was the Executive Director of Regulatory Operations at JPMorgan Chase & Co.

Learn more about Ms. Coen here.

C-level Financial Placement for Law Firms

The Alexander Group’s expertise as a financial executive search firm has allowed us to understand the complexities of placing top-tier financial talent in leading roles. The Alexander Group worked closely with Lisinski Law to identify key competencies required for executive recruitment for a financial role. This ensured that Jill Yutzy Coen was an ideal fit for their firm’s strategic needs.

“Jill’s experience as a practicing attorney and an operations leader made her an ideal candidate for this role. As the assignment progressed, it became clear that there was a strong alignment in philosophy between Jill and the team at Lisinski, and we look forward to seeing the impact that Jill can have now that she has joined Angel and her team at Lisinski Law,” said Jonathan Verlander, Managing Director, The Alexander Group.

Established in the fall of 2020, Lisinski Law is a swiftly expanding immigration law firm that has already served over 15,000 clients and built a strong record of success in handling complex immigration cases. The firm’s dedicated attorneys bring extensive trial and immigration expertise and impeccable reputations to clients nationwide—often representing those turned away by other firms.

With a team of 700 professionals, Lisinski Law primarily assists clients in securing legal status through humanitarian-focused immigration cases, such as T-Visas for victims of human trafficking, U-Visas for crime victims, and VAWA relief under the Violence Against Women Act for survivors of abuse or extreme cruelty.

Financial Executive Search Firm Specializing in Legal Sector Leadership Placements

As a top financial executive recruiter, The Alexander Group takes pride in delivering outstanding recruitment services that meet the specific needs of the legal industry. Our track record with Lisinski Law is a testament to our commitment to excellence in executive placement for law firms.

We are dedicated to cultivating enduring partnerships with our law firm clients. This relationship affords us a profound understanding of each firm’s distinct culture and requirements, enabling us to employ innovative strategies that transcend conventional legal boundaries in order to secure the most suitable candidates.

This search was conducted and completed by Managing Directors John Mann and Jonathan Verlander. Read more about our expertise as a financial executive search firm.

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

Jonathan Horowitz and friends for top ceo executive search firms blog — ©MorrisMalakoff

Houston is a foodie city.

Full stop.

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

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

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

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

Executive Leadership Recruitment for Hospitality: Horowitz’s Vision for Houston Hospitality Alliance

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

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

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

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

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

Challenges in Hospitality Leadership Recruitment: Navigating the Changing Houston Landscape

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:

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

Promotion of the Houston hospitality industry locally.
Advocacy on behalf of the industry in Houston.
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.
Education—We provide educational opportunities for industry members to learn more about issues and topics key to their businesses’ success.

Continued Excellence in Executive Leadership Recruitment

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

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

Leading Midwest law firm, Ice Miller LLP, appoints Leslie Diorio to drive legal recruitment strategy and talent growth.

Client: Ice Miller LLP | Role: Director of Legal Recruitment | Candidate: Leslie Diorio

Recruiters: John M. Mann, Managing Director; Jonathan Daniels, Associate

Overview

Ice Miller LLP, a full-service law firm with offices across the Midwest and East Coast, partnered with The Alexander Group, a global executive search firm, to recruit a Director of Legal Recruitment. As the firm continues to expand its national footprint and strengthen its practice groups, it needed a strategic leader to modernize lateral recruiting efforts, enhance attorney onboarding, and align talent acquisition with long-term business goals.

Key Leadership Need

Ice Miller sought a Director of Legal Recruitment with deep expertise in lateral hiring, attorney development, and market intelligence. The ideal candidate would bring leadership in full-cycle legal recruitment, the ability to drive DEI-focused hiring initiatives, and a strong understanding of aligning recruiting strategies with firm growth objectives.

The Alexander Group’s Approach

Managing Director John M. Mann and Associate Jonathan Daniels led a national search for legal recruiting leaders with experience in building scalable hiring programs and leading teams in law firm environments.

Search priorities included:

Expertise in lateral partner and associate recruitment
Ability to leverage market trends, competitive insights, and strategic sourcing methods
Strong leadership skills to oversee recruiting teams and align hiring with practice needs

Leslie Diorio emerged as the top candidate due to her extensive experience leading legal recruitment efforts at Axiom and Fish & Richardson, as well as her track record of aligning hiring initiatives with the firm’s strategic priorities.

Successful Placement and Impact

Leslie Diorio joined Ice Miller LLP as Director of Legal Recruitment. She brings over 15 years of experience overseeing attorney and lateral recruitment, developing scalable recruiting strategies, and building collaborative talent acquisition teams.

Immediate Impact:

Implemented enhanced recruiting processes to attract top-tier lateral partners and associates
Strengthened the integration of market intelligence into hiring strategies
Streamlined recruiting team operations and summer associate program management
Aligned hiring initiatives with Ice Miller’s strategic practice group expansion goals

About Ice Miller LLP

Ice Miller LLP is a full-service law firm founded in 1910, with offices across Chicago, Columbus, Indianapolis, Philadelphia, and other U.S. cities. The firm provides legal services to corporations, government entities, and nonprofits, and is recognized for its focus on innovation, collaboration, and client partnerships.

About The Alexander Group

The Alexander Group is an executive search firm in Houston. The firm serves industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, delivering strategic, results-driven leadership placements tailored to each client’s needs.

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

Global law firm, Holland & Knight LLP, appoints Patrick O’Connor to lead business development and marketing strategy.

Client: Holland & Knight LLP | Role: Chief Business Development & Marketing Officer | Candidate: Patrick O’Connor

Recruiters: John Lamar, Managing Director; Jean Lenzner, Managing Director; William Lepiesza, Managing Director

Overview

Holland & Knight LLP, an internationally recognized law firm renowned for its collaborative culture and strategic growth, has partnered with The Alexander Group, a global executive search firm, to recruit a Chief Business Development and Marketing Officer. As the firm continued to grow and evolve in an increasingly competitive global market, it required a proven leader to build integrated marketing strategies, enhance client engagement, and align business development initiatives with practice group priorities.

Key Leadership Need

The firm needed a Chief Business Development & Marketing Officer who could design and execute firmwide growth strategies, elevate branding efforts, and strengthen cross-practice collaboration. The ideal candidate would combine deep experience in business development leadership with the operational excellence needed to support attorneys across diverse practice groups and geographies.

The Alexander Group’s Approach

Managing Directors John Lamar, Jean Lenzner, and William Lepiesza led a targeted search across professional services and consulting firms for senior executives with proven experience leading complex marketing and business development initiatives.

Search priorities included:

Expertise driving cross-practice collaboration, client engagement strategies, and brand evolution
Success leading marketing operations at scale within sophisticated, matrixed organizations
Ability to align marketing, sales, and business development functions around strategic goals

Patrick O’Connor emerged as the ideal choice due to his extensive leadership at EY, where he served as Principal and Americas Chief Operating Officer for the Forensic & Integrity Services Practice, as well as his proven success designing and executing business development initiatives across global teams.

Successful Placement and Impact

Patrick O’Connor brings nearly two decades of business development leadership, sales management, and strategic planning expertise within global professional services organizations.

Immediate Impact:

Launched integrated business development strategies aligned with firmwide priorities
Strengthened internal collaboration between practice groups and client-facing teams
Implemented scalable marketing operations systems to support global brand visibility
Enhanced strategic targeting and client engagement initiatives across industries

About Holland & Knight LLP

Holland & Knight LLP is a global law firm with more than 2,200 lawyers and professionals in 34 offices across the United States and internationally. The firm is recognized for its experience in real estate, litigation, energy, and government matters, and is known for fostering strong client partnerships through collaborative legal solutions.

About The Alexander Group

The Alexander Group is an executive search firm in Houston. The firm serves industries such as legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, delivering strategic, results-driven leadership placements tailored to each client’s specific needs.

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

We’re excited to introduce “Five Questions With Outstanding Leaders,” our new interview series that highlights the success of our executive search firm. We’ll interview change-makers, visionaries, and thought leaders across all industries and sectors to examine how they achieve professional success that benefits their communities. Today, we’re highlighting our expertise in executive search for life sciences, including senior leadership hiring in life sciences for key roles in the biotech and pharma industry.

Beth Ehrgott, Executive Search Firm Managing Director

Beth Ehrgott, the Managing Director and Head of the Global Life Sciences Practice for the Alexander Group, a global executive search firm for life sciences and other sectors with offices in Houston, New York, San Francisco, Park City, San Diego, and Washington, D.C., conducted this interview.

She has performed an executive search for life sciences across various disciplines, including research and development, finance, corporate development, and technical operations. Her expertise extends to legal, corporate affairs, investor relations, IT, compliance, HR, and DEI. This breadth of experience makes her a trusted partner for life sciences leadership recruitment, ensuring that companies have the right leaders to drive innovation and growth. She has also worked with Fortune 500 companies and private equity and venture capital-backed clients in consumer goods, manufacturing, non-profits, retail, financial, and professional services.

Beth sits down with multi-hyphenate Luke Timmerman to discuss purpose-driven leadership, aligning resources with the mission, team dynamics, and more.

Life Science Cares: Combating Poverty with Life Science Industry Support

c level executive search firm interview group photo

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.

About Luke Timmerman

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!

Executive Search for Life Sciences interviewee, Luke Timmerman — Tracy, Geneva, and Luke

Five Questions from an Executive Search for Life Sciences Firm

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 when I 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 afterward 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. Think about what it is you have to offer in [terms of] 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 an impact.

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

The Alexander Group: Providing Global Executive Search for Life Sciences Companies

The Alexander Group is a leading executive search firm for life sciences, specializing in C-level talent acquisition. With over 40 years of experience as a biotech and pharma executive search agency, we prioritize building strong relationships and understanding your unique needs to align talent with your organizational culture.

Our executive search consultants for life sciences provide C-suite recruitment, advisory support, and consulting. We are committed to diversity, ensuring leadership teams with broad perspectives to drive success. Beyond placements, we assist with board composition, management assessments, and succession planning, making us a comprehensive senior executive recruiting firm for your needs.

For more information about our C-level executive search firm, visit our website.

Leading legal network, PilotLegis, appoints Ryan Kovach to strengthen risk management, compliance, and member services.

Client: PilotLegis | Role: Assistant Executive Director | Candidate: Ryan Kovach

Recruiter: Amanda K. Brady, Managing Director/Chief Client Officer

Overview

PilotLegis, a national network of independent law firms focused on risk management and collaborative growth, partners with The Alexander Group, a global executive search firm, to recruit an Assistant Executive Director. As PilotLegis strengthens its service offerings and member engagement programs, the organization needs a dynamic leader to drive operational enhancements and lead compliance initiatives across its member base.

Key Leadership Need

PilotLegis sought an Assistant Executive Director who could oversee risk management programming, conduct member firm reviews, develop educational initiatives, and collaborate closely with the Board of Directors and standing committees. The ideal candidate would bring a proven track record of success in legal compliance, auditing, policy development, and risk mitigation, along with strong operational leadership skills.

The Alexander Group’s Approach

Amanda K. Brady, Managing Director and Chief Client Officer, led a specialized search targeting candidates with legal operations expertise, risk management leadership, and experience supporting national legal networks or complex law firms.

Search priorities include:

Experience in legal compliance, auditing, and policy development
Ability to design and implement risk management programming for law firms
Collaborative leadership style capable of working closely with boards and committees

Ryan Kovach quickly stood out as the right candidate, bringing a wealth of operational experience from leadership roles at PilotLegis and Pillsbury Winthrop Shaw Pittman LLP, along with a strong background in compliance, auditing, and risk mitigation for professional services organizations.

Successful Placement and Impact

Ryan Kovach joins PilotLegis as Assistant Executive Director. He oversees risk reviews, member services, and the development of industry-leading compliance programming, helping PilotLegis members adopt best practices across operations, risk management, and practice growth.

Immediate Impact:

Conducts in-depth risk assessments for members and prospective firms
Leads strategic initiatives to strengthen member compliance programs
Coordinates education programs and national conferences for member engagement
Supports membership growth and operational innovation across the network

About PilotLegis

PilotLegis is a collaborative network of independent law firms committed to excellence in legal services, risk management, and firm leadership. Through education, peer engagement, and operational best practices, PilotLegis supports its member firms in delivering superior client service while minimizing operational risks.

About The Alexander Group

The Alexander Group is an executive search firm in Houston. The firm partners with organizations across industries—including legal services, life sciences, healthcare, financial services, energy, technology, and nonprofit sectors—to deliver leadership placements that drive operational excellence and strategic growth.Looking for proven leadership to help your organization grow and thrive? Contact The Alexander Group to learn how we deliver transformative executive talent.

“Do the hustle.” Three of only six total words sung repeatedly by Van McCoy and the Soul City Symphony. I wonder if this is what McCoy had in mind, this “hustle culture” that’s become so commonplace in the workforce? It’s a hot-button topic. So hot, in fact, that an anti-hustle movement has developed, appropriately dubbed the #antiwork movement

Where do you and your employees fall on the anti-work-to-hustle culture scale? To answer that, we first have to define hustle culture. We can then address the pros and cons of such a culture and highlight what some organizations are doing to find the right balance.

What Is Hustle Culture?

At its core, hustle culture—meaning ‘all about constantly working’—reflects an unrelenting push for productivity. It may not be new, but the hustle culture meaning has become more prevalent in recent years. The executive lifestyle goes beyond working hard, beyond long hours for a major deadline, and beyond moving up the corporate ladder. It’s an all-consuming obsession with productivity that impacts our quality of life and our quality of work. With hustle culture, there is no such thing as a work-life balance. A study conducted by the Harvard Business Review tracking how large companies’ CEOs spend their time found that 79% of those leaders conducted business on weekend days and up to 70% of vacation days.

We don’t realize that hustle culture is typically not demonized but celebrated. Examples of hustle culture in the workplace include shoutouts in morning huddles for the project manager who worked 30 days straight to meet a deadline or the supervisor answering emails while on vacation. What’s more, employees – myself included – are proud participants.

When Did Hustle Culture Start?

Hustle culture’s roots go back to the Industrial Revolution when long hours and relentless productivity were celebrated. So, as work shifted from farms to factories, society’s values around hard work began to reshape, setting the foundation for a culture that equates long hours with commitment and success. Fast forward to the 1980s and 90s, when phrases like “work hard, play hard” became popular among corporate professionals, and high-profile CEOs started glamorizing the “always on” lifestyle.

With the rise of social media, hustle culture became more prevalent as influencers, entrepreneurs, and self-help gurus championed the idea of grinding non-stop to achieve personal and professional success. Platforms like Instagram and LinkedIn are filled with images and quotes glorifying late nights and early mornings, feeding the notion that a packed schedule is a badge of honor. Today, hustle culture has permeated nearly every industry, with many professionals feeling constant pressure to be productive, even at the expense of their health and well-being.

Why We Love the Hustle

The hustle gets you places. From a young age, we are taught that hard work and dedication are the cornerstones of success. Do you want better grades? Hit the books. Do you want to be a better athlete? Practice, practice, practice. And you know what? It pays off. You ace the test, make the team, get the job, land the promotion. The most challenging part is differentiating where the natural hustle and hard work ends, and the toxic work obsession begins.

The benefits of participating in and fostering a hustle culture can yield greater output, better sales, more clients, higher revenue – everything that can make an organization successful.

Why Grind Culture is Toxic

So why bother stopping the hustle? In short, wellness. The timing of this blog following our Wellness in the Workplace series is strategic. Hustle culture is another culprit that negatively impacts employee well-being. Hustle culture impacts mental health because our work addiction can trigger burnout, chronic stress, depression, and anxiety, creating a cycle of exhaustion that wears down mental resilience.

And hustle culture impacts physical health because the physical toll of constant overwork includes risks like cardiovascular disease, with Corporate Wellness Magazine telling us executives are at even higher risk due to the constant need to always be “on.” According to the U.S. Bureau of Labor Statistics, an overworked and stressed employee can be up to 68% less productive despite putting in more effort and hours. Additionally, Corporate Wellness Magazine notes that executives frequently absorb the largest amount of stress, potentially leading to chronic health conditions such as heart disease, diabetes, and hormone imbalances.

How To Counteract Hustle Culture in the Workplace

The easy part is done. We know what needs to change. But where do we go from here? Before we can even begin moving toward potential solutions that would squash our corporate hustle culture, we have to have buy-in from leadership as much as from individuals. Starting with a common goal is step one. Commitment to that goal is step two. Steps three and beyond will look different for everyone and remain fluid as we develop as individuals and organizations.

In a recent article for Inc., Dmitri Lepikhov, CEO of Mightcall, addresses the question, How can employers avoid creating a hustle culture in their workplace? He outlines three actionable steps to help reduce grind culture and foster a healthier work environment.

Agree on what a “good workday” is – A blueprint developed by managers and employees to establish not a scheduled to-do list but task progression breaks to stay fresh and generally available. A long-term vision to outline what an employee is reasonably capable of doing.
Vacation time for everyone – Whether your organization offers a set amount of vacation days or the tricky “unlimited vacation days,” employees need to be encouraged to recharge and reset without being fearful of passive repercussions.
Lead by example – Everyone’s favorite adage. Lepikov states it beautifully: “If you genuinely want staff to relax and prioritize their own well-being at work, you need to show yourself doing it first.

Corporate Wellness Magazine explains how some corporate boards of directors are taking matters into their own hands, and investing in their executives’ health and wellness. They go above and beyond their standard health insurance to include preventative exams, health action plans, and follow-up care. In many cases, executives remain loyal to their company because of the health benefits they receive. These highly intelligent people understand that their company is investing in them and their families by investing in their health.

Redefining Success: Balancing Hustle Culture with Wellness

Despite its evolution, the impact of hustle culture remains the same: an unrelenting pace that blurs the lines between work and personal life, affecting our health, productivity, and overall quality of life. Understanding where this culture originated and how it became ingrained in our professional lives is the first step toward reassessing its value and finding a healthier approach to success.

But what does hustle culture mean for your organization and your team? Are you promoting a balanced, sustainable approach to work, or are you caught in a cycle of constant hustle? Redefining success in your workplace starts with assessing current practices and opening conversations about work-life balance. Encourage your team to set realistic boundaries and prioritize wellness without sacrificing their professional goals.

Take the first step toward balance: speak with your leadership team, consider implementing wellness programs, and lead by example. Building a work culture that values both achievement and well-being is possible—and it’s key to creating a healthier, more effective workforce.

Explore more leadership strategies with The Alexander Group.