Tag Archives: Paul Hastings

Navigating the Legal Landscape: A Deep Dive into the Top 20 Law Firms for Summer Associates in 2023

The legal profession, ever-fluid and dynamic, offers both promise and challenges. For young attorneys on the cusp of their careers, understanding the nuances of top law firms can pave the way for a future marked by growth and success.

“In the constantly shifting landscape of law, being well-informed and strategic in your early career choices isn’t just beneficial; it’s imperative,” mentioned Lateral Link Director, Anna Szymczak.

Paul Hastings firmly holds the top position with an enviable average score of 4.996. Their prowess shines distinctly in areas such as “Interesting Work” and “Partner-summer associate interaction,” both recording a perfect 5.000. Equally commendable is their emphasis on an accurate “Firm Self-portrayal,” with an outstanding score of 5.000.

“Selecting the right firm involves more than just considering its reputation. It’s about balancing one’s goals with the firm’s ethos, the quality of mentorship, and the type of work offered,” said Lateral Link Principal, Susan Agopian.

Boasting an international footprint, Clifford Chance has shown remarkable ascent. Their commitment to “Real Work” and “Training and Guidance” is evident, with both categories hitting a perfect 5.000. This combination of global reach and attention to attorney growth underscores their dedication.

“Starting out in the legal field isn’t merely about joining a prestigious name. It’s about finding a place that promotes growth, provides hands-on experience, and cultivates a solid legal foundation,” observed Romina Filippou, Senior Director at Lateral Link.

Duane Morris, not far behind, boasts an overall score of 4.977. Their focus on providing “Real Work” and ensuring robust “Associate-summer associate interaction” is evident, with both sectors securing a 5.000. This indicates an environment where budding attorneys don’t just work but actively engage and form meaningful connections.

In the competitive legal realm, these scores are more than just numbers. They serve as guiding lights for those navigating their career choices. Firms like Arnold & Porter Kaye Scholer and Cahill Gordon & Reindel have also demonstrated excellence in “Training and Guidance” and “Communication of Goals and Expectations,” respectively.

“Early career decisions can set the trajectory for an attorney’s future. Aligning with seasoned recruiters who truly understand the legal world can be the difference between a good and a great start,” articulated Kelly Rizo, Senior Director in our Texas office.

As the legal world continues to evolve, so do the opportunities and challenges that come with it. “The choices made today influence the career paths of tomorrow. Rely on insights, mentorship, and the wisdom of those who have tread similar paths to make those choices wisely,” advised Lateral Link Senior Director, Tori Keith. Making informed decisions early on is paramount. At Lateral Link, our seasoned professionals serve as compasses guiding young attorneys towards promising horizons. If you’re eager to navigate the intricacies of the best-suited firms and programs, place your trust in our experienced recruiters. Embark on your journey to excellence with Lateral Link. Let’s embark together.

2023 Summer Associates Survey Rankings – Top 20

2023 Ranking2022 RankingFirm Name
14Paul Hastings
236Clifford Chance
31Duane Morris
426Arnold & Porter Kaye Scholer
541Cahill Gordon & Reindel
61Blank Rome
79Proskauer Rose
824Morgan, Lewis & Bockius
925Sheppard Mullin Richter & Hampton
1074Kilpatrick Townsend & Stockton
115O’Melveny & Myers
1212Linklaters
137Allen and Overy
1418Cadwalader, Wickersham & Taft
1510Akin Gump Strauss Hauer & Feld
1617Sullivan & Cromwell
178Day Pitney
1865Fenwick & West
1948Wilmer Cutler Pickering Hale and Dorr
2013Pillsbury Winthrop Shaw Pittman

More Bang for the Buck: Hiring Lateral Partners In Groups Is Gaining Popularity

Paul Hastings has been doing a lot of hiring lately. Same as many other firms, right? Actually, not quite. Paul Hastings has been in the headlines not for bringing on many new partners, but for hiring partners in groups. In March, the firm poached a group of 43 restructuring attorneys from Stroock & Stroock & Lavan, including 18 partners. In May, Paul Hastings brought over a three-partner energy team from Shearman & Sterling. And in June, the firm hired a group of four financial services partners from Buckley.

Paul Hastings is executing this recruiting strategy on a particularly notable scale, but the firm’s appetite for lateral partner group hiring is hardly unique. In February, Reed Smith brought on an 11-attorney real estate finance group, including five partners, who had previously been at Akerman. In April, Norton Rose Fulbright announced the hiring of an 11-lawyer group, including four partners, from Minneapolis litigation boutique Blackwell Burke.

The benefits of a group move are increasingly compelling to both firms and individual partners. At the most basic level, hiring a group of partners gives a firm more bang for the buck. Why settle for one book of business when you can get several? Of course, not all partners are equally valuable, and before hiring a group, a firm will need to become comfortable that each potential partner meets its bar. But broadly speaking, the more partners the firm can hire, the more incremental business it stands to gain.

From a partner perspective, making a lateral move as a group eases the challenge of integration, facilitates client transitions, and strengthens confidence that the new firm will stand by the partner even in more challenging times.

Easier Lateral Partner Integration

Although cultural fit is typically a factor that both firms and lateral candidates take care to assess when discussing a potential lateral move, no two firms are perfectly alike, and integrating into the culture of a new firm can be a challenge. Having some familiar faces around tends to help — after all, it’s a good bet that a group that chooses to move together has an existing successful working relationship. It is easier to integrate a “working group” into the firm’s culture than to integrate lawyers individually: instead of starting afresh with entirely new colleagues, attorneys who arrive in a group may be able to keep many of their existing teams intact.

The lateral partner questionnaires of the partners in the group can be an especially useful tool in curating the lateral partner integration plan. The questionnaires collectively set out a roadmap allowing for each partner (and the partner-to-be) in the group to benefit from the group’s bench strength.

The benefits of more rapid integration tend to be reflected in immediate business development success. The hiring firm is making a bet that a lateral partner will not only bring over existing business but will also use the new platform to attract new clients quickly. When a group of partners moves together, they benefit from immediate cohesion in the new firm setting. As with any move, there will be a learning curve as the newly-arrived partners figure out how to refine their marketing pitches to showcase the new firm’s distinctive capabilities. But with a solid base of longtime colleagues already in place, the refinement is more icing on the cake than a fundamental reworking of the partner’s story. Partners in this situation are poised to compete immediately and successfully for new clients.

Smoother Client Transitions

For both the hiring firm and the moving partner, a critical component of a successful lateral move is transitioning as much of the partner’s existing book of business as possible. That process can be a real test of the partner’s relationship with his or her clients. From a client’s point of view, the decision to move is considerably simpler if it is clear that the client’s matters will be handled at the new firm not just by the same lead partner but also by the same larger team of attorneys. That continuity of the “bench” is highly reassuring.

Long Term Strategic Support and Execution

When a law firm hires a group of partners, associates, and counsels, there is an implicit long-term commitment from the firm to support the integration of the group and the expansion of the group’s practice. A firm that brings in a group is presumably thinking beyond any individual member and is more likely to be intentional about creating a succession plan for the longevity of the practice. This degree of strategic support from the new firm can be especially critical when the group experiences a challenging period. Cutting loose an entire group is more of a black mark than releasing an individual partner in challenging times. So from an individual partner’s perspective, there is valuable security in joining as part of a larger group.