I spent a decade hiring for law firms from the inside. Now I help them from the outside.

I started my career as a recruiting assistant and worked my way up to Director — building that progression across three of the largest and most prestigious law firms in the world: Kirkland & Ellis, Weil Gotshal & Manges, and Locke Lord. Then I spent a year and a half at a boutique wealth management firm, deliberately stepping into a different industry to see how talent and people strategy worked outside of Big Law.

I built recruiting programs, sourcing strategies, onboarding infrastructure, development frameworks and much more — not as someone brought in from the outside, but as a member of the function, doing the work. I sat in the rooms where decisions got made about who to hire, how to build a team, and what it actually took to retain the people worth keeping.

What I kept seeing, across every organization, was the same gap: the teams responsible for hiring and developing people were often the least invested in themselves. Strong recruiting and people strategy had an enormous ripple effect on everything else — culture, retention, growth, morale — but the function itself was treated as an afterthought. I knew I could do something about that.

Law firms run on people. Their lawyers are the product, and the talent, HR, and operations teams behind them decide who gets hired, how they develop, and whether they stay. Those teams are often treated as overhead. I would argue they're the most important seat in the building. Companies hiring for legal roles need that same understanding of how legal teams actually work.

I started The Wilson Co. because I'd seen what happens when these roles are filled well, and (more importantly) what happens when they aren't. Most recruiters placing people into legal have never worked inside a law firm. They know the job description. They don't know the job. I do. And that difference changes everything about how a search gets run and what the right match actually looks like.

I grew up in Nashville and went to college in Texas, where I spent a decade building my career. Then I made the big jump to New York City. I think that says something about an appetite for big energy and bigger ambition. My greatest professional asset has always been my ability to connect with people. Building relationships comes naturally to me, and it's the foundation of every search I run.

Outside of work, I travel as much as possible — new places, new cultures, new perspectives. I spend time with the people I love, including my goldendoodle, who has strong opinions about office hours. I believe the best professionals are whole people, and I try to bring that philosophy into every engagement.