Law firms are operating in an environment that looks dramatically different than it did just a few years ago. Rapid advances in technology, increasingly complex regulations, and heightened client expectations have elevated the importance of experienced executive leadership. As a result, legal Chief Operating Officers have become critical to helping firms improve operational performance while preparing for future growth.
Today’s legal COO is expected to do much more than oversee business operations. These leaders are responsible for aligning strategy across departments, improving financial performance, implementing new technologies, strengthening firm culture, and helping attorneys focus on delivering exceptional client service.
Because the role has become increasingly strategic, firms are investing more heavily in attracting experienced executive talent. Organizations recognize that exceptional leadership directly impacts profitability, efficiency, and long-term competitiveness, making compensation packages more competitive than ever.
Base Salary (50th percentile): $292,861
Total Cash Compensation (90th percentile): Up to $1,099,950, including annual bonuses, incentive compensation, profit-sharing opportunities, and other executive rewards.
COOs influence nearly every aspect of a firm’s performance—from operational efficiency and financial management to recruiting, retention, and strategic planning. Their ability to lead organizations through periods of growth and change makes them one of the most valuable executives within a law firm.
Consequently, compensation has evolved beyond base salary alone. Many firms now offer substantial performance incentives tied to profitability, operational improvements, employee retention, and overall business success.
Artificial intelligence is transforming how legal services are delivered. From automating administrative work to improving legal research and document management, AI is changing the way firms operate.
Chief Operating Officers are increasingly responsible for evaluating new technologies, leading implementation efforts, establishing governance policies, and ensuring firms maximize the value of these investments.
Executives who can successfully balance innovation with risk management are becoming significantly more valuable. Firms recognize that leaders who understand both business operations and emerging technologies are essential to remaining competitive, resulting in stronger compensation packages for candidates with these capabilities.
As regulatory requirements continue to evolve, organizations are placing greater emphasis on executives with expertise in high-demand legal disciplines.
Knowledge of AI governance, cybersecurity, data privacy, regulatory compliance, and legal technology implementation has become a major differentiator in executive hiring. Firms need leaders who can anticipate legal risks while helping the business adapt to changing regulations and client expectations.
This growing need for specialized expertise has made experienced legal COOs increasingly difficult to recruit, driving compensation upward across the market.
Law firms are becoming more comfortable using interim executives to fill leadership gaps, oversee transformations, or guide organizations through periods of transition.
The success of interim leadership has expanded opportunities for experienced legal executives, giving them greater flexibility and bargaining power when considering permanent solutions.
To compete for proven leaders, many firms are enhancing compensation packages with larger bonuses, retention incentives, and long-term rewards designed to secure top executive talent.
The legal services industry continues to expand as businesses navigate increasingly complex regulatory environments, digital transformation initiatives, and heightened legal risk.
As firms grow, so does the demand for experienced operational leadership capable of scaling organizations while maintaining profitability and delivering exceptional client experiences.
This increased competition has placed upward pressure on executive salaries, particularly for leaders with demonstrated success managing complex law firm operations and driving organizational performance.
COOs have become key business leaders within modern law firms. In addition to overseeing daily operations, they play an active role in strategic planning, financial management, talent acquisition, organizational development, and long-term business growth.
They frequently partner with managing partners, executive committees, finance leaders, HR teams, and technology stakeholders to help shape the future direction of the firm.
Because these executives influence both business performance and organizational culture, firms are placing greater value on experienced leadership—and compensation continues to reflect that importance.
Demand for experienced legal COOs continues to grow as law firms navigate technological innovation, regulatory complexity, and evolving business priorities. With median base salaries of $292,861 and total cash compensation reaching $1,099,950, organizations are making significant investments to secure leaders who can drive operational excellence and long-term success.
Artificial intelligence, specialized legal expertise, the increasing use of interim leadership, and sustained industry growth are all contributing to a more competitive hiring landscape. Firms that offer compelling compensation packages and partner with experienced executive search leaders like Gregory Marcelin, JD, and his team at BrainWorks, will be in the strongest position to attract the legal leaders who can shape the future of their organizations.
]]>For 35 years, BrainWorks has grown by making deliberate decisions about how an executive search firm should serve its clients, develop its people, and evolve with the market.
Today, that approach has earned BrainWorks recognition from Forbes as a leading executive search firm. While the recognition is a meaningful milestone, the leadership team sees it less as a destination and more as a reflection of the decisions the firm has made over decades.
From expanding our practice areas to investing in A-level talent, BrainWorks’ growth has been intentional. The firm’s partners—Andy Miller, Cathy Miller, Steve Levitt, and Jon Levitt—have helped shape a business built around a simple idea: exceptional executive search requires more than finding candidates; it requires understanding the business behind the search and becoming a true partner to the organizations being served.
One of the most important decisions BrainWorks made was to build its approach around listening.
Andy Miller points to the firm’s ability to listen carefully, ask intelligent questions, and understand what a client actually needs as a key differentiator. In executive search, that means going beyond the job description to understand the company’s culture, challenges, goals, and definition of success.
The result is a search process focused on the right outcome—not simply the fastest placement. Quality, speed, and results all matter, but they become more valuable when they are grounded in a clear understanding of the client’s business.
That philosophy has shaped how BrainWorks approaches executive recruiting today and has helped establish the level of service expected from a Forbes-recognized executive search firm.
Cathy Miller emphasizes another decision that remained central to BrainWorks: choosing relationships over transactions.
Executive search can easily become transactional. A company has an open role, a search firm finds candidates, and the engagement ends when someone is hired.
BrainWorks has taken a different approach.
We focus on becoming an intimate business partner to our clients—understanding their organization, staying connected beyond individual searches, and building relationships that can support their evolving leadership needs.
That relationship-first approach has influenced how BrainWorks thinks about service and success. The goal is not simply to fill a position; it’s to help clients make better leadership decisions and create long-term value.
Another major strategic decision was expanding BrainWorks’ practice areas.
About 15 years ago, the firm operated with only two or three core practices. Over time, leadership recognized an opportunity to support clients across a much broader range of leadership needs.
That led to the deliberate expansion of the firm’s capabilities, ultimately growing to 14 different areas of practice.
The strategy was not growth for growth’s sake. It was about becoming more valuable to the clients BrainWorks already served.
As organizations’ needs become more complex, BrainWorks wanted to be equipped to help across functions and industries rather than requiring clients to find another partner for their next leadership challenge.
That evolution helped transform BrainWorks from a firm focused on a smaller number of search areas into a broader executive search partner capable of supporting organizations across a wide range of leadership functions.
Perhaps one of the most consequential decisions came approximately six years ago, when BrainWorks changed its model to place a greater emphasis on investing in A-level talent.
Andy Miller describes the shift as a decision to invest in the people responsible for delivering the firm’s service, improving how BrainWorks attracts, recruits, onboards and supports top talent.
The thinking was straightforward: if the firm wanted to deliver exceptional results for clients, it needed exceptional people doing the work.
That investment became a significant growth engine. BrainWorks has since expanded across 14 practice areas and has experienced substantial revenue growth, demonstrating how investing in people can create a ripple effect throughout an organization.
For an executive search firm, this decision is particularly significant. The quality of the service ultimately depends on the quality of the people providing it.
For Steve Levitt, Forbes’ recognition represents something more than an accolade.
When a firm consistently delivers strong service and outcomes for its clients, there is value in making prospective clients aware of what that partnership can provide.
Steve believes it would be a disservice to clients and prospective clients not to communicate the benefits of working with BrainWorks. Forbes recognition creates another opportunity to do exactly that.
The recognition does not define the firm’s quality. Instead, it provides an independent signal that can help introduce BrainWorks to organizations that may not have encountered the firm before.
For a company that has spent 35 years building its reputation, that visibility matters.
For BrainWorks, becoming a Forbes-recognized executive search firm was never the strategy.
The strategy was to make better decisions about how we serve clients, who we bring onto the team, where we invest, and how we evolve alongside the organizations we serve.
Those decisions accumulated over 35 years.
BrainWorks expanded our capabilities because clients needed more. We invested in A-level talent because exceptional service requires exceptional people. We prioritized listening and relationships because executive search is ultimately about understanding people and businesses, not just filling roles.
And throughout that evolution, BrainWorks’ leadership has helped guide the firm with a long-term perspective.
Forbes recognition is a meaningful acknowledgement of that work. But the more important story is what came before it: decades of intentional decisions designed to build a better executive search firm.
This is what BrainWorks believes recognition should reflect—not a single achievement, but a sustained commitment to clients, talent, and results.
After 35 years, the lesson is simple: exceptional businesses are not built by accident. They are built one intentional decision at a time.
]]>The role of the Sales Leaders within the consumer packaged goods (CPG) industry has evolved significantly as brands navigate changing consumer behaviors, new distribution models, and increased competition across retail and digital channels.
Historically focused on driving revenue through traditional retail relationships and account management, today’s Sales Leaders are expected to do much more. Modern sales leaders must build high-performing teams, identify growth opportunities, leverage data and technology, strengthen customer partnerships, and create strategies that support long-term business growth.
As CPG organizations continue to adapt to shifting consumer expectations and expanding sales channels, demand for experienced sales leadership has increased. Companies are seeking Sales Leaders who can balance strategic vision with execution, understand evolving marketplace dynamics, and deliver measurable commercial results.
This increased responsibility has contributed to rising compensation levels for CPG Sales Leaders, particularly for leaders who bring experience across omnichannel sales, digital commerce, innovation, and emerging technologies.
Base Salary (60th Percentile): ~$235,300
Total Cash Compensation (90th Percentile): Up to ~$391,200 including bonuses, incentives, and performance-based compensation.
Compensation at this level reflects the critical role Sales Leaders play in driving revenue growth, expanding market share, managing customer relationships, and developing sales strategies that directly impact business performance.
Because of the revenue-generating nature of the position, compensation is often closely tied to measurable outcomes such as sales growth, customer acquisition, account expansion, profitability, and achievement of commercial goals.
The CPG landscape has shifted beyond traditional retail channels. As brands increasingly invest in direct-to-consumer (DTC) strategies, e-commerce platforms, and omnichannel selling models, sales leaders with experience navigating these environments are becoming increasingly valuable.
Sales Leaders who understand how to balance retail partnerships with digital growth opportunities bring a unique skill set to organizations looking to expand their market presence.
Experience building DTC strategies, optimizing digital sales channels, and identifying new revenue opportunities can significantly impact compensation as companies prioritize leaders who can drive growth across multiple platforms.
Artificial intelligence is transforming how CPG companies approach sales strategy, forecasting, customer insights, and commercial decision-making.
Sales leaders who understand how to leverage AI tools and data-driven technologies are becoming increasingly sought after. From improving demand forecasting and identifying consumer trends to optimizing sales processes and improving team productivity, AI expertise is becoming a differentiating factor in executive hiring.
As organizations continue integrating technology into their commercial strategies, Sales Leaders who can combine traditional sales leadership with digital fluency are positioned for greater compensation opportunities.
CPG companies continue to face challenges including changing consumer preferences, pricing pressures, increased competition, and evolving retail dynamics.
Sales Leaders who can identify new opportunities, strengthen customer relationships, negotiate effectively, and lead teams through periods of change are highly valued by employers.
Organizations are willing to invest in sales leaders who have demonstrated success growing revenue, expanding distribution, improving customer partnerships, and delivering measurable business results.
While compensation remains a major factor in attracting top CPG sales talent, it is no longer the only consideration. Flexible work arrangements, professional development opportunities, and clear career progression paths have become important components of competitive executive packages.
Sales professionals increasingly value organizations that provide opportunities to grow, develop new skills, and build long-term careers. Companies that pair strong compensation programs with flexibility and investment in employee development are better positioned to attract and retain top-performing sales leaders.
Sales leadership compensation is closely connected to business performance. Many Sales Leader compensation packages include annual bonuses, incentives, and other performance-based components tied to revenue achievement and commercial objectives.
Organizations recognize the value of leaders who can consistently deliver results, build strong sales teams, and create scalable strategies for growth. As a result, executives with a proven track record of exceeding sales goals and driving profitable growth continue to command premium compensation packages.
Sales Leader compensation continues to increase as companies compete for leaders who can drive growth, navigate evolving consumer markets, and build successful sales strategies across traditional and emerging channels. With base salaries around $235,300 and total cash compensation reaching up to $391,200, these leaders are being rewarded for their ability to deliver measurable commercial impact.
Factors such as direct-to-consumer expansion, AI adoption, omnichannel sales expertise, flexible work expectations, and performance-based incentives are all shaping the future of CPG sales leadership compensation.
As organizations continue to prioritize growth and innovation, companies that offer competitive compensation structures, meaningful career opportunities, and partnerships with industry experts like Jordan Kaliher and the BrainWorks CPG team will be best positioned to secure exceptional sales talent.
]]>Business leaders have never had access to more information than they do today. From customer behavior and financial performance to operational efficiency and market trends, organizations are collecting massive amounts of data every day. The challenge is no longer obtaining data—it’s finding leaders who know how to use it.
Across industries, executive hiring is shifting toward leaders who can transform data into strategic action. Companies are increasingly seeking executives who combine industry expertise with analytical thinking, enabling them to make smarter decisions, improve performance, and identify opportunities before competitors do.
At BrainWorks, our practice leaders are seeing this trend firsthand. Whether it’s finance, life sciences, consumer packaged goods, or technology, organizations are placing a premium on executives who lead with insights rather than intuition.
For years, experience and instinct were often considered the defining qualities of exceptional leadership. While those qualities remain valuable, today’s business environment demands more.
Markets move faster. Customer expectations change quickly. AI is accelerating decision-making. Organizations need leaders who can confidently interpret data, identify trends, and make informed decisions backed by measurable insights.
Data-driven leaders don’t simply review reports; they ask better questions, uncover opportunities others miss, and create strategies based on evidence rather than assumptions.
As organizations continue investing in digital transformation and artificial intelligence, executives who can bridge business strategy with analytics are becoming some of the most sought-after leaders in the market.
According to Todd Shiner, Vice President and Practice Leader of BrainWorks’ Accounting & Finance Practice, access to clean, reliable data is fundamentally changing executive decision-making.
“With access to clean data, executives can drive decisions based on KPIs—not gut feeling. This allows them to develop more thoughtful strategies and move the business forward with confidence, knowing they can rely on trusted insights.”
Finance leaders are no longer expected to simply report historical performance. Today’s CFOs, Controllers, FP&A leaders, and finance executives are strategic advisors who help shape the future of the business through forecasting, predictive analytics, and performance metrics.
Organizations increasingly value finance executives who can connect financial data to business strategy, helping leadership teams make faster, more informed decisions with greater confidence.
As organizations continue to modernize, leaders must be able to navigate increasingly sophisticated digital ecosystems.
Cordelia Kane, National Practice Leader of BrainWorks’ Life Sciences Practice, believes that the abundance of available data has fundamentally changed what organizations expect from executive leadership.
“As we continue to advance in the digital age, organizations have access to more data and analytics than ever before to guide strategic decision-making. Success depends on leaders who embrace a data-driven mindset, leveraging digital tools and insights to measure performance, identify opportunities, and make informed decisions that drive future growth. The ability to translate digital metrics into meaningful business outcomes is no longer a competitive advantage; it’s a necessity.”
This shift extends far beyond life sciences. Across healthcare, manufacturing, private equity, consumer products, and technology, executives are expected to understand digital metrics, evaluate performance, and make decisions based on objective business intelligence.
Organizations aren’t simply hiring leaders who understand technology; they’re hiring leaders who know how to use technology and data to drive measurable growth.
One of the clearest examples of this evolution can be found in consumer packaged goods (CPG).
According to Daniel Sivertsen, National Practice Director of BrainWorks’ Consumer Packaged Goods Practice, relationship-driven selling remains important but is no longer enough.
“The traditional sales team in CPG was built on relationships with buyers, distributors, and merchandisers. Those relationships still matter, but leadership is now demanding a data-driven skill set.”
Today’s sales executives are expected to understand pricing and margins, leverage AI tools, analyze consumer purchasing behavior, and make strategic decisions using market data.
Questions like these are now central to sales strategy:
Rather than relying solely on personal relationships, leading organizations are using data to determine where to invest resources and how to maximize growth.
The result is a new generation of commercial leaders who blend relationship management with analytical decision-making.
Having access to data is only valuable if organizations trust it.
Guy Gomis, SVP and National Practice Leader of BrainWorks’ AI, Data/Data Science/Analytics & Tech Practice, points to an article from Sapphire Ventures as an excellent framework for organizations building stronger data capabilities.
The article emphasizes that organizations often focus too heavily on finding the “perfect KPI” while overlooking the foundational elements that make data useful in the first place. Instead, successful organizations prioritize:
Without these foundations, organizations risk creating inconsistent reporting and making decisions based on conflicting information rather than trusted insights.
As AI adoption accelerates, these principles become even more important. High-quality data remains the foundation for accurate forecasting, automation, and strategic decision-making.
The demand for data-driven leadership is no longer limited to technology organizations. Every industry is looking for executives who can interpret data, challenge assumptions, and translate insights into business outcomes.
Whether it’s a CFO guiding investment decisions, a life sciences executive leveraging digital analytics, or a commercial leader redefining sales strategy, organizations increasingly recognize that data-informed leadership creates competitive advantage.
The executives who thrive in the years ahead won’t simply have access to more information—they’ll know how to use it to make smarter decisions, move faster, and create lasting business value.
At BrainWorks, we’re seeing this shift across every market we serve. Companies aren’t just hiring experienced leaders—they’re seeking executives who combine strategic vision with analytical rigor to help their organizations navigate an increasingly data-driven future.
]]>The role of the Vice President of Marketing has transformed dramatically over the past several years. Once primarily responsible for brand awareness and campaign execution, today’s marketing leaders are expected to drive business growth, influence revenue strategy, leverage advanced technologies, and create measurable impact across the entire customer journey.
As organizations place greater emphasis on data-driven decision-making and customer engagement, VP of Marketing talent has become increasingly competitive. Companies are seeking executives who can blend creativity with analytics, lead modern digital strategies, and align marketing initiatives directly with organizational goals.
This increased strategic responsibility has driven significant growth in VP of Marketing compensation. Organizations are willing to invest heavily in executives who can build high-performing teams, navigate changing consumer behaviors, and deliver measurable returns on marketing investment.
Base Salary (60th Percentile): ~$329,400
Total Cash Compensation (90th Percentile): Up to ~$609,600 including bonuses, equity incentives, and performance-based awards.
This level of compensation reflects the growing influence marketing executives have on revenue growth, customer acquisition, brand positioning, and overall business strategy. In many organizations, the Vice President of Marketing plays a critical role in connecting customer insights, product strategy, sales alignment, and company growth objectives.
Because of the strategic visibility of the role, compensation is often tied to performance metrics such as revenue contribution, customer acquisition, pipeline generation, market expansion, brand growth, and overall business outcomes.
Artificial Intelligence is rapidly changing how organizations approach marketing. From predictive analytics and customer segmentation to content creation, personalization, and campaign optimization, AI-powered tools are becoming essential components of modern marketing strategies.
VPs of Marketing who understand how to strategically implement AI technologies are commanding stronger compensation packages. Companies recognize that leaders who can leverage AI effectively can improve efficiency, create more personalized customer experiences, and generate greater marketing impact.
As AI adoption continues to accelerate, executives who combine traditional marketing expertise with technological fluency are becoming some of the most sought-after leaders in the market.
Consumer attention spans and digital engagement habits continue to evolve. Platforms centered around short-form video, creator partnerships, and authentic user-generated content have changed how brands connect with their audiences.
Organizations increasingly value Marketing VP leaders who understand how to develop scalable content strategies across emerging channels while maintaining brand consistency and driving measurable results.
Executives with experience leveraging short-form multimedia, social first campaigns, influencer partnerships, and UGC strategies are increasingly positioned for higher compensation due to their ability to keep brands competitive in a rapidly changing digital landscape.
Many organizations are asking marketing teams to deliver greater results without significantly increasing headcount or budgets. This has elevated the importance of strategic leaders who can maximize resources, prioritize high-impact initiatives, and build efficient marketing operations.
Marketing VPs who can successfully manage lean teams, implement efficient workflows, leverage automation, and demonstrate clear ROI are increasingly valuable to employers.
As expectations continue to grow, companies are rewarding executives who can balance strategic vision with operational excellence and measurable business outcomes.
The competition for elite marketing leadership extends beyond compensation alone. Flexible work arrangements, professional development opportunities, and investments in executive growth continue to influence hiring and retention decisions.
Top marketing executives increasingly prioritize organizations that support continuous learning, particularly as technologies, platforms, and consumer expectations evolve rapidly.
Companies that offer competitive compensation alongside flexibility and career development are often better positioned to secure and retain high-performing marketing leaders.
The modern VP of Marketing is no longer measured solely by brand awareness or campaign performance. Today’s leaders are accountable for revenue growth, customer acquisition, and long-term market positioning.
As a result, compensation packages increasingly include performance-based incentives, annual bonuses, equity opportunities, and long-term awards tied directly to business results.
Organizations are willing to pay premium compensation for marketing executives who can demonstrate a history of driving growth, scaling teams, entering new markets, and turning marketing into a measurable revenue engine.
Vice President of Marketing compensation continues to increase as organizations compete for executives who can combine strategic leadership, digital expertise, AI adoption, and measurable business impact. With base salaries around $329,400 and total cash compensation reaching up to $609,600, these leaders are being rewarded for their ability to drive growth in increasingly complex and competitive markets.
Factors such as AI adoption, the rise of short-form and user-generated content, leaner marketing organizations, flexible work expectations, and performance-based incentives are all contributing to the growing value of high-performing marketing executives.
As companies continue to elevate the role of marketing with the executive leadership team, organizations that offer competitive compensation structures, meaningful development opportunities, and partner with industry experts like Kelly Maslow and the BrainWorks Sales & Marketing team will be best positioned to secure exceptional Marketing VP talent.
]]>Choosing an executive search firm is one of the most important decisions an organization can make. The leaders you hire shape company culture, drive strategy, inspire teams, and ultimately determine the future trajectory of your business. That’s why partnering with a firm recognized for excellence matters.
BrainWorks is proud to be recognized by Forbes as one of America’s top executive recruiting firms—a recognition that reflects more than just successful placements. It represents our unwavering commitment to delivering exceptional client experiences, maintaining the highest standards in executive search, and connecting organizations with transformative talent.
For our clients, this Forbes recognition serves as validation of the values and principles that have guided BrainWorks for more than three decades: partnership, industry expertise, urgency, transparency, and an uncompromising commitment to quality.
The strongest executive searches begin long before candidate outreach. They start with understanding the organization behind the role.
At BrainWorks, we approach every engagement as an extension of our client’s team. We invest time in understanding your business strategy, company culture, leadership dynamics, growth goals, and the unique challenges you’re trying to solve. A resume can tell us what a candidate has done, but understanding your organization allows us to determine who will thrive within it.
This deep level of partnership is what separates a transactional recruiting experience from a true strategic executive search partnership.
Our clients trust us not only to identify qualified professionals, but to introduce leaders who align with their vision and have the capability to create meaningful business impact.
A hallmark of a top executive search firm is discipline.
The best executive recruiting partners don’t overwhelm clients with a high volume of resumes. Instead, they conduct a thorough search process, rigorously evaluate candidates, and present only those individuals they believe have the potential to succeed within the organization.
At BrainWorks, every candidate we introduce represents the result of extensive market research, thoughtful evaluation, and meaningful conversations. We don’t send candidates simply because they meet a checklist of qualifications; we present leaders we are confident can contribute to your long-term success.
That commitment to quality helps our clients make hiring decisions with greater confidence.
In today’s competitive talent market, waiting months to secure the right leader can create significant business challenges. However, speed should never come at the expense of quality.
We understand how to balance urgency with precision. At BrainWorks, we move quickly while maintaining the rigorous standards that define our search process. From the moment we begin an engagement, we maintain momentum, provide consistent updates, and ensure our clients always have visibility into the progress of their search.
Communication and transparency are not an afterthought—they are fundamental to the client experience.
The best executive search firms understand that a placement is not the finish line—it’s the beginning of a long-term relationship.
Our goal is not simply to fill an open position. We aim to be a trusted advisor who understands your evolving business needs, provides insight into the talent market, and helps you build leadership teams that position your organization for the future.
Being recognized by Forbes as a top executive search firm is an incredible honor, but the true measure of our success is the achievements of our clients and candidates.
Every search we conduct, every conversation we have, and every partnership we build is guided by the same standard of excellence that earned this recognition.
Because exceptional organizations deserve exceptional leaders; and finding those leaders requires a partner committed to excellence at every step.
]]>When organizations think about attracting top executive talent, compensation is often the first lever that comes to mind. While competitive pay remains important, today’s most sought-after leaders evaluate opportunities through a much broader lens.
Executive candidates are asking deeper questions: Is the business positioned for growth? Does the leadership team have a compelling vision? Is the investment thesis credible? Will I have the authority, resources, and support to make an impact? Does the culture align with how I want to lead?
To better understand what drives executive decision-making, we gathered insights from our practice leaders across industries and functional specialties. Their perspectives reveal a consistent theme: top performers are looking for opportunities where they can create meaningful value, not simply collect a paycheck.
The executive talent market has changed significantly over the last several years. Leaders have become more selective about where they invest their time, energy, and expertise. The most attractive opportunities combine strong business fundamentals with a compelling leadership challenge.
While specific priorities vary by industry and company stage, several themes emerged consistently across our conversations.
According to Bob Carignan, Practice Leader of our Industrial Practice, top executives are drawn to organizations that are evolving, growing, and improving.
The highest-performing leaders want to leave a mark. They are energized by opportunities to transform operations, modernize processes, enter new markets, improve profitability, or reposition a business for long-term success.
Whether it’s leading a turnaround, executing a growth strategy, or preparing an organization for a future transaction, transformational work creates the type of challenges that attracts ambitious leaders.
For employers, this means clearly articulating not only where the business is today, but where it’s headed and how the executive will contribute to that journey.
Executive candidates increasingly seek roles that provide genuine decision-making authority and accountability.
Top performers want their title to match their remit. They are looking for opportunities where they can influence strategy, make critical business decisions, and directly impact outcomes.
As Jeff Fix, PE & Portfolio Company Leadership Practice Leader, notes, executives are often attracted to opportunities that offer broader P&L responsibility and the ability to create value through hands-on leadership.
The larger opportunity to influence results, the more attractive the role becomes.
Before accepting a new opportunity, experienced executives conduct their own due diligence.
They evaluate the quality of the leadership team, governance structure, financial health, competitive positioning, and overall business strategy. They want confidence that the organization has a realistic path to achieving its goals.
For private equity-backed companies, this often means assessing the investment thesis itself.
Is the strategy believable? Is there a clear path to value creation? Are there necessary resources available? Does the capital structure support growth?
Strong executives want challenging situations, but they also want confidence that success is achievable.
Organizations that can clearly communicate their strategy, growth plan, and financial foundation gain a significant advantage in executive recruiting.
While financial incentives may attract attention, culture and purpose often determine whether an executive ultimately accepts an opportunity.
For leaders evaluating long-term career moves, organizational values matter. Executives want to understand how decisions are made, how teams collaborate, and whether the culture aligns with their leadership style.
Cordelia Kane, Practice Leader of our Life Sciences Practice, notes that many executives are increasingly attracted to organizations that demonstrate a commitment to their employees, customers, communities, and broader social impact.
Leaders want to feel connected to the mission they are helping advance.
For non-private equity organizations in particular, purpose often plays an even larger role because executives are evaluating a longer-term commitment and legacy opportunities.
Top performers want to build and lead organizations that are moving forward.
Executives are naturally attracted to companies that invest in innovation, embrace new ideas, and maintain a clear competitive advantage. They want to lead businesses with differentiated products, services, or business models—not organizations competing solely on price in commoditized markets.
Innovation signals growth potential, market relevance, and future opportunity—all factors that make an organization more attractive to high-caliber leaders.
Executive candidates remain highly focused on how a role fits into their broader life priorities.
While senior leaders often accept demanding responsibilities, many are still evaluating flexibility, work-life integration, travel expectations, and workplace structure when considering opportunities.
Hybrid and remote work arrangements continue to influence executive decision-making, particularly when candidates are comparing multiple opportunities.
Organizations that offer flexibility while maintaining strong performance expectations often gain an advantage in competitive searches.
For private equity-backed organizations, equity remains one of the most powerful executive attractors, according to Jeff Fix.
Beyond base salary and annual bonus, executives want to participate directly in the value they help create.
The opportunity to build enterprise value and share in the financial outcome creates strong alignment between leadership and investors. However, equity alone is rarely enough.
Executives also want confidence in the leadership team, governance structure, investment thesis, and overall likelihood of achieving a successful exit.
When those elements align, equity becomes a compelling accelerator rather than simply another compensation component.
Organizations competing for executive talent should recognize that recruiting is no longer solely about compensation.
The strongest candidates evaluate opportunities holistically. They want:
Companies that effectively communicate these elements during the recruiting process are significantly more likely to attract and secure top executive talent.
The question is no longer simply, “What are we paying?”
The more important question is, “Why would a top executive choose to build the next chapter of their career here?”
Organizations that can answer that question clearly will continue to win the competition for leadership talent.
]]>The award ranking is based on an independent survey of peers and clients. The survey was conducted among experts from the fields of recruitment consulting and human resources, as well as candidates who have worked with recruiting firms. The ranking is based on over 18,000 recommendations from over 13,000 participants. This prestigious award highlights the firm’s continued commitment to excellence, innovation, and unmatched client and candidate satisfaction in the recruitment industry.
“This recognition reflects the trust our clients place in us every day and the dedication of the team to delivering exceptional results,” says Andy Miller, BrainWorks Founder & CEO. “Being named to Forbes’ list reinforces our commitment to helping organizations secure the leaders and professionals who drive business success. We’re honored by this achievement and energized to continue creating meaningful impact for our clients and candidates.”
Based on the results of the study, BrainWorks is honored to be recognized on the Forbes list of America’s Best Recruiting and Temporary Staffing Firms 2026.
As the job market continues to evolve, BrainWorks remains committed to leading with integrity, agility, and a people-first mindset. For more information about BrainWorks and its award-winning recruitment services, visit brainworksinc.com.
]]>The role of the Vice President of Sales has evolved significantly over the last several years. Once viewed primarily as revenue drivers, today’s sales leaders are expected to balance strategic growth initiatives, team performance, technology adoption, forecasting accuracy, and talent retention—all while navigating increasingly competitive markets.
As organizations prioritize scalable revenue growth, Sales VPs have become some of the most highly sought-after executives in the market. Companies are investing heavily in leaders who can build high-performing teams, improve sales efficiency, and align commercial strategy with long-term business objectives.
This demand is especially strong in SaaS and technology-driven industries, where organizations are racing to secure experienced sales leadership capable of accelerating growth in crowded markets. As competition intensifies, compensation packages for top sales executives continue to climb.
Base Salary (60th percentile): ~$291,600
Total Cash Compensation (90th percentile): Up to ~$1,283,900 including bonuses, commissions, equity incentives, and retention packages.
This level of compensation reflects the enormous influence Sales VPs have on revenue generation, customer acquisition, and organizational growth. In many organizations, these leaders directly impact market expansion, sales productivity, and overall company valuation.
Because of the high visibility and accountability tied to the role, compensation is often heavily performance-based, with incentives tied to revenue attainment, pipeline growth, customer retention, and team performance metrics.
Artificial intelligence is rapidly transforming modern sales organizations. From predictive forecasting and pipeline management to automated outreach and buyer intelligence, companies are increasingly prioritizing sales leaders who understand how to leverage AI to improve performance.
Sales VPs who can successfully integrate AI-driven tools into sales strategy are commanding premium compensation. Organizations recognize that leaders with strong analytical and technological capabilities can improve efficiency, increase conversion rates, and drive scalable growth.
As AI adoption accelerates, executives who can combine traditional sales leadership with data-driven decision-making are becoming significantly more valuable in the market.
Sales burnout continues to be a major concern for organizations. Recent data shows that 61% of sales representatives report feeling underappreciated in their roles, contributing to increased turnover and disengagement.
For employers, retaining top talent has become a critical priority. As a result, companies are placing greater emphasis on hiring experienced Sales VPs who can build strong cultures, improve morale, and create sustainable performance environments.
Leaders who demonstrate an ability to reduce attrition, develop talent, and maintain team engagement are increasingly being rewarded with stronger compensation packages and long-term incentives.
Flexibility remains a major factor in executive recruiting and retention. While sales has traditionally been viewed as a highly relationship-driven and travel-heavy function, many organizations are now embracing hybrid and remote leadership models.
Sales VPs who can successfully manage distributed teams, maintain culture remotely, and drive performance across multiple geographies are in especially high demand.
Companies that offer flexibility alongside competitive compensation are often better positioned to attract high-performing sales executives in highly competitive hiring environments.
SaaS companies continue to aggressively expand their commercial organizations, creating intense competition for experienced sales leadership talent.
At these organizations scale, they require Sales VPs who can quickly build teams, establish repeatable sales processes, and drive predictable revenue growth. The pressure to outperform competitors has pushed many companies to increase compensation packages in order to secure proven leaders.
In fast-growth environments, organizations are often willing to pay substantial bonuses, equity incentives, and performance-based compensation to attract executives with successful track records in scaling revenue teams.
Today’s Sales VP is no longer focused solely on hitting quota. These executives are deeply involved in strategic planning, customer experience, cross-functional collaboration, and market expansion initiatives.
Sales leaders are now expected to partner closely with marketing, operations, finance, and executive leadership to align revenue strategies with broader business goals.
Sales VP compensation who can combine strong leadership skills with operational discipline and strategic thinking are commanding higher compensation because of the direct impact they have on long-term business performance.
Sales VP compensation continues to rise as organizations compete for leaders capable of driving revenue growth in increasingly complex and competitive markets. With base salaries around $291,600 and total cash compensation reaching up to $1.283M, these executives are being rewarded for their ability to lead teams, scale organizations, and deliver measurable business outcomes.
Factors such as AI adoption, burnout reduction, flexible work environments, and SaaS expansion are all contributing to the growing value of high-performing sales leadership.
As companies continue investing in growth, organizations that offer competitive compensation structures, strong leadership support, and work with industry expert recruiters like Kelly Maslow and the BrainWorks Sales & Marketing team, will be best positioned to secure top-tier sales executives in a rapidly evolving market.
]]>Employee retention has become one of the most important priorities for today’s HR leaders. As workforce expectations continue to evolve, organizations are shifting their retention efforts away from generic perks and toward practical, meaningful strategies that address why employees leave in the first place.
Through conversations with dozens of senior HR leaders across industries, Doug Anthony, Practice Leader of BrainWorks’ Human Resources Practice, has observed several emerging trends shaping the future of employee retention. Rather than relying on surface-level benefits, organizations are becoming more intentional about building workplace environments where employees see opportunities to grow, contribute, and build long-term careers.
One of the biggest shifts happening right now is the focus on career mobility and succession planning. Employees don’t just want a job; they want to know where that job can take them. When that path isn’t clear, people start to look elsewhere.
More organizations are responding by mapping out internal career ladders, making promotion criteria more transparent, and actively encouraging employees to apply for new roles internally. It’s not just about climbing upward either; lateral moves that build new skills are being treated as just as valuable for long-term growth.
Companies are beginning to recognize that giving employees opportunities to explore different departments, projects, or responsibilities can strengthen retention just as much as traditional promotions. These cross-functional experiences help employees build broader skill sets, adapt to changing business needs, and prepare for future leadership roles.
At the same time, employees gain a stronger sense that their development is being invested in, which increases engagement and loyalty. Instead of viewing career progression as a straight line up the organizational chart, many workplaces are starting to see it as a more flexible and personalized journey.
Leadership development has also become a major priority. A growing body of feedback across industries keeps pointing to the same issue: people don’t leave companies; they leave managers.
Poor management, lack of communication, and inconsistent support continue to be some of the top drivers of employee turnover. In response, companies are investing more heavily in leadership development programs that prepare managers to lead people, not just manage tasks.
That includes coaching on communication, feedback delivery, emotional intelligence, and supporting career development within their teams. Organizations that invest in stronger leaders are finding that they are better positioned to improve employee engagement, strengthen workplace culture, and retain top talent.
Forward-thinking businesses are also relying heavily on employee listening strategies, including employee engagement surveys and stay interviews.
Rather than waiting for exit interviews to understand what went wrong, organizations are working to identify issues before employees decide to leave. Stay interviews are becoming increasingly common because they provide employees with an opportunity to openly discuss what’s working, what’s not, and what factors might cause them to consider other opportunities.
When this feedback is taken seriously, HR leaders can identify patterns, uncover retention risks, and develop targeted improvement strategies that support both employees and business objectives.
Compensation is another area receiving renewed attention, and not just because of economic pressures.
Employees are more informed than ever about market rates, and if compensation feels misaligned, it can be enough to encourage them to explore other opportunities. As a result, HR leaders are conducting compensation benchmarking more frequently to ensure salaries remain competitive within their industries.
Competitive compensation is no longer viewed solely as a recruiting tool. It has become a critical component of employee retention, helping organizations retain high-performing talent while reinforcing that employees are valued fairly for their contributions.
Beyond pay and promotion opportunities, companies are also rethinking how they recognize employees and welcome them into the organization, paying close attention to changing expectations across generations.
What motivates a Baby Boomer is often very different from what motivates a Gen Z employee. While some employees may value stability, formal recognition, and long-term rewards, others may prioritize flexibility, frequent feedback, purpose-driven work, and opportunities for personal growth. Because of this, organizations are moving away from one-size-fits-all engagement strategies and creating more personalized approaches that resonate across different employee groups.
Recognition programs, when implemented consistently and meaningfully, help reinforce that employees’ contributions matter and strengthen their sense of belonging within the organization.
At the same time, onboarding is increasingly being treated as more than a checklist of paperwork and policies. Many organizations now view onboarding as the foundation of the overall employee experience.
A growing number of HR leaders believe that onboarding begins the day a candidate accepts an offer; not their first day on the job. Early communication, relationship building, and cultural integration can significantly influence how connected and engaged new hires feel before they officially start.
A thoughtful onboarding process helps employees build relationships, understand company culture, and gain confidence in their roles early on. When employees feel supported and connected from the beginning, they are more likely to become engaged, productive, and committed over the long-term.
In this way, onboarding plays a critical role not only in helping employees transition into a new role but also in shaping retention, performance, and organizational culture from day one.
At the core of all these retention efforts is a simple goal: creating an environment where employees feel heard, supported, fairly compensated, and able to grow without needing to leave to move forward.
When those conditions are in place, employee retention stops being about preventing turnover and becomes more about creating meaningful reasons for people to stay. Organizations that invest in career development, leadership effectiveness, employee engagement, competitive compensation, and strong onboarding experiences are building cultures where employees see a future and choose to be part of it.
Editor’s note:
Doug Anthony and Danielle Hinz would like to thank the many HR leaders who contributed insights and perspectives that helped shape these observations. Your willingness to share experiences and best practices continues to advance the conversation around employee retention and talent management.
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