Section 01
Who Leads the Firm
Click any role to see how to work with them.
Managing Partner / CEO
"CEO" vs "Managing Partner" signals how the firm views itself as a business. Sets strategy, owns culture, controls priorities.
What they care about
Firm growth, partner satisfaction, talent retention, reputation, and the long-term value of what they've built.How to approach
Lead with firm-level impact. Benchmark against peers. Show that your initiative supports the firm's stated strategic priorities.Executive Committee
Strategic oversight and governance body. Approves firm-wide decisions. Accountable to equity partners.
What they care about
Risk management, firm-wide consistency, partner alignment, and protecting the firm's reputation and finances.How to approach
If your initiative needs Executive Committee approval, have the MP or a champion partner present it. Don't go directly to the committee without internal alignment first.Equity Partners / Shareholders
Own the firm. Capital contributors. Profit share. Their income is directly tied to every dollar spent.
What they care about
Partner draws, client retention, origination credit, firm reputation, and whether the firm is on a path to growth or stagnation.How to approach
Every ask is personal — it's their money. Lead with ROI in dollars. Use peer firm benchmarks. Show risk mitigation. The ask comes second.Most protective of spend. Every unspent dollar goes to their paycheck — that's not a metaphor.
Non-Equity / Income Partners
Partner title without ownership. Fixed comp. On track to equity. High influence, less formal power.
What they care about
Building a book of business, proving they deserve equity, being seen as a strategic thinker by equity partners above them.How to approach
Excellent internal champions. Bring them in early and give them credit. Your initiative becomes their initiative — that's a win-win.Directors, Managers & Staff
The delivery engine. The leverage pyramid lives here. Client work, billing hours, building expertise.
What they care about
Career growth, interesting work, being recognized, compensation, and not being pulled off billable work for non-billable tasks.BD relevance
Managers and directors are often the closest to clients day-to-day. Training them to spot opportunities and have BD conversations is one of the highest-leverage BD & growth investments a firm can make.