Interviews

The Modern Lateral Talent Economy: Why AI is Redefining What Law Firms Need and How They Must Pay for It.

Luciana Casado — Thu, 19 Mar 2026 11:39:44 +0000

The Modern Lateral Talent Economy: Why AI is Redefining What Law Firms Need and How They Must Pay for It. Luciana Casado

Last week, I attended Legalweek’s annual State of the Industry keynote hosted by Heather Nevitt and Patrick Fuller. With great skill, the duo managed to weave in the many and varied factors impacting the legal industry in 2026, from firm consolidation and shifting client expectations, to the accelerating adoption of AI. Their message was clear: Law firms that remain passive, complacent, and rely upon unfounded hope that yesterday’s business strategies will keep up with tomorrow’s challenges, are taking on real future risk.

As an executive recruiter specializing in attorney placements across the US, some key themes and facts stood out to me from the keynote. Firstly, legal talent is consolidating at the top with the Am Law 50 capturing a staggering 46% of all lateral partner hires in 2025.

Simultaneously, the industry has seen 300+ law firm mergers since 2020, which in turn have reshaped over 50,000 legal careers. And I haven’t even mentioned AI yet.

Some of these statistics are partly outcomes from the real changes impacting the legal industry, where we are now entering a new talent economy. In this era, attorneys will likely no longer be defined by who can bill the most hours, but rather who can deliver the most strategic, tech-enabled value. It’s clear that AI is no longer a tool that is optional to use, it has become integrated into the process of triaging legal work, analytics, automation, and delivery. These significant changes alter the talent profiles that law firms need.

The attorneys most in demand will be those who are data-literate, technology-forward, and able to integrate AI insights into legal judgment. This raises a critical question: How does an AI-driven shift in work change attorney compensation? And are we inevitably heading toward the decline of the billable hour?

Fuller and Nevitt revealed an interesting statistic: 72% of firms have no plans to adjust compensation structures in response to AI. It is hardly groundbreaking to suggest that the traditional billing model disincentivizes efficiency. Though, in this new environment, attorneys would be rewarded for the very behavior AI is designed to reduce – time spent on legal work. In an environment where clients are demanding excellence, but they want the work cheaper and faster, is the traditional compensation model a barrier to innovation? It seems the firms that thrive in the new talent economy will be those that detach compensation from raw billables and instead reward outcomes, efficiency, collaboration, and business-aligned innovation. Of course, this is easier said than done.

At the same time, the lateral market is reshaping around these dynamics. Nearly half of all lateral partners now move to the Am Law 50, which is a clear consolidation of talent as the top end of the market. These firms have the technology, resources, and integration tools, which attract attorneys wanting to grow a modern practice. AI isn’t just reshaping workflows, it is now reshaping where attorneys want to work. Meanwhile, mid-market firms, already challenged by rate pressure and client demands, now face a deepening struggle to attract top talent without the scale or capital to compete.

To add to the complexity of managing these changes, clients are increasingly savvy and explicit about what they want and expect. They need true strategic partnerships and want proactive insight, guidance, not merely demanding efficiency through technology. Th Firms that master this balance will become indispensable to clients and, just as importantly, will strengthen their position in the talent market. AI will not replace attorneys — but attorneys who refuse to embrace AI will increasingly be replaced by those who do.

The rapid acceleration of law firm mergers in recent years has become widely recognized as an industry-wide scramble for strategic advantage. One fueled by the push for larger platforms, deeper talent benches, and the financial capacity required to invest in AI and other specialized capabilities. Increasingly, firms seem to operate under a simple belief: consolidate or disappear.

This consolidation wave is giving rise to a growing class of “mega-firms” with the scale and capital to recruit emerging talent across technology, including AI engineers, data specialists, and innovation-focused legal professionals. These firms aren’t just operating with bigger balance sheets; they have the resources to fundamentally rethink their compensation and talent models around AI-enabled work, giving them a structural edge over smaller players. Meanwhile, for firms in the middle and lower segments of the market, consolidation is becoming less of a growth strategy and more of a survival mechanism. Without scale, they struggle to compete for AI-literate lawyers and the specialized professional staff needed to support modern legal service delivery.

As consolidation accelerates and AI becomes embedded in every layer of legal work, the forces shaping the industry are becoming impossible to ignore. Those that adapt to this new reality will be positioned to lead and those that don’t may struggle to keep pace in a market that’s evolving faster than ever.

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Recovering the Initiative: What CHRO Hernan Rein Wants HR Leaders to Understand Now

Luciana Casado — Wed, 18 Mar 2026 14:51:32 +0000

Recovering the Initiative: What CHRO Hernan Rein Wants HR Leaders to Understand Now Luciana Casado

Executive Search North America | Senior Leadership Placement | Connecting Passion and Talent with Opportunity

When I sat down with CHRO Hernan Rein, I asked him a simple question that many HR leaders are quietly wrestling with. What does it really take for HR to recover the initiative in today’s environment? His answer was sharp, direct and incredibly relevant for anyone leading people strategy right now.

Hernan has spent more than twenty-five years shaping high performance HR functions across private equity, Fortune 500 and complex global organizations. He has lived through intense growth cycles, high pressure environments and multiple transformations. His perspective is grounded in real experience, not theory, and it challenges the way many HR leaders show up today.

HR has spent too long reacting

According to Hernan, the HR function worked hard over the last few decades to earn a stronger seat at the strategic table. The problem is that once it arrived, it often used that platform to champion people programs that were not always tied to measurable business outcomes. After the pandemic, the balance shifted even further. HR became the team that responded to decisions rather than shaped them.

In Hernan's words, HR has been in defensive mode.

He believes it is time for HR to move back upstream. Instead of asking how to manage the impact of decisions that have already been made, HR should be asking what capabilities the organization needs to execute the strategy in the first place.

Hernan focuses on three foundational questions whenever he joins a high growth or private equity led organization. These questions belong at the very beginning of any strategy discussion.

Do we have the right leadership team to deliver the strategy?
Is the organisation designed for the next phase of growth?
Are incentives aligned with the outcomes the business requires?

When HR leads with these questions early, it becomes a shaper of decisions rather than a responder to them.

Staying strategic when everything around you is on fire

Every HR leader knows what it feels like to be dragged into the issues of the day. Hernan has worked through extremely intense transformation cycles, and he is very clear that the only way to stay strategic is through discipline. Discipline about what HR owns. Discipline about what HR does not own. Discipline about what truly matters.

He shared three practices that make the shift possible.

A clear HR operating model

Without a strong structure, everything flows to the CHRO. Hernan insists on a clear separation between strategic HR business partners, centres of excellence and operational HR services. When roles are well defined, the CHRO has the space to focus on enterprise level priorities rather than daily emergencies.

Anchoring to a small set of business priorities

Hernan avoids long HR initiative lists. He recommends choosing three or four priorities that directly support the organisation’s strategy. Leadership capability, organizational design, talent pipeline depth and incentive alignment are often at the top of his list. Everything else becomes secondary.

Using data to raise the conversation

Data changes the tone of the discussion. Productivity per employee, bench strength, turnover risk and similar metrics make HR a strategic partner. The conversation becomes fact based. Executives stop debating opinions and start solving real issues. Data gives HR authority.

Rebuilding credibility in the C Suite

When I asked Hernan whether HR leaders need to rebuild confidence and credibility with their executive peers, he answered yes without hesitation. But he also pointed out that credibility is within HR’s control. It comes from the way HR communicates, the understanding it brings to the table and the solutions it proposes.

He highlighted three shifts that separate strategic HR leaders from the rest.

Focus on outcomes, not programs

Executives care about revenue, productivity, cost structure and execution risk. HR gains influence when it connects people strategies to these outcomes in a clear and practical way.

Understand how the business makes money

The best HR leaders understand margin drivers, market dynamics and competitive capabilities. When HR understands the commercial model, it earns the right to shape strategic decisions.

Propose solutions instead of problems

Saying that there is a culture issue does not elevate the discussion. Reframing it as a need for a different leadership structure or a redesigned incentive approach places HR in a problem-solving position. That is where influence lives.

Where HR goes from here?

Hernan’s message is energizing and challenging at the same time. HR is standing at a turning point. It can remain reactive and continue absorbing issues, or it can recover the initiative and reassert its role as a builder of capability, performance and enterprise value.

Recovering the initiative requires earlier involvement in strategy, stronger use of data, deeper business acumen and the confidence to focus on what truly matters. Organizations that embrace this version of HR will gain a meaningful advantage in the years ahead.

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A new energy map: what today’s volatility means for executive leadership

Luciana Casado — Tue, 17 Mar 2026 09:56:24 +0000

A new energy map: what today’s volatility means for executive leadership Luciana Casado

How is this rapidly shifting energy landscape changing what leaders need to deliver right now?

Leadership in the energy transition now means managing a changing map.

The energy transition was already challenging. Now it’s unfolding as global supply routes are being rewritten in real time. The widening conflict with Iran has effectively brought tanker traffic through the Strait of Hormuz, normally carrying ~20% of the world’s oil and a major share of LNG, to a standstill. Shipping through Hormuz has dropped by more than 80%, forcing global carriers to reroute around the Cape of Good Hope, adding cost, time, and complexity to supply chains.

At the same time, the loss of Qatari LNG, after Iranian drone attacks halted production at Ras Laffan and Mesaieed, has triggered a structural shift in global LNG sourcing, pushing Europe and Asia to lean more heavily on U.S. exports as the new marginal supplier.

This is the new reality: Energy transition and energy security can no longer be separated.

What will the market demand from leaders?

Build strategies on resilience, not assumptions.
Prepare for a multi‑supplier world.
Expect the transition to accelerate, not slow.
Lead across two transitions at once: the energy transition and the energy security transition.

The companies that win will deliver cleaner systems and more reliable ones, at the same time. The map has changed. Leadership must change with it.

What leadership capabilities are becoming essential as the U.S. energy landscape becomes more volatile?

Leaders now need to operate with real‑time situational awareness, blending operational discipline with geopolitical understanding.

Recent U.S. outlooks show that companies are dealing with a combination of plateauing oil production, rising global supply disruptions, and accelerating demand driven by AI‑related power needs. Deloitte highlights that AI and electrification are reshaping reliability expectations and forcing leaders to rethink resilience across the value chain.

Meanwhile, U.S. LNG continues to expand rapidly, with the country reaching record export levels and new terminals (such as Plaquemines and Golden Pass) set to boost capacity further.

As a result, the most effective leaders are those who can:

take fast, informed decisions amid uncertainty
navigate supply‑chain stress with confidence
blend traditional energy expertise with new‑energy strategy
use digital tools to anticipate disruption, not just respond to it

This is leadership built on clarity, adaptability and strategic calm.

How should companies rethink talent strategies to stay competitive right now?

Companies need leadership benches that can operate across both energy systems: the one that powers the world today and the one taking shape for tomorrow.

The World Economic Forum reports that over two‑thirds of global energy investment is now going into cleaner technologies — not because of climate rhetoric, but because of security and affordability priorities.

This shift means talent strategies must evolve.

Leaders must be able to:

work across hybrid portfolios (traditional fuels + clean energy)
steer organisations through capital discipline and efficiency demands
understand emerging supply patterns as they diversify beyond Gulf flows
communicate clearly and confidently in high‑pressure environments

The companies that attract the strongest senior talent are those offering transparency, purpose and a clear path to impact — especially in roles that sit at the intersection of transition and security.

How does Page Executive support clients and senior talent in this new landscape?

At Page Executive, we work with clients across North America and internationally to help them identify the leadership capabilities needed for this next chapter of the energy landscape. Our teams combine real‑time market insight, global reach, and deep sector understanding to support organisations in defining roles that reflect today’s complexity — and tomorrow’s opportunity.

Whether it’s navigating succession for critical roles, building leadership benches for new‑energy growth, or identifying executives who can drive resilience through disruption, we partner closely with clients and senior talent to help them move with clarity, confidence, and long‑term impact.

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Industrial & Manufacturing Leadership Insights

Luciana Casado — Mon, 02 Mar 2026 16:20:07 +0000

Industrial & Manufacturing Leadership Insights Luciana Casado

Tell us about your practice and areas of focus.

For the last 12 years, I`ve been dedicated to the Industrial Manufacturing and Mobility space, developing a strong track record placing P&L owners and Functional Leaders across public, private, and private equity backed organizations, ranging from small/mid- market companies to global Fortune 500s.

My work centers on partnering closely with executive teams, to identify leadership that can navigate complexity, drive operational excellence, and accelerate transformation.

What’s important for your practice heading into 2026?

Going into 2026, maintaining a strategic, consultative partnership with clients remains essential. In addition, the ability to stay agile and responsive as client needs and business conditions continue to shift rapidly, driven by macroeconomic forces, geopolitical uncertainty, labor market dynamics, and evolving customer expectations.

Since COVID, the pace of change has intensified. More than ever, clients need partners who can anticipate disruption, adapt quickly, and guide them through ambiguity with confidence.

Supporting organizations through this volatility and advising them on leadership strategies that build resilience and long-term competitiveness will be critical.

What changes in the industry have had the biggest impact on your work?

AI continues to be a major point of discussion, but one of the most meaningful shifts I’ve seen is the intensifying focus on data-driven decision-making. While this isn’t new, the gap between companies that do it well and those that struggle has become much more visible.

In commercial functionals, for example, leaders increasingly tell us they need to move beyond traditional relationship-based selling. Customer relationships still matter, but without bringing insights and value backed by data, organizations risk being left behind. Purchasing teams today expect evidence, transparency, and measurable impact.

On the manufacturing side, data integrity has become a critical issue. We recently placed a COO and a Senior Plant Director with a $5B industrial business. When the Plant Director stepped into their top performing facility, he discovered that much of the plant’s data was inaccurate, despite strong performance metrics. That triggered a broader data audit across the organization, reinforcing how fundamental accurate information is for operational excellence.

Companies want leaders who can not only consume data but challenge it, validate it, and use it to drive continuous improvement.

What emerging skills are employers seeking in your practice?

Across the board, employers are looking for leaders who are deeply data-driven and process-oriented. People who can interpret information, translate it into action, and execute effectively in complex environments.

It’s less about one specific “hot” role and more about a foundational skillset:

Comfort working with data and using it to guide decisions
Ability to operate within matrixed, global organizations
Resilience and adaptability in the face of constant change
Strong process discipline paired with strategic thinking

Technical trends come and go, but leaders who can bring structure, clarity, and data-guided decision-making to evolving industrial environments remain in consistently high demand.

What advice would you give candidates looking to stand out?

First, do your homework. Not just on the company, but on the broader industry and ecosystem. Even if you’re already working in a similar space, being prepared with a strong understanding of market dynamics and business implications immediately elevates your credibility. It signals that you care, that you prepare, and that you can connect dots beyond your functional area.

Second, treat every person in the interview process with equal respect. Senior executives often meet future peers during interviews, and while those peers may not make the final hiring decision, they influence it heavily.

A strong example: if a CEO is hiring a Chief Commercial Officer to accelerate innovation, the relationship between the CCO and the CTO or VP of R&D becomes essential. The same applies to HR. CHROs and HR leaders are strategic partners, and candidates who discount them often raise red flags about how they would function within a leadership team.

How you show up in the hiring process reflects how you will show up inside the organization.

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Speed, Certainty and Impact: Is Interim Leadership About to Go Mainstream?

Daniel Whitehead — Thu, 26 Feb 2026 09:54:31 +0000

Speed, Certainty and Impact: Is Interim Leadership About to Go Mainstream? Daniel Whitehead

Interim leadership might once have been seen as a niche fix for disruption. That view is shifting fast. As AI accelerates change and investors demand faster returns, organisations are rethinking how they access executive capability. Senior Partner, Tom Forrest, who joined Page Executive in 2024 to lead its UK Executive Interim practice, has spent 25 years advising on leadership across permanent, search and interim models. He believes executive interim is approaching a tipping point. Here, he explains why.

Tom, you have said that interim leadership may be about to enter the mainstream. Why do you believe that?

To a certain extent, executive interim is already in the mainstream. What is changing is the pace and scale of adoption. For many years interim operated as a relatively opaque capability, often driven by personal networks at board level. Interims were typically deployed reactively and managed through niche or local providers. That model is evolving. Global organisations now expect their executive search partners to offer credible and scalable interim capability across markets, not as an add on but as a core service. The transition to what I describe as the Intelligent Economy demands it. Cross border and digital transformation, AI integration, regulatory scrutiny and private equity backed growth require infrastructure, governance and global reach. Private equity firms in particular want confidence that their interim partner can mobilise senior talent rapidly and consistently across jurisdictions.

We are also seeing sustained investment across the executive search industry in interim capability. All of this points in one direction. Interim is moving from the margins to the centre of executive talent strategy and, as a skills based and outcome focused approach, increasingly reflects the future of work.

There is also a broader execution reality at play. Organisations are investing heavily in AI and digital transformation, yet many still struggle to translate ambition into measurable results. That gap between intent and delivery is precisely where interim leadership becomes strategically relevant. Boards are not short of vision. They are often short of immediately deployable capability.

What is driving organisations to rethink how they use interim leadership?

The speed of transformation and the relevance of skills; The shelf life of executive capability is shortening as technology and market conditions evolve. Organisations can no longer assume that a static leadership team will remain aligned to strategic priorities over a five year horizon, particularly as AI reshapes operating models. We see this most clearly in AI adoption. Many organisations are experimenting. Far fewer are operationalising at scale. The constraint is rarely strategy. It is capability.

At the same time, the skills landscape is shifting rapidly. Digital fluency, data literacy and change leadership are no longer specialist attributes. They are core executive requirements. When capability evolves this quickly, leadership models must evolve with it. Interim provides access to highly specific expertise at precisely the moment it is needed, without permanently restructuring the executive layer every time a new capability becomes critical. It is not about temporary cover. It is about deploying senior leadership with precision against defined commercial outcomes.

You mentioned the Intelligent Economy. How does AI change the profile of the interim executive?

AI will reshape cost structures, decision making and competitive dynamics across almost every sector. Many organisations still underestimate how profound that shift will be. The interim of the future must combine deep commercial credibility with technological fluency. They need to understand balance sheets, governance and risk, but also be able to translate digital capability into measurable business outcomes.

Two qualities will become critical. The first is the ability to orchestrate AI tools effectively within a business context. The second is what I would call learning quotient. The capacity to rapidly acquire new skills and adapt in real time will increasingly define executive effectiveness.

There is considerable noise in the AI discussion. Boards hear bold claims but often lack clarity on implementation and return. Effective interim leaders act as translators between technical teams and commercial leadership. They connect digital capability to board level priorities, challenge superficial narratives and define practical delivery roadmaps. That combination of operational authority and forward thinking vision defines the next generation interim profile.

Who inside large organisations should be leading this conversation?

This shift to the Intelligent Economy is not confined to technology functions. AI and an increasingly agentic workforce will break down traditional functional siloes. Ultimately this is an enterprise level conversation for boards and executive committees. CEOs, CFOs and HR leaders all have a role in shaping how technology affects competitive positioning, capital allocation and workforce strategy. Interim leadership can support that enterprise-wide shift by bringing in experienced operators who understand both business fundamentals and digital transformation, and who can move quickly without long onboarding cycles.

Interim is sometimes viewed as a costly alternative. How should organisations assess cost versus value?

The relevant comparison is not day rate versus salary. It is the value lost through delay, failed execution or strategic drift. As the pace of change accelerates, organisations that are not equipped to adapt quickly will experience tangible erosion of value. Interim assignments are typically defined around the delivery of specific transformation or leadership outcomes. That makes return on investment clearer than many traditional executive hires and in some cases, clearer than advisory engagements that stop at recommendation.

To maximise value, there must be clear board level sponsorship and well defined outcomes from the outset. The interim should help shape the problem statement and agree measurable deliverables. When expectations and authority are aligned, the conversation shifts from cost to value created.

How does this evolution affect the talent market itself?

As interim becomes more mainstream, both organisations and executives need to adjust their thinking. For organisations, the opportunity is better access to experienced leaders who are motivated by impact rather than tenure. The challenge is structural. Many businesses still treat interim as an extension of headcount planning rather than as a strategic skills deployment model. Responsibility often sits in Talent Acquisition when it may be more appropriately aligned to strategic workforce planning.

To fully leverage interim capability, organisations must become more deliberate about identifying business problems and matching them with external expertise. Those that integrate interim skills effectively into their broader workforce strategy will be better positioned to compete in the Intelligent Economy.

For executives, mainstream adoption increases visibility of opportunity. The interim market remains fragmented and access to assignments can be opaque. A more transparent and liquid marketplace would expand opportunity and may encourage greater diversity within the interim talent pool, which today remains disproportionately white and male. For the market as a whole, it broadens the definition of what an executive career can look like and challenges traditional assumptions about progression and impact.

For organisations that have not yet used interim strategically, what would you challenge them to consider?

I would ask whether their current resource model is agile enough for the pace of change ahead. As AI adoption, regulatory evolution and market disruption accelerate, can they deploy the right expertise quickly enough to stay competitive? Interim is not a signal of instability. In many cases it is a sign of strategic maturity. It reflects an understanding that access to elite executive capability at the right moment can materially alter trajectory. Organisations that treat interim as a proactive lever rather than as a reactive solution tend to transform faster and execute more effectively in volatile markets.

Any other final comments?

I would say this: the question for boards is simple, do you want to be reactive or decisive? Interim leadership is no longer a backup plan. It is a strategic lever. Those who embrace it proactively will move faster, execute with certainty, and shape their own trajectory rather than being shaped by events.

The leadership model is evolving. Whether you are building capability for the next phase of transformation, or you are an executive ready to deploy your expertise in high impact mandates, we would welcome a discreet discussion about how interim can shape your next move.

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Financial Services Leadership Insights | Charlotte Rooney

Luciana Casado — Tue, 24 Feb 2026 14:37:23 +0000

Financial Services Leadership Insights | Charlotte Rooney Luciana Casado

Could you tell us about your practice and areas of focus?

I lead Page Executive’s Financial Services practice, recruiting senior finance, treasury, regulatory and risk leaders across banking, fintech, asset management, private credit and trading. My work centers on finance transformation, regulation, technology and commercial growth, partnering with Csuites and HR to build leadership teams for complex, highpressure environments.

What kinds of roles do you typically recruit for?

I focus on senior and executive hires such as CFOs, Deputy CFOs, Controllers/CAOs, Treasury & ALM leaders, Heads of Regulatory Reporting, FP&A leaders and finance transformation executives. I recruit across global banks, fintechs, brokerdealers, crypto firms, asset managers, private credit and trading infrastructure.

What changes in the industry have had the most significant impact on your work?

Three major shifts have fundamentally reshaped executive hiring in financial services:

Return-to-office: Firms have tightened hybrid policies, making candidates more selective and slowing processes as companies prioritize cultural and longterm fit.
Regulatory evolution: A move toward lighter, more streamlined frameworks is shifting demand from pure reporting roles to commercially minded finance and risk leaders with strong governance.
Technology acceleration: Finance has become a real-time, data-driven function. CFOs now need predictive analytics, automation and transformation experience.

Collectively, these trends have elevated CFOs into strategic operators, commercial partners to the CEO, stewards of capital, drivers of transformation and critical architects of business performance. That evolution is reshaping every executive search we undertake.

What are some emerging roles or skills that employers are increasingly seeking?

We are seeing strong demand for:

Finance leaders with data & analytics capability
CFOs and Controllers with systems transformation experience
Treasury leaders focused on liquidity optimization and capital efficiency
Regulatory leaders who can operate in a lighter-touch regulatory environment
Finance executives with crypto, digital assets, and trading exposure
FP&A leaders who can model volatility and scenario risk

The future finance leader sits at the intersection of finance, technology, risk and strategy.

What’s the biggest mistake companies make in their hiring process?

Moving too slowly and underestimating the importance of the candidate experience.

Senior candidates are often engaged in multiple conversations simultaneously, and delays in feedback, interview scheduling, or decision-making frequently result in lost candidates, failed searches, and increased counteroffers. In today’s competitive market, speed and decisiveness are genuine competitive advantages.

Equally important is the quality of the candidate experience. Executive candidates are assessing an organization just as closely as the organization is assessing them. A process that feels impersonal, disjointed, or overly transactional can quickly damage an employer’s brand and deter high-caliber leaders.

Warm, well-structured and well-communicated processes create momentum and trust. Candidates want to feel valued, respected and informed throughout the journey.

Why did you get into recruitment, and why is recruitment important to you?

After 18 years with Page Group what continues to motivate me is the impact that the right hire can have on an organization.

At executive level, recruitment is never just about filling a role. The right appointment can shape strategy, transform performance, strengthen culture and elevate an entire leadership team. Equally, the right move can be career-defining for an individual.

I enjoy the intellectual challenge of understanding a client´s business, the nuances of a leadership role, the ambitions of a candidate, and then bringing those elements together in a way that creates long-term value for both sides.

Above all, recruitment is about people. I enjoy working with people. I listen carefully, build trusted relationships, and work in close partnership with both clients and candidates to deliver outcomes that go far beyond a single hire.

That combination of strategic impact, problem-solving and human connection is what makes recruitment both challenging and deeply rewarding for me.

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Lateral Moves in 2026: Market Insights by Stephanie Morris

Luciana Casado — Mon, 23 Feb 2026 16:08:38 +0000

Lateral Moves in 2026: Market Insights by Stephanie Morris Luciana Casado

Are We on the Cusp of a Surge in Lateral Moves?

If you thought the lateral recruiting market felt unusually quiet to begin the year, you’re not imagining it. With two factors seemingly at play, law firms are both taking time to reset and reassess their growth strategies, as well as reshuffling their resources to prioritize student recruitment earlier, and earlier. So where does this leave lateral hires and is this the calm before a surge?

Since the pandemic, law firms have dramatically shifted their approach to student recruitment, moving from schoolfacilitated interactions to direct engagement with students. In recent years, the legal hiring market has become so competitive that timelines have accelerated to unprecedented levels. Firms have been interviewing firstsemester 1Ls for 2027 summer programs. Yes, that’s right. They are well and truly underway.

So why the rush to interview students who are only weeks into their legal education? It comes down to competition. Talent acquisition teams have been busy conducting interviews and extending offers to students much earlier to secure top candidates. Given that law firms have finite recruitment resources, particularly those without large, dedicated student hiring teams, something has to give. This shift is all happening alongside broader economic and strategic pressures that are reshaping firms’ priorities.

From what I have seen that “something” has been the lateral market. In my conversations with candidates and firm leaders, combined with the data, there seems to be some truth to this story. According to Firm Prospects Intelligence, lateral attorney moves dropped from 2,343 in January 2025 to 1,261 in January 2026—a 46.2% yearoveryear decline. While striking, this dip likely reflects a strategic reallocation of focus, and importantly, not a diminished need for lateral talent.

And there lies the key point – the lateral market is only experiencing a brief cooldown. The demand for experienced attorneys remains essential for firms looking to offset attrition, meet growth goals, and stay competitive, especially as mergers continue to reshape the industry landscape.

So, although the lateral market may feel slow right now, the broader outlook is much more optimistic. Firms are investing early in students while simultaneously gearing up for a meaningful rebound in lateral hiring. For candidates looking to make a lateral move, this is not a moment for discouragement, it’s a moment to prepare for the next wave of opportunity.

If I can offer a word of advice, I would encourage candidates to stay patient, stay focused, and not read too much into delayed responses. The slower pace is less about your candidacy and more about the current dynamics playing out across the legal recruiting market.

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The Non-Executive Director Role (Q&A)

Anonymous — Tue, 18 Aug 2020 11:02:19 +0000

The Non-Executive Director Role (Q&A) Anonymous (not verified)

Angela Seymour-Jackson is a highly experienced Non-Executive Director. She currently sits on the board of six companies with a diverse portfolio from start ups to big multinational companies.

After our webinar, Exploring the Non-Executive Director Role with Angela, our audience asked her some follow up questions about what it means to be a Non-Executive Director.

HOW TO BE A NON-EXECUTIVE DIRECTOR

Q: Should your CV for a NED role be different from your CV for an Exec role?

I would say definitely yes. I think you want to emphasize the skills and experience that are most relevant for the NED role. I spoke in the webinar session about the characteristics of a good NED, and I think your CV should also try to reflect these where you can.

Q: You mentioned in the webinar that your transition from the C-Suite to NED took about 5 years. Which obstacles, doubts did you encounter during this time, and did you follow a plan to get to the point of full NED, or did you make your decisions along the way?

While I had decided that my end point was to become fully plural, I was open minded about the route to get there. Although I didn’t plan this way, the fact that I ended up doing an executive role alongside a NED role for several years gave me time to develop my experience, but also gave me certainty that a plural life was right for me. I was challenged quite a lot at the outset about whether I was serious about NED roles or whether I would eventually go back to executive life and it took me a couple of years to really build my confidence operating as a NED. I think its important to recognize that you are always learning, to ask for help and support where you need it and to really commit to your own ongoing development.

ANGELA'S SECRETS TO BEING AN EXCELLENT NED

Q: Since the range of companies you are working with is very wide, how much expertise do you need about each company and sector to be able to bring value to each of them and do a good job?

I hate to answer by saying “it depends” but to an extent it does. Board members either bring an understanding of the specific sector, or they bring “horizontal” experience such online consumer, or B2B partnerships. However, I think its fair to say that in more complex sectors such as pharmaceuticals, or some FS, you need a strong base of understanding because it is too difficult to get fully up to speed otherwise.

Q: Do you find it harder to really understand the business when you are not an “insider?"

This is definitely the case and points to one of the key skills and requirements of a good NED - your ability to get under the skin of a new business and understand how it works. Part of this will be your ability to question and probe - your curiosity, if you like. But of course it also means you need to be working at a company where you are assisted in this and not held at arms length.

Q: What are your thoughts on the NEDs responsibility towards other stakeholders, for example toward employees, and society?

Historically, the focus has been on the owners of the business, so shareholders in the listed context. However, I think good businesses and good Directors have always understood that the stakeholders are all interlinked, and arguably, if any one relationship isn’t working well it will impact the other. You only have to look at the current challenges Boohoo are facing to see how impactful this can be. More recently governance codes have required listed UK businesses to explain in their annual reporting how they have taken into account the various stakeholders in their business in making their decisions and I would expect this broader focus to become more important going forwards.

Q: Can a NED role be focused on a specific management function, e.g Human capital, Finance, Supply Chain?

Obviously, every position is slightly different so it’s difficult to give one overarching answer, but in my experience Boards may look for a couple of specific areas of expertise, such as finance transformation or change management but would also expect to see broad experience covering some other areas. Often a brief will set out what is “essential” or most desired and then an additional short list of “preferred” characteristics. Perhaps the exception might be in tech or digital where senior expertise and transformational experience is highly sought after.

Q: Do you approach a NED role with a core area of capability you will deliver to the Board or is it more about a general understanding across the business?

I think you need both, to be honest. Broad based business experience is vital for most NED roles, but then I think each NED brings their own more specific expertise. Ideally, across the Board members this covers a lot of the key areas that business is dealing with. Of course you have to think about each NED role and how your experience can be tailored to suit it when you are going through the selection process.

THE FUTURE OF NEDs

Q: Do you think there is more focus on Diversity and Inclusion in regards to NED candidates?

This has definitely become more of a focus in recent years. In listed firms there has been a strong focus on gender diversity, in part because of shareholder and proxy guidance. Many investors expect to see x% females on a Board for example and may withhold their vote if this is not the case. The spotlight is now shifting to ethnic diversity and I would expect to see more focus on this and more shareholders exercising governance in this area.

Q: Have you experienced being a woman more as an asset or a challenge in your NED role?

I think the focus on diversity, and particularly gender diversity is something I have certainly benefited from. As companies sought to increase diversity, headhunters were often expected to produce 50/50 short lists. So, in that respect, being a woman may have helped get me on a list. However, you still have to be successful through the process and then ensure that your voice is heard around the Board table. For any first time NED there is a learning curve and part of that is ensuring you speak up confidently about issues. Many women have been in that “first time” position and some Boards are better than others at ensuring all voices are heard. I think other groups, such as ethnicity, may face the same obstacles, although I should stress that these are all surmountable!

For more information on Non-Executive Director Roles, make sure to watch the webinar with Angela, Exploring the Non-Executive Director Role.

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The Non-Executive Director Role with Angela Seymour Jackson

Anonymous — Tue, 18 Aug 2020 10:20:17 +0000

The Non-Executive Director Role with Angela Seymour Jackson Anonymous (not verified)

Angela Seymour-Jackson is a highly experienced Non-Executive Director. She currently sits on the board of 6 companies with a diverse portfolio from start ups to big multinational companies.

In our recent webinar, Exploring the Non-Executive Director Role, Angela explains to us more about her multifaceted role as a Non-Executive Director, how to be a NED in today's market and everything you need to know about this vital position.

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Insight Into Cost Transformation

Anonymous — Tue, 05 Nov 2013 11:13:20 +0000

Insight Into Cost Transformation Anonymous (not verified)

In an interview with Shahzad Saleem, managing director for cost transformation within BT plc, the subject of identifying, developing and nurturing talent was a central theme.

In a 12 year career with BT, Shahzad Saleem has been pivotal to the success of the whole concept of cost transformation within the organisation; enjoying seven promotions within this time as a result. MBA and CIMA qualified, his early career incorporated a finance role with Granada Media Group (now ITV) working between London and Manchester, prior to which he ran his own events management business. Shahzad attributes a great deal of value to the lessons and principles he learned running his own business in a very cut throat environment. That he has been able to apply these principles in a key role within a global conglomerate is a source of personal pride.

What is the cost transformation team and how has this remit developed over the years?
The concept of cost transformation started in BT Retail around nine years ago, whilst I was working for Tony Chanmugam, who at the time was Retail CFO. The success of the work in this division meant that the concept was then rolled out group wide when Tony assumed the role of group CFO in 2008. From an embryonic concept 10 years ago, we are now at around 80 heads, growing to 100 and annually deliver in excess of £500m+ in savings.

I established a small team to drive out cost and inefficiency within the organisation. By the nature of our work, our remit has evolved over time, as success and delivery by its very nature becomes more difficult – the savings are harder to come by; the challenges more complex. The low hanging fruit has largely gone and the nature of our work is more complex and challenging but as a result much more rewarding, especially given the scale and impact the projects are having on the bottom line.

Our remit has also broadened, to take ownership of bottom up continuous improvement in addition to the existing complex and end-to-end transformation programmes within the group. Continuous improvement involves the rollout of Lean 6 Sigma across the entire global organisation and is focused on improving employee engagement and empowerment, customer experience and efficiency within the business. This is likely to take us three to four years to deliver.

The third aspect of the team covers the implementation of all our complex and end-to-end change programmes to ensure we deliver the benefits that are signed off.

In short, we effectively perform a range of functions for the organisation that an external consultancy would provide.

What exposure did you have earlier in your career that has enabled you to succeed in this role?
I learned pretty quickly when I was running my own business to recruit people with the skills to supplement my own, as opposed to recruiting people in my own mould. We all learn from each other that way and if you look at my team now it is hugely diverse.

The pressure of running my own business also pushed me to demand a lot from myself – and of course the people that I hired. There was really no choice other than to succeed. I would set ambitious targets for myself and my people and that principle has stayed with me throughout my career. What will I and my team be judged on and, more importantly, how can we exceed that? Also, what skills and building blocks need to be put into place to ensure that we succeed?

What does success look like for the cost transformation team?
Firstly, it is the sense that we know we are making a difference. On a personal level, I get so much satisfaction from knowing that we are making a difference and ultimately having a direct influence on the share price of a FTSE 100 business. In the last four years, £4.7bn has been driven out of the cost base overall at BT; the cost transformation team have been key in delivering on this strategy.

On a wider scale, we also see ourselves as a springboard for talent within the business – numerous people have gone on within the organisation to achieve great things as directors, managing directors and CFOs, having started their careers within cost transformation. The remit of the team has broadened and developed over time, which again is an indication of the value added. This team has been the most successful team in the last nine years in BT of bringing talent in and developing and nurturing them before they grow in bigger roles within the organisation

How have you been able to deliver this?
Through a mixture of hard work, tenacity and resilience. We do not compromise in the people that we hire and we are not afraid to leave gaps until we find the appropriate talent. We have attached a great deal of rigour to our hiring process, ensuring that cultural fit, key competencies and notable achievements are covered in great detail.

Again, our remit has increased as a result of these processes, as we now own the design and delivery of internal assessment centres to benchmark capabilities for all individuals in a change role: in order to give us a platform with which to then develop and coach current and future employees.

Personal development is absolutely key to what we do, with the ability to listen and the desire to learn being fundamental to this.

What do you look for in the people that you hire?
I would say that the basics are demonstrable ambition, a desire to learn, tenacity and resilience. Our team have exposure to some key senior stakeholders in the business and they can sometimes receive firm pushback. Resilience is a quality that I do think can be coached and developed however.

These qualities are key, as we run a flat structure and give people exposure and ownership very quickly. People will present their own work – we will not shield them and present it for them and all will be given regular exposure to senior people in the business including the group CFO.

We want people with the ability to ask questions, to listen and to take stock of feedback, however direct it may be. We will always look at potential as well as a proven track record, but a common denominator is evidence of being able to deliver on a big objective.

Who has been the key influence on your career to date?
Tony Chanmugam, our group CFO. I have been fortunate to work for Tony, one of the top CFOs in Europe, for a great deal of my time with BT. I like that he constantly pushes you, but he cares about people and is a great coach.

Could a dedicated, in-house cost transformation team work elsewhere?
Why not? It has worked for us in terms of delivery, but has also been fantastic as a breeding ground for talent as people cascade throughout the business.

What have you learned along the way?
I think that my two key lessons have been not to take a black and white interpretation of my remit and also to build a great team of people with skills that will supplement mine; as opposed to recruiting to my own mould. What are my responsibilities and how can I exceed them? What is my remit and how can I broaden this? What have we done previously and how can we develop this?

Furthermore, be true to yourself and stick to your principles. Always be prepared to make your voice heard: even if that means taking risks by articulating your point to an audience who may not want to hear it. Can you really add value to an organisation unless you are prepared to do that? I want people to think that I have pushed a business forward and left a legacy of talent along the way.

Always push yourself and solicit feedback; continually ask yourself what are the gaps. And trust your gut.

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