Brandon Biegenzahn



Contact Information




President, Executive Search Division

Brandon Biegenzahn is President of McDermott & Bull and is based in their Irvine, California headquarters. Brandon is the co-chair of the firm’s Financial Institutions Practice Group, and Private Equity Practice Group where he is a partner to banks and private equity firms, as well as their operating companies.

Brandon is a corporate attorney by trade having practiced with Sheppard, Mullin, Richter & Hampton, and Buchalter Nemer in their corporate finance and real estate finance departments, respectively. As corporate counsel, he advised his clients in the areas of mergers and acquisitions, asset-based financing, and real property purchase and sale transactions.

In addition to his work at McDermott & Bull, Brandon sits on the Board of Junior Achievement, a not-for-profit organization dedicated to educating students about entrepreneurship, financial literacy, and work readiness, through experiential, hands-on programs. Additionally, he is the vice-chairman of membership at Orange County Young Executives, a collection of professionals and executives making a direct impact on Orange County through philanthropy and development of the business community.

Brandon received his Bachelor of Arts from the University of Southern California and his Juris Doctorate from Penn State. Brandon is licensed to practice law in California.

The State of the Market in 2018

As we prepare this year’s State of the Market, we are again feeling optimistic. Our optimism stretches beyond banking and attaches to the economy as a whole. Silicon Valley Bank summarized it well in their recent State of the Market report.

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Trend: Enterprise Risk Management is Real

Long-Term Capital Management, a hedge fund management firm, famous for its quantitative trading approach and its belief, supposedly borne out by its risk models that said it was taking minimal risk, collapsed in the late 1990s.

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The Executive Interview (A Roadmap)

In the current marketplace for executive-level talent, the power pendulum remains with the candidate.

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Trend: Succession Planning as a Core Competency

No doubt you’ve heard about Sports Illustrated’s winning prediction three years before it actually happened.

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2017 State of the Market: Credit Unions

Credit unions, with their focus on exemplary member service, will always hold an important place in the American financial landscape.

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2017 State of the Market: Community Banks

Now is the time to build your bank and prepare it for the next successful run. Strong technology will keep your offering relevant.

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Trend: The Evolution of Strategic HR

Human Resources has evolved. It is no longer seen as only a cost center or compliance department. Instead, it is valued as a strategic business enabler.

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Trend: The Response to Fintech

A recent white paper reveals that $19 billion was invested in the fintech industry in 2015, with 73% focusing on the personal and small business segments.

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Q1 2016 State of the Market

Last year, our clients sought leaders to provide strategic direction and partnership to growth-oriented CEOs. Proactive revenue growth and focus on strategy remain unchanged in our 2016 outlook.

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Trend: Big Bank Bankers

Big Bank bankers are increasingly attracted to the high touch, high service community and regional bank model, and we see this as an extremely positive trend in the market.

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Compensation: Creating Value Beyond Base Bonus

Clients looking to attract and retain talent should create value beyond the base salary and incentive bonus, in the totality of the compensation package.

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Market Analysis (Share Reserve Pools and Equity Award)

The allure of equity, and the potential of a lucrative liquidity event, are what draw so many executives to join financially-sponsored businesses.

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Q1 2015 State of the Market

It’s well documented that the competition for talent is fierce. Given the role we play for our clients, we can attest to this fact, and today we are seeing the greatest competition for talent in the last six years.

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Trend: Succession Planning for Credit Unions

Two-thirds of credit unions say they have a formal succession plan in place. If their assets are higher, the more likely they are to have a formal plan in place.

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Trend: Succession Planning for Banks

Regional and community banks need to be agile and nimble enough to adapt to environmental and technology changes and that goes for their senior leaders too.

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