White & Case LLP - The Inside View

We here at Chambers Associate are huge fans of the New York Times daily Wordle. It’s a cause for much heated debate among our writers; we ask ourselves: what’s the magic word? Is it audio? Canoe? Try global – despite being one letter too many, that was the word of choice for associates over at White & Case when asked why they picked the firm: “The most important thing for me was international work with a global focus.” Another agreed, noting that “a lot of firms have offices in other countries but no worldwide presence. The catalyst for me was that White & Case draws work from international markets.” No kidding. Chambers Global recognizes the firm as market leaders in international arbitration, international trade/WTO, banking & finance, and projects & energy. And we haven’t even touched on White & Case’s acclaim from Chambers USA, notably in elite international arbitration worldwide, but you’ll have to hop on over to chambers.com for the full lowdown.

“…clients across the world who expect them to navigate different cultural and international barriers.”

If it isn’t clear already, White & Case “has a sizable footprint.” So, it’s no wonder that “the firm has clients across the world who expect them to navigate different cultural and international barriers,” engendering a strong emphasis on having a diverse associate base at the firm which is “more than just paying lip service.” This, coupled with the cultural draw of “being challenged to do my best work while still having the support of my peers,” made White & Case the number one pick for fresh-faced juniors looking to grow their intercontinental market knowledge. More on that later, though. With over 35 offices scattered across the globe, the vast majority of the associates on our list were based in the firm’s New York base, with most of the rest dotted across offices like Washington DC, Houston, and Chicago.

Strategy & Future

The firm’s cosmopolitan sensibilities are hammered home by Eric Leicht, partner of the firm’s executive committee, who tells us: “It’s hard to walk around the office and not have a global experience! The associates that come to us often seek an experience in the law with a global angle,” and that is the group in which the firm is putting a great emphasis on. “When we developed our 2025 firm strategy, a key area of focus was associate empowerment,” Leicht explains, “over the last two years, we have advanced this objective. We have invited associates to join our Key Client Program, offering them an opportunity to become more actively involved with our most important clients; and we have launched an associate work allocation program to ensure a more equitable distribution of work among associates.”

At W&C, associates are the future – but so is ESG and artificial intelligence. “The energy transition work has exploded,” Leicht nods, “we have long had a world-class project finance team and the addition of Nadav Klugman has brought new clients and generated more deal flow.” As for AI, White & Case is “developing internal AI tools with the assistance of third-party providers that are completely secure,” so that “in time, AI will allow our lawyers to work more efficiently and deliver better value for our clients. AI will not replace lawyers, but it will give the good lawyers who know how to use it a competitive advantage.”

Read the full interview with Eric Leicht under the ‘Get Hired’ tab.

The Work

Although commercial litigation and corporate/M&A take on the most associates, practices like antitrust, intellectual property, debt finance, and EIPAF (energy, infrastructure, projects & finance) also proved popular. The model for group assignment when you start at White & Case has changed in recent years. After ranking practice preferences at the end of their summer, juniors in the New York and Houston offices are then assigned a major and minor practice based on their preferences and business need. All other offices provide juniors with direct entry into one of their ranked practices, though this is similarly dependent on business need. As for staffing, we heard that there is a centralized staffing manager, though the firm does leave associates room “to work with whoever you want without a ton of bureaucracy.” Like any system, it has its pros and cons, but our interviewees were largely content: “When you don’t know anyone initially, it’s nice to walk up to people and introduce yourself,” one shared, “but it’s good to know that when I’m light, there’s someone I can reach out to and get more work.”

White & Case’s general commercial litigation group sees a lot of work stemming from the firm’s financial restructuring & insolvency practice “which has a lot to do with the economy.” There is reportedly a good amount of securities and healthcare litigation on the side too. Typical tasks include drafting pleadings, conducting significant amounts of legal research, and running workstreams, with the occasional opportunity to speak to opposing parties and close counsel. We heard that juniors work their way up the ladder though, and as this source corroborated, “In your first six months, it’s on you to show that you take responsibility, and that people can trust you with more substantive work.” That way, “more mid-level or senior associate tasks can fall you to when the matter is really busy!”

Largely based out of the New York and DC offices, antitrust involves both litigation and regulatory work. The latter involves advising companies on how to comply with federal regulations that govern mergers and ensure that they’re not violating any antitrust laws. Levels of responsibility here vary depending on how leanly staffed the teams are, with tasks such as doc review, legal research, and reviewing protocol documents on the table, but “there is opportunity for more substantive work once you get to second or third year.”

Litigation clients: Johnson & Johnson, Pfizer, ExxonMobil Oil Corporation. Represented Temu in a lawsuit against Shein for violating US antitrust laws by engaging in an anticompetitive scheme to prevent Temu and others from accessing the ultra-fast-fashion market.

“We get to talk to the coolest and smartest professors at MIT, Harvard, Stanford.”

In the firm’s intellectual property practice, associates usually work either on patent or IP litigation, and clientele here includes the likes of large biotech companies all the way down to smaller pharma companies. A lot of the litigation-heavy tasks include deposition prep, doc review, and sitting in on hearings, though one source was quick to highlight their favorite task as working with expert witnesses: “We get to talk to the coolest and smartest professors at MIT, Harvard, Stanford. Any situation where you get to talk to these people and deeply understand the things they’re doing is incredible.” On the corporate side, responsibilities range from proofing to cite checks, which means “checking for stupid mistakes in briefings.” The big picture, an insider detailed: “You’re the research person because you’re the most junior. Often, it’ll be, ‘here’s some weird thing we need you to research,’ but it’s experience. I now have global situational awareness of what’s going on.”

Intellectual property clients: Vizgen, Disc Medicine, Abiomed. Represents Merck in developing and executing a worldwide patent strategy to protect assets acquired through their acquisition of Acceleron Pharma for $11.5 billion.

At White & Case, corporate associates can work on everything from private equity to EIPAF matters; “it’s great because you get a broader range of work than you would at other firms!” Those working in EIPAF noted that their group is heavy on project finance and development, favorable because “you’re building something – there’s a tangible something at the end of it!” With plenty of big institutional clients and a range of mid-market private equity shops on the books, there’s a lot of opportunity to “punch above your weight” on deals, but “it’s not rigid.” From working up agreements and disclosure schedules to conducting diligence calls, this junior continued, “There’s a good mix of learning the fundamentals and being more of a cog in the machine. It’s helpful to train you and develop your skills.”

Corporate clients: Shutterstock, TotalEnergies, Saudi Aramco. Represented Screaming Eagle Acquisition Corp. on its agreement to combine with the studio business of Lionsgate to launch Lionsgate Studios Corp. for $4.6 billion.

Career Development

“What’s unique here is the formalized training process throughout your time as an associate, not just a first year.”

“W&C does a good job off the bat of training us up to get us where we need to be to become professional attorneys,” one praised, highlighting the first week training in the firm’s New York home office. With formal mentorship circles – a partner and two senior associates – and a shadowing program in the first year where “you can ask them for billable work or questions about career development,” juniors were clear that both were “really valuable. They gave me more insight into different practice groups and what the day-to-day might look like down the road.” Of this structured training, an interviewee contemplated: “I’ve spoken with people at other firms and what’s unique here is the formalized training process throughout your time as an associate, not just a first year.” Litigation associates also were quick to mention their trial academy: “You get depositions trial academy as a junior, motions academy as a mid-level, and trial academy is the final stage where you do a whole mock trial!”

Pro Bono

White & Case has recently upped its billable pro bono allowance from 200 to 250 hours, though “if you do at least 20 hours a year, you get a sticker!” Sources were pleased to share that pro bono opportunities are rife at the firm, including anything from women’s health, uncontested divorces (due to a longstanding relationship with HerJustice), and immigration to veterans’ matters and helping children with disabilities – “it’s a bunch! I have no experience in some of the stuff but it’s super cool.” One added: “I’ve been amazed by the breadth of opportunities for pro bono. It’s ingrained in the firm but provides great opportunities for us because you get so much learning early on.” How do you get involved? Emails are sent out regularly, so “you just respond to that, and you’re added to the team.” Happy with the ease of access to pro bono, another gushed that first-years are given a pro bono assignment upon joining the firm. Overall, the consensus was that “it’s a good system because there’s no pressure to get involved, but pro bono work is there to be had, and help is always needed.”

Pro bono hours  

• For all US attorneys: 61,282
• Average per US attorney: 62

Culture, Hours & Compensation

Billable hours: 2,000 target

The firm’s “can-do” culture is predicated on “the way that the compensation system works. It doesn’t discourage partnership collaboration.” We heard that “people are happy to work together,” so “if you mess up, it’s a training opportunity to get you centered. Nobody’s gonna bite your head off if you get something wrong!” Another smiled: “Everybody is really smart, interesting and helpful. People respect your time and have so much of a well to give.” Social events include a big holiday party – “they did the Met one year!” – an annual outing to a Mets game at the end of the summer, a Halloween costume competition in DC, and weekly Wednesday breakfasts in Houston, with regular happy hours sprinkled in between.

Though we heard mixed reviews about the achievability of the 2,000-hour billable target, all our interviewees agreed that this is largely at the mercy of the market, and sources were pleased with the firm’s lockstep bonus which “puts a focus on making sure you’re understanding your work instead of hustling needlessly.” What also helps is the 250-hour allowance for pro bono and business development, as well as members of business services conducting regular check-ins which “encourage people to have open and honest conversations about their hours.” Generally, we heard that associates work between 9am to 5.30pm or 6pm, occasionally logging on later in the evening if there are any time-sensitive deadlines and the hybrid working policy mandates three days a week in the office, which most people stick to. “As a first year, it can be hard to get into the groove of things, but there’s plenty of work to go around!” an interviewee enthused, noting that “it’s on you to manage your own workflow a little.”

Get Hired

The first stage: recruitment on and off campus  

White & Case participates in a number OCIs and resume collects at over 30 law schools and job fairs across the US and Canada but the majority of candidates apply directly through the firm’s careers site. For OCI, interviews are primarily conducted by partners or alumni of the school and the questions are usually competency-based but also conversational. For direct applicants, candidates are invited to complete a video interview and answer a common set of questions through a digital platform which serves as a screen interview. “The landscape has changed over the years and our recruitment process continues to evolve to reflect market standards and allow us to expand the universe of qualified candidates. Nearly all of our screen interviews are being conducted on a virtual platform instead of in person. That said, what we hope to achieve during interviews has not changed. We want to assess the tangible qualities of our candidates – their intellect and problem-solving skills as well as their ability to work in teams and to function at a high level in dynamic environments. We also want to convey the ethos of our firm and principles to which we are committed, including, of course, the development of our talent. So, the interview process – the questions interviewers ask and our interactions with candidates are aimed at achieving those objectives,” notes Joseph Brazil, US Hiring Partner.  

Top tips for this stage:  

“We want to meet people who show genuine enthusiasm and interest in us. Come prepared, with a game-plan for what you want to convey about yourself and what you want to learn about White & Case.” – hiring partner Joseph Brazil.  

Callbacks  

Successful candidates will be invited for callback interviews, which are typically conducted by two partners and two associates. While some offices may offer the opportunity to conduct the callback in the office, other offices conduct only virtual callback interviews. The questions at this stage are also competency-based, and “allow us to assess, among other things, a candidate’s intellect, collaboration skills, entrepreneurial mindset and tenacity,” Brazil explains. He adds that “the interview also provides us an opportunity to share with our candidates a bit about what it is like to work at our firm as well as our culture and overall strategy.” Following the callback, we offer many opportunities for candidates to connect in person with our lawyers through dinners, receptions, firm visits and other methods. Brazil adds, “This helps our candidates gain a deeper understanding of who we are so as to select a firm that dovetails with their career objectives.”  

Top tips for this stage:  

“Show an interest in the firm—that you’ve done your research and are prepared. Be engaged in the interview and show confidence and composure.”– hiring partner Joseph Brazil.  

Summer program  

Before the summer program even begins, the firm looks for ways to bring the class together through virtual events, and mentoring assignments to ensure a smooth transition to the firm. During week one, the entire class is invited to the New York office where summer associates across the US have the opportunity to network with their peers and learn more about the firm, its people, values and culture. As Brazil noted: “This is an invaluable opportunity to start to build their network and to connect with the firm’s lawyers that will be resources throughout their careers.” Programming includes various workshops, business skills training, practice area overviews and an opportunity to learn about the firm’s strategy and law firm economics. Over the course of the summer, a centralized staffing manager will allocate “real work for actual clients” and ensure that summer associates receive exposure to various projects in their practice areas of interest. Summer associates will also work with and meet as many of the firm’s lawyers as possible. Typical tasks include writing briefs, legal research, assisting in negotiation sessions, and producing memos and legal documents for clients. The summer program also includes work on at least one pro bono matter: “It is a unique way for our summer associates to start making their mark at White & Case,” says Brazil. An array of social events are available to help foster internal connections and expand networks. The firm also offers a select number of domestic and overseas rotation opportunities during the summer program.  

Top tips for this stage:  

“Opportunities will abound. Be an active participant and take advantage of as many as you can.”– hiring partner Joseph Brazil.

Interview with Eric Leicht, partner of the Executive Committee

Commercial strategy, market position and trends

Chambers Associate: How would you define your firm’s current position and identity in the legal market? What differentiates your firm from your peer firms in the market?

Eric Leicht: Over the past decade, we have been focused on establishing White & Case as the elite global law firm. We have a substantial presence around the world, with a global footprint spanning across six continents and 30 countries. Many firms claim to be global but none can match our geographic reach across the Americas, Europe and Asia. From an associate’s perspective, you’re gaining exposure to international work and developing a global mindset that is critical for the clients we work for.

CA: Have there been any developments at the firm over the past year that you’d like law students to know about?

EL: When we developed our 2025 firm strategy, a key area of focus was associate empowerment. Over the last two years, we have advanced this objective. We have asked our associates to serve in leadership roles on various committees; we have invited associates to join our Key Client Program, offering them an opportunity to become more actively involved with our most important clients; and we have launched an associate work allocation program to ensure a more equitable distribution of work among associates.

CA: Are there any domestic or international events/trends [legal, economic, political, social] that are affecting any of the firm’s practices at the moment? Are there any trends that you think are affecting the business of law firms more generally, and how is that playing out with your firm?

EL: One clear trend we have identified is the rapid growth of private credit and direct lending. White & Case is known for having strong relationships with traditional commercial banks. Recent statistics show the private credit market has grown to an estimated $1.5 trillion, so pivoting and getting into this space has been a key development for us. Some firms did not see the private capital wave coming but we invested early and have seen the benefits. We have a cradle to grave offering that covers fund formation, regulatory, lending and insolvency and restructuring work.

CA: What is your firm’s commercial strategy focusing on, and how do you expect the next year to unfold?

EL: We have a new chair, Heather McDevitt, who took the helm in September 2023, along with a new Executive Committee. A key strategic focus for us has been growth in the US. - - private equity, M&A, intellectual property litigation and white collar have been early highlights. Recent high-profile laterals include Joel Cohen for white collar investigations, Yar Chaikovsky for intellectual property litigation and Kimberly Petillo-Décossard and Keith Hallam for public M&A.  That growth is also fueled by internal promotions of our star associates.

CA: The firm’s obvious global stance continues to be a driving factor for junior associates. How do you think the firm builds a globally minded lawyer?

EL: It’s hard to walk around the office and not have a global experience! The associates that come to us often seek an experience in the law with a global angle. Many have spent time abroad and speak a second language. Once at the firm, our legal teams are often embedded with global clients, working together across borders in a connected way. We also encourage internal secondments. I have two secondees from London sitting a couple doors down from me!

CA: The ESG practice highlighted a growth area for the firm. How has this developed since we last spoke?

EL: The energy transition work has exploded, keeping M&A and finance teams in Chicago, New York and Houston incredibly busy. We have long had a world class project finance team and the addition of Nadav Klugman has brought new clients and generated more deal flow. We see huge growth opportunities in the years ahead. I believe this to be the case regardless of the US election results.

The Legal Profession

CA: How do you predict the rise in AI will affect the ways in which lawyers work? How will it affect the services law firms provide?

EL: I think we stand out in our efforts to identify the right technology and use it safely and responsibly for our clients.  We are developing internal AI tools with the assistance of third-party providers that are completely secure.  But these are early days. In time, AI will allow our lawyers to work more efficiently and deliver better value for our clients. AI will not replace lawyers but it will give the good lawyers who know how to use it a competitive advantage.

The Fun Bit

CA: Is there any advice you’d give to your younger self starting out your career?

EL: One of the first things I’d say is to culture-test your place of work. Firms are not all the same despite the headline marketing of collegiality from every firm. People matter and, given the long hours, you have to really like the people you work with. I’d also emphasize the importance of a strong work ethic at the beginning of one’s career because the work itself will allow you to build a skillset faster, meet more people and refine your career objectives. That’s a big early advantage.

CA: The hours in BigLaw can be punishing. How do you unwind at the end of a long day/week?

EL: I am fortunate that I have been able to manage that. I have been at White & Case nearly 30 years. I think it comes down to the ability to compartmentalize - -  taking the stress of the practice and parking it at the front door as you walk in the door each night. So, no talking shop at home! I think you also need separate interests outside the law to engage and keep the mind active, opportunities to get away from the law and unplug.  A strong family life, reading, playing a sport and the like.

CA: Do you have any comments on your firm’s partner growth?

EL: It is important for associates to see opportunity at the firm.  Over the last couple of years, we have tapped into our internal pipeline, with 42 new partners in 2024 and 46 in 2023. The reasons are simple. The associate pipeline has been strong, and we recognize and reward our high performers who are the future of the firm.