How Law Firms Are Redefining Partner Recruitment in the Age of AI and Regulation
January 29, 2026 – CenterPeak is the premier talent advisor and growth partner to the world’s elite law firms. CenterPeak was created in 2023 when Johnson Downie and Lippman Jungers founders Clint Johnson, Sabina Lippman, and Mark Jungers came together to create the leading law firm partner recruiting firm in the world. Already dominant in New York, California, and Texas, the newly combined firm quickly established beachheads in Washington, London, Chicago, and Miami, luring other industry giants who shared the founders’ vision. Today, CenterPeak facilitates more elite lateral partner moves than any of its competitors, by a wide margin. Combined, CenterPeak’s partners have placed more than 2,800 law firm partners and opened over 50 new offices for AmLaw 50 firms across the globe.
“We talked with clients for two years about which firms and recruiters they like and used most for their most critical needs,” Mr. Johnson said. “Client after client said…’Lippman Jungers.’ Merger discussions ensued and took 15 months to culminate.” Mr. Johnson noted that the impact on existing clients of Johnson Downie and Lippman Jungers was hugely positive. “It is the biggest reason we did it,” he said. “Now we can do more for the clients that loved us both separately. The combination has made us the strongest and biggest by revenue lateral partner recruiting firm in the world. We are especially proud of the relationships we have forged with the dynamic leaders of the world’s most profitable law firms and the trust they have placed in us as key strategic advisors.”
As president and CEO of CenterPeak, Mr. Johnson leads the board of directors. He has been recognized repeatedly in Lawdragon’s Global 100 Leaders in Legal Strategy & Consulting, and his work in developing a collaborative professional services model has resulted in an environment of teamwork with market-changing results.
Mr. Johnson recently sat down with Hunt Scanlon Media to discuss the evolving demand for top legal talent, the qualities firms value most in senior hires, and how AI and market forces are reshaping partner recruitment.
Clint, how has the demand for legal talent shifted over the past year, particularly in response to regulatory changes or economic uncertainty?
We’ve seen sustained demand for high-performing legal talent—especially at the elite level. Economic uncertainty hasn’t slowed the lateral market at the top tier—in fact, firms are doubling down on recruiting proven partners and groups who can bring immediate value. Regulatory shifts (particularly around data privacy, ESG and AI) are also fueling demand for specialized expertise. Law firms are being more surgical in their hiring but as aggressive as ever.
What qualities or experiences are law firms and in-house legal departments prioritizing most in their senior-level hires today?
I’d say law firms are laser-focused on two things: client relationships and cultural fit. They want partners who have a track record of building business and who can integrate seamlessly into the firm’s long-term strategic plan. In-house departments are prioritizing versatility. They’re looking for senior counsel who can blend technical legal depth with operational fluency—hires who can advise the C-suite one day and then navigate a regulatory issue the next.
What are clients emphasizing more today—technical legal expertise, business acumen, or leadership ability—when hiring top legal executives?
The truth is, it’s no longer enough to be just a brilliant lawyer. At the senior-most levels, our clients are prioritizing business acumen and leadership ability over pure legal technicality. They want trusted advisors who understand the business—not just the law—and who can inspire teams, drive growth and represent the firm or company. Really, the best legal leaders today really think like business owners.
What are some of the most common mistakes companies make when recruiting general counsel or other senior legal leaders?
Great question. The biggest misstep we see is hiring for today’s problems instead of tomorrow’s potential. Too often, companies react to a specific issue—something like a litigation threat or regulatory challenge—and select a candidate based on that alone. But great general counsel are strategic architects and companies should be asking: “Can this person lead us through our next chapter, not just the next quarter?” Skipping cultural due diligence is another frequent mistake—chemistry matters more than most people realize.
With the rise of AI and legal tech, are you seeing changes in the skill sets or strategic expectations for legal executives?
Absolutely. While AI isn’t replacing lawyers, it’s certainly transforming the practice of law. We’re seeing growing demand for legal executives who are tech-forward—those who understand how to leverage AI and legal ops platforms to drive efficiency. In firms and in-house alike, there’s a growing expectation that leaders not only embrace innovation but are champions of it and that mindset is really becoming a competitive differentiator.
Partner recruitment has become increasingly competitive—what are the key factors driving lateral partner moves today, and how are firms differentiating themselves to attract top talent?
Lateral partners today are looking for two things: platform and alignment. They want to be somewhere that enhances their ability to serve clients and where the firm’s strategy, culture and economics align with their own values and ambition. Compensation certainly matters (of course)…but what really moves the needle is whether a firm offers runway for continued and sustained growth. The most successful firms are the ones who communicate a compelling vision and then deliver on it post hire. That follow-through is what builds real momentum in the lateral market.
