The best talent advice for law firms comes from people who have sat in the room — not consultants who've only studied it.
Before founding Courtney Carter Consulting, Courtney served as Chief Inclusion and Engagement Officer at a large national law firm, where she spent a decade building and running talent strategy at the enterprise level. She has worked across every dimension of the talent lifecycle: recruiting and integration, associate development and retention, culture transformation, leadership development, and inclusion and equity — not as discrete initiatives, but as an integrated strategy.
That experience means she understands what managing partners and firm chairs are actually contending with — the partnership dynamics, the competing priorities, the gap between what a firm says it values and what it actually rewards. And it means her recommendations are grounded in what law firms can realistically execute, not what looks good in a slide deck.
Courtney founded this practice because she saw a gap in the market: firms with serious talent challenges being served by generalist consultants without deep law firm experience, or by large consulting firms for whom a mid-size law firm is a rounding error. Her clients work with her directly — not with a team of junior consultants assigned after the pitch.
Her practice serves AmLaw 50–200 firms on a national basis, with particular depth in talent strategy, culture transformation, associate retention, and lateral integration. She is based in Washington, DC.