Mohammad Khan

Mohammad Khan’s work ethic was embedded when he was 10 years old.

Growing up in a family of entrepreneurs, he learned the complexities and risks of business ownership at an early age. From stocking inventory at his parents’ convenience store on the weekends to managing their restaurant full-time in high school, Mohammad saw how decisions affect the whole of operations — and by extension, his family’s livelihood.

This empathy laid the bedrock for Mohammad’s professional career. In his roles, he has relied on this perspective of a business owner’s stake. He believes that good strategy comes from seeing the whole picture — and a business’s growth depends on the integrity of its parts.

In 2014, Mohammad joined an international law and CPA firm, becoming its first attorney to earn a Partner role in less than four years. In this time, he built a record of success in representing client interests, including:

• Defense expertise, successfully defending a complex matter before the California Court of Appeal
• Jurisdictional versatility, litigating cases in California, Nevada, Texas, New York, and New Jersey
• Case scope and scale, obtaining the highest numerical judgment in his firm’s 35-year history

Furthering his passion for serving client needs, Mohammad developed his transactional law specialty. In his work, he sought to build more resiliency into a business’s operation. Mohammad has seen how with the right strategic decision-making, a business can reduce risk and realize greater profits.

His penchant for seeing the whole picture did not go unnoticed. Mohammad also served as the firm’s chief operating officer beginning in 2017. During this tenure, he:

• Oversaw nearly 500 employees across six U.S. and 14 international offices
• Served as Chair for the Transactional and Litigation Department
• Used his fluency in English, Urdu, Punjabi, and Hindi to serve as the liaison between the company’s U.S. and Indian operations
• Directed the firm’s growth strategy across 60 teams

His work delivered significant multi-departmental outcomes, including:

• Human resources — implementing new employee onboarding and improving retention procedures, reducing turnover
• Marketing — defining the firm’s vision, mission, and core values
• Accounts receivable — reducing accounts receivables by 25% in just three months
• Administration — supervising an $8 million construction project
• Business development — negotiating two successful acquisitions that generated $1.5 million in revenue; creating the U.S. and International Business Development departments
• Information technology — creating remote, offshore service operations across India and the Philippines, increasing net profits and reducing work demand for U.S. staff; implementing measures to ensure a robust cybersecurity apparatus to protect sensitive client information

In 2019, the first year that he freely ran the firm, Mohammad facilitated a 30% increase in top-line revenue — after revenue had remained flat with little growth in the firm’s three prior years.