Case Study

Building an In-House Communications Function for a Firm Advancing Quickly Within the Am Law Ranks

Our client firm was experiencing rapid upward movement in the Am Law rankings and  made the strategic decision to bring its communications, PR, and media relations function in-house. Historically managed by an external consultancy, the firm now required a senior leader who could:

• Build and manage an internal and external communications team
  
• Support growth through acquisitions and integration
  
• Navigate internal politics across a decentralized Marketing/Business Development (M/BD) structure
  
• Elevate the firm’s visibility across key media channels
  
• Reposition the firm in line with its evolving market presence
  

The mandate was ambitious. The environment was politically nuanced. The right leader would need both technical depth and exceptional diplomacy.

Complicating matters further, partners across multiple offices – each influential and invested – had differing views on where the role should sit geographically, as well as the ideal firm background and scale of experience the individual should bring. This was not simply a hire; it was a visible signal of the firm’s next chapter. 

Our Approach

For several years, we had maintained a relationship with a senior communications professional whose experience and temperament we knew intimately.

This individual had:

• Built communications, PR, and media relations functions from the ground up at two major firms
  
• Operated within both centralized and decentralized marketing structures
  
• Led teams through mergers and acquisitions from both sides of the table
  
• Developed a reputation for diplomacy, political acuity, and stakeholder trust
  

Importantly, we understood not only their resume, but where their leadership style would thrive. They were progressive yet pragmatic. Strategic yet relational. Known for their ability to feel present across multiple offices and attuned to the priorities of key partners.

When this mandate emerged, the alignment was clear.

The Process

From the outset, the candidate resonated with partners. They demonstrated:

• A structured framework for building an internal communications function
  
• A nuanced understanding of acquisition-related messaging
  
• A credible approach to elevating the firm’s media positioning
  
• The emotional intelligence to navigate competing internal perspectives
  

Because of our long-standing insight into this leader, we were able to guide both sides with clarity – reinforcing where there was natural alignment and thoughtfully managing areas of concern.

We worked closely with both parties to ensure the process reflected the firm’s seriousness and cohesion, while supporting the candidate with candid briefings on partner dynamics, geographic sensitivities, and expectations for visibility.

Throughout, the candidate demonstrated a rare balance: knowing when to lead decisively and when to listen and build consensus.

Strategic Outcome

This candidate quickly became the unanimous front-runner.

Their ability to combine political sensitivity, structural rigor, and a forward-looking communications strategy gave partners confidence that the function would not simply be internalized – it would be elevated.

The firm secured a leader capable of managing growth, complexity, and perception in equal measure.

Our Perspective

At KHS People, we do not match resumes to job descriptions. We invest years in understanding senior leaders – their experience, instincts, and environments in which they are empowered to succeed. When transformational mandates arise, we recognize alignment immediately.

The result is not just a successful placement, but a leader positioned to shape the firm’s trajectory.