What are some of your proudest recent achievements? One of the most significant challenges in the legal industry today is the recruitment, retention and promotion of talented lawyers. I am proud of how Weil has embraced the need to change and evolve to better meet the needs of our newer generation of lawyers. In this past year, in direct response to associate feedback on the length of our partnership track, Weil shortened that track by two years—from 9.5 to 7.5 years—distinguishing us from our peer set. The other initiative that I am incredibly proud of is the rollout of our Weil Legal Innovators program earlier this year. Weil will initially work in partnership with five prominent law schools (with an expectation of future expansion) and more than 20 nonprofit organizations in helping support the next generation of social impact leaders. Through this innovative initiative, Weil is investing $1 million annually for 10 emerging leaders—who have been accepted but not yet matriculated into one of the five premier participating law schools—to work for one year at one on the participating nonprofits. Being able to create change like this is one of the most rewarding aspects of my job.

What does it mean to be a leader? Being a good leader means—first and foremost—setting the tone for the culture of the firm. I always tell people that Weil’s special culture has been the thing that attracted me and kept me here for the past 35 years. I need to sustain and grow that feeling of the firm as a family—one that embraces change and innovation while championing diversity and inclusion and commitment to pro bono and public service. While we are proud of and committed to our strong financial performance, the firm culture is what will always make Weil unique. It is my responsibility to be a chief culture carrier and to give the next generation of lawyers the tools they need to succeed and keep our culture alive and well.