General Edition – 2025 Curated Salary Data & Intelligence

2025 Curated Salary Data & Intelligence for Legal Business Development & Marketing Professionals Release Date: October 2025

GENERAL EDITION KHSPEOPLE .COM

Intended for Coordinators to Senior Directors

FROM THE FOUNDER & CEO

O

ne of the most compelling insights from this year’s survey is about working arrangements, and it’s about what they represent. Across all firm sizes and seniority levels, the same priority keeps emerging: trust.

More than salary and more than title, trust has become the true measure of value.

As workplace expectations continue to evolve, trust is no longer a soft concept or a nice-to-have. It is quickly becoming a measurable, strategic advantage that directly influences how firms attract, engage, and retain talent.

The conversation has moved well beyond whether someone can work remotely or follow a hybrid schedule. The focus now is on the signal those arrangements send. Flexibility is no longer just about convenience. It has become a visible marker of trust.

A firm that allows professionals to manage their own schedules is, in effect, saying: We trust you to perform, to manage your time, and to meet expectations without constant oversight.

We are also well past the stage of treating flexible working as an arithmetic exercise—tallying days in the office versus days remote. The conversation is no longer about balancing presence; it is about reinforcing professional ownership. Flexibility has never been a concession to disengagement, nor a mechanism to reduce accountability. On the contrary, it reflects the recognition that business professionals are entrusted to manage their time, their matters, and their client commitments with autonomy and discipline.

This recalibration reframes how value is measured.

Contribution is not determined by frequency of attendance but by the rigor, influence, and outcomes of the work itself. The expectation is clear: professionals are relied upon to steward their time responsibly, to deliver consistently for clients, and to maintain the standards of their firms regardless of location. In this sense, flexibility is not the absence of structure; it is the presence of trust—trust that performance, accountability, and professional commitment remain constant.

That kind of message resonates. And it has real consequences.

We’re seeing it in how professionals describe their engagement, satisfaction, and commitment to their firms. Many of the responses we reviewed show a clear connection between autonomy and morale. When individuals feel trusted, they’re more likely to stay, to contribute meaningfully, and to speak positively about their work and workplace.

The dynamic works both ways. When a professional trusts their manager or leadership team, they feel more comfortable raising concerns, asking for support, and sharing long-term career goals. That mutual trust builds stability. It’s emerging as a critical factor in team performance and retention.

In fact, the data suggests trust may be a stronger predictor of retention than compensation alone.

While salary remains a key motivator, we’re seeing more professionals step away from high-paying roles if it means gaining more control over their time and

“Many of the responses we reviewed show a clear connection between autonomy and morale. When individuals feel trusted, they’re more likely to stay, to contribute meaningfully, and to speak positively about their work and workplace.”

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environment. This shift marks a meaningful change in how individuals define value. And it’s something firms will need to address if they want to remain competitive for business development and marketing talent.

As we continue to analyze the open-text responses, we’re going beyond broad trends to look at individual perspectives: why people choose to stay, what motivates them to leave, and how they describe their relationship with the firm. Many responses highlight specific moments when trust was either earned or lost. These moments—subtle, personal, and often unspoken—can shape someone’s entire experience at a firm.

What’s becoming increasingly clear is this: working arrangements aren’t just policy decisions. They reflect a firm’s culture, leadership philosophy, and priorities.

In short, they reveal how much a firm truly values and respects its people.

This year’s report will explore how trust operates on multiple levels: between individual and manager, team and leadership, and professional and firm. It will also examine how that trust, or the absence of it, influences everything from day-to-day productivity to long-term career decisions.

The firms that are earning and keeping that trust through consistent communication, flexibility, transparency, and accountability are seeing the results in morale, performance, and retention.

The presence—or absence—of trust shows up in everything from employee sentiment to team stability and overall performance. In an environment where professionals have more options than ever, firms that fail to prioritize trust in meaningful ways risk falling behind.

This shift requires not only updated policies but also a renewed focus on leadership behaviors, communication practices, and cultural alignment. Trust is now a business imperative—one that firms can’t afford to overlook.

We hope you find this year’s report both valuable and practical, and that the insights spark meaningful conversations within your firm. With record-breaking participation this year—reaching four figures across more than 60 distinct markets—we now have an unparalleled dataset that allows us to examine trends with a level of depth and accuracy not previously possible.

“What’s becoming increasingly clear is this: working arrangements aren’t just policy decisions.

They reflect a firm’s culture, leadership philosophy, and priorities. In short, they reveal how much a firm truly values and respects its people.”

This extraordinary response has enabled us to expand our analysis into more granular views, which you’ll see reflected in the various editions of the report available.

Our aim is not simply to present numbers, but to equip you with data that is both actionable and relevant to the realities you face each day.

Whether you are rethinking workplace policies, shaping leadership practices, or simply seeking perspective on how peers are navigating similar challenges, this report is designed to provide clarity and direction. We trust these findings will serve as a guide, a conversation starter, and a resource that empowers you to make informed, thoughtful decisions for your teams and your firm.

K AT E H A R R Y S H I P H A M FOUNDER & CEO KHS PEOPLE

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TA B L E O F C O N T E N T S

6 | RESPONDENT PROFILE 8 | FOCUS AREAS 10 12 14 16 20

Work Grounded in Trust Career Paths Hypothetical Job Offer The Solo Marketer Employee Satisfaction

20 | R O L E S 24 28 32 36 40 44 48 52

Director Department Head Assistant /Associate Director Senior Manager Manager Senior Specialist Specialist Coordinator

ABOUT KHS PEOPLE KHS People is an award-winning executive search firm with the largest network of legal marketing and business development professionals across the United States.

Our deep industry expertise, combined with firsthand legal experience, brings unmatched credibility and insight to every search. By understanding both the strategic and cultural priorities of Am Law firms, we deliver long-term placements that create meaningful impact and drive organizational success.

Renowned for exceptional client service, we operate as a focused and specialized team—small by design and deliberate in approach. Our size is our strength, enabling us to act with speed, precision, and a nuanced understanding of our niche. We extend beyond traditional recruitment by incorporating exclusive market data and industry intelligence. Through a consultative approach, we equip both firms and candidates with the clarity needed to make confident decisions. Guided by integrity and a relationship-driven philosophy, we have earned the trust of leading Am Law firms and remain committed to advancing the success of professionals and organizations alike.

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WAT C H T H E V I D E O

R E P O R T M AT R I X EDITIONS

AUDIENCE

KEY FEATURES

USE CASES

General

Professionals across Marketing & Business Development

• Comprehensive salary benchmarks by firm tier, region, department, and experience level • Working arrangements, culture priorities, and retention insights • Career pathing & transition data

Benchmarking, regional analysis, identifying trends across the profession

Management

Professionals at the Manager through Senior Director level

• Compensation quartile benchmarks • Expanded junior role career pathing and transition data • Detailed culture and firm perceptions • Open-response analyses on firm experience

Evaluating team structures, understanding retention drivers, building business cases for resources & staffing

C-Suite

CMOs, CHROs, COOs and seniormost leaders

• Compensation percentile benchmarks • Expanded compensation data • Distinct profile perspectives for each role, offering in-depth analyses • Analyses and expanded junior role career pathing and transition data • Open-response analyses on firm experience

Leadership strategy, board-level planning, shaping future investment in the function, 2026 industry projections

Tier Ranking

Professionals across Am Law 50, 100, 200, and Local/Niche firms

• Compensation quartile benchmarks • Compensation expectations and transition insights segmented by ranking • Benchmarking differences tied to multiple variables

Peer-to-peer benchmarking, competitive analysis, compensation planning by firm tier

Profile

Solo professionals at the Manager, Senior Manager, or Director level

• Salary benchmarks • Career pathing and progression trends • Culture priorities and open-response insights from professionals

Peer-to-peer benchmarking, regional analysis, identifying trends within the role

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• Am Law 50 • Am Law 100 • Am Law 200 • Local and Niche

Solo Marketer

The General Edition of our report is freely available to those subscribed to KHS People’s communications. Those who wish to own a tangible version may also purchase a personal printed copy.

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The C-Suite Edition of the report is reserved for Chief Marketing and Business Development Officers, Chief Human Resources Officers, and Chief Operating Officers within law firms.

Interested individuals may submit a request to purchase; once eligibility is confirmed, a secure link will be provided to complete the transaction. Access to this edition reflects both the exclusivity and depth of insight intended for the senior most leaders.

KHSPEOPLE .COM | 5

RESPONDENT PROFILE | WHO & WHERE

PA R T I C I PAT I O N This year’s survey achieved a substantial increase in participation, reflecting both heightened engagement and broader representation across the legal marketing community. Participation rose by 100% over the prior cycle, followed by an additional 50% increase in the most recent phase, signaling strong momentum and sustained interest.

Responses were received from an expansive range of markets nationwide, spanning major metropolitan hubs and smaller regional centers, providing a geographically diverse dataset that strengthens the depth, balance, and applicability of the findings.

50% increase

100% increase

2023

MARKETS

2024

2025

RACE • • • • • • • • •

Asian: 3.5% Black or African American: 3% Hispanic or Latino: 4% Middle Eastern or North African: 0.5% Multiracial or Multiethnic: 2% Native American or Alaska Native: 1% Native Hawaiian or Pacific Islander: 0.5% Prefer not to answer: 5.5% White: 80%

Circle sizes are determined by national participation rates, with the largest circles corresponding to the cities with the highest participation rates.

GENDER Female: 78% Male: 19% Prefer not to answer: 2% Transgender: <1%

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D E PA R T M E N T S

E D U C AT I O N Business Development: 44% Communications: 4% Marketing: 46% Other: 6% “Other” departments include the following: Administration, Data/AI, Diversity, Finance, Growth/Strategy/Revenue, Human Resources/Recruiting, Information, Knowledge, Learning & Development, Operations, and Technology.

What is the highest level of education you have completed?

Doctoral degree: 6% Master’s degree: 25% Bachelor’s degree: 64%

WORKING ARRANGEMENT BREAKDOWN BY FIRM SIZE OVERALL

1 – 10

11 – 50

51 – 100

101 – 200

201 – 500

Hybrid: 78% In-Office: 7% Remote: 15%

Hybrid: 39% In-Office: 46% Remote: 15%

Hybrid: 69% In-Office: 23% Remote: 8%

Hybrid: 73% In-Office: 23% Remote: 4%

Hybrid: 74% In-Office: 12% Remote: 14%

Hybrid: 85% In-Office: 9% Remote: 6%

501 – 800

801 – 1,200

1,201 – 1,500

1,501 – 2,000

2,001 – 2,500

2,501+

Hybrid: 86% In-Office: 1% Remote: 13%

Hybrid: 88% In-Office: 1% Remote: 11%

Hybrid: 80% In-Office: --Remote: 20%

Hybrid: 95% In-Office: --Remote: 5%

Hybrid: 88% In-Office: --Remote: 12%

Hybrid: 80% In-Office: --Remote: 20%

Hybrid is defined as a combination of remote and in-office workdays. In-office refers to a schedule entirely onsite, five days per week, while remote refers to a working arrangement schedule entirely offsite, with no in-office presence. Firm size refers to the number of attorneys at a law firm.

HYBRID SCHEDULE BRE AKDOWN BY FIRM SIZE OVERALL

1 – 10

11 – 50

51 – 100

101 – 200

201 – 500

1 day: 4% 2 days: 21% 3 days: 64% 4 days: 11%

1 day: --2 days: 25% 3 days: --4 days: 75%

1 day: 18% 2 days: 29% 3 days: 46% 4 days: 7%

1 day: 3% 2 days: 18% 3 days: 51% 4 days: 28%

1 day: 2% 2 days: 20% 3 days: 64% 4 days: 14%

1 day: 2% 2 days: 28% 3 days: 66% 4 days: 4%

501 – 800

801 – 1,200

1,201 – 1,500

1,501 – 2,000

2,001 – 2,500

2,501+

1 day: 9% 2 days: 17% 3 days: 68% 4 days: 6%

1 day: 4% 2 days: 17% 3 days: 60% 4 days: 19%

1 day: 10% 2 days: 43% 3 days: 35% 4 days: 12%

1 day: 6% 2 days: 17% 3 days: 75% 4 days: 2%

1 day: --2 days: 6% 3 days: 88% 4 days: 6%

1 day: --2 days: 18% 3 days: 74% 4 days: 8%

In 2025, approximately 78% of law firms operate on a hybrid work schedule, an increase from 73% in 2024.

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Focus Areas FOCUS AREAS | SUMMARY

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K E Y F O R C E S I N F L U E N C I N G TA L E N T A N D G R O W T H WORK GROUNDED IN TRUST Trust and flexibility have emerged as defining markers of how law firms engage and retain their professionals. Working arrangements are no longer viewed solely as logistical preferences but as signals of confidence from leadership, directly influencing morale, engagement, and long-term commitment. The findings illustrate that when autonomy is respected and supported, professionals respond with stronger performance, deeper collaboration, and sustained loyalty to their firms.

CAREER PATHS Clarity and structure around advancement are central to shaping engagement, retention, and long-term satisfaction within law firms. This section highlights the contrast between professionals who see defined opportunities for growth and those who face uncertainty, often leading to consideration of external mobility. The insights emphasize the essential role of transparent communication, leadership support, and structured development pathways in fostering commitment and strengthening organizational stability.

HYPOTHETICAL JOB OFFER Key factors influencing how professionals evaluate potential new roles are examined in this section, with a role-by-role breakdown highlighting how priorities such as compensation, firm culture, leadership, working arrangements, and available resources shift across levels of seniority. The findings offer a clear view into the decision-making criteria that guide both mobility and long-term career choices within law firms.

THE SOLO MARKETER Our analysis provides a detailed examination of compensation, career progression, and workplace dynamics for solo marketers within law firms. It presents salary and bonus benchmarks by region, firm size, and area of focus, while also analyzing advancement opportunities, anticipated tenure, and career mobility. The insights underscore the unique challenges faced by solo marketers and highlight the critical factors, including compensation, firm culture, and working arrangements, that shape retention and long-term career outcomes.

EMPLOYEE SATISFACTION This section provides a structured analysis of the factors influencing employee satisfaction by integrating a performance and priority matrix with a detailed assessment of workplace dynamics. It identifies the key drivers that enhance engagement—such as flexible working arrangements, competitive compensation, and collaborative culture— while also isolating the constraints that diminish satisfaction, including inadequate resources, weak communication, and entrenched hierarchies. The findings present a clear framework for evaluating organizational strengths and addressing systemic barriers to improve both workforce experience and overall operational effectiveness.

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FOCUS ARE AS | WORK GROUNDED IN TRUST

A central theme emerging from this year’s findings is the way trust and flexibility have become defining elements of the modern workplace. While working arrangements remain a practical concern, they now carry a deeper significance, reflecting the relationship between firms and their professionals.

The ability to choose how and where work is performed is viewed less as a benefit and more as a signal of confidence from leadership in their teams.

That signal, when consistently reinforced, strengthens engagement and creates a foundation for long-term loyalty.

2025 WORKING ARRANGEMENTS CM/BDO

Preferred

Required

Hybrid 100% Remote 100% In-Office

68% 15% 17%

73% 16% 11%

68% 32% ---

79% 16% 5%

72% 19% 9%

82% 9% 9%

Senior Director

YE AR-OVER-YE AR WOR K I NG A R R A N G E M E N T C O M PA R I S O N

2024

2025

PREFERENCE

PREFERENCE

Hybrid 100% Remote 100% In-Office Director Hybrid 100% Remote 100% In-Office

Department Head

Hybrid: 62%

Hybrid: 67%

Remote: 29%

Remote: 27%

In-Office: 9%

In-Office: 6%

REQUIREMENT

Hybrid 100% Remote 100% In-Office

70% 7% 23%

Assistant /Associate Director Hybrid 100% Remote 100% In-Office

REQUIREMENT

82% 9% 9%

Hybrid: 73%

Hybrid: 78%

Senior Manager

Remote: 17%

Remote: 15%

In-Office: 10%

In-Office: 7%

Hybrid 100% Remote 100% In-Office

65% 30% 5%

86% 12% 2%

64% 32% 4%

85% 11% 4%

67% 31% 2%

84% 14% 2%

51% 45% 4%

86% 12% 2%

62% 35% 3%

88% 9% 3%

78% 21% 1%

84% 8% 8%

Manager

Flexibility is proving to be a catalyst for stronger performance. When people feel empowered to manage their responsibilities without rigid oversight, they are more likely to approach their work with energy, ownership, and pride.

This environment not only supports individual well-being but also enhances collaboration, as professionals who feel respected and trusted are more willing to invest in collective success.

The data also highlights how mutual trust—between professionals and leadership—has become a stabilizing force. It encourages open dialogue, strengthens transparency, and provides space for conversations about development and career aspirations. In many cases, trust shows greater influence on retention than compensation, with professionals prioritizing environments that value autonomy over roles offering higher pay but less control. Firms that act on this shift position themselves for stronger retention, more resilient teams, and a workplace culture where people feel truly valued.

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Hybrid 100% Remote 100% In-Office Senior Specialist Hybrid 100% Remote 100% In-Office Specialist Hybrid 100% Remote 100% In-Office Coordinator Hybrid 100% Remote 100% In-Office

“In many cases, trust shows greater influence on retention than compensation, with professionals prioritizing environments that value autonomy over roles offering higher pay but less control.”

TEAM CONNECTIVIT Y & SUPPORT PREFERRED WORKING ARRANGEMENT MATCH

100% REMOTE WORKING ARRANGEMENT

How would you rate the level of connection with your team?

How would you rate the level of connection with your team?

Far above average: 24% Above average: 41% Average: 26% Below Average: 7% Far below average: 2%

How would you rate the level of support from your team?

Far above average: 22% Above average: 42% Average: 30% Below Average: 5% Far below average: 1%

Team connectivity and support continue to play a vital role in professional satisfaction, and this year’s findings highlight the influence of working arrangements on those perceptions. When professionals are in their preferred arrangement—hybrid, remote, or in-office—they report higher levels of connection and support.

Nearly two-thirds rated their experience above average, showing that when firm policies align with individual preferences, collaboration and a sense of belonging are strengthened.

Even within fully remote settings, many describe meaningful levels of connection and team support. These results reinforce that strong cohesion is not dependent on physical proximity. Instead, intentional strategies—such as open communication, consistent leadership engagement, and shared accountability—enable professionals to feel connected, trusted, and supported regardless of location.

Beyond connectivity, the data also reveals a shift in priorities when evaluating new roles. In 2024, salary was the leading factor, followed by working arrangements and total compensation. By 2025, working arrangements have risen to the top, with total compensation second and salary third.

Far above average: 26% Above average: 40% Average: 22% Below Average: 11% Far below average: 1%

How would you rate the level of support from your team?

Far above average: 28% Above average: 36% Average: 28% Below Average: 7% Far below average: 1%

This change underscores a redefinition of value, where trust and flexibility carry weight equal to financial rewards. Firms that embrace this shift and invest in supportive structures are best positioned to attract and retain top talent.

HYPOTHE TICAL JOB OFFER Our national survey highlights the top three factors influencing acceptance of a hypothetical job offer in 2025, alongside a comparison to the leading factors identified in 2024.

2025 2024

1

Working Arrangement

2

Total Compensation & Benefits Package

3

Salary

1

Salary

2

Working Arrangement

3

Total Compensation & Benefits Package

Working arrangement refers to hybrid, remote, and flex options. Salary refers exclusively to base salary. Total Compensation & Benefits Package refers to the direct compensation (base + bonus) and also indirect compensation (benefits, PTO, perks, and allowances).

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F O C U S A R E A S | C A R E E R PAT H S

Career paths within law firms are central to professional growth, engagement, and retention. Clear trajectories toward advancement provide stability and motivation, reinforcing long-term commitment. When promotions, expanded responsibilities, and recognition are aligned with contributions, employees remain engaged and invested in the firm’s success.

In contrast, limited transparency around advancement can foster uncertainty and disengagement. Without defined opportunities, many begin to question their future within

the firm, often considering external options if recognition or promotion feels out of reach. Open communication about timelines, expectations, and growth opportunities is essential to counter this.

Firms that emphasize structured development, mentorship, and leadership support are more successful in retaining talent. By ensuring career pathways are visible and equitable, firms strengthen engagement, build trust, and enhance organizational stability.

T R A N S I T I O N S ( N AT I O N A L P O L L ) Have you moved or thought about moving to a new law firm in the last 12 months?

26% Neither.

66%

I have thought about moving to a new law firm.

8%

I have moved to a new law firm.

FIRM-COMMITTED CAREERIST

DISCERNING ACHIEVER

STRATEGIC MOVER

Professionals who remain fully committed to their current firms demonstrate confidence in the opportunities available within their existing environments. They view their career paths with optimism, anticipating advancement through promotions, expanded responsibilities, or meaningful new projects. This group often communicates their ambitions clearly to leadership, strengthening alignment between individual goals and organizational priorities. Their outlook reflects trust in firm leadership and recognition of their contributions.

Such commitment highlights the importance of structured career pathways and sustained professional development in fostering long-term engagement and retention of top talent.

Individuals who have considered moving to a new firm often balance ambition with a critical view of their current trajectory. While many remain engaged, they express uncertainty about promotion timelines, advancement opportunities, and longterm career alignment. This group is more likely to anticipate external mobility if progress stalls, signaling the importance of transparent pathways and leadership support. Their outlook reflects both aspiration and caution, with compensation, recognition, and firm culture playing decisive roles. Addressing these factors can convert contemplation of change into strengthened retention and renewed professional commitment.

Those who have recently transitioned to a new firm demonstrate adaptability and a deliberate approach to career advancement. Their decisions are often influenced by the search for clearer promotion opportunities, stronger alignment with leadership, and compensation that better reflects the scope of their contributions. By entering new environments, they bring renewed energy, innovative perspectives, and a willingness to embrace change, which positions them to deliver immediate and meaningful impact. These transitions reflect the competitive nature of the legal market and underscore the importance of structured career pathways to attract, support, and retain top talent in law firms.

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C A R E E R PAT H D I S C U S S I O N

Yes: 30% Yes, but there are blockers: 24% No: 46%

Pictured to the right are figures from all Pre-Manager respondents regarding whether the individual they report to has discussed or outlined a clear career advancement path.

Pre-Manager refers to any role classified at a level junior to Manager, such as Coordinator or Specialist positions.

PROMOTION RE ADINESS OUTLOOK

26%

66%

Pre-Manager respondents who have not thought about moving to a new law firm.

Highly likely: 51% Somewhat likely: 29% Neutral/Unsure: 13% Somewhat unlikely: 4% Extremely unlikely: 3% 0.5 year: 16% 1 year: 37% 1.5 years: 16% 2 years: 19% 2.5+ years: 12%

Pre-Manager respondents who have thought about moving to a new law firm.

Based on your honest personal assessment, how likely are you to achieve your next career goal at your current firm‚ whether that means a promotion, title change, increased compensation, direct reports, or more meaningful opportunities?

19%: Highly likely 35%: Somewhat likely 20% Neutral/Unsure 18% Somewhat unlikely 8%: Extremely unlikely

Realistically, how long do you expect it will take to earn your next promotion?

19%: 0.5 year 28%: 1 year 9%: 1.5 years 20%: 2 years 24%: 2.5+ years

0.5 year: 2% 1 year: 19% 1.5 years: 14% 2 years: 34% 2.5+ years: 31%

What is the longest amount of time you are willing wait to be promoted before looking for a new role elsewhere?

24%: 0.5 year 28%: 1 year 9%: 1.5 years 22%: 2 years 17%: 2.5+ years

Yes: 25% Unsure: 58% No: 17%

If you do not get promoted within that timeframe, do you anticipate moving to a new firm?

80%: Yes 18%: Unsure 2%: No

Yes: 59% No: 41%

Have you made it clear to your manager that you are eager to be promoted?

75%: Yes 25%: No

Yes: 70% No: 30%

If you were ever turned down for a promotion, was there a plan for advancement put in place after that conversation?

38%: Yes 62%: No

Yes: 40% Unsure: 39% No: 21%

Would you consider upskilling and investment within your role at your law firm to be an alternative to being promoted?

33%: Yes 30%: Unsure 37%: No

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FOCUS AREAS | HYPOTHE TICAL JOB OFFER

TO P F I V E D E C I D I N G FAC TO R S B Y R O L E The listings below present the primary factors identified as most influential when evaluating a hypothetical job offer, with results segmented by role for greater clarity.

A complete set of all available response options is provided to the right for reference.

• • • • • •

Diversity Firm Culture Firm Leadership Health Insurance Resources Retirement/401(k)

• •

Salary Title

•

Total Compensation & Benefits Package Vacation Time Working Arrangement

• •

CHIEF MARKETING/BUSINESS DEVELOPMENT OFFICER 78% Firm Leadership (relative progressiveness, composition or newness of leadership) 77% Total Compensation & Benefits Package 72% Firm Culture (shared values, beliefs, and behaviors of the firm) 69% Resources (resources match the workload and demand of the role) 61% Salary

SENIOR DIRECTOR 74% 68% 68% 68% 58%

Firm Culture (shared values, beliefs, and behaviors of the firm) Resources (resources match the workload and demand of the role) Total Compensation & Benefits Package Working Arrangement (hybrid/remote/flex options) Firm Leadership (relative progressiveness, composition or newness of leadership)

DIRECTOR 71% 68% 66% 62% 60%

Firm Culture (shared values, beliefs, and behaviors of the firm) Total Compensation & Benefits Package Working Arrangement (hybrid/remote/flex options) Firm Leadership (relative progressiveness, composition or newness of leadership) Salary

DEPARTMENT HEAD 77% 68% 61% 61% 54%

Total Compensation & Benefits Package Firm Culture (shared values, beliefs, and behaviors of the firm) Firm Leadership (relative progressiveness, composition or newness of leadership) Working Arrangement (hybrid/remote/flex options) Resources (resources match the workload and demand of the role)

Diversity refers to DEI initiatives or relative diversity at the firm; Firm Culture refers to the shared values, beliefs, and behaviors of the firm; Firm Leadership refers to the relative progressiveness, composition or newness of leadership; Resources refers to the extent to which resources and support match the workload and demand of the role, for example, people, technology or compensation; and Working Arrangement refers to hybrid/remote/flex options.

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ASSISTANT/ASSOCIATE DIRECTOR 72% 65% 63% 53% 49%

Salary Total Compensation & Benefits Package Working Arrangement (hybrid/remote/flex options) Resources (resources match the workload and demand of the role) Firm Culture (shared values, beliefs, and behaviors of the firm)

SENIOR MANAGER 69% Working Arrangement (hybrid/remote/flex options) 66% Salary 63% Total Compensation & Benefits Package 62% Firm Culture (shared values, beliefs, and behaviors of the firm) 48% Resources

MANAGER 81% 69% 66% 61% 50%

Working Arrangement (hybrid/remote/flex options) Total Compensation & Benefits Package Salary Firm Culture (shared values, beliefs, and behaviors of the firm) Resources (resources match the workload and demand of the role)

SENIOR SPECIALIST 80% Working Arrangement (hybrid/remote/flex options) 69% Salary 65% Total Compensation & Benefits Package 47% Firm Culture (shared values, beliefs, and behaviors of the firm) 43% Vacation Time

SPECIALIST 73% 72% 64% 55% 41%

Working Arrangement (hybrid/remote/flex options) Salary Total Compensation & Benefits Package Firm Culture Vacation Time

COORDINATOR 76% 71% 65% 55% 39%

Salary Working Arrangement (hybrid/remote/flex options) Total Compensation & Benefits Package Firm Culture (shared values, beliefs, and behaviors of the firm) Resources (resources match the workload and demand of the role)

KHSPEOPLE .COM | 15

F OCUS ARE AS | THE SOLO MARKE TER

Solo Marketers occupy a distinctive role, carrying the full responsibility for marketing and business development without the support of a team.

Their compensation varies widely, shaped by region, firm size, and practice focus. While many report competitive pay and receive annual bonuses, the absence of peer collaboration or structured departmental backing often heightens the demands of the position. Bonuses themselves differ by geography, and although 85% of solo marketers received one in the past year, the amounts range significantly.

BASE SAL ARY BREAKDOWN

Career progression within this role is mixed. Some professionals identify opportunities to move into more senior positions in their firms, but a large portion have reached the ceiling of their career track with limited paths for advancement. Experience levels also span a wide spectrum— from early-career marketers to those with decades in the field—which further contributes to the uneven salary benchmarks reported.

Another contributor to inconsistency is the lack of clarity in how firms label the Solo Marketer role itself. It is not unusual to see a Director title assigned to someone with only a few years of experience, or a Specialist title carried by someone with more than a decade of tenure. This misclassification creates confusion not only in compensation but also in defining the scope of authority and influence. Firms often struggle to determine how to pay, structure, or even describe the role with accuracy.

One of the most striking factors behind the variation in pay is the lack of consistency around formal salary benchmarks. A majority of law firms are not even aware of such benchmarks, and when they are, uncertainty remains around whether firms are receptive to using them. This absence of standardized measures leads to wide disparities in compensation across markets and firm sizes.

Satisfaction in the role depends on more than salary alone. Work-life balance, alignment with firm culture, leadership recognition, and flexibility in working arrangements are equally significant. These elements collectively determine whether solo marketers feel supported, valued, and inclined to remain in their roles.

N AT I O N A L Median: $131,000 Average: $128,667 Entry Point: $56,500 Highest Point: $250,000

MIDWEST Median: $115,000 Average: $111,511

NORTHEAST Median: $150,000 Average: $150,642

SOUTHEAST Median: $100,000 Average: $99,400

SOUTHWEST Median: $140,500 Average: $145,866

WEST Median: $147,000 Average: $144,000

FORMAL SALARY BENCHMARKS Is your firm aware of formal salary benchmarks for your role?

Yes: 39% No: 61%

If aware of the formal salary benchmarks, has your firm been receptive to it?

If not aware of the formal salary benchmarks, would your firm be open to it?

Yes: 33%

Yes: 16%

Unsure: 57%

Unsure: 80%

No: 10%

No: 4%

1 6 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

BASE SAL ARY BY FIRM SIZE

18%

49%

1 - 10 Median: $100,000 Average: $114,571

18%

11 - 50 Median: $123,000 Average: $116,187

51 - 100 Median: $149,000 Average: $155,266

101 - 200 Median: $160,000 Average: $156,666

9%

6%

201+ Average: $145,000

Firm size refers to firm attorney headcount.

C O M P E N S AT I O N I N C R E A S E

BONUS BREAKDOWN

If you were to leave your firm today for a growthfocused role elsewhere, what would your base salary expectation be?

NATIONAL Median: $9,000 Average: $11,193

MIDWEST Median: $7,500 Average: $9,214

NORTHEAST Median: $13,500 Average: $13,937

SOUTHEAST Median: $9,000 Average: $8,400

SOUTHWEST Median: $11,000 Average: $12,937

WEST Median: $15,000 Average: $15,666

23%

average increase

BASE SAL ARY BY PRIMARY AREA OF FOCUS Business Development Median: $160,000 Average: $162,777

Digital Marketing Median: $150,000 Average: $140,000

of Solo Marketers received a

85% bonus in the last 12 months.

Traditional Marketing Median: $160,000 Average: $154,722

BASE SAL ARY BY OVERALL CAREER E XPERIENCE 5 - 10 years Median: $100,000 Average: $90,000

11 - 15 years Median: $101,431 Average: $110,347

16 - 20 years Median: $127,300 Average: $121,137

21 - 25 years Median: $192,500 Average: $196,250

26 - 30 years Median: $144,000 Average: $129,916

31+ years Median: $150,000 Average: $135,000

B O N U S C O M PA R I S O N How much does your most recent bonus compare from the previous year?

More than previous year: 25% Same as previous year: 51% Less than previous year: 15% N/A: 9%

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F OCUS ARE AS | THE SOLO MARKE TER

E XPERIENCE

A D VA N C E M E N T

How many years of experience do you have overall in your career?

Is your role the highest in your track, or is there room to advance?

28%

72%

There is opportunity to move into a more senior role at my current firm.

5 - 10 years: 9% 11 - 15 years: 23% 16 - 20 years: 26% 21 - 25 years: 13% 26 - 30 years: 19% 31+ years: 10%

A N T I C I PAT E D TENURE How long do you anticipate your tenure will be at your current firm?

I’ve reached the top of the career ladder in the current track at my firm.

TRANSITIONS Have you moved or thought about moving to a new law firm in the last 12 months?

52% Neither.

35%

I have thought about moving to a new law firm.

13%

I have moved to a new law firm.

M A R K E T AWA R E N E S S Solo marketers often consider moving to a new firm when they feel overloaded, under-supported, and underpaid. Without a manager who advocates for their needs or a colleague to share responsibilities, the role can become isolating.

Concerns about the stability of smaller firms—especially with the rise of mega firm mergers—can add to the uncertainty. Seeing other firms provide stronger resources and team support further fuels interest in exploring new opportunities.

Organizational structure and culture also play a role. Being excluded from strategic planning meetings attended only by partners can signal a lack of recognition for marketing’s strategic value. Disorganized operations, limited mentorship, and few growth opportunities contribute to frustration.

Less than 1 year: 10% 1 - 3 years: 29% 4 - 6 years: 16% 7 - 10 years: 13% 11+ years: 32%

Over time, these factors can create a sense that while the role may meet immediate needs, it does not offer a sustainable path for long-term professional fulfillment—prompting many to seek a more supportive and growth-oriented environment.

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PERCEPTIONS How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: ---

Far above average: 10%

Above average: 34%

Above average: 18%

Average: 36%

Average: 44%

Below average: 9%

Below average: 22%

Far below average: 21%

Far below average: 6%

How would you rate your firm’s culture aligning with your personal values?

How would you rate your compensation?

Far above average: 10%

Far above average: ---

Above average: 32%

Above average: 20%

Average: 32%

Average: 60%

Below average: 22%

Below average: 10%

Far below average: 4%

Far below average: 10%

How would you rate the connection with your team?

Do you receive regular, constructive feedback that supports your growth?

Far above average: 28% Above average: 56% Average: 10% Below average: 4%

Yes: 53% No: 47%

Far below average: 2%

HYPOTHE TICAL JOB OFFER Listed below are the top five deciding factors that Solo Marketers most often consider when evaluating the merits of a new hypothetical job offer.

86% Working Arrangement (hybrid/remote/flex options) 77% Total Compensation & Benefits Package 67% Firm Culture (shared values, beliefs, and behaviors of the firm) 60% Salary 57% Resources (resources match the workload and demand of the role)

PREVIEW

Solo Marketer Edition Uncover comprehensive benchmarks designed specifically for Solo Marketers, offering unparalleled role-specific depth and perspective. This edition highlights compensation trends, career pathways, and cultural priorities unique to professionals operating independently. It equips Solo Marketers with the clarity needed to evaluate their standing and chart future growth.

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F O C U S A R E A S | E M P L O Y E E S AT I S FA C T I O N

T H E W O R K P L A C E E Q U AT I O N

20

40

60

80

100

This analysis combines a Performance & Priority Matrix with a summary of workplace strengths and constraints to illustrate how key factors align with employee priorities and satisfaction. The matrix highlights areas of strength and those needing attention, while the accompanying table outlines positive attributes that foster engagement and challenges that may limit performance. Together, they provide a clear framework for targeting improvements that enhance both organizational effectiveness and employee experience.

POSITIVE DRIVERS

NEGATIVE TRIGGERS

DECIDING FACTORS

PERCEPTION MARKERS

• Collaborative colleagues • Team culture & camaraderie • Impact on growth & success • Strategic involvement • Intellectual variety • Recognition & mentoring • Autonomy & trust • Accomplishment from wins

• Lack of respect for professionals • Resistance to change • Limited resources & high workload • Poor communication • Partner dominance in decisions • Micromanagement & slow approvals • Work-life imbalance • Pockets of toxic culture

• Working arrangement • Compensation & Benefits • Salary • Firm culture • Resources match workload • Firm leadership • Vacation time • Title • Health insurance • Retirement/401(k) • Diversity/DEl

• Matched vs. preferred arrangements • Overall experience rating • Considered moving past 12 months • Compensation satisfaction • Work-life balance • Communication from management • Workload manageability

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WORKPL ACE STRENGTHS AND CONSTRAINTS CATEGORY

POSITIVE DRIVERS

NEGATIVE TRIGGERS

Working Arrangement

Valued hybrid flexibility, predictable schedules, and the ability to balance demanding workloads with personal needs while still delivering high-quality work and measurable results.

Frustration with rigid office mandates, limited flexibility, long commutes, and misaligned in-office expectations that hinder productivity compared to potential remote or hybrid arrangements.

Total Compensation & Benefits Package

Competitive pay, comprehensive benefits, job security, supportive colleagues, and opportunities for meaningful, challenging work with intelligent teams foster satisfaction and loyalty among legal marketing professionals.

Inadequate pay relative to workload, limited benefits, lack of advancement opportunities, resource shortages, slow leadership decisions, and entrenched politics impacting fairness and compensation practices.

Firm Culture

Caliber of colleagues, a collaborative culture, intellectual challenges, and opportunities to make a meaningful impact as core drivers of firm culture.

Lack of respect for business professionals, entrenched politics, egos, resistance to change, poor leadership communication, limited resources, and hierarchical divides between attorneys and professionals.

Resources & Support

Working with intelligent, motivated colleagues, supportive leadership, open collaboration, and meaningful recognition as top drivers of satisfaction in leadership and communication.

Limited staffing, inadequate budgets, misaligned strategies, bureaucratic delays, and leadership without operational expertise create persistent challenges in securing necessary resources and meaningful support.

Leadership & Communication

Leadership support, open communication, recognition for contributions, professional respect, and meaningful engagement in strategic initiatives as key drivers of satisfaction in leadership and communication.

Continuous lack of clear communication, entrenched politics, resistance to change, partner dominance in decisions, micromanagement, and leadership’s limited understanding of operational realities hinder progress and morale.

Career Growth

The opportunity to tackle challenging projects, develop new skills, mentor others, and make a tangible impact on firm growth and client success.

Exclusion from strategic decision-making, lack of clear advancement pathways, entrenched firm politics, limited leadership vision, and slow or inefficient decision processes.

Workload Manageability

Variety in daily tasks, autonomy in prioritizing responsibilities, opportunities to solve complex challenges, supportive teams, and visible, meaningful outcomes from their work.

Disorganized structures, excessive bureaucracy, attorney egos, entrenched politics, unrealistic expectations, slow decisionmaking, and the challenging personalities that can derail progress or efficiency.

KHSPEOPLE .COM | 21

Roles This year’s report provides an unprecedented level of detail across every role represented. The scope of data shared reflects both the continued maturity of the field and the demand for more precise insights from those leading, managing, and developing talent.

NEW FOR 2025 E X PA N D ED C O M PE N S ATIO N AN ALYS I S This shows the base salary by firm rankings, offering a clear comparison across Am Law 50, Am Law 100, Am Law 200, and local or niche firms. This baseline serves as a critical anchor, allowing us to show the structural differences that exist by firm type and providing the profession with a reliable benchmark that can be applied at multiple levels of analysis.

R EG ION A L S AL AR Y B R E AK DO W N This enhances accuracy and allows professionals to understand how compensation aligns with where they practice.

E M ERG I NG TI TLE S These layered titles are not new, but their prevalence now warrants closer review. Roles like Senior Specialist and Associate/ Assistant Director have become essential in supporting evolving career paths, reflecting how marketing and business development teams expand and adapt. Likewise, the Department Head—often called “Head of” in some firms—was once limited to larger Am Law or UK-headquartered firms but is now a common fixture in most team hierarchies.

D E TA I LED CU LT U R E AN ALYSE S Compensation is now only one part of the broader story. In the “Career Paths & Perceptions” section within each role, we have assembled a detailed analysis of culture priorities specific to each role. This provides visibility into what professionals value most in their workplace environment, from leadership and mentorship to collaboration and resources. By breaking this down role by role, we are able to show where priorities align across the profession and where they diverge. The differences often reveal as much as the similarities, underscoring the unique pressures and motivations tied to seniority and responsibility.

Together, these role-based insights represent a significant step forward in how the profession understands itself. The data now moves beyond static benchmarks to reveal patterns of expectation, perception, and behavior. Professionals at every level can see how their compensation compares, how their career priorities align with peers, and how mobility is shaping the profession more broadly. For firms, the findings offer a sharper lens on retention and engagement, highlighting where investments in compensation, culture, and leadership are most likely to resonate.

The next year will show how these insights are put into practice. As firms continue to refine their compensation structures and career pathways, the ability to draw from detailed, role-specific benchmarks will prove invaluable. For professionals, the clarity offered in this year’s report creates a stronger foundation for conversations about advancement, mobility, and long-term career strategy. In that sense, the report does not simply document where the profession stands today, but helps define where it is heading—and how both firms and professionals can move forward with greater purpose and clarity.

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INTERPRETING T H E D ATA Every data point carries context, and every context brings nuance—an important distinction in the highly specialized industry we serve.

The insights in this report are intended as a resource and point of orientation, not as proof of any single conclusion in isolation. Data should be considered alongside its counterpoints, with the understanding that interpretation often depends on what the reader is seeking to find.

The most reliable place to begin is with Salary by “Firm Rankings” and “Overall Career Experience.” In our view, this combination provides the clearest foundation, leaving minimal room for debate or misinterpretation. From there, additional data points can be layered in to build a well-rounded perspective that is relevant to your team or objectives.

Our approach is holistic and multidimensional. Rather than pointing to one “right answer,” we encourage you to view the data through multiple angles to uncover the most meaningful insights.

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D I R E C T O R | C O M P E N S AT I O N

SALARY BY:

OV E R ALL CAR E E R E X PE R I E NC E

F I R M R A N K I NG S

AM LAW 50 11 - 19 years Median: $342,500 Average: $347,500

AM LAW 100 11 - 19 years Median: $279,000 Average: $255,500

20 - 29 years Median: $281,000 Average: $287,014

20 - 29 years Median: $220,500 Average: $227,309

30+ years Median: $306,000 Average: $268,200

30+ years Median: $240,000 Average: $248,333

AM LAW 200 11 - 19 Years Median: $171,500 Average: $183,211

LOCAL & NICHE 11 - 19 Years Median: $135,000 Average: $125,907

20 - 29 years Median: $194,000 Average: $199,654

20 - 29 years Median: $160,000 Average: $170,325

30+ years Median: $223,000 Average: $203,000

30+ years Median: $172,500 Average: $185,700

A AM M LLAW AW 5500

Median: $285,500 Median: $285,500 Average: $289,009 Average: $289,009 Entry Point: $140,000 Entry Point: Highest Point:$140,000 $475,000

Highest Point: $475,000 A M L AW 1 0 0 Median: $240,000 A M L AW 1 0 0 Average: $236,597 Median: $240,000 Entry Point: $130,000 Average: $236,597 Highest Point: $350,000

Entry Point: $130,000 A M L AW 2 0$350,000 0 Highest Point: Median: $188,200 Average: $195,843 A M L AW 2 0 0 Entry Point: $130,000 Median: $188,200 Highest Point: $290,000

Average: $195,843 L OCA L & $130,000 NICHE Entry Point: Median: $150,000 Highest Point: $290,000

Average: $155,331 Entry Point: $60,000 L O C APoint: L & $385,000 NICHE Highest

N ATION AL TR E N DS

Median: $150,000 Average: $155,331 Entry Point: $60,000 Highest Point: $385,000 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

2021 $162,500 $185,097

2022 $181,250 $198,687

Median value

2023 $202,500 $205,140

2024 $167,500 $184,326

2025 $192,500 $205,571

Average value

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

2 4 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

BONUS BY:

R E G I ON

F I R M R AN K I NG

MID-ATLANTIC Am Law 50 Median: $285,500 Average: $271,133

MIDWEST Am Law 50 Median: $240,000 Average: $264,600

NORTHEAST Am Law 50 Median: $350,000 Average: $335,285

Am Law 100 Median: $293,300 Average: $294,000

Am Law 100 Median: $181,500 Average: $191,868

Am Law 100 Median: $188,000 Average: $189,000

Am Law 200 Median: $256,000 Average: $260,333

Am Law 200 Median: $171,750 Average: $180,125

Am Law 200 Median: $198,500 Average: $209,777

Local & Niche Median: $160,000 Average: $165,000

Local & Niche Median: $150,000 Average: $150,283

Local & Niche Median: $169,000 Average: $181,850

SOUTHEAST Am Law 50 Median: $280,000 Average: $275,833

SOUTHWEST Am Law 50 Median: $268,500 Average: $268,000

WEST Am Law 50 Median: $290,000 Average: $293,142

Am Law 200 Median: $155,000 Average: $167,680

Local & Niche Median: $131,000 Average: $136,325

Local & Niche Median: $159,500 Average: $178,500

Local & Niche Median: $116,500 Average: $137,833

AM LAW 50 Median: $40,000 Average: $41,138

AM LAW 100 Median: $30,000 Average: $33,181

AM LAW 200 Median: $15,000 Average: $16,735

LOCAL & NICHE Median: $11,000 Average: $15,839

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

More than previous year: 54% Same as previous year: 33% Less than previous year: 7% N/A: 6%

of Directors received a

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93% bonus in the last 12 months.

PREVIEW

PREVIEW

Management Edition

Tier Ranking Editions

Refined benchmarks reveal compensation, culture, and career priorities, guiding firms toward strategic, data-driven decisions.

Am Law 50 | Am Law 100 | Am Law 200 | Local & Niche

Refined firm tier benchmarks provide role-specific clarity to equip professionals for strategic decisions.

KHSPEOPLE .COM | 25

D I R E C T O R | C A R E E R PAT H S & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 15% Yes, but there are blockers: 21% No: 64%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S Directors consistently point to the firm’s deep commitment to respect, collegiality, and accessibility across all levels of leadership as its defining cultural strength.

Senior attorneys and firm leaders model healthy boundaries—protecting evenings and weekends, prioritizing family, and encouraging balance. This sets a tone where professional excellence coexists with personal well-being. The presence of diverse leaders, including women and BIPOC (Black, Indigenous, and People of Color) professionals in top roles, reflects a longstanding and authentic commitment to inclusion.

Autonomy is another hallmark. Directors are trusted to think creatively, take ownership of initiatives, and implement innovative solutions. This entrepreneurial mindset empowers leaders to develop and execute original strategies with confidence. Many describe the culture as pragmatic, collaborative, and grounded in mutual respect, fostering open dialogue and cross-functional partnership.

“Directors consistently point to the firm’s deep commitment to respect, collegiality, and accessibility across all levels of leadership as its defining cultural strength.”

Flexibility also resonates strongly—not only in where and when work is performed, but in recognizing each individual’s stage of life and priorities. A culture that treats employees as adults capable of managing their responsibilities contributes to both satisfaction and retention. Leadership’s transparency and willingness to engage directly with business professionals reinforces trust and strengthens organizational cohesion.

The collegial environment is enhanced by a spirit of innovation and connection to the broader community. Directors value contributing to pro bono efforts, diversity initiatives, and community engagement, seeing these as reflections of the firm’s broader mission. The belief that “no one is too important to talk to the next person” ensures collaboration flows freely across titles and departments.

Budgetary considerations: --Team or Firm Politics: 52% There is simply no role open above me to advance: 52%

Overall, the culture is one of trust, respect, and inclusion—where high performance is matched with genuine care for people. This balance between professional ambition and human connection sustains morale and positions the firm as a place where leaders can envision a long and rewarding career.

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F I R M & C U LT U R E I N S I G H T S C U LT U R E ALI G N M EN T

Extremely satisfied: 29%

How would you rate your firm’s culture aligning with your personal values?

Satisfied: 17%

Quite satisfied: 50% Neutral: 2% Dissatisfied: 2%

FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: ---

Far above average: 10%

Above average: 34%

Above average: 18%

Average: 36%

Average: 44%

Below average: 9%

Below average: 22%

Far below average: 21%

Far below average: 6%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 10%

Far above average: 14%

Above average: 32%

Above average: 26%

Average: 32%

Average: 35%

Below average: 22%

Below average: 21%

Far below average: 4%

Far below average: 4%

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 28%

Far above average: 42%

Above average: 56%

Above average: 28%

Average: 10%

Average: 21%

Below average: 4%

Below average: 6%

Far below average: 2%

Far below average: 3%

KHSPEOPLE .COM | 27

D E PA R T M E N T H E A D | C O M P E N S AT I O N

SALARY BY: F I R M R A N K I NG S

A M L AW 5 0 Median: $300,000 Average: $299,666 Entry Point: $249,000 Highest Point: $375,000

A M L AW 2 0 0 Median: $237,500 Average: $258,500 Entry Point: $196,000 Highest Point: $425,000

OV E R ALL CAR E E R E X PE R I E NC E AM LAW 200 20 - 29 years Median: $252,500 Average: $281,500

Tier rankings or intervals of years not displayed reflect inconclusive data due to sample sizes. These have been omitted to preserve accuracy, reliability, and integrity in the findings presented.

LOCAL & NICHE 7 - 10 years Median: $120,000 Average: $140,000

20 - 29 years Median: $160,000 Average: $160,545

11 - 19 years Median: $144,000 Average: $152,083

30+ years Median: $169,500 Average: $185,083

R E G ION

LOCAL & NICHE Median: $150,000 Average: $160,671 Entry Point: $65,000 Highest Point: $300,000 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

PREVIEW

Rankings Editions: Am Law 50 | Am Law 100 Am Law 200 | Local & Niche

2 8 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

MID-ATLANTIC Local & Niche Median: $172,500 Average: $193,000

MIDWEST Local & Niche Median: $147,000 Average: $147,250

SOUTHEAST Local & Niche Median: $140,000 Average: $139,800

SOUTHWEST Local & Niche Median: $136,500 Average: $131,833

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NORTHEAST Am Law 200 Median: $252,500 Average: $281,500 Local & Niche Median: $200,000 Average: $199,285 WEST Local & Niche Median: $170,000 Average: $166,666

H IG H LI G H T S

BONUS BY:

Department Head compensation reflects both the prestige of firm ranking and the growing complexity of marketing and business development roles in today’s legal market. Historically, “Department Head” or “Head of” titles were more commonly seen in UK-based firms, but they have now become far more commonplace within US-headquartered firms as well. At the top tier, Am Law 50 firms show a median salary of $300,000, with averages nearing $300,000 and high points reaching $375,000.

These firms also set a high entry threshold, with professionals starting around $249,000. Am Law 200 firms, while slightly lower, still command a strong compensation structure, offering medians of $237,500 and averages of $258,500, with entry points at $196,000 and peaks surpassing $425,000. By contrast, local and niche firms, though offering a lower median of $150,000, demonstrate remarkable range, with compensation spanning from entry salaries of $65,000 to highs of $300,000.

F I R M R AN K I NG AM LAW 50 Median: $30,000 Average: $35,000

AM LAW 200 Median: $18,000 Average: $29,160

LOCAL & NICHE Median: $11,000 Average: $16,277

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

Career experience plays a defining role in earnings. Within Am Law 200 firms, professionals with 20–29 years of experience reach a median of $252,500 and average of $281,500. Local and niche firms reflect a steady progression, with medians climbing from $120,000 for professionals with 7–10 years to $169,500 for those with more than three decades of experience. These figures emphasize the value placed on both longevity and deep institutional knowledge.

Regional data highlights the ongoing gaps between coasts and interior markets. The Northeast remains a salary leader, with Am Law 200 professionals reporting a median of $252,500 and average of $281,500. The West and Southeast reflect lower compensation levels, with medians between $136,500 and $170,000, while the Midwest and Southwest fall in the mid-$140,000 range. The Mid-Atlantic shows some of the strongest results for local and niche firms, with medians at $172,500 and averages over $190,000. These variations underscore how geography continues to shape earning potential and career mobility.

Bonuses add another layer of differentiation. Am Law 50 firms lead with a median of $30,000 and averages around $35,000, while Am Law 200 firms report medians of $18,000 and averages of $29,160. Local and niche firms fall lower, with medians at $11,000.

Importantly, 93% of Department Heads received a bonus in the past year, signaling the widespread role of incentive pay in overall compensation. Nearly half (43%) reported higher bonuses than the previous year, while 31% held steady and 17% saw decreases.

Altogether, the data points to a profession where compensation is shaped by firm ranking, geography, experience, and performance incentives. Firms competing for Department Heads must consider not only base salary but also the broader package of bonuses and long-term career pathways that drive retention and satisfaction.

More than previous year: 43% Same as previous year: 31% Less than previous year: 17% N/A: 9%

Department Heads received 93% ofa bonus in the last 12 months.

KHSPEOPLE .COM | 29

D E PA R T M E N T H E A D | C A R E E R PAT H & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 12% Yes, but there are blockers: 7% No: 66% N/A: 15%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S Department Heads often cite the firm’s collaborative ethos as a defining strength.

This extends beyond cross-functional coordination to a genuine openness toward new ideas, methods, and emerging practices—particularly in digital marketing and SEO. Leaders value an environment where recommendations are met with respect and considered on their merits, creating space for innovation to take root and deliver results.

A distinguishing feature is the approachability of the firm’s attorneys. In an industry often shaped by hierarchy, a culture where attorneys are down to earth and engaged with business services fosters trust and productivity. Marketing is viewed as a critical contributor to success, with leaders invited to share insights and shape strategy. This mutual respect strengthens interdepartmental relationships and enhances performance.

“Leaders value an environment where recommendations are met with respect and considered on their merits, creating space for innovation to take root and deliver results.”

Work-life balance is another hallmark. The ability to manage time autonomously— without constant check-ins—signals confidence in professional judgment. This flexibility, paired with clear expectations, allows leaders to maintain high standards while preserving personal well-being. It sets a tone that values sustainable productivity over performative busyness.

For many, the firm’s demographic and operational style further enhances cultural alignment. A young, adaptable, and forward-leaning environment that mirrors the pace and mindset of its clients creates a refreshing experience for leadership. This agility encourages swift decision-making, responsiveness to market shifts, and a strengthened competitive edge.

Budgetary considerations: --Team or Firm Politics: 100% There is simply no role open above me to advance: ---

Above all, Department Heads value a culture where collaboration, adaptability, and excellence are lived daily. From the friendliness of colleagues to the willingness to listen, these qualities create an atmosphere where leaders can advance initiatives with confidence, knowing their contributions are recognized and their expertise respected. This alignment between values and behaviors not only drives departmental performance but also fosters long-term loyalty and engagement at the leadership level.

3 0 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

F I R M & C U LT U R E I N S I G H T S C U LT U R E ALI G N M EN T

Extremely satisfied: 21%

How would you rate your firm’s culture aligning with your personal values?

Quite satisfied: 37% Satisfied: 42%

FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 10%

Far above average: ---

Above average: 56%

Above average: 23%

Average: 31%

Average: 41%

Below average: ---

Below average: 31%

Far below average: 3%

Far below average: 5%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 23%

Far above average: 13%

Above average: 13%

Above average: 20%

Average: 44%

Average: 44%

Below average: 20%

Below average: 23%

Far below average: ---

Far below average: ---

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 28%

Far above average: 16%

Above average: 33%

Above average: 50%

Average: 33%

Average: 28%

Below average: 3%

Below average: 3%

Far below average: 3%

Far below average: 3%

KHSPEOPLE .COM | 31

A S S I S TA N T / A S S O C I AT E D I R E C T O R C O M P E N S AT I O N

SALARY BY:

OV E R ALL CAR E E R E X PE R I E NC E

F I R M R A N K I NG S

AM LAW 50 11 - 19 years Median: $230,000 Average: $252,076

AM LAW 100 11 - 19 years Median: $220,000 Average: $227,333

20 - 29 years Median: $285,000 Average: $275,000

20 - 29 years Median: $215,000 Average: $216,200

A M L AW 5 0 Median: $257,500 Average: $260,966 Entry Point: $200,000 Highest Point: $350,000

30+ years Median: $258,500 Average: $263,666

A M L AW 1 0 0 Median: $222,000 Average: $222,228 Entry Point: $205,000 Highest Point: $240,000

R E G ION

A M L AW 2 0 0 Median: $203,000 Average: $202,750 Entry Point: $185,000 Highest Point: $220,000

NORTHEAST Am Law 50 Median: $285,000 Average: $282,714 Am Law 100 Median: $228,600 Average: $229,533

Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

MIDWEST Am Law 50 Median: $220,000 Average: $237,166

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

SOUTHWEST Am Law 50 Median: $200,000 Average: $227,000

Am Law 200 Median: $206,000 Average: $203,666

N ATION A L T R EN DS Median value Average value

2021 $155,000 $183,500

2022 $190,000 $193,750

2023 $230,000 $230,888

2024 $225,000 $229,800

3 2 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

2025 $230,000 $250,015

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

H IG H LI G H T S

BONUS BY:

Compensation data for Associate Directors demonstrates a clear correlation between firm ranking and earning potential. Am Law 50 firms stand out with a median base of $257,500 and averages above $260,000, while top earners in this tier reach $350,000. By comparison, Am Law 100 and 200 firms report more moderate figures, with medians of $222,000 and $203,000 respectively. These findings confirm that the most competitive compensation packages remain concentrated in the highest-ranked firms, where market pressures and leadership expectations are greatest.

F I R M R AN K I NG

Career stage adds another layer of insight into compensation patterns. In Am Law 50 firms, professionals with 20–29 years of experience earn a median of $285,000, outpacing even the 30+ year cohort. This suggests that compensation growth accelerates through mid-senior tenure before plateauing later in a career. Am Law 100 and 200 firms display a flatter trajectory, with fewer peaks, underscoring the unique earning advantages associated with top-tier organizations.

Geography also shapes outcomes, with the Northeast consistently delivering the highest compensation levels.

Associate Directors in Am Law 50 firms within this region report a median of $285,000, with averages above $282,000, firmly establishing the Northeast as the most competitive market. The Midwest and Southwest also perform strongly but remain below Northeast benchmarks, reflecting regional cost structures, client base concentration, and the density of Am Law 50 firms in those markets.

Bonus structures further distinguish the tiers. Am Law 50 Associate Directors command the highest median bonuses at $30,000, compared with $20,000 in Am Law 100 and $10,000 in Am Law 200. Nearly all professionals in this role—95%— received a bonus within the last 12 months, and 43% reported an increase from the prior year. These results highlight both the prevalence of performance-linked incentives and the upward trend in variable compensation, signaling firms’ intent to reward contribution and reinforce retention at senior levels.

AM LAW 50 Median: $30,000 Average: $28,512

AM LAW 100 Median: $20,000 Average: $22,328

AM LAW 200 Median: $10,000 Average: $9,666

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

More than previous year: 43% Same as previous year: 31% Less than previous year: 17% N/A: 9%

Associate Directors received 95% ofa bonus in the last 12 months.

PREVIEW

Tier Ranking Editions Am Law 50 | Am Law 100 | Am Law 200 | Local & Niche These editions offer a refined view of compensation, presenting benchmarks that compare performance across peer groups. They also highlight expectations and transition trends by ranking, with distinctions shaped by multiple variables, creating a framework for understanding how ranking influences compensation structures and professional mobility.

KHSPEOPLE .COM | 33

A S S I S TA N T / A S S O C I AT E D I R E C T O R C A R E E R PAT H & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 17% Yes, but there are blockers: 27% No: 47% N/A: 9%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S Assistant and Associate Directors often highlight that the most valued aspects of their firm’s culture stem from its alignment with core values and inclusive principles. A demonstrated commitment to diversity, equity, and belonging not only fosters an environment of fairness but also promotes the exchange of perspectives essential for effective decision-making. These professionals often view a firm’s ability to stand by solid values as both a differentiator in the market and a key driver of long-term engagement.

Equally significant is the flexibility offered in work arrangements. The ability to manage schedules in a hybrid or remote capacity reflects trust and adaptability, which in turn enhances productivity and morale. Flexibility is seen not as a concession but as a strategic approach to attracting and retaining high-caliber talent. For Assistant and Associate Directors, this trust-based autonomy often leads to a greater sense of ownership in their contributions.

“Flexibility is seen not as a concession but as a strategic approach to attracting and retaining high-caliber talent.”

The interpersonal environment also resonates deeply. Many cite the friendliness, understanding, and welcoming nature of their colleagues—including attorneys— as a major factor in their professional satisfaction. The openness and candor of attorneys, combined with the supportive nature of peers, creates an atmosphere where collaboration is not only possible but encouraged. This collegial approach often leads to faster problem-solving and more innovative thinking.

The department-level culture is especially important for these leaders. When departmental norms align with personal views on collaboration, teamwork becomes second nature. This alignment ensures that goals are pursued with a shared sense of purpose, reducing friction and strengthening both operational and interpersonal trust.

Budgetary considerations: 14% Team or Firm Politics: 43% There is simply no role open above me to advance: 64%

Ultimately, the people remain at the core of positive cultural resonance.

Relationships built on mutual respect and authentic engagement form the backbone of professional fulfillment. For Assistant and Associate Directors, these human connections are not ancillary—they are the foundation on which high performance, loyalty, and long-term commitment are built.

3 4 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

F I R M & C U LT U R E I N S I G H T S C U LT U R E ALI G N M EN T

Quite satisfied: 38%

How would you rate your firm’s culture aligning with your personal values?

Satisfied: 38% Neutral: 24%

FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 8%

Far above average: 3%

Above average: 17%

Above average: 17%

Average: 53%

Average: 58%

Below average: 22%

Below average: 19%

Far below average: ---

Far below average: 3%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 8%

Far above average: 8%

Above average: 33%

Above average: 25%

Average: 56%

Average: 56%

Below average: 3%

Below average: 11%

Far below average: ---

Far below average: ---

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 28%

Far above average: 14%

Above average: 36%

Above average: 44%

Average: 33%

Average: 33%

Below average: 3%

Below average: 3%

Far below average: ---

Far below average: 6%

KHSPEOPLE .COM | 35

S E N I O R M A N A G E R | C O M P E N S AT I O N

SALARY BY:

OV E R ALL CAR E E R E X PE R I E NC E

F I R M R A N K I NG S

AM LAW 50 10 - 19 years Median: $229,000 Average: $222,743

AM LAW 100 10 - 19 years Median: $190,000 Average: $184,449

20 - 29 years Median: $191,500 Average: $199,262

20 - 29 years Median: $190,000 Average: $187,742

30+ years Median: $205,000 Average: $212,750

30+ years Median: $180,000 Average: $191,333

AM LAW 200 10 - 19 years Median: $152,000 Average: $157,193

LOCAL & NICHE 20 - 29 years Median: $115,000 Average: $107,166

20 - 29 years Median: $168,000 Average: $160,227

30+ years Median: $119,600 Average: $144,866

Median: $160,000 Average: $155,763 Entry Point: $100,000 Highest Point: $222,000

30+ years Median: $131,000 Average: $143,500

PURCHASE YOUR PRINTED COPY

LOCAL & NICHE

N ATION AL TR E N DS

A M L AW 5 0 Median: $205,000 Average: $208,614 Entry Point: $132,500 Highest Point: $350,000

A M L AW 1 0 0 Median: $190,000 Average: $188,281 Entry Point: $111,500 Highest Point: $253,000

A M L AW 2 0 0

Median: $119,600 Average: $133,470 Entry Point: $56,500 Highest Point: $210,000 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

2021 $170,000 $171,061

2022 $182,500 $183,131

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

Median value

2023 $200,000 $195,932

2024 $179,000 $176,377

2025 $186,500 $184,993

Average value

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

3 6 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

BONUS BY:

REGION

FI R M R A N K I NG

MID-ATLANTIC Am Law 50 Median: $220,000 Average: $214,944 SOUTHEAST Am Law 100 Median: $140,000 Average: $147,875 Am Law 200 Median: $125,000 Average: $145,111 SOUTHWEST Am Law 50 Median: $181,955 Average: $190,384

MIDWEST Am Law 50 Median: $183,000 Average: $183,345

NORTHEAST Am Law 50 Median: $230,500 Average: $226,164

Am Law 100 Median: $190,000 Average: $194,666

Am Law 100 Median: $195,000 Average: $195,105

Am Law 200 Median: $140,000 Average: $143,777

Am Law 200 Median: $189,312 Average: $186,270

Local & Niche Median: $107,565 Average: $97,807

Am Law 100 Median: $187,500 Average: $182,362

AM LAW 50 Median: $16,000 Average: $20,039

AM LAW 100 Median: $14,000 Average: $14,652

AM LAW 200 Median: $5,000 Average: $7,950

LOCAL & NICHE Median: $5,100 Average: $10,487

C OM PA R I S ON How much does your most recent bonus compare from the previous year?

WEST Am Law 50 Median: $191,500 Average: $210,590 Am Law 100 Median: $200,000 Average: $200,980

More than previous year: 43% Same as previous year: 40% Less than previous year: 15% N/A: 2%

H IG H LI G H T S Senior Manager compensation varies significantly by firm ranking, experience, and region. Am Law 50 firms lead with a median of $205,000 and top salaries of $350,000, compared to $190,000 in Am Law 100 and $160,000 in Am Law 200.

Experience drives advancement, with Am Law 50 medians rising from $191,500 at 20–29 years to $205,000 at 30+ years.

Regionally, the Northeast is strongest, where Am Law 50 Senior Managers earn a $230,500 median, outpacing the Midwest at $183,000. Bonuses further differentiate tiers: Am Law 50 report $16,000 medians versus $5,000 in Am Law 200, with 95% receiving bonuses.

Senior Managers received a 95% ofbonus in the last 12 months.

PREVIEW

Management Edition Refined benchmarks reveal compensation, culture, and career priorities, guiding firms toward strategic, data-driven decisions.

KHSPEOPLE .COM | 37

S E N I O R M A N A G E R | C A R E E R PAT H & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 19% Yes, but there are blockers: 20% No: 57% N/A: 4%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

Budgetary considerations: 14% Team or Firm Politics: 43% There is simply no role open above me to advance: 64%

C U LT U R E PR IOR I TI E S Senior Managers consistently describe their firms’ cultures as environments where collaboration, respect, and professionalism are not just stated values but lived experiences. Many highlight the opportunity to be embedded within practice groups, working alongside attorneys as seasoned advisors. This level of integration fosters a sense of shared purpose and enables marketing and business development leaders to contribute meaningfully to the strategic direction of their teams. Access to decision-makers—whether managing partners, COOs, or executive committees—is cited as a key driver of engagement and impact, with leadership often modeling the civility, inclusion, and mutual respect that permeates the broader culture.

A recurring theme is the balance between autonomy and connectivity. Senior Managers appreciate the freedom to design and execute initiatives, knowing that their judgment is trusted, while still benefiting from the support and insight of colleagues across the firm. This autonomy often extends to flexible or fully remote work arrangements, reducing unnecessary emphasis on in-office presence and enhancing overall work/life balance.

Firms with strong philanthropic and community engagement values also resonate deeply. Whether through pro bono efforts, signing amicus briefs, or supporting civic causes, these commitments strengthen a sense of shared mission and pride in the firm’s public role. For many Senior Managers, the firm’s cultural investment in the “rule of law” and broader social responsibility reinforces their decision to remain and grow within the organization.

“Senior Managers appreciate the freedom to design and execute initiatives, knowing that their judgment is trusted, while still benefiting from the support and insight of colleagues across the firm.”

Perhaps most importantly, the culture is one where business services professionals are seen as integral to the firm’s success. Respect for these individuals’ contributions, recognition of expertise, and clear paths for career advancement foster long-term loyalty. Senior Managers note that such cultures not only encourage internal promotions but also reward dedication with meaningful growth opportunities. In these environments, “people matter” is more than a catchphrase—it is evident in daily interactions, leadership priorities, and the trust placed in those leading critical business functions.

3 8 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

F I R M & C U LT U R E I N S I G H T S C U LT U R E ALI G N M EN T

Extremely satisfied: 17%

How would you rate your firm’s culture aligning with your personal values?

Satisfied: 28%

Quite satisfied: 31% Neutral: 17% Dissatisfied: 7%

FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 8%

Far above average: 2%

Above average: 35%

Above average: 16%

Average: 44%

Average: 50%

Below average: 9%

Below average: 28%

Far below average: 4%

Far below average: 4%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 15%

Far above average: 10%

Above average: 43%

Above average: 37%

Average: 26%

Average: 29%

Below average: 11%

Below average: 21%

Far below average: 5%

Far below average: 3%

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 15%

Far above average: 12%

Above average: 50%

Above average: 47%

Average: 25%

Average: 32%

Below average: 10%

Below average: 7%

Far below average: ---

Far below average: 2%

KHSPEOPLE .COM | 39

M A N A G E R | C O M P E N S AT I O N

SALARY BY:

OV E R ALL CAR E E R E X PE R I E NC E

F I R M R A N K I NG S

AM LAW 50 6 - 15 years Median: $155,000 Average: $150,084

AM LAW 100 7 - 15 years Median: $141,400 Average: $137,265

16 - 24 years Median: $151,200 Average: $157,684

16 - 24 years Median: $144,500 Average: $144,972

25+ years Median: $160,000 Average: $148,000

25+ years Median: $138,250 Average: $136,333

AM LAW 200 6 - 15 years Median: $120,000 Average: $125,066

LOCAL & NICHE 6 - 15 years Median: $115,000 Average: $113,236

16 - 24 years Median: $139,600 Average: $134,692

16 - 24 years Median: $133,500 Average: $142,128

A M L AW 5 0 Median: $155,000 Average: $157,804 Entry Point: $108,000 Highest Point: $203,000

A M L AW 1 0 0 Median: $140,000 Average: $138,599 Entry Point: $82,800 Highest Point: $205,000

A M L AW 2 0 0 Median: $125,000 Average: $128,200 Entry Point: $76,000 Highest Point: $180,000

LOCAL & NICHE

25+ years Median: $126,550 Average: $133,183

N ATION AL TR E N DS

Median: $120,000 Average: $124,030 Entry Point: $71,500 Highest Point: $194,000 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

2021 $122,500 $124,265

2022 $132,500 $136,936

Median value

2023 $138,000 $137,280

2024 $140,000 $137,951

2025 $140,000 $137,682

Average value

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

4 0 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

R E G I ON

BONUS BY: F I R M R AN K I NG

MID-ATLANTIC Am Law 50 Median: $165,300 Average: $163,671

MIDWEST Am Law 50 Median: $144,500 Average: $151,221

NORTHEAST Am Law 50 Median: $176,000 Average: $169,038

Am Law 100 Median: $176,000 Average: $166,000

Am Law 100 Median: $150,000 Average: $151,345

Am Law 100 Median: $150,000 Average: $151,345

Am Law 200 Median: $120,000 Average: $126,666

Am Law 200 Median: $119,050 Average: $123,627

Am Law 200 Median: $155,000 Average: $146,637

Local & Niche Median: $158,000 Average: $138,333

Local & Niche Median: $116,500 Average: $113,562

Local & Niche Median: $120,000 Average: $120,777

SOUTHEAST Am Law 50 Median: $149,955 Average: $144,685

SOUTHWEST Am Law 50 Median: $148,750 Average: $147,828

WEST Am Law 50 Median: $169,500 Average: $165,750

Am Law 100 Median: $103,626 Average: $111,714

Am Law 100 Median: $135,650 Average: $136,350

Am Law 100 Median: $153,500 Average: $152,700

Am Law 200 Median: $135,000 Average: $127,500

Am Law 200 Median: $125,000 Average: $120,916

Am Law 200 Median: $135,200 Average: $129,240

Local & Niche Median: $116,000 Average: $16,600

Local & Niche Median: $132,000 Average: $129,000

Local & Niche Median: $152,250 Average: $150,834

AM LAW 50 Median: $12,900 Average: $16,250

AM LAW 100 Median: $8,000 Average: $8,892

AM LAW 200 Median: $5,000 Average: $6,136

LOCAL & NICHE Median: $7,500 Average: $9,786

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

More than previous year: 48% Same as previous year: 31% Less than previous year: 10% N/A: 11%

PREVIEW

Management Edition Refined benchmarks reveal compensation, culture, and career priorities, guiding firms toward strategic, data-driven decisions.

received a bonus 90% ofin Managers the last 12 months.

KHSPEOPLE .COM | 41

M A N A G E R | C A R E E R PAT H & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 18% Yes, but there are blockers: 25% No: 56% N/A: 1%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S Managers in law firms often find that a culture rooted in respect and professionalism significantly shapes their engagement and effectiveness. Environments where a “no jerks” rule is enforced foster trust, collegiality, and collaboration across all levels.

This expectation of civility creates space for open dialogue, constructive feedback, and the free exchange of ideas without fear of unnecessary conflict.

Flexibility is another hallmark of cultures that resonate strongly with managers.

The ability to manage schedules, work in hybrid formats, and take meaningful time away from the office reflects a firm’s commitment to work-life balance. Leadership that not only permits flexible arrangements but actively supports them fosters productivity, reduces burnout, and strengthens long-term retention.

An emphasis on inclusion and recognition of diverse perspectives is equally important. Firms that listen to all voices—regardless of role—reinforce a culture where professionals are valued as strategic contributors. Support for diversity, equity, and inclusion initiatives, along with transparency in decision-making, signals a genuine investment in people as a central element of firm success.

“Leadership that not only permits flexible arrangements but actively supports them fosters productivity, reduces burnout, and strengthens long-term retention.”

Managers also appreciate cultures that prioritize professional growth and development. Funding for continued education, professional memberships, and skills training demonstrates that the firm sees advancement as a shared goal. Opportunities to lead autonomously, contribute to business development, and collaborate with peers and attorneys alike further build a sense of ownership and purpose.

Lastly, the interpersonal fabric of a firm—the day-to-day interactions, shared experiences, and team chemistry—remains one of its most enduring strengths.

Budgetary considerations: 16% Team or Firm Politics: 59% There is simply no role open above me to advance: 48%

A sense of community, respect for work-life boundaries, and authentic appreciation for contributions strengthen internal relationships and enhance the firm’s external reputation. For managers, this combination of respect, flexibility, inclusion, and growth-oriented leadership creates an environment in which they can excel both professionally and personally.

4 2 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

F I R M & C U LT U R E I N S I G H T S C U LT U R E ALI G N M EN T

Extremely satisfied: 18%

How would you rate your firm’s culture aligning with your personal values?

Satisfied: 34%

Quite satisfied: 32% Neutral: 10% Dissatisfied: 6%

FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 9%

Far above average: 4%

Above average: 41%

Above average: 23%

Average: 34%

Average: 37%

Below average: 15%

Below average: 27%

Far below average: 1%

Far below average: 9%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 16%

Far above average: 18%

Above average: 31%

Above average: 28%

Average: 31%

Average: 33%

Below average: 16%

Below average: 15%

Far below average: 6%

Far below average: 6%

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 20%

Far above average: 16%

Above average: 38%

Above average: 43%

Average: 30%

Average: 30%

Below average: 10%

Below average: 9%

Far below average: 2%

Far below average: 2%

KHSPEOPLE .COM | 43

S E N I O R S P E C I A L I S T | C O M P E N S AT I O N

SALARY BY: F I R M R A N K I NG S

A M L AW 5 0 Median: $118,000 Average: $117,602 Entry Point: $96,000 Highest Point: $145,000

A M L AW 1 0 0 Median: $95,850 Average: $97,753 Entry Point: $77,000 Highest Point: $125,000

A M L AW 2 0 0 Median: $95,775 Average: $98,855 Entry Point: $70,000 Highest Point: $150,000

OV E R ALL CAR E E R E X PE R I E NC E AM LAW 50 3 - 9 years Median: $129,000 Average: $125,071

AM LAW 100 3 - 9 years Median: $97,500 Average: $93,833

10 - 19 years Median: $114,000 Average: $114,942

10 - 19 years Median: $96,700 Average: $99,975

20+ years Median: $114,500 Average: $115,191

20+ years Median: $95,000 Average: $100,235

AM LAW 200 3 - 9 years Median: $90,000 Average: $86,666

LOCAL & NICHE 10 - 19 years Median: $75,000 Average: $85,000

20+ years Median: $110,000 Average: $112,370

PURCHASE YOUR PRINTED COPY

N ATION AL TR E N DS

LOCAL & NICHE Median: $93,000 Average: $92,840 Entry Point: $75,000 Highest Point: $116,200 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

2021

$102,500 $96,111

2022

$97,500 $101,568

Median value

2023

$108,000 $112,583

2024

$105,000 $103,785

2025

$104,000 $105,271

Average value

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

4 4 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

R E G I ON

BONUS BY FIRM RANKING F I R M R AN K I NG S

MIDWEST Am Law 50 Median: $113,000 Average: $109,784

NORTHEAST Am Law 50 Median: $130,000 Average: $126,750

Am Law 100 Median: $106,837 Average: $109,362

Am Law 100 Median: $85,176 Average: $88,185 Am Law 200 Median: $110,000 Average: $115,333

SOUTHWEST Am Law 100 Median: $95,000 Average: $95,250

AM LAW 50 Median: $8,000 Average: $8,257

AM LAW 100 Median: $5,100 Average: $6,350

AM LAW 200 Median: $2,600 Average: $3,135

LOCAL & NICHE Median: $2,750 Average: $3,750

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

WEST Am Law 50 Median: $120,000 Average: $121,166

H IG H LI G H T S Compensation for Senior Specialists shows clear differences across firm rankings, experience, and geography. Am Law 50 professionals report the strongest outcomes, with a median of $118,000 and top salaries reaching $145,000, compared with $95,850 in Am Law 100 and $93,000 in Local & Niche firms.

Am Law 200 sits between these tiers at a $95,775 median but with the highest ceiling at $150,000.

Regionally, the Northeast leads with Am Law 50 Senior Specialists earning $130,000, followed by the West at $120,000 and the Midwest at $113,000, reflecting both market demand and cost structures.

Experience also plays a role, though gains are concentrated in top-tier firms. Am Law 50 Senior Specialists earn $129,000 at 3–9 years and $114,500 at 20+ years, while lower tiers plateau near $95,000 regardless of tenure. Bonuses highlight further gaps: Am Law 50 medians reach $8,000, compared with just $2,600 in Am Law 200. Encouragingly, 88% of Senior Specialists received a bonus in the last year, with 53% reporting an increase, underscoring both incentive prevalence and upward mobility in compensation.

More than previous year: 53% Same as previous year: 29% Less than previous year: 4% N/A: 14%

Senior Specialists received a 88% ofbonus in the last 12 months.

PREVIEW

Rankings Editions: Am Law 50 | Am Law 100 Am Law 200 | Local & Niche

KHSPEOPLE .COM | 45

SE N I O R SP E CI A L I S T | C A R E E R PAT H & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 22% Yes, but there are blockers: 28% No: 50%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S Senior Specialists often connect most strongly with firm cultures that pair progressive thinking with genuine care for their people. Many note that being part of a department ahead of the curve—particularly in technology adoption—fosters pride and professional engagement. Commitments to diversity, equity, inclusion, and community engagement further strengthen this alignment, especially when supported by initiatives such as pro bono work and human rights advocacy. These values create a sense of shared purpose that extends beyond day-to-day responsibilities.

“Senior Specialists often connect most strongly with firm cultures that pair progressive thinking with genuine care for their people.”

Equally significant is a culture that actively supports well-being. Senior Specialists value empathy, both in leadership and peer relationships, as well as initiatives that address mental and physical wellness. Flexible work arrangements, including hybrid and remote options, are often cited as key enablers of work-life balance—a benefit considered rare in the legal sector. This flexibility, coupled with supportive leadership and collegial teams, reinforces a low-stress and positive atmosphere. In combination with opportunities for learning and development, these cultural qualities create an environment where Senior Specialists feel both valued and motivated to contribute at a high level.

C AR E E R TI M I NG Would you prefer to accept a stepping-stone role at a new firm now, or wait for a potential promotion at your current law firm?

Budgetary considerations: 57% Team or Firm Politics: 71% There is simply no role open above me to advance: 36%

56% I would accept a stepping-stone role at a new firm now.

4 6 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

44% I would wait for a potential promotion at my current law firm.

F I R M & C U LT U R E I N S I G H T S FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 16%

Far above average: 4%

Above average: 37%

Above average: 20%

Average: 35%

Average: 43%

Below average: 12%

Below average: 20%

Far below average: ---

Far below average: 13%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 33%

Far above average: 27%

Above average: 24%

Above average: 24%

Average: 29%

Average: 35%

Below average: 8%

Below average: 6%

Far below average: 6%

Far below average: 8%

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 27%

Far above average: 33%

Above average: 43%

Above average: 35%

Average: 20%

Average: 18%

Below average: 6%

Below average: 10%

Far below average: 4%

Far below average: 4%

SELF R E F LEC T I O N Do you think performance reviews every three or six months might help you stay on track and improve your promotion prospects?

Yes, every six months: 42% Yes, every three months: 12% Not sure: 10% No: 36%

KHSPEOPLE .COM | 47

S P E C I A L I S T | C O M P E N S AT I O N

SALARY BY: F I R M R A N K I NG S

A M L AW 5 0 Median: $106,000 Average: $105,655 Entry Point: $70,000 Highest Point: $125,000

A M L AW 1 0 0 Median: $87,000 Average: $92,173 Entry Point: $68,500 Highest Point: $136,000

A M L AW 2 0 0 Median: $90,000 Average: $86,347 Entry Point: $57,200 Highest Point: $120,000

LOCAL & NICHE Median: $80,000 Average: $79,783 Entry Point: $52,000 Highest Point: $120,000 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

OV E R ALL CAR E E R E X PE R I E NC E AM LAW 50 2 - 5 years Median: $98,000 Average: $98,963

AM LAW 100 6 - 9 years Median: $84,000 Average: $89,775

6 - 9 years Median: $109,000 Average: $107,250

10+ years Median: $98,000 Average: $98,752

10+ years Median: $113,750 Average: $112,525

LOCAL & NICHE 2 - 5 years Median: $74,750 Average: $75,843

AM LAW 200 2 - 5 years Median: $70,100 Average: $72,012

10+ years Median: $85,000 Average: $89,400

6 - 9 years Median: $93,000 Average: $91,480

Tier rankings or intervals of years not displayed reflect inconclusive data due to sample sizes. These have been omitted to preserve accuracy, reliability, and integrity in the findings presented.

10+ years Median: $92,000 Average: $91,475

N ATION AL TR E N DS

2021

$80,000 $79,868

2022 $87,500 $83,295

Median value

2023

$90,000 $92,555

2024 $85,000 $86,947

2025

$94,500 $92,696

Average value

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

4 8 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

BONUS BY:

R E G I ON

F I R M R AN K I NG

MID-ATLANTIC Am Law 50 Median: $100,000 Average: $103,566 WEST Am Law 50 Median: $112,500 Average: $105,850 Am Law 100 Median: $116,600 Average: $115,866 Am Law 200 Median: $91,450 Average: $93,150 SOUTHEAST Am Law 100 Median: $87,000 Average: $80,733

MIDWEST Am Law 50 Median: $103,000 Average: $99,707

NORTHEAST Am Law 50 Median: $111,000 Average: $108,435

Am Law 100 Median: $84,000 Average: $89,339

Am Law 100 Median: $90,000 Average: $90,575

Am Law 200 Median: $76,800 Average: $81,039

Am Law 200 Median: $101,000 Average: $101,375

Local & Niche Median: $77,500 Average: $76,900

Local & Niche Median: $83,500 Average: $81,562

SOUTHWEST Am Law 100 Median: $82,000 Average: $82,594

AM LAW 50 Median: $5,750 Average: $6,322

AM LAW 100 Median: $2,500 Average: $3,944

AM LAW 200 Median: $3,000 Average: $3,374

LOCAL & NICHE Median: $5,000 Average: $5,777

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

More than previous year: 36% Same as previous year: 28% Less than previous year: 12% N/A: 24%

H IG H LI G H T S Am Law 50 firms lead the market with Specialists earning a median of $106,000 and top salaries of $125,000, while Am Law 100 and Am Law 200 trail at $87,000 and $90,000 respectively. Regional differences are significant, with the Northeast highest at $111,000 and the Midwest close behind at $103,000. Experience also drives growth: Am Law 50 Specialists with 10+ years reach a $113,750 median. Bonuses highlight clear gaps, with Am Law 50 professionals earning a $5,750 median compared to $2,500 in Am Law 100. Notably, 82% of Specialists reported receiving a bonus in the past year.

Specialists received a 82% ofbonus in the last 12 months.

PREVIEW

Rankings Editions: Am Law 50 | Am Law 100 Am Law 200 | Local & Niche

KHSPEOPLE .COM | 49

SP E CI A L I S T | C A R E E R PAT H & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 18% Yes, but there are blockers: 24% No: 58%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S Specialists often find a firm’s culture most rewarding when it balances autonomy with a strong sense of community. Many describe an environment where they are trusted to manage their own functions, lead initiatives, and pursue opportunities aligned with their expertise, all while feeling supported by colleagues and leadership. This independence is complemented by a culture that values collaboration, open communication, and mutual respect—where professionals are seen as essential contributors to firm success rather than as secondary to fee earners.

“…these cultural attributes create an atmosphere where Specialists feel both empowered and connected, driving engagement and retention.”

Flexibility, both in working arrangements and in approach, emerges as a defining feature. Specialists appreciate environments that do not over mandate in-office presence, enabling them to focus on delivering value rather than on rigid scheduling. The sense of collegiality, inclusivity, and shared purpose—whether through client service, community engagement, or internal collaboration—reinforces a feeling of belonging. When paired with leadership that listens, respects input, and supports professional growth, these cultural attributes create an atmosphere where Specialists feel both empowered and connected, driving engagement and retention.

C AR E E R TI M I NG Would you prefer to accept a stepping-stone role at a new firm now, or wait for a potential promotion at your current law firm?

54% Budgetary considerations: 48% Team or Firm Politics: 62% There is simply no role open above me to advance: 62%

I would accept a stepping-stone role at a new firm now.

5 0 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

46% I would wait for a potential promotion at my current law firm.

F I R M & C U LT U R E I N S I G H T S FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 7%

Far above average: 9%

Above average: 33%

Above average: 18%

Average: 46%

Average: 36%

Below average: 14%

Below average: 27%

Far below average: ---

Far below average: 10%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 14%

Far above average: 15%

Above average: 42%

Above average: 37%

Average: 31%

Average: 30%

Below average: 11%

Below average: 17%

Far below average: 2%

Far below average: 1%

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 21%

Far above average: 12%

Above average: 30%

Above average: 48%

Average: 38%

Average: 30%

Below average: 11%

Below average: 10%

Far below average: ---

Far below average: ---

SELF R E F LEC T I O N Do you think performance reviews every three or six months might help you stay on track and improve your promotion prospects?

Yes, every six months: 48% Yes, every three months: 9% Not sure: 14% No: 29%

KHSPEOPLE .COM | 51

C O O R D I N AT O R | C O M P E N S AT I O N

SALARY BY: F I R M R A N K I NG S

A M L AW 5 0 Median: $77,750 Average: $78,671 Entry Point: $73,000 Highest Point: $85,200

A M L AW 1 0 0 Median: $74,250 Average: $70,961 Entry Point: $50,000 Highest Point: $87,000

OV E R ALL CAR E E R E X PE R I E NC E AM LAW 50 4 - 6 years Median: $80,125 Average: $79,283

AM LAW 100 1 - 3 years Median: $60,500 Average: $62,470

AM LAW 200 1 - 3 years Median: $60,000 Average: $63,600

4 - 6 years Median: $76,000 Average: $73,562 7+ years Median: $76,362 Average: $76,715

4 - 6 years Median: $62,500 Average: $63,460

LOCAL & NICHE

7+ years Median: $70,000 Average: $67,700

4 - 6 years Median: $70,000 Average: $70,750

A M L AW 2 0 0

7+ years Median: $91,500 Average: $89,750

Median: $62,500 Average: $65,247 Entry Point: $46,600 Highest Point: $85,000

LOCAL & NICHE

N ATION AL TR E N DS

Median: $74,000 Average: $76,700 Entry Point: $55,000 Highest Point: $103,000 Salaries in this dataset are segmented by tiered firm rankings, providing greater accuracy and precision in the findings.

2021 $57,500 $56,923

2022 $70,000 $69,464

The “Local & Niche” category reflects firms that are not classified within Am Law 50, 100, or 200.

Median value

2023 $71,750 $69,975

2024 $69,250 $70,718

2025 $73,500 $71,190

Average value

The national median and average represent a broad aggregate figure that does not account for variations by firm ranking or organizational scale.

5 2 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

BONUS BY:

R E G I ON

F I R M R AN K I NG

MID-ATLANTIC Am Law 100 Median: $68,750 Average: $67,416 SOUTHEAST Am Law 100 Median: $75,000 Average: $75,233 Am Law 200 Median: $62,500 Average: $64,320

MIDWEST Am Law 50 Median: $82,500 Average: $79,916 Am Law 100 Median: $75,000 Average: $71,150 Am Law 200 Median: $63,150 Average: $65,325

Local & Niche Median: $73,000 Average: $77,000

NORTHEAST Am Law 100 Median: $75,000 Average: $75,375

AM LAW 50 Median: $3,000 Average: $4,041

AM LAW 100 Median: $2,500 Average: $2,722

AM LAW 200 Median: $1,600 Average: $1,751

LOCAL & NICHE Median: $1,500 Average: $2,528

C OM PAR IS ON How much does your most recent bonus compare from the previous year?

SOUTHWEST Am Law 100 Median: $72,362 Average: $70,681

Tier rankings not displayed reflect inconclusive data due to sample sizes. These have been omitted to preserve accuracy, reliability, and integrity in the findings presented.

H IG H LI G H T S Firm ranking salary data highlights Am Law 50 as the most balanced tier, where the median, average, and salary range remain closely aligned. From 2021 to 2025, the overall median salary increased by $16,000 (28%), climbing from $57,500 to $73,500. Although 2024 saw a dip to $69,250, the median rebounded in 2025 with a $4,250 increase, surpassing all prior years and signaling renewed upward momentum. Regional analysis provides further insight: the Midwest reflects the widest internal disparity, where Am Law 50 Coordinators report a median of $82,500 compared with just $63,150 in Am Law 200—a $19,350 gap. By contrast, the Northeast stands out for its stability, as Am Law 100 salaries show virtually no divergence between the median ($75,000) and average ($75,375). Overall, the data suggests that while fluctuations occur year to year, both firm ranking and geography strongly influence pay outcomes at the Coordinator level.

More than previous year: 20% Same as previous year: 24% Less than previous year: 6% N/A: 50%

74%

of Coordinators received a bonus in the last 12 months.

PREVIEW

Rankings Editions: Am Law 50 | Am Law 100 Am Law 200 | Local & Niche

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C O O R D I N AT O R | C O N N E C T I O N & P E R C E P T I O N S

ENGAGEMENT & TENURE CA R E E R PAT H DIS C US S I O N The individual who I report to has discussed or outlined a clear career path of advancement for me.

Yes: 33% Yes, but there are blockers: 22% No: 45%

B LOC K E R S Responses for “Yes, but there are blockers” reflect all that apply.

C U LT U R E PR IOR I TI E S For Coordinators, a firm’s culture is most impactful when rooted in strong communication, collaboration, and respect for professionals.

Transparency, constructive feedback, and teamwork over competition foster trust and belonging, enabling meaningful contributions without unnecessary hierarchy. Many appreciate smaller teams within larger firms, where close-knit dynamics allow them to deliver significant results while maintaining personal connections.

“Transparency, constructive feedback, and teamwork over competition foster trust and belonging…”

Flexibility is a defining factor. Hybrid or remote arrangements, opportunities to pursue secondary interests, and access to professional development show that the firm invests in its people. Providing modern tools and technology further supports Coordinators in delivering high-quality work efficiently.

A culture that values DEI, work-life balance, and kindness strengthens collaboration and builds loyalty. Coordinators feel most engaged when treated as advisors and growth partners, not merely support roles. When their contributions are recognized, their voices heard, and their needs prioritized, they not only perform at a high level but also align themselves closely with the firm’s long-term success.

C AR E E R TI M I NG Would you prefer to accept a stepping-stone role at a new firm now, or wait for a potential promotion at your current law firm?

40% Budgetary considerations: 67% Team or Firm Politics: 67% There is simply no role open above me to advance: 13%

I would accept a stepping-stone role at a new firm now.

5 4 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

60% I would wait for a potential promotion at my current law firm.

F I R M & C U LT U R E I N S I G H T S FI R M PE RC EP T I O N S How would you rate the work/life balance at your firm?

How would you rate your firm on training and development opportunities?

Far above average: 13%

Far above average: 6%

Above average: 41%

Above average: 27%

Average: 31%

Average: 36%

Below average: 13%

Below average: 24%

Far below average: 2%

Far below average: 7%

MA N AG E M EN T R AT I N G S How would you rate the personal feedback and recognition received from your manager?

How would you rate the overall effectiveness of your manager?

Far above average: 33%

Far above average: 31%

Above average: 33%

Above average: 35%

Average: 18%

Average: 18%

Below average: 14%

Below average: 14%

Far below average: 2%

Far below average: 2%

TE A M C ON N EC T I V I T Y & EFF E C TIV E N E S S How would you rate your level of connection with your team?

How would you rate the effectiveness of your team working together?

Far above average: 32%

Far above average: 31%

Above average: 32%

Above average: 31%

Average: 28%

Average: 29%

Below average: 3%

Below average: 7%

Far below average: 5%

Far below average: 2%

SELF R E F LEC T I O N Do you think performance reviews every three or six months might help you stay on track and improve your promotion prospects?

Yes, every six months: 47% Yes, every three months: 23% Not sure: 15% No: 15%

KHSPEOPLE .COM | 55

BIGGER PICTURE

OUTLOOK The year ahead will be shaped less by sweeping change and more by a measured progression of themes that have been steadily maturing across the profession. What was once a conversation about proving value has shifted into one about defining it with greater precision and consistency. This transition reflects the profession’s continued advancement toward deeper integration in firm strategy, client engagement, and long-term business planning.

Firms are now focused on how best to resource, measure, and retain their marketing and business development teams in ways that align with broader strategic goals. The shift we are witnessing is highly significant. Within law firms—where career trajectories for attorneys and partners have historically been narrow and linear—the marketing and business development function has emerged as a true catalyst for change. Its growing influence is forging entirely new professional pathways, creating opportunities that did not exist within the traditional structure of the profession.

The survey data makes clear that working arrangements remain central, but the debate has evolved. Hybrid has solidified as the prevailing model, yet its significance is not about where professionals sit but about the trust those arrangements convey. Firms that enable their teams to manage schedules with autonomy are signaling confidence in performance and accountability. And this is occurring within an industry that, less than six years ago, relied on literal visibility to validate professional worth—where simply being physically present was considered a measure of value.

This perspective reframes flexibility as an indicator of professional ownership rather than convenience, underscoring that output and influence matter far more than physical presence. The next stage of this conversation will be about how firms sustain this model, balancing accountability with autonomy and ensuring that trust is reinforced at every level.

Retention and mobility continue to surface as critical points of tension. The most competitive firms are learning that

compensation, while essential, is only one part of the equation.

Professionals are weighing opportunities through a broader lens—placing increasing importance on leadership quality, firm culture, and the resources provided to support both immediate performance and future growth. This shift in priorities signals a recalibration of what it means to create environments where professionals can thrive long-term. For many, the question is no longer whether a firm pays well, but whether it also fosters trust, development, and stability in ways that make staying compelling. These are precisely the questions the industry should be asking. They speak directly to long-term growth and retention and hold the potential to address a profession long challenged by short tenures and high levels of movement.

At the same time, compensation pressures are intensifying.

Salaries continue to rise, and expectations around bonuses, benefits, and recognition are expanding in parallel. This environment has increased demand for more granular benchmarking—by Am Law tier, by department, and by level of experience—to provide firms with clear data against which to make decisions.

More firms are beginning to draw direct links between their compensation strategies and the measurable business outcomes they expect, a development that reflects a growing professionalization of the function and a sharper emphasis on accountability.

These themes point to a profession that is steadily moving into a more defined and measurable space. The signals are clear: firms that align compensation, leadership, resources, and trust will be positioned to retain their most valuable professionals and sustain performance through uncertainty. Those that do not risk falling behind, not because they lack talent, but because they have failed to fully support it. The next year will test which firms can translate this understanding into action, and which will find themselves challenged by the growing expectations of their professionals.

These themes reflect a profession steadily evolving into a more defined and measurable space—a corporatization of what is arguably the last profession still in need of it.

“Firms that align compensation, leadership, resources, and trust will be positioned to retain their most valuable professionals…”

5 6 | C U R AT E D S A L A R Y D ATA & I N T E L L I G E N C E – G E N E R A L E D I T I O N

Kate Harry Shipham Founder & CEO

kate@khspeople.com | 312-646-9125

Allan Nacapuy

Director of Marketing allan@khspeople.com | 847-343-9356

Cheyenne Cupp

Director of Operations & Strategy cheyenne@khspeople.com | 315-313-3124

Nicole Tegner

Senior Executive Recruiter nicole@khspeople.com | 954-242-8734

2024 Curated Salary Data & Intelligence Report

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