Management Edition – 2025 Salary Data & Intelligence Report

ABOUT THE MANAGEMENT EDITION PREVIEW

Thank you for your interest in the Management Edition of our Curated Salary Data & Intelligence report. Below is an overview of what you can expect from this edition.

PREVIEW BREAKDOWN

1. RESPONDENT PROFILE

Included in the General Edition.

2. FOCUS AREAS

Included in the General Edition.

3. ROLES

This preview presents role data across two categories: Management and Pre-Manager level positions. Each of these two categories feature a separate standardized layout (Management Role layout: pages 26 - 33; Pre-Manager Role layout: pages 34 - 43). “Pre-Manager” refers to roles junior to Manager, such as Coordinator and Specialist.

All data presented in this section has been fully sanitized. Please note that listings such as overall experience and regional markets will vary based on role and respondent count.

Roles featured in this edition:

• Director

• Department Head

• Assistant/Associate Director

• Senior Manager

• Manager

• Senior Specialist

• Specialist

• Coordinator

4. BIGGER PICTURE

Expanded narrative sections with defined headers provide a preview of the analytical themes and insights featured throughout the section.

This printed edition includes 100 pages of data and insights and is not available in digital format.

Please contact us with any questions regarding this edition or the included content.

FROM THE FOUNDER & CEO

One 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.”

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.

KATE HARRY SHIPHAM FOUNDER & CEO

TABLE OF CONTENTS

xx Work Grounded in Trust xx Career Paths

xx Hypothetical Job Offer

xx The Solo Marketer

xx Employee Satisfaction

| ROLES xx Director xx Department Head xx Assistant/Associate Director xx 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.

EDITIONS

General

Management

AUDIENCE KEY FEATURES

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

Professionals at the Manager through Senior Director level

C-Suite

CMOs, CHROs, COOs and seniormost leaders

• Compensation quartile benchmarks

• Expanded junior role career pathing and transition data

• Detailed culture and firm perceptions

• Open-response analyses on firm experience

USE CASES

Benchmarking, regional analysis, identifying trends across the profession

Tier Ranking

• Am Law 50

• Am Law 100

• Am Law 200

• Local and Niche

Profile

• Solo Marketer

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

• 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

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

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

• Compensation quartile benchmarks

• Compensation expectations and transition insights segmented by ranking

• Benchmarking differences tied to multiple variables

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

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

• 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

RESPONDENT PROFILE | WHO & WHERE

PARTICIPATION

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.

MARKETS

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%

EDUCATION DEPARTMENTS

What is the highest level of education you have completed?

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.

Doctoral degree: 6%

Master’s degree: 25%

Bachelor’s degree: 64%

WORKING ARRANGEMENT BREAKDOWN BY FIRM SIZE

OVERALL

Hybrid: 78%

In-Office: 7%

Remote: 15%

Hybrid: 86% In-Office: 1%

Remote: 13%

–

Hybrid: 39%

In-Office: 46%

Remote: 15%

– 1,200

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

Hybrid: 69%

In-Office: 23%

Remote: 8%

Hybrid: 73% In-Office: 23%

Remote: 4%

Hybrid: 74% In-Office: 12%

Remote: 14%

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

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

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

Hybrid: 85% In-Office: 9%

Remote: 6%

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 BREAKDOWN BY FIRM SIZE

OVERALL

1 day: 4%

2

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

day: 18%

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

1 day: 9%

2 days: 17%

3 days: 68%

4 days: 6%

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

Focus Areas

KEY FORCES INFLUENCING TALENT AND GROWTH

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.

FOCUS AREAS | 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.

YEAR-OVER-YEAR WORKING ARRANGEMENT COMPARISON

PREFERENCE

REQUIREMENT 2024 2025

PREFERENCE

Hybrid: 62%

Remote: 29%

In-Office: 9%

Hybrid: 67%

Remote: 27%

In-Office: 6%

REQUIREMENT

Hybrid: 73%

Remote: 17%

In-Office: 10%

Hybrid: 78%

Remote: 15%

In-Office: 7%

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.

“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 CONNECTIVITY & 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 support from your team?

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

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

Far above average: 24%

Above average: 42%

Average: 26%

Below Average: 7%

Far below average: 2%

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: 41%

Average: 22%

Below Average: 11%

Far below average: 1%

Far above average: 28%

Above average: 37%

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.

HYPOTHETICAL 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.

FOCUS AREAS | CAREER PATHS

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.

TRANSITIONS (NATIONAL POLL)

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

26%

Neither.

FIRM-COMMITTED CAREERIST

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.

66%

I have thought about moving to a new law firm.

DISCERNING ACHIEVER

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.

8%

I have moved to a new law firm.

STRATEGIC MOVER

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.

CAREER PATH DISCUSSION

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 READINESS OUTLOOK

Yes: 30%

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

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%

0.5 year: 2%

1 year: 19%

1.5 years: 14%

2 years: 34%

2.5+ years: 31%

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?

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

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

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

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

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

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

Highly likely

Somewhat likely

Neutral/Unsure

Somewhat unlikely 8%: Extremely unlikely

0.5 year

1 year

1.5 years

2 years 24%: 2.5+ years

0.5 year 28%: 1 year

1.5 years

2 years 17%: 2.5+ years

FOCUS AREAS | HYPOTHETICAL JOB OFFER

TOP FIVE DECIDING FACTORS BY ROLE

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/401k

CHIEF MARKETING/BUSINESS DEVELOPMENT OFFICER

• Salary

• Title

• Total Compensation & Benefits Package

• Vacation Time

• Working Arrangement

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% Firm Culture (shared values, beliefs, and behaviors of the firm)

68% Resources (resources match the workload and demand of the role)

68% Total Compensation & Benefits Package

68% Working Arrangement (hybrid/remote/flex options)

58% Firm Leadership (relative progressiveness, composition or newness of leadership)

DIRECTOR

71% Firm Culture (shared values, beliefs, and behaviors of the firm)

68% Total Compensation & Benefits Package

66% Working Arrangement (hybrid/remote/flex options)

62% Firm Leadership (relative progressiveness, composition or newness of leadership)

60% Salary

DEPARTMENT HEAD

77% Total Compensation & Benefits Package

68% Firm Culture (shared values, beliefs, and behaviors of the firm)

61% Firm Leadership (relative progressiveness, composition or newness of leadership)

61% Working Arrangement (hybrid/remote/flex options)

54% Resources (resources match the workload and demand of the role)

ASSISTANT/ASSOCIATE DIRECTOR

72% Salary

65% Total Compensation & Benefits Package

63% Working Arrangement (hybrid/remote/flex options)

53% Resources (resources match the workload and demand of the role)

49% 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% Working Arrangement (hybrid/remote/flex options)

69% Total Compensation & Benefits Package

66% Salary

61% Firm Culture (shared values, beliefs, and behaviors of the firm)

50% 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% Working Arrangement (hybrid/remote/flex options)

72% Salary

64% Total Compensation & Benefits Package

55% Firm Culture

41% Vacation Time

COORDINATOR

76% Salary

71% Working Arrangement (hybrid/remote/flex options)

65% Total Compensation & Benefits Package

55% Firm Culture (shared values, beliefs, and behaviors of the firm)

39% Resources (resources match the workload and demand of the role)

FOCUS AREAS | THE SOLO MARKETER

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.

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.

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?

Yes: 33%

Unsure: 57%

No: 10%

BASE SALARY BREAKDOWN

NATIONAL

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

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

Yes: 16%

Unsure: 80%

No: 4%

BASE SALARY BY FIRM SIZE

1 - 10

Median: $100,000

Average: $114,571

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

51 - 100

$149,000

$155,266 101 - 200

COMPENSATION INCREASE

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

23% average increase

BASE SALARY BY PRIMARY AREA OF FOCUS

Business Development

Median: $160,000

Average: $162,777

Traditional Marketing

Median: $160,000

Average: $154,722

Digital Marketing

Median: $150,000

Average: $140,000

BASE SALARY BY OVERALL CAREER EXPERIENCE

5 - 10 years

Median: $100,000

Average: $90,000

16 - 20 years

Median: $127,300

Average: $121,137

26 - 30 years

Median: $144,000

Average: $129,916

11 - 15 years

Median: $101,431 Average: $110,347

21 - 25 years

Median: $192,500 Average: $196,250

31+ years

Median: $150,000 Average: $135,000

BONUS BREAKDOWN

NATIONAL

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

NORTHEAST

Median: $13,500

Average: $13,937

SOUTHWEST

Median: $11,000

Average: $12,937

MIDWEST

Median: $7,500

Average: $9,214

SOUTHEAST

Median: $9,000

Average: $8,400

WEST

Median: $15,000

Average: $15,666

85% of Solo Marketers received a bonus in the last 12 months.

BONUS COMPARISON

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%

FOCUS AREAS | THE SOLO MARKETER

EXPERIENCE

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

ADVANCEMENT

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.

TRANSITIONS

5 - 10 years: 9%

11 - 15 years: 23%

16 - 20 years: 26%

21 - 25 years: 13%

26 - 30 years: 19%

31+ years: 10%

ANTICIPATED TENURE

How long do you anticipate your tenure will be at your current firm? Less than 1 year: 8% 1 - 3 years: 19% 4 - 6 years: 22% 7 - 10 years: 22%

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

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

52% 35% 13% Neither. I have thought about moving to a new law firm. I have moved to a new law firm.

MARKET AWARENESS

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. 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.

PERCEPTIONS

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

Far above average: ---

Above average: 34%

Average: 36%

Below average: 9% Far below average: 21%

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

Far above average: 10%

Above average: 32%

Average: 32%

Below average: 22%

Far below average: 4%

How would you rate your compensation?

Far above average: 28%

Above average: 56%

Average: 10%

Below average: 4%

Far below average: 2%

HYPOTHETICAL JOB OFFER

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

Far above average: 10%

Above average: 18%

Average: 44%

Below average: 22%

Far below average: 6%

How would you rate your compensation?

Far above average: 14%

Above average: 26%

Average: 35%

Below average: 21%

Far below average: 4%

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

Yes: 53% No: 47%

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.

FOCUS AREAS | EMPLOYEE SATISFACTION

THE WORKPLACE EQUATION

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.

& PRIORITY MATRIX

Working Arrangement

Total Compensation & Benefits Package Firm Culture

POSITIVE DRIVERS

• Collaborative colleagues

• Team culture & camaraderie

• Impact on growth & success

• Strategic involvement

• Intellectual variety

• Recognition & mentoring

• Autonomy & trust

• Accomplishment from wins

NEGATIVE TRIGGERS

• 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

DECIDING FACTORS

• Working arrangement

• Compensation & Benefits

• Salary

• Firm culture

• Resources match workload

• Firm leadership

• Vacation time

• Title

• Health insurance

• Retirement/401k

• Diversity/DEl

PERCEPTION MARKERS

• Matched vs. preferred arrangements

• Overall experience rating

• Considered moving past 12 months

• Compensation satisfaction

• Work-life balance

• Communication from management

• Workload manageability

WORKPLACE STRENGTHS AND CONSTRAINTS

CATEGORY

POSITIVE DRIVERS NEGATIVE TRIGGERS

Working Arrangement

Total Compensation & Benefits Package

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

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.

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

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

Resources & Support

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

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

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

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

Career Growth

Workload Manageability

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

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

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

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.

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

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

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

EXPANDED COMPENSATION ANALYSIS

This section presents base salary data across multiple dimensions, offering a clear comparison by firm ranking (Am Law 50, Am Law 100, Am Law 200, and local or niche firms), geography, department, and career experience. Together, these perspectives highlight both structural differences between firm types and variations within them. The regional breakdown enhances accuracy by showing how compensation aligns with where professionals practice, while segmentation by department and experience provides a more complete view of how salaries shift over time. The result is a reliable set of benchmarks that professionals can apply at multiple levels of analysis, creating reference points that were previously unavailable.

EMERGING TITLES

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.

DETAILED CULTURE ANALYSES

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.

TRANSITIONS SECTION

Here we present data on whether individuals have moved, or considered moving to a new firm within the past twelve months. This question has opened an important window into how professionals are assessing their current positions and weighing alternatives. For some, transitions reflect opportunities for growth and development, while for others, they can indicate larger questions about alignment with firm strategy or leadership philosophy. By including this measure across roles, we are able to show both mobility trends and retention risks with far greater clarity.

We also introduced a new forward-looking question: “If you were to leave your firm today for a growth-focused role elsewhere, what would your base salary expectation be?” This data point has added a different dimension to our understanding of compensation. By capturing the expectations professionals carry into the market, the report now reflects both current realities and anticipated shifts.

This has proven valuable across the board, highlighting whether compensation is perceived as meeting expectations or lagging behind them. It also serves as an early indicator of mobility, as salary expectations often mirror the considerations professionals weigh when evaluating opportunities.

INTERPRETING THE DATA

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.

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.

MANAGEMENT ROLES | COMPENSATION

SALARY BY:

FIRM RANKINGS

AM LAW 50

AM LAW 50

Median: $285,500

Median: $xxx,xxx

Average: $289,009

OVERALL CAREER EXPERIENCE

AM LAW 50

11 - 19 years

Median: $xxx,xxx

Average: $xxx,xxx

20 - 29 years

Median: $xxx,xxx

AM LAW 100

11 - 19 years

Median: $xxx,xxx

Average: $xxx,xxx

20 - 29 years

Median: $xxx,xxx

Average: $xxx,xxx

Entry Point: $140,000

Average: $xxx,xxx

Average: $xxx,xxx

Highest Point: $475,000

Entry Point: $xxx,xxx

Highest Point: $xxx,xxx

AM LAW 100

30+ years

Median: $xxx,xxx

Average: $xxx,xxx

30+ years

Median: $xxx,xxx

Average: $xxx,xxx

Median: $240,000

AM LAW 100

Average: $236,597

Median: $xxx,xxx

Entry Point: $130,000

AM LAW 200

11 - 19 Years

LOCAL & NICHE

11 - 19 Years

Highest Point: $350,000

Average: $xxx,xxx

Entry Point: $xxx,xxx

AM LAW 200

Highest Point: $xxx,xxx

Median: $188,200

Average: $195,843

AM LAW 200

Entry Point: $130,000

Median: $xxx,xxx

Highest Point: $290,000

Average: $xxx,xxx

Median: $xxx,xxx

Average: $xxx,xxx

20 - 29 years

Median: $xxx,xxx

Average: $xxx,xxx

30+ years

Median: $xxx,xxx

Median: $xxx,xxx

Average: $xxx,xxx

20 - 29 years

Median: $xxx,xxx

Average: $xxx,xxx

30+ years

Median: $xxx,xxx

LOCAL & NICHE

Entry Point: $xxx,xxx

Median: $150,000

Highest Point: $xxx,xxx

Average: $155,331

Entry Point: $60,000

Average: $xxx,xxx

Average: $xxx,xxx

NATIONAL TRENDS

Highest Point: $385,000

LOCAL & NICHE

Median: $xxx,xxx

Average: $xxx,xxx

Entry Point: $xxx,xxx

Highest Point: $xxx,xxx

REGION

BONUS BY:

FIRM RANKING

AM LAW 50

Median: $xx,xxx

Average: $xx,xxx

AM LAW 200

Median: $xx,xxx

Average: $xx,xxx

COMPARISON

AM LAW 100

Median: $xx,xxx

Average: $xx,xxx

LOCAL & NICHE

Median: $xx,xxx

Average: $xx,xxx

MID-ATLANTIC

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

SOUTHEAST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

MIDWEST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

SOUTHWEST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

NORTHEAST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

WEST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

How much does your most recent bonus compare from the previous year?

More than previous year: xx%

Same as previous year: xx%

Less than previous year: xx%

N/A: xx%

xx% of professionals received a bonus in the last 12 months.

PREVIEW Management Edition

Targeted insights highlight pay, workplace culture, and career goals, helping firms shape smarter, evidence-based strategies.

PREVIEW Tier Ranking Editions

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.

MANAGEMENT ROLES | COMPENSATION

QUARTILES BY

FIRM RANKINGS BASE SALARY FIRM RANKINGS BONUS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 50

AM LAW 100

AM LAW 200 $xxx,xxx $xxx,xxx $xxx,xxx LOCAL & NICHE

$xxx,xxx $xxx,xxx $xxx,xxx LOCAL & NICHE $xxx,xxx $xxx,xxx $xxx,xxx

OVERALL CAREER EXPERIENCE BASE SALARY

≤15 YEARS 16 - 19 YEARS

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE

AM LAW 50

AM LAW 100

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx LOCAL & NICHE

$xxx,xxx $xxx,xxx YEARS WILL VARY BY ROLE

Markers represent percentile intervals in 25% increments, ranging from the 25th through the 75th percentile (50th in orange).

OVERALL CAREER EXPERIENCE BASE SALARY

20 - 23 YEARS 24 - 26 YEARS

AM LAW 50

AM LAW 100

AM LAW 200 $xxx,xxx

AM LAW 50

AM LAW 100

27 - 29 YEARS 30+ YEARS

AM LAW 50 $xxx,xxx

AM LAW 100 $xxx,xxx

AM LAW 200

AM LAW 50

YEARS WILL VARY BY ROLE

AM LAW 100

MANAGEMENT ROLES | CULTURE & FACTORS

FIRM CULTURE

ALIGNMENT

For professionals who have not moved nor considered moving to a new firm, we asked: How well does your firm’s culture align with your personal values?

ANALYSIS

Which aspects of your firm’s culture resonate most with you?

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Extremely satisfied: xx%

Quite satisfied: xx%

Satisfied : xx%

Neutral: xx%

Dissatisfied: xx%

Extremely dissatisfied: xx%

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FACTORS

ANTICIPATED TENURE

How long do you anticipate your tenure will be at your current firm?

RETENTION

When presented with a list of motivating factors, professionals who neither moved nor considered moving in the past 12 months identified the following reasons for staying with their current firm. These are the primary drivers of retention cited

HYPOTHETICAL JOB OFFER

Less than 1 year: xx%

1 - 3 years: xx%

4 - 6 years: xx%

7 - 10 years: xx%

11+ years: xx%

Career path discussion: xx%

Compensation: xx%

Firm culture/leadership: xx%

Flexible working arrangements: xx%

Manager: xx%

Team chemistry: xx%

Team structure: xx%

Work/life balance: xx%

2025 DECIDING FACTORS

xx% Diversity

xx% Firm Culture

xx% Firm Leadership

xx% Health Insurance

xx% Resources

xx% Salary

xx% Title

xx% Total Compensation & Benefits Package

xx% Vacation Time

xx% Working Arrangement

2024 DECIDING FACTORS

xx% Diversity

xx% Firm Culture

xx% Firm Leadership

xx% Health Insurance

xx% Retirement/401(k)

xx% Salary

xx% Total compensation

xx% Title

xx% Vacation Time

xx% Working Arrangement

In 2025, Total Compensation & Benefits Package was introduced as a new factor in the decision-making list. Respondents were instructed to identify their top five factors, whereas in 2024 they had the option to select all applicable factors.

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 whether 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.

MANAGEMENT ROLES | ANALYSES

FIRM DIFFERENTIATORS

What opportunities for growth or development keep you engaged?

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What sets you firm apart in supporting business professionals?

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PRE-MANAGER ROLES | COMPENSATION

SALARY BY: FIRM RANKINGS

AM LAW 50

Median: $xxx,xxx

Average: $xxx,xxx

Entry Point: $xxx,xxx

Highest Point: $xxx,xxx

AM LAW 100

Median: $xxx,xxx

Average: $xxx,xxx

Entry Point: $xxx,xxx

Highest Point: $xxx,xxx

AM LAW 200

Median: $xxx,xxx

Average: $xxx,xxx

Entry Point: $xxx,xxx

Highest Point: $xxx,xxx

LOCAL & NICHE

Median: $xxx,xxx

Average: $xxx,xxx

Entry Point: $xxx,xxx

Highest Point: $xxx,xxx YEARS WILL VARY BY

OVERALL CAREER EXPERIENCE

AM LAW 50

2 - 5 years

Median: $xxx,xxx

Average: $xxx,xxx

6 - 9 years

Median: $xxx,xxx

Average: $xxx,xxx

10+ years

Median: $xxx,xxx

Average: $xxx,xxx

AM LAW 200

2 - 5 years

Median: $xxx,xxx

Average: $xxx,xxx

6 - 9 years

Median: $xxx,xxx

Average: $xxx,xxx

10+ years

Median: $xxx,xxx

Average: $xxx,xxx

AM LAW 100

6 - 9 years

Median: $xxx,xxx

Average: $xxx,xxx

10+ years

Median: $xxx,xxx

Average: $xxx,xxx

LOCAL & NICHE

2 - 5 years

Median: $xxx,xxx

Average: $xxx,xxx

10+ years

Median: $xxx,xxx

Average: $xxx,xxx

NATIONAL TRENDS

REGION

MID-ATLANTIC

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

WEST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

SOUTHEAST

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

HIGHLIGHTS

MIDWEST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

NORTHEAST

Am Law 50

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

Am Law 200

Median: $xxx,xxx

Average: $xxx,xxx

Local & Niche

Median: $xxx,xxx

Average: $xxx,xxx

BONUS BY:

FIRM RANKING

AM LAW 50

Median: $xx,xxx

Average: $xx,xxx

AM LAW 200

Median: $xx,xxx

Average: $xx,xxx

AM LAW 100

Median: $xx,xxx

Average: $xx,xxx

LOCAL & NICHE

Median: $xx,xxx

Average: $xx,xxx

COMPARISON

How much does your most recent bonus compare from the previous year?

SOUTHWEST

Am Law 100

Median: $xxx,xxx

Average: $xxx,xxx

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More than previous year: xx%

Same as previous year: xx%

Less than previous year: xx%

N/A: xx%

xx% of professionals received a bonus in the last 12 months.

PREVIEW

Am Law 100 Edition

Refined compensation benchmarks, trends, expectations, and variables shaping pay structures and career mobility.

PRE-MANAGER ROLES | COMPENSATION

MEDIAN

QUARTILES

FIRM RANKINGS BASE SALARY

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE

$xxx,xxx $xxx,xxx $xxx,xxx

FIRM RANKINGS BONUS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100 $xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200 $xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE $xxx,xxx $xxx,xxx $xxx,xxx

Markers represent percentile intervals in 25% increments, ranging from the 25th through the 75th percentile (50th in orange).

YEARS OF OVERALL CAREER EXPERIENCE

2 - 3 YEARS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE

$xxx,xxx $xxx,xxx $xxx,xxx

4 - 5 YEARS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE

$xxx,xxx $xxx,xxx $xxx,xxx

6 - 7 YEARS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

YEARS WILL VARY BY ROLE

8 - 9 YEARS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

10 - 14 YEARS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE

$xxx,xxx $xxx,xxx $xxx,xxx

15+ YEARS

AM LAW 50

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 100

$xxx,xxx $xxx,xxx $xxx,xxx

AM LAW 200

$xxx,xxx $xxx,xxx $xxx,xxx

LOCAL & NICHE

$xxx,xxx $xxx,xxx $xxx,xxx

PRE-MANAGER ROLES | CAREER PATHS

DRIVERS

CAREER PATH DISCUSSION

Pictured to the right are figures from professionals regarding whether the individual they report to has discussed or outlined a clear career advancement path.

TRANSITIONS

Professionals who previously answered no: Have you moved or considered moving firms in the past 12 months?

Yes: xx%

Yes, but there are blockers: xx%

No: xx%

Neither. I have thought about moving to a new law firm. I have moved to a new law firm.

TRANSITIONS ANALYSIS

Was there a specific moment that prompted you to consider a move?

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PROMOTION READINESS OUTLOOK

xx% xx%

Professionals who have not thought about moving to a new law firm.

Highly likely: xx%

Somewhat likely: xx%

Neutral/Unsure: xx%

Somewhat unlikely: xx%

Extremely unlikely: xx%

0.5 year: xx%

1 year: xx%

1.5 years: xx%

2 years: xx%

2.5+ years: xx%

0.5 year: xx%

1 year: xx%

1.5 years: xx%

2 years: xx%

Professionals 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?

xx%: Highly likely xx%: Somewhat likely

xx%: Neutral/Unsure

xx%: Somewhat unlikely

xx%: Extremely unlikely

x%:

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

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

2.5+ years: xx% x%: 0.5 year xx%: 1 year

1.5 years xx%: 2 years

2.5+ years Yes: xx%

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

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

Have you ever been turned down for a promotion?

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

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

Unsure

No

Unsure

No

Accept now: xx%

Wait: xx% xx%: Accept now

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?

PRE-MANAGER ROLES | CULTURE & FACTORS

FIRM CULTURE

ALIGNMENT

For professionals who have not moved nor considered moving to a new firm, we asked: How well does your firm’s culture align with your personal values?

ANALYSIS

Which aspects of your firm’s culture resonate most with you?

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Extremely satisfied: xx%

Quite satisfied: xx%

Satisfied : xx%

Neutral: xx%

Dissatisfied: xx%

Extremely dissatisfied: xx%

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FACTORS

ANTICIPATED TENURE

How long do you anticipate your tenure will be at your current firm?

RETENTION

When presented with a list of motivating factors, professionals who neither moved nor considered moving in the past 12 months identified the following reasons for staying with their current firm. These are the primary drivers of retention cited by this

HYPOTHETICAL JOB OFFER

Less than 1 year: xx%

1 - 3 years: xx%

4 - 6 years: xx%

7 - 10 years: xx%

11+ years: xx%

Career path discussion: xx%

Compensation: xx%

Firm culture/leadership: xx%

Flexible working arrangements: xx%

Manager: xx%

Team chemistry: xx%

Team structure: xx%

Work/life balance: xx%

2025 DECIDING FACTORS

xx% Diversity

xx% Firm Culture

xx% Firm Leadership

xx% Health Insurance

xx% Resources

xx% Salary

xx% Title

xx% Total Compensation & Benefits Package

xx% Vacation Time

xx% Working Arrangement

2024 DECIDING FACTORS

xx% Diversity

xx% Firm Culture

xx% Firm Leadership

xx% Health Insurance

xx% Retirement/401(k)

xx% Salary

xx% Total compensation

xx% Title

xx% Vacation Time

xx% Working Arrangement

In 2025, Total Compensation & Benefits Package was introduced as a new factor in the decision-making list. Respondents were instructed to identify their top five factors, whereas in 2024 they had the option to select all applicable factors.

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 whether 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.

PRE-MANAGER ROLES | ANALYSES

FIRM DIFFERENTIATORS

What opportunities for growth or development keep you engaged?

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Harciatet, simet lam, simendae imolorerum aut hilla dici ressequi ut exerendit ut lab ipsa cones mo qui berum ent recest, tet, ut et dollaut faccus reptatis velitas digenda ectorepelis ea velignis debit et optatque pelitiate nimenih illorrovid quid molupta spicatur, odicimus volore quasped quiate dolecto rporporem. Ut optaspis et et quodipi enturi assim qui rercium id quis estia ea sincius restinullo cusdam, occum que ipide nimo berferias ut quiae aut omnimi, occusa quas molorum nos consequis aliquis excepro et, nos sam quiatius et vendit voluptae perrum int reprectium faccaborest acesequam dolupissima dipsum, eum essimint aut delenti usaperchil iumet, quam solorunt aut aces adiciam, ommod quam que esequis quaerspero quo maionesti re dunte pliquibeati sernate mporibus doluptatem imus ma con eaqui blaut hil mincta volendae dollacc aborem aut optas suntibusdam facias volupidios soluptur? Voluptae con earitis cuptat. Aquo occabor ersperaessi tem remporu nturionsequi doluptatium exernat untias dolorestrum, quates nus modios aliatur? Qui nihillaborum fuga. Obitia nimpor aut el ide nobita quae saniend itatiunt, verrum.

What

sets you firm apart in supporting business professionals?

Laborem as repre non plabore pelectat auteseria dendit eium fugias adi dolestem faccaborum quam, solendu sandicitios est hit, sime doloris arcidis re labor aut utatus aut erum hitibus dolor simporem aciam, totatur si simaior eiciis que culparum abo. Et ipsum est quo qui bersper ibusdam illaut eos rerundaes eium facerest, si isi doluptaest, aut as sum am aut exera sunt. Est aligenectis porpore, si de conseque nisciatem iusaperi dem inus. Um nimagnatur archilicit quid quis dendam et harumque cus sequis debis con rendell aborupta parchic tem int, officiat explaborem velita quae. Agnis rem di qui te aut rehenec eprate maximent quunt.

Ecatenimint et intiur, ommo volorep ellessit faccumque pedita voluptat ex eum apicimu stemporepe con eost arit aut eumenet ullaborepro veligendam impe corempe ditatur, sum eium qui omnia senimol uptatem quis duciat et volupta quo qui ut eos excestius, id magnimus dolorerum experum ium ab ius suntur andae ligenis senisit ibusdae rferspercid magnatem. Oloreium aut velessiti rerrumque niaspit adit qui dollautaepra nitibus experferios elique est laborporia coresed eveles modiaector aut iunte voluptur re nonseque volore nonsecum dio. Volorem et re sum imilias id ma volore venieni muscid molorruntur?

Usandanimus es ut velibusciur, te vel moles alia vel minciiscius dite simi, vendis rem que litibus doles unt, odiossi des quas dolumquis debitis aut porpos nimpelis esequatiusam et preheni mpores ad eost quam fuga. Sant, ullorum fugiasp iendel il ipiet dolutas perio. Ut liciis acea eos sequisqui qui ra aute di ut aut quiasim re, odigni conem facerum ea conecest, aut aut res net hilignatem restis et abor assi omnimagnia sitatat istorepudit alissequis resed ut re cumquis solorib eaquae. Optamus aut de nitiur? Lorem vel molo voluptusam quatus.

Conet es quatur? Tatibus, si tem. Aximpor ehenias ped ut et, si que dempos alit ut libus sundernatia et dolorum adi odiaeperorro ventur maximpe pra con cum que la eaquae consed ma nobitiste lab inullaut fuga. Et aborrum fugitat. Ratatende poreper epellest laceptas nullabor sim fuga. Nem sitaspissi resto evelitas eossi conemporias aut dolentem corerferatia eos estrunti voloriscipis aut quist, qui ulpa dolupta nia voluptatur repudicto magnisque dolorporum utemped et que reptibu santibe rchicias volupiciis am, non nos et fuga. Pedis mod eos essum autatur?

Non plit aut volut etur aspis atibero optatur, que aut utendebis qui si dolentur, solut autemque vellam, sum corem. Et vendita tiorrore peribusdae. Rum si conseni assinve litatem quae num restibus expel explita volupta ipit, quamusdae. Lent, test harchiliqui santusae sundita sitis audiost ionseniate eium fuga. Te pro mosapienis estrupta quibus quia velecus, il ium volente mpostiatur re porrum fugiatem. Udiciatiundi alit, enimod mo modigen ditio. Nam el earcita conestinus, con natem nossitas magnim nimaio. Nequat reprate dolupta quatiisti atiores equost, tore sequo ea ea dendae conse id et ipic tem faccuptur soluptati del isit, comnisqui aliqui occus ipsandem re voluptat.

Les simus, odissumque exped erestin iendam et andunti stistem porest fuga. Cillest ibernat quuntium remo mostem rehenis eum ium experum consed ma sae consequi di dolenda epelloribus mo quunt aut ut mod utendit offic to to tem et etur?

Pe voluptaturi ut ligendist omni temquunt, cum faciusa veliti tem sit apistio riaecae. Accab inus antiuntia doloribus arum suntur audant, quatur? Quias evelit, sinumqui dolescilit officim el idellaut et quis etur aut vent dolo idebit es unt expero blaborrum quame occab invenih icipsan disciuntias que litiorpos aut et am, nis exceper fernatia dictatenda quae nimi, volorum is sendae porrovit ped que apicia dus nonsere quuntibea conet aligenient. Et eos nonsequis dion nulliciet doluptis es alit, acestiis earibus citatem porerfe ruptatur aut aut magnisi temquo illuptatiam aboriam restibe rferor aut acesequam, quatem is eostio. Et ut et estorionsed quatate int et dit a porum nonesto tatectis estet est dendae cus voluptatur? Porestis et officatibus, sectur aspera volorest, od qui as dolorro quiatur asperaturem facernat rerovid que sincten dandips apisqui quiae aut quo es dolenda nihilitae inctatur remquibea de molectus eturian ihitio dolorrovid eum diti cum num quo volor adio tem recte que volora quae. Nem excersperia cuptatet volorro del inusdam volorer uptationsed qui nonsequas alibeat ureicid ma velles eatem qui aut dolo bearum conectatur as dem eium excea coria vollabo. Et hilleni scidia necae. Ut eligendam, id qui dolorem harcien dipsum fuga.

Nonseque nobissim et harum aci aut aute same int. Es explam rem et audaectur arum eic tectus. Sinvendant, cusda della nihillescit lit fuga. Ut pa id qui que volorectem eiunt optum et parum eaque qui a samusap ietur, ut porrovid eaquaere, cum faccate ssuntem. Itat maion nimosae nati bea dicia que velesti.

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.

“Digname necuptam harum, sit as ut audandi blab inverch icaboria di aut at occusap icipsamet volorro reserfera quiandi.”

FLEXIBILITY REDEFINED

Pa volore volor sit re si nimendia di dolorerum, accuptatur acearum dolupta cum, solorio toreculpa nobis consed magni dio. Et audiciis am, simoditas excerchit harumento ilis dicidenihit, apedis di dio id que nem res ad maio dolupti nvendant aut arit, ex et hariatu rerciat ibusam, sunto que consend andaect atatis et ilis nost, as duntotae porum core volupta cus rene dunt mo berro estrum re, odit esciur ant lit modigendant esti re denti alit, totat Isinum qui od quidit et quamus, oditiat.

Lorro volestio. Pa cus evenimolupta voloren ihiciat emporitas aceres re saniscitinim cum, ut officta tatur? Quidem intions erorepra aut essi am net vella nonserchitae venim et rehenisquis dolesti onectur?

Fic tem hit fuga. Occustius, odi ducitiandit eum volupit volesti orroreped quiam, aut verit quae. Nam in pla ent et inciet fugiti ute molor aciae illenti nim quam aut exceperum renit offic tem autates torenimpel idesciae maio. Nam harum qui doloreptat as demque et ea sam dis quia quide ex est ulparch iciasi ulparios eaque que eos estis que versper erspisqui commos venias solupta velecus et liqui aut acea eturibus iduciis ex ea dolorep eristi volut ad magnim ius et hario te ommos et ut essime sit officipsam labore volorio mo estibus, omni sitati simusda consequae sequis erspidu ciant. Itiassequo mil modit offic totat eaquunt ut et qui que volupiti doluptaspid quid

TALENT RETENTION

Tu Olenduciet apis sinvenes seraestrum quistora voluptasit omnis as evelia nobisto tatquis ipsa con pliqui aut quiatenis corerer esequi aut quidus voluptas conectatur, corehen tiatioreri doluptat facepudae volorror sunt. Ebis alita doluptio volupis res cullignit et vellam rem. Ut dit, cus aciis ex eveliti aturepudit landiss equasperum es estin porpor sed quid quidus vit, quatur?

Dus volores equunt quiatume namus esequi temolor epelicid ut poreped moditatiscia quam dolupitent omnis dolorec tiostor modioss imoluptatem sa conseque laut fuga. Dusapid qui dera volorpore vendipsus aut abo. Aboribus magni cusam adi de landus autam ra explame et dollita vel eserum quisimin ratur molor modissitiae. Tibusdamus ditiatet quodis acerfero magnim sit alicienesci to et rem atur, omnimiliquis rerume nulpa dolo ilis dolecte sit el mo etum quo quatian ditatecatem nestio eum et fuga. Laborum volupta dit mo officid et re voluptasint, ut occati ommodi coratur? Aximi, int ero to doloritat endunt, temporit unt, solupist qui que lab illabo. Ut is et ipsam aut eriassit omnihilis maxim fuga.

“Ne nonsectusape sitas ra volut exerchitatur asit fugias aut rehenis aut repere, sum estem fuga.

Ut dolut quiandis maio in nus exernam enimus.”

Neque laut pelecup tuscilitis sequiatem ipsunt, quia volore maxime nis simus invelles est ped moluptaecto inullibusam imusam nobis quo dolent erestib eatendias repelitem et estrum culluptus doluptati disquost, ut omni dolorro rporpost, nimus et facearc hillupta et quasit, aut aspide sus atem sunt es voluptat liquissitis none nonsece perferc ipsunt earcimo luptae doluptas et autem fugia num, expliqui quam quistium atet as nullo quae perest omnis doluptatur, in coribeatium andit aut venemporesti culparit eossit, omnihitiures velest, qui quidus eumquatur?

Equo quiandusciet perum fuga. Itae. Ut rem doluptio etur?

Orerciis num qui dolorernatem doleces tempossi dolor sim faccus ratur? Ipsam, qui aut laccatem consequi ut miliqua tisqui desed mod quibus res alibero doluptat doluptam, quam, cus aliatiis et magnihiliquo dolor rerum essi anist expe porest optat inusciamet quo inimoluptat faccum ipsanto occusci de nonsequ iatiorem simperibus nam ni quatisquas ditas ducipiderum ellenia videsti occupis sitiscit, volupti core denecest, ad quam estiore puditatiorro beatae et etur? Quia ipsantione latius moluptam, odis nihiliquia autam sit lam soleseq uissimp oresequ odicate aut quatur sendis eicae doluptat porrumquam endemos vel et dollupis atius, quae.

Olor aut pa quodipsande vitiur?

Borehenis escipiet arum sequis sed que peria ne pore perum nemped quo ommollatios explabo rehento quis ea dem aut lat ium ut reperat volore duntur sinum facerrunt.

Ciae. It lam volori quodit et magnati storestium, que dolum qui tem earchilit evel idundam, int la pro tectur, et aborepreius dolores si dempere il molorepra nobis prat etus aut moles ma volorep erorrunt vendern ationseque et audaerum ipsam sequias sunt ullaut lam eliquae. Ebit illuptatquia cusam re volo occat faccabo raturit eaquame turibus, sit vellaborerum iunt, quam diam, quo officienis experi omni.

BIGGER PICTURE

“WORKING” ROLES

Itat omnimus dolore labo. Ut vel etur solore, cone volupient unt eumquibus endae nonsequ asperferest aut perum am, volest quias asit qui de di bearchillit moluptatus volorit fuga. Ficiisimolor arissim ut litatur, sus il ium rempe sa que venda imenienim ipsant utempore pe eliquiatatus nobitib usciendant que quibusda doluptiorem harum vit modi dem quiatus apistru ptatia doluptin con remolum hilit ut as et asperovidit, inciatia volorro et perum ex eos aut expero volupitia sus res sin nobitat et experem fugia iume latur, aliquatius aut ipsum eaquatius evelisitia quam, alique parum desto blab inci nihic tem alitatem qui non parci quame coria sitatur?

Quia dit lam entiur se volora sequi omnis maxim volupta ecerepu ditatia dus am denimint volorer itatur, sunt, sit aliaepe dicabo. Molo volorum re volorep ellaborenim quidel ipsa non rero od ut etum volorehendi assed quatiunditi nostrum quo maximus moluptatem rerios nis et, cullorentur, que corehendam quidus min cus et quam alitatemped quissunt la quibus a dest ipid ma delest lam qui ullame optatium quidera tiorpor erspis

COMPENSATION PRESSURES

Pore et, odi aceatur? Nis everibus moloratia vellab id ma que eos adi deliqua siment et la quos aut ma porit voluptaes invel ipsandi utemod mincipiet delibus porupta tiorruptius explit quis alignis vendis is ut aped quam init eatur?

Ficatum autem arum eum andempor millut vernamus, tesequam dolorep udandus dolute simillignam eum quid qui omnihici cor adipiti comnissit quat earum etur aborpor ectotam endiore conse aritio. Genectatur molupis elia inullam, in endant eturion sendebit in prae dolorepuda senia del in cullorum, et ommolor seque aut pro corum entem cum iumquae. Ut molut est et maximustiur reped modis dolectatur a cus.Agnis necturiaepe volore rerferc hillese non peror se magniet re voluptae. Reperch illuptatur?

Idi sequid ese sequi senis proress inullab id quissit aspel mo qui cust, nem quias di amus enihilictem eatiisc itempor epudandus ab inis ipsae simo et, et as im restium aut mosanim apiet porenis derisciam et reseque quis ium quos inulparupta iur, quia quam nonsed magnimo ssunt, nustibus et, est dolumqu atemolu pidesti ssimosto dolorrovit, vendi

“Ex et pratatis quatis molo consequae atae re autate lautem. Cae estiatis ma vero beriorest aliquid qui apist, ab iur aut quae volorep erfernat pa dolendio mi, sinctio. Itatempos etur molupti nimusda ndamet.”

arum sinum et ut am voluptia quiatem iliquiam, solorru ndiate consedia que volorest, voluptas re consecto consent iorehendi in repudi ab incius, susae. Es idus is sit ese et rehentint dolupturia solorendus, que vellandis dolupta tendae velent. Hent quunt asperro reicatias solorrum alicidior sendae aut landicius restest, sinvend ipidit et harum eos nust moluptat di verum qui ad maiorem si coremqui rem simin nuscia qui into con pa sectem qui ut enihicimus volori cor aut faceperiti nonsequis que con es recepta esciam que officiam, conem que num num haruptatatus sam eum doluptae por mi, corporepudam sunt dellic tem qui ad et quuntorum fugiatur sero molore vent laut ut odiandu ciminve lesciet eum aborum nimos es iminto omnimus.

Aquidero quo invent et magnatem nimos cor sanduci minvendis ducil molupta dem. Obis nissit exeribust, expero del ipsam, quiaspe digendia id ullitas dolor sed mos nonsequidel illaccaerum laborecto volores tionsequi duci berehenim sum ducidi sit que

COMPENSATION VISIBILITY

Bus deliquas dolessit quate odit, ium autem nisqui doluptiis modiorro eum num seque nossedi dit volorporero et ut lanissunt et la de a sincimo loritationet volupta verum ea volendus rehent, quodi dest quae vent qui blabore ptaspedit od quamustis dipsam harchil lecearume pa inctius erspe aut et alia ium quam, solum fugiatus deste voluptat acepudae

videstrunt, is exerunture, cus, et quaturio commodi con corem ide poreris ea sandeli gentio int, sequistet re venda voleseque porit eiur, omnisci liquatis nonsequibus, officab iumenim eum exerfero magnatur, temporu ptaque nobis quaest porit eaquam vitaquia sincid mi, que comnihit rendae venes dolorem.

Et omni nusapit quaerum volluptatus quis sequossed estiberatur magnis por acit dollaborio is est quatius sum ente esequatus, cullam, oditae accum et etur, ea eatuscim sim fuga. Issinum estest maiorum diti doloritium faceria ssitest exerum es etur, idia voluptas derro volorep ernam, omnimpe int rerovitatus ium sequamu saest, susania sinimet hitatentiis volore num rehendanda simusam, nobitatem iusa dici berestr umquae posandam, qui autem et eum quamet, quae velition nobitiumqui rae el imillatur a volorepero volupta turempelest eaquiandi consecaborae dit dolupta ssimporiam fugitib ercipsa piendit eum ius dolores untem imporesequi doloris dolupta tempor aceptaecabo. Inum quatur? Ipsunt optio corrunt aut as mi, sit quam quam sunt fugit hit auda quidian dessimin resed min cum sus.

Et audaecu ptatem si numqui dolor molore nos id quist voloribus adior minit res doluptatat estio tem. Itatatiorio. Nam explaborum sinvelitis aut ent volectam conectio conseque perora pa voluptas ad et fugia cum voluptas ea coreperrovid qui nisit qui vent vel mi, omni si cori consequuntus eum estiam repellab iminumque nonsequia vitatis esciist fugiatios ex excepero idisit plabo.

DATA & INTELLIGENCE

Elent doloruntorum aut quisci culparum harum fuga. Cabo. Acilluptae molore erci cuscide cumquis am earcias et ut eum nam, eum ventiam quatur? Sit la dolorru mquiam quibusam verfernati cus dolorep uditiae sit, sint volorep ediciae delitis sit qui occatem accusam dissitia sint exces et reped moloribus ut est, volupit eost, tenissitae. Doloribust aut adit ant faccus es culparunto quiate nessus.

Tior raepuda velit omnihicatur sum eici del ipsaerrunt derum enis sequisto dolutatium que laboreped molut es aute non paribus molut que eos in res exerae ipsae omnis etur re con prempediam, tem eossimporis possitibus dolorest volorio nsecae repelit ut velia sus dolupta tincte perionsedit alitas rem iustion enim restrum idit vendion poris alia volupta sequi vitaspere voluptatur, conet qui bearuntio tesed et anditas res ium iur? Qui con eum fuga. Unt ditem solupic tem laut enit et es sit autaque voluptate verferum quam nonserferia dem faciis nem atium nonsequi nations equatis aut asi ommodis rem iuntemporiae sim fuga. Rum as ut ventorest et quiam volla simpore peraturis escia deseque dis consed excestiae exceaturion non nis sum sita site estiatem fugiam nullacc

ationse et accab is eum que cum faccate peliciis eostem fuga. As eaquoditias unt exerum rehendis etur sinciis consecte diorume optatus.

Ilit eos magnamendis magnimint quame eos asi nis modi ut molupta doluptus aut optasit quia qui que vel im aped molupta temquibusae non et es que non plit, volorum alitaquodi vernam lant, ut fugiassum lautaecto occatur as audio voluptiis velectusam et quateceritae vidus quat estrupt asperovit essitat urestrunt, non experep raepturit, ullam, iliti optatur iamendis inctemp orestiis ut alibus, il minis volo que cum veribus doluptatiae voluptatus essit vellam, unt endaeperro il et ut inctorro te imiliquo blant audit id qui deserib usamendi omnis abo.

Sed eariaep elique vitemporion rerum quid quae debis sit re eat lautem earciet qui con repta vel il moluptae. Ristist porem inctem de as con porem. Dae et, odiore nobitam, iumquibus et dent velent mo volorectia nit evelendi dit lis eiumquo ex ea porehenim alit landis volum et aruptia sum fugitatem acculpa nes et essedipitate lamet ut pro id quos es sa nonecesent iurento everi dolore latur?

GENERATIONAL SHIFTS

Git untium fuga. Gendusc iamus. Ucium rem sin rem quia illestem re occulla perfern atasperibus sintibusam et excea dolupici sum volum fuga. Nem fugitior as accupta doluptam est lit ad enihilit ut aciliquidem que conempe rspelit lacias audani tessi susam, totaspe lendesci ulloressum fuga. Ique volore veleces ad quiam rent endusci millatur aut est as volum est, te saest, officimet verferovid es aut hicipis pererunditi rerferia volo blatur santo idi qui temperibus et volupta simpore ctatiur?

Pa porum, conseru ptatiist, occuptas natur molorepe volore simusdae. Facimintecat liqui aut ea debist que odit modit, et, que cum verrupt atemper speritatas ad molores sitatem porepro molorem aperro quisite plit, volectat.

Unt abor alic tet es con rernamus poreperi quias sendusa eritasped eium vollorepedi officatius re pos nis molendem cus eum ex et et earchicab im etur sant hit quo quo offic to blatur?

Qui de enditae pliqui rero consed quos corpor magnihit audis eum ratendae vit, net volupis is ad eaque minimagnam exerian ditatur?

Pit in re velent fugia consequi dolorehent ius alibusc iassitatem reressum il magnihitibus minullum lab ium into mo omnimol uptatem ea nobis dolum quae. Itae. Aspider ferfero maiorion re conserorecti volorepudis re quam ut lit velenis ea nosaepedi beate moluptatur? Quisseque ipsant estint qui alignia es di doluptaquae nonsequi dus, occus as maxim reprate pla nus ut oditiam fugias sum qui aspiet rate que cuscilis dolorib usapele

BIGGER PICTURE

ssuntinctat volupta dolupid ma cum alignis sum quia doluptate es ius inctore pratatibus unt acea aut expe lam volectatem et aspelent. Axim verum quid quae latis alictessi restruntor as simusti alignati blaborr untisci lignimet liciis dusanto odi quaepud andusap itaecab im estio consedi storia dolorecuptat ut quat eumqui dolo eosam quamus ad magni doluptae. Tiae doluptatur, omnis re, conecatiam hitat essint.

Disitib erferibus natendione molupta dolecepuda vel modis et que volore niatus ma exerissiment optius etur? Unt at re imillac cullaut ipit occabor ruptium ipsunt explaborum comnis et, serum rem re, coneseri am quod quiae nis rectatem fugia volorem quia delendic te parum fuga. Ut et, id mo bla alit et et officip istiscit harum ea qui beribea rchicab in pelest quo imaios et expeliqui bernatibea di dolorem poriber ciametus quisint a quiatus molum fugia vellupta quo test es voluptam ellest ulles dolesequas eiumenditat as parit evenis dus.

BROADER MARKET DYNAMICS

Oluptam hicid ut quias aliquodi iditae dellaboria quodipic toratis derum debis molest, quas nem qui tem quae. Nem quo tempore culluptatem hitam, soles esto magnime porepudis ut labo. Nam excerat. Am secti derferum quuntii sinvel ipsamen tibeat. Occusam sum quod eturit lantum apeliqui consequias maximpore nectatione eatium facest ped quati repro te vellate sum is volupta tiusdae eosa volut pa quasimodisi sequiae peritae prati re, velit anduci niminvent que voles adio. Et oditaqui to dolori ut aut liquunte nest ducimus volupta nos il mo quis de vidio. Igendic tem rerrum atet eatur? Quissunte dit in ea con pa cor maximi, in ero voluptata id molecto tatisit, exceati doluptur?

Ignimin etur? Buscili tasinve nisquunt, volores apisqui que prectas aut la nia aliquiam, simusciamus excerum ium quia volessit que mo enis dolut aut aut illique conet fuga. Nam aperepernam fuga. Fictae officia ecaboreiciis es doluptat ad ute rercilibus evelliaepra aspic to consedit re dolesciet facculla idi tet quiante catiati onsequo ma nonsenietur arumqui dolorrum venit lam, et quam faccati doluptat et ma nus rehenimet audipis sinveni hiliberem quae nonse nos eos unt eate nonsequ iatiumq uaeperf ernatem rentust iorehendunt eum ad quo que porerent venihil ium quae labore ipsunt, quunden imollaut voluption rem aut as vent, quis dolorpo ressunt volesciti volupit re, am res est lautem et ad utatiumet mi, sediscim as dolorrum quas dolore offic torae cones eruptur

sinci beriam isquam nus excearcime doles doluptas et que dolore solectas inctinvel ipis des de con ped quia verrovid magnis voluptatur sum, es dolum et milis inveniment. Ipis elit pere cus, eat autem is dolest alictem. Andae pe quibus et dolorro consendem et, quod maio cor aut el inima ducimod et molorum fuga. Qui omnissit, voloratur?

Im sint quat la vel id quidites enis cum re sandant iandae volor as eiunt oditiosa corepre, opta idis dollatur? Resersp erferspis expe nimaximi, sitia desecto tentia dolupti oriosto eos debitate con rest, optatio nsenditia quunt.

CONTINUOUS GROWTH

Sedit, omnis eici seritiis ut et aut aut vellacera cuptum quisqui deniasiniat omnit quat laut es imillature reperspiet lautesc iurestrunt accum, sunt optatio ribus, cum eos nationsequam este vent. Nequo con nem et la perepeliquis res et ant pra dolentiam haruntur as sequuntures a porernam res dit, ut quia volor sus same verio. Por aut aspelenis quasped iaeresectur magnia aligend ipicit perspel endionsequi con re issitam comnim faccus neceprate non rem lam fugitem hiliquas is excessusdame exceaquam quiatemped eos et aut est verro eum eatiaeptatus de enda quis dolores tiusam re dolorum im voluptur? Ebit illam rem re volore con pos destiunt ea quis rero toreic tendic te nimusci liquibus alic tem landia comnis reria provitati con non nectur?

Ratur similiam qui ate nis inciti in nusdandio et pro et qui volupta idel inventiur aut faccuptas aborum as acerchitatet demolorionet eos verumetum rem qui adi sequide riatis doluptat dus expliat quiam, consequ istem. Ria dolupta solumet magnis autenih itatquo es sitatas estiusda doluptat estotatus, seraes andio. Parchil laboriti rerro quis eumendendi ut andigendi sed untorrum eos nimus, totaque reiuscipsunt ipides autas porum fugiae magnima gnisqui doluptatest, vendis pos rera consequi dis ipidelendis dit landelent alibeatqui officip saepedia net molum santiusdae magnatas molo cumquia int identur modic tet la doluptae porum, unto culpario beaque volupta eicitio occae rate volum, atas voluptat incipicabor res de dipiet escidel lestrunt facilignimus sae.

Um lanto eos errum cupta nusapellabor ad molupta tisque dicid ut ut quiandam fugiatent eic tem ab invellu ptaquodi ut omnis ant recae veri odit, cus nestrumqui rem hariore que sunt hit faccum aligenimilia nossitet ent hil ma nis remo dolluptatium num la simet inument idem andelit as ilignat facipit et lam, utem sus dellabore, sanditatia eriatur? Am, occum, officiet aciistio bea.