As we ramp up for The Private Company Governance Summit 2026, which will take place June 10-12 in Washington, D.C., we are speaking to our panelists to get a bit of insight on the topics they will be discussing at the event. Today, we speak with Jill Gardner, fifth-generation owner and family president of Laird Norton Company, about the subject matter of “The CEO You Need (and How to Find Them),” the session she will be participating in at PCGS 2026.
PCD: How can a private or family company board involved in a CEO search ensure that they are defining the CEO they need for the future, as opposed to defaulting to a profile that worked in the past?
Gardner: When the Laird Norton Company (LNC) board conducted a search for a nonfamily member CEO in 2000, after 145 years of family-only governance, times were different. New York City’s World Trade Center towers were standing tall, the iPhone had yet to be invented and AI was science fiction. CEO qualifications were simpler to identify: pedigree, business experience and leadership skills. Because Jeff Vincent more than fit the bill, the LNC board hired him and he guided LNC ably for 23 years.
Jeff’s success made it tempting for the LNC board to replicate its hiring process when the time came to replace him. However, the qualities required of a CEO hired in 2000 were not necessarily the same as those needed two decades later. In 2021, with Jeff’s retirement on the horizon, the board launched a new CEO search. By then, AI was no longer science fiction but a worrisome reality, COVID-19 had made virtual work the norm and shifting real estate values had obliterated LNC’s strategic plan. The challenge for the board was not limited to finding the next qualified CEO, but also to redefining what “qualified” meant in a radically different world.
What had once been a carefully planned succession process evolved into a stress test of the board’s assumptions about leadership. Back in 2000, the board had been looking for someone to bring fresh energy to LNC from outside the family and the organization. By 2021, the board changed course and chose to focus on an internal candidate with the requisite business leadership skills and an understanding of LNC’s culture and priorities. Although LNC’s succession process didn’t exclude considering an external candidate, LNC executive Brian McGuigan’s capabilities aligned perfectly with LNC’s changing needs.
Now, as CEO, Brian’s capabilities are proving invaluable to LNC. His data-driven approach has improved and accelerated decision-making and strategic planning. He prioritizes early adaptation and technological fluency across the organization, thereby strengthening our organizational resilience. If something is not working, Brian is the first to say, “Let’s find a better way.” He leads by building a team. He encourages communication between executives and employees to foster excellent workplace culture. And Brian’s ability to foster trust within the boardroom and the entire organization through clear communication, marked by integrity and humor, has improved governance effectiveness.
Today’s private company boards have an opportunity to select a CEO equipped for the future. This means prioritizing candidates based on their adaptability, cultural fluency, effective communication skills and data-driven decision-making.
To hear more from Jill Gardner, register today for The Private Company Governance Summit 2026.