Beecher Reagan

I was the 9th overall pick in the professional lacrosse draft. I also took a job as an analyst at First Manhattan Consulting Group. A few months into professional lacrosse and a consulting career, two things became clear: I wasn't a great pro player yet, but I thought I could become one. And splitting my focus between two careers meant I wasn't maximizing either. At the time, professional lacrosse wasn't like other pro sports. Most players couldn't make a full-time living from the game, so they worked corporate jobs while trying to compete at the highest level. That was my reality. I worked Monday through Friday and spent evenings, weekends, and plenty of PTO training, practicing, and traveling for games. It didn't take long to realize I was trying to do two demanding things at once. One paid the bills and challenged me intellectually. The other had been my dream since I was a kid. So I decided to go all-in on lacrosse. I had no clear plan for how I was going to make a living. What I did know was that if I committed fully, I had a chance to become one of the best players in the league. I trusted my work ethic, my network, and my ability to figure things out along the way. I looked at people like Kyle Sweeney, Ryan Boyle, and Paul Rabil, who had built careers around the sport, and learned from what they were doing. The bet worked. I got to spend nearly a decade competing at the highest level of a sport I loved while laying the foundation for a career in talent and leadership advisory. Eventually, that chapter ended and a new one began. But the lesson of betting on myself, focusing on the ingredients—conviction, hard work, discipline—and trusting the outcomes continues to carry me in my journey at Beecher Reagan.

I look at this type of reported move by McKinsey as an admission that the old model's dead. They're restructuring like they're an investor-backed company. Cut cash comp. Put more into rewarded, deferred equity. And what that means is they free up cash to invest, so they can invest faster. In a partnership, all the cash goes out the door every year. You pay your salaries, you pay your team, you pay your SG&A, and the rest goes to the partners as a K-1 distribution. Investor-backed is different. Two-thirds comes to you as cash. One-third stays as free cash flow — and that one-third is getting 80, 90, 100% reinvested in buying growth or hiring growth. If you're a billion-dollar company, that's $300 million getting reinvested versus zero. Non-investor-backed companies are going to lose competitiveness... In places like acquisitions and compensation. You can't run the firm by committee anymore. You clean up the governance structure, and you free up cash flow more than ever to invest. This was an admission to what it's going to take to win going forward, not going backwards. Your partners can be investors. #privateequity #professionalservices #consulting #leadership

To think we've built a specialty executive search firm into a consistent top 50 firm is something I'm incredibly proud of. The start of 2026 has been Beecher Reagan's best ever, and I owe that to our team, our clients, and the executives we place. We've continued to build a team focused on expanding capabilities and delivering client outcomes, and we've had the privilege of working with so many world-class firms in professional services and private equity. Here's to 2026 and beyond! Tim Reagan Mo Captan Raj Kapoor Scott Ratliff Angela Navarro Kinavic Leadership Acceleration Beecher Reagan Capital Hunt Scanlon Media #professionalservices #privateequity #consulting #executivesearch