Alan Tarter, co-founder and managing partner of Tarter Krinsky & Drogin, was selected by the New York Law Journal as a finalist for the Office Managing Partner of the Year Award.

Since the firm was founded in 2001, Alan has led Tarter Krinsky & Drogin with a clear mission: to become the best mid-size firm in New York, delivering top-level client service, strong financial performance, and valuable growth opportunities for its people.

Read the NYLJ’s finalist profile on Alan below and here (subscription required).

In just a few words, how would you describe your leadership style?

I’m a servant leader. My primary focus is on supporting and empowering every individual at the firm to achieve their full potential. Connecting personally with people and helping them succeed is what motivates me and makes me proud and honored to come to work every day. Optimism is also key—particularly in a competitive market, it’s important to see challenges as opportunities for growth.

What are some of your notable accomplishments during your tenure?

I’m most proud of the investments we’ve made in our growth and our people. Since the firm was founded nearly a quarter century ago with five lawyers, we’ve become a major mid-size firm with over 125 lawyers practicing on a local, national, and international scale. There aren’t many mid-size firms that are full-service, but we’ve been able to grow into that position through thoughtful and deliberate diversification of our practice offerings, which has enabled us to work with and deepen relationships with a broad client base. Despite our growth, we’ve been careful to maintain a strong sense of connection and teamwork among our people, as well as support, mentorship, and development opportunities for each individual. The combination of a growth-focused, full-service firm that still has a highly personal culture has been a differentiator in our recruitment and retention efforts.

What are traits necessary to lead an office in New York state?

A clear vision, business acumen, and optimism. The New York market is highly competitive, so you have to be willing to evolve and diversify and find new ways to bring value to the market, while being resilient after a setback. Creating a culture of support and belonging is also key to attracting top talent from diverse backgrounds and perspectives, while an ability to connect with and motivate them is key to retention. And while New York is a massive market, relationships are still essential for success.