DLA Piper LLP (US) - The Inside View

There’s big, and then there’s DLA Piper big.

“I was looking for a firm which had offices outside of the usual major market spots,” one DLA Piper associate shared. “And obviously the firm’s international reach was appealing.” In addition to the 26 offices that span the USA, DLA Piper has a further 66 overseas bases, making it one of the biggest law firms in the world. “The interesting thing is that when COVID-19 hit, it didn’t change the way we work,” our interviewees said. “We already had the right setup because we so frequently work across offices, and deal with such an extensive roster of international clients.”

Our interviewees also singled out the firm’s “sizable, reputable practice areas” as a key drawcard. Proof of DLA’s reputation can be found in the 70-plus Chambers USA rankings it’s earned both at a national level and across 14 states (and DC). Most of these are in the mid-tier, with a few top accolades, notably in real estate and corporate. The firm’s US outfit picks up a handful of rankings from Chambers Global too – you can find the full list at chambers.com.

Strategy & Future



Becoming co-managing partner of a sprawling international law firm is hard enough in normal circumstances Jackie K. Park and Richard A. Chesley did so in April 2020, just as the first wave of COVID-19 was breaking. "The process of taking twenty-seven offices from brick and mortar, to mandatory teleworking in thirty hours allowed us to really learn about all of the different facets of the firm," Park notes. "Restructuring is doing really well, as is our litigation and regulatory practices, and our finance practices. It’s also been fascinating to watch us expand our market shares in these practice groups." When asked about DLA's market position, Chesley told us this: "We're never satisfied with where we are, so our goal here is to improve and there is a number of areas we are very focused on, not just in 2021 which will be a difficult year according to market consultants, but beyond that." Find the full interview at the Get Hired tab.

"We're never satisfied with where we are, so our goal here is to improve..."

The Work



At the time of our research, there were junior associates in all but six of the firm’s offices, with New YorkDCPalo Alto and Chicagotaking in the biggest number of newbies. The majority of juniors were recruited into either litigation/regulatory or corporate practices, followed by a handful in the real estate, employment, IP, tech, finance, restructuring and tax groups.

Work assignment across groups and offices is “very free-market, right off the bat,” with support on hand when necessary, often in the form of “a practice group leader who will match you up with projects or pull you out when you’re underwater.” One litigator told us they appreciated the firm’s efforts to steer associates toward work that interested them: “They’re exceptional at getting you on the cases you want to be on.”

DLA’s corporate arm “is a pretty well-rounded practice,” handling M&A, private equity, and venture financing. In DC, “it’s predominantly private equity work" as well as 'typical' M&A. Our interviewees in Chicago found venture financing to be “a big part of our group – we have a fair amount of work stemming from family businesses.” M&A deals are typically in the tens of millions of dollars, but can edge into the hundreds of millions: “I’m working on a $500 million deal right now.” When it comes to sectors, DLA works with clients across manufacturing, consumer goods, food and beverages, real estate and media and entertainment. “We’re also involved in healthcare, energy, tech startups and SaaS-based companies,” an associate added.DLA’s reputable franchising group is ranked top by Chambers USA, so some juniors got “a fair bit of franchise M&A.” Thanks to small deal teams, our interviewees were delighted to get to do work “beyond the class year.” One junior happily recalled leading a call with partners on the other side of a deal. Other tasks ranged from drafting purchase agreements and reviewing limited partnership agreements, to assisting on fundraising rounds.

Corporate clients: LEGO, Coca-Cola, Rolls-Royce, BAE Systems. Represented MEDNAX in the $885 million sale of its radiology division to Radiology Partners.

“One partner has a niche in medical device law, which is interesting and weird!”

DLA’s junior litigators got a taste of the scope of DLA’s geography. “We work on anything from the US to the Middle East to Asia to Europe,” they explained. The firm handles a lot of arbitration relating to energy, natural resources and construction projects, and we heard investor-state arbitration is also a hot spot for the practice. Associates here also noted that DLA’s strengths in life sciences and tech shaped some of the work they got experience in. In New York, for example, “one partner has a niche in medical device law, which is interesting and weird! There are lots of cases there, from breach of contract to constitutional litigation.” Over in DC,associates in the government contracts group said “we’re constantly advising contractors on how to avoid potential litigation or potential liability.” Day to day, juniors in this group are likely to handle “a lot of motions – motions to stay, motions to dismiss, motions to compel…”

Litigation clients: Apple, New York University, Hilton Group, J. Crew. Defended the Bank of Palestine against allegations that it conspired with the Palestinian government to defame political activist Fadi Elsalameen.

“From small commercial office buildings to mega leases in the tens of millions of dollars.”

A smaller number of juniors are recruited into real estate in a handful of offices. DLA’s real estate practice may be smaller in headcount but the group makes up for it in prestige. The 2005 three-way merger that created DLA Piper included Chicago/Baltimore-based Piper Rudnick, which had been a leader for real estate law in the Windy City as far back as we can see in the Chambers USA rankings, with Baltimore not far behind. The practice also ranks highly in Massachusetts, DC and California. “You get the juiciest deals,” associates beamed. “It’s pretty cool.” In Chicago, “we do everything, whether it’s handling traditional acquisitions and dispositions or condominium work with developers.” The firmalso does some commercial leasing work. One junior described working on leases “ranging from small commercial office buildings to mega leases in the tens of millions of dollars.” Juniors in the Windy City said the matters they work on are “scattered throughout the US.” That’s in contrast to New York, where work is “heavily focused on city-centric acquisitions, dispositions, leasing and joint ventures.” Juniors in this group started off working on signature pages and coordinating closings before later progressing to “overseeing paralegals on a matter.”

Real estate clients: Harvard University, The Carlyle Group, real estate company Hines. Advised Oxford Properties Group on the $2 billion acquisition and development of a 1.3 million square foot building for Google in New York.

Culture



“If you need to know one thing about DLA, it’s that it is huge,” one interviewee emphasized. “So it’s geographically diverse – each office has a different environment.” In Chicago, one of the largest US offices, a proud junior felt “the culture here is unparalleled, seeing as DLA has history in Chicago.” Some groups even had a ‘family’ feel to them: “There are people who have worked at DLA for 30 to 40 years, and so a lot of longstanding connections have been made.” Associates in the capital said working in the DC office was “like being at university with little pockets for each major practice group.”

“It’s nice to be able to reach out directly to partners in Ukraine or Moscow or wherever.”

Though “somewhat disjointed” nationwide, associates across offices felt a sense of community and support within their base. “In monthly meetings, associates are treated as shareholders,” one observed. “The firm is as transparent with us as it can be, and it’s awesome being integrated at this level.” Our sources were also quick to note “how seamlessly” they work with their colleagues around the globe. “It’s nice to be able to reach out directly to partners in Ukraine or Moscow or wherever,” said one.

On the social front, the firm swapped casino nights and trips to the museum for socially distanced fun during the pandemic. “During the virtual summer program, recruiting did a really good job by hosting a painting event and having all the paints shipped to our homes,” one junior recalled. In Chicago, “we had a beer tasting where we had to pair beers with classic Chicago food. So, of course, we had deep dish pizzas and beers delivered to our doors!” Lockdown never tasted so good.

Diversity & Inclusion



Associates were reassured “to see DLA’s diversity efforts in practice.” One in particular told us “I wanted a firm where I could see women in leadership roles, so to see female partners in transactional practices was a big positive for me.” But of course, “it’s BigLaw, so there’s always room for improvement.” Informally, some juniors were encouraged to find “there’s a willingness to comment on current affairs” through a D&I lens. The firm has formal affinity groups in place to help foster an inclusive culture, such as an LGBTQ+ committee, a Hispanic Pride committee and an African American/Black group. “We also have a very active women’s group,” one junior told us. “During lockdown, we each received a bottle of wine made from a women-run vineyard for a virtual happy hour.”

As well as light-hearted events like this, the firm has sent out “constant reminders” to associates to care for their mental health and wellbeing. Associates have free membership to the meditation app Headspace, and the firm also pays for counseling. In New York, “the head of litigation has been sure to have a video call with everyone in the group to see how they’re doing.” Associates across offices said “we’re reminded to turn our computers off and take a day for ourselves.”

Hours & Compensation



Billable hours: 2,000 requirement

The only snag to taking time off might be the firm’s 2,000 billable hours requirement. “Generally, people can keep to the regular hours of 8:30am or 9am to 6pm,” one associate reflected. “But then again, this is BigLaw, so there have been a couple of all-nighters.” And associates must hit that hours requirement to get a bonus, “after which each individual undergoes a performance rating on a scale of one to five.” This rating is what determines the amount an associate receives. Salaries vary by location, but the majority of offices match the Milbank scale and ourinterviewees were satisfied with their compensation.

Career Development



The annual structured feedback and evaluation process gained a lot of praise. “It’s not just a check-box exercise,” they chorused. “By being able to discuss your goals for the year, how well you met them, and what kind of experience you’d like to gain, you can see how invested the firm is in bringing associates along in their career.”

One associate shared “my ambition is to stay with the firm, make partner and retire!” As fine a three-point plan as ever there was. How likely is it though? “A lot of associates in my group who summered at the firm have made partner,” one real estate junior told us. Others didn’t have their hopes set as high. “The hiring model is such where they have smaller summer classes and a lot more lateral attorneys,” one observed. For context, the firm hires about 50 summers a year between 20-plus offices. Smaller summer classes have plenty of benefits – it can make it easier for associates to stand out and get more responsibility.If home-grown attorneys do decide to move away from the firm, our interviewees were confident of the doors that “the prestige” of DLA Piper’s name would open for them.

“Let me just say that pro bono is one of DLA’s specialties.”

Pro Bono



“Let me just say that pro bono is one of DLA’s specialties,” one source voiced. “We have a phenomenal partner (Lisa Dewey) who tirelessly finds new types of work and makes it readily available for anyone interested.” Juniors worked on “plenty of landlord/tenant disputes, and we visit and help out at food banks across the cities.” One told us “I’ve worked on the development of a new science facility!” Associates can bill 100 hours of pro bono toward the billable hours requirement, with the option of requesting an extension if necessary. DLA is among the top ten firms in the US for the total pro bono hours billed.

Pro bono hours

  • For all US attorneys: 132,304
  • Average per attorney: 91

Get Hired



The first stage: recruitment on and off campus 

OCI applicants interviewed: undisclosed 

Interviewees outside OCI: undisclosed 

Hiring partners Katie Grasso and Raj Shah tell us that DLA’s on-campus interview efforts “focus on the top national law schools as well as several key schools that have close local ties to one or more of our offices.” The firm sees between 40 and 60 students at each campus. The firm also recruits from a number of job fairs across the country, including the Bay Area Diversity Career Fair, Boston Lawyers Group, Chicago Cook County Bar Association Minority Law Student Job Fair, Philadelphia Area Diversity Job Fair, Southeast Minority Job Fair, Lavender Law Career Fair, Northwest Minority Job Fair, and the Hispanic National Bar Association Job Fair. Additionally, the firm posts all of their summer associate job openings on their website and encourages students to apply directly. 

Grasso and Shah tell us: “The firm typically has partners or teams of partners and associates from a variety of practice groups (often alumni) conduct the on-campus interviews.” Questions typically consist of behavioral interview questions, as Grasso and Shah explain: “We believe that behavioral interviews allow us to go beyond the facts on a candidate’s resume, discover and confirm the candidate’s behavioral skills, abilities and talents, and help to ensure that candidates are evaluated equally.” 

Top tips for this stage: 

“We encourage candidates to find out as much about us as they can – through our website, speaking with our attorneys and alumni and their career services offices. We realize that deciding whether to interview with a firm or accept an offer is an important decision, so we want students to feel like they have as much information as possible.” – hiring partners Katie Grasso and Raj Shah 

“Focus on giving the interviewer a sense of something that is not reflected in your resume or otherwise is unique about you. The OCI interview is very short and does not allow the interviewer to spend a lot of time with the candidate, so it’s important that the candidate conveys what makes them stand out.” – hiring partners Katie Grasso and Raj Shah 

Callbacks 

Applicants invited to second stage interview: undisclosed 

With so many offices, there are some regional differences in how callback interviews are conducted. “Many of our offices use a ‘super callback’ day format where we interview 16 to 20 students in a single day using a panel interview format,” Grasso and Shah explain. In some offices, the ‘super callback’ interviews are followed by a reception or a Q&A session with the recruiting team or leadership figures at the firm. Other offices invite candidates back to meet with four to five individual lawyers for two to three hours. As with the OCIs, questions are often behavioral, as Grasso and Shah tell us: “Our focus at this stage is really on getting as complete a picture of the candidates as we can.” 

Top tips for this stage: 

“Be authentic. The callback interview is really a chance for us to get to know the students and for them to get to know us.” – hiring partners Katie Grasso and Raj Shah 

“It’s also helpful for students to really have done their homework. They should take the time to go to our website and have a clear idea of why they are interested in interviewing with us. There is a lot of information on our careers website about who we are, what we do and who we are looking for.”  – hiring partners Katie Grasso and Raj Shah 

Summer program 

Offers: undisclosed 

Acceptances: undisclosed 

Grasso and Shah say summer associates at DLA Piper “are exposed to new ideas and cutting-edge practice work .” Work is assigned using an online database that displays available projects. In many offices, summers can request to work on a project through the database, while in others, summers work closely with a work coordinator to take on new projects. They  are encouraged to take on pro bono work, particularly in areas in which they’re passionate, to “help make a real impact in the communities in which we serve and to  develop their skills in leadership, teamwork and communication.” 

Grasso and Shah tell us the firm “forms invested, collaborative relationships with the summer associates and those within the firm who help support and develop the summer associates’ careers.” ”Summer Associates are supported by Advisors,  Work Coordinators and Readers (these are individuals at the firm who are top writers – they’ll review a summer associate’s assignments and go over the work with them in detail). Throughout the summer, summer associates ”will start to develop professional skills and industry knowledge that will allow them to be part of a team providing creative solutions to legal challenges. “Grasso and Shah tell us.

“The highlight of our program is our annual summer associate retreat,” Grasso and Shah tell us. Typically, this two and a half day event brings together summer associates from around the country at one of the firm’s offices and is the foundation for the lasting relationships that summer associates form with one another. During the retreat, there are further trainings and, “of course, a lot of fun built into the event as well. Due to COVID, the firm modified the event for a remote environment.  Most summers return to the firm as junior associates, and Grasso and Shah say: “We do our best to place the former summer associates into their first or second choice of practice areas.” 

Notable past summer events: going to see Hamilton, bowling, cooking classes, a fireworks cruise 

Top tips for this stage: 

“We would encourage summer associates to engage with the summer program as much as possible. By that we mean, try to be present each day. Take advantage of the opportunities for informal lunches and coffees. Seek out connections with lawyers, partners and staff and participate fully in the training opportunities offered.” – hiring partners Katie Grasso and Raj Shah 

And finally... 

Throughout the interview stages, interviewers look for key characteristics that Grasso and Shah say “make a successful associate at DLA Piper, including creative problem-solvers, invested collaborators and passionate leaders who enjoy a modern, dynamic, innovative environment.”

Interview with co-US managing partners Jackie K. Park and Richard A. Chesley



Chambers Associate:How was the experience of becoming a managing partner during the peak of the pandemic?

Jackie Kim Park: Coming into this role as co-US Managing Partner with Rick Chesley at the beginning of the pandemic was challenging, to say the least. One of the things that was interesting though was that the process of taking twenty-seven offices from brick and mortar, to mandatory teleworking in thirty hours on March 17th allowed us to really learn about all of the different facets of the firm.  It allowed us to learn about the operational side, the technology side and most importantly, our people side as everyone was shoulder to shoulder during this process. This crisis allowed us to pivot and learn about the firm in ways that we wouldn’t have been able to during a traditional transition. There was also seamless transition between the incoming team and the outgoing firm leaders. Everyone is working towards the same goal, with a focus on client service, a focus on our people and a focus on DLA Piper.

Richard Chesley: Enlightening.We’ve been working with people who are singularly focused on working together to address an unprecedented situation and doing it extremely well. In the US, we took 4,000 people out of the office in a matter of days. So, it was incredibly enlightening to see how people banded together to address this and of course we’re still dealing with it today. 

CA: Describe the firm’s market position in three sentences or less?

JKP: We’re essentially fifteen years old, and we formed through a combination of mergers of some really highly developed, excellent regional law firms throughout the US, but notwithstanding that young tenure, we have become one of the leading global firms and we have broken through the ranks to be one of the top revenue generating firms. Whilst we are pleased with our growth today, we have solidified our market positions, we’re not just sitting on our laurels and we are looking to continue our growth, both in the US and internationally.

RC: In terms of our market position, we are never satisfied with where we are, so our goal here is to improve and there is a number of areas we are very focused on, not just in 2021 which will be a difficult year according to market consultants, but beyond that. Again, taking what we have and taking the platform, we think of how we can build on it and how can we make substantial improvements on what we’ve got.

CA: Are there any developments in the firm’s immediate future you think our readers should be aware about?

RC: Over the past year, we have continued to make substantial lateral hires in a lot of the key markets and areas. In terms of financial highlights for the year, we are heading in to our last quarter and where we sit financially through the last three quarters is strong performance and we are looking at a strong performance till the end of the year in terms of the all the key financial metrics for us. We expect to end 2020 strong but as consultants in the industry have mentioned, 2021 will be difficult and so we’re making sure we are prepared; we have the right practices keyed up, we’re focusing on the right industry sectors and practice groups and one of the benefits we have is that we have a hedge because of our geographic reach. This has not only allowed us to weather the pandemic well, but puts us in a very good position looking forward to the next year. In terms of practices we are looking to continue to make investments in, I would highlight three; life sciences which doesn’t come as a surprise, middle market private equity which has been a strength of the firm and capital markets in the key money centers of New York, Chicago and Northern California. So, we will continue to be an acquirer of really strong talent in these spaces.

JKP: One of the reasons we have weathered the pandemic as well as we have is because of our broader offering of practice groups. Some of them are cyclical while others are counter-cyclical, and that has benefitted us as we aren’t walled in to one specific area. Obviously not surprisingly, restructuring is doing really well, as is our litigation and regulatory practices, and our finance practices. It’s also been fascinating to watch us expand our market shares in these practice groups.

CA: Which sectors/practice areas have been most affected? How has the firm responded to meet the demands of this?

RC: Of course real estate has taken a toll, and I think some of the areas of our finance practices, such as the real estate capital markets which has slowed down. Project finance has slowed down, and that’s a very cross-border practice group for us.

CA: What cultural changes have come about as a result of the pandemic?

JKP: A lot. The challenges of people working from home, the blurring of the lines of the work day vs. the a personal day, the needs for us to maintain our culture and community. So, during this time we have doubled down and focused even more so, and not just because of the social unrest that occurred and is still continuing to occur, on our fundamental firm pillars which include our diversity & inclusion initiatives and our pro bono efforts, and also on how we communicate with our people. We want to make sure they feel connected to the DLA Piper community. We want to highlight the benefits and resources we have and we have to think of how do we get those to the people. I would call all of these community challenges.

RC: I think the reality is that, we need to look at how long lasting these changes will be and is it going to impact what our physical footprint looks like. We have a lot of people asking whether they will be able to continue telecommuting once we go back to work, whatever form that takes. I think we will see fundamental shifts in the practice of law and we want to be a leader in that and not a follower, so we are working with our core constituencies here to make sure we are prepared to deal with that and position ourselves as best we can to compete in 2021 and beyond.

CA: Does the firm have any set targets with regards to diversity? 

RC: We do not have set targets, we obviously always look to hire the highest quality people in every skillset within the firm. We are actively in the market looking for diverse and inclusive lawyers, staff and other professionals at every turn. With respect to issues such as retention, as Jackie said, we have really focused on outreach. We have D&I teams in all offices and we have a number of outside consultants we use, so we are trying to put all of the tools that we have at hand to address the situation, not just in the firm but in our communities.

JKP: We are very intentional and focused on our diversity and inclusion goals. We are Mansfield certified, but it’s not just that, we also ask all our practice group leaders to have D&I plans embedded for each practice group which assess how they hit their metrics and their commitment. We have been doing all this in a way in which we make sure we can reach as many people as possible. For me being a Korean American and having worked through the last couple of decades in Big Law, I think that while the legal industry has made strides, there is still a lot more work ahead of us. My role clearly and unequivocally affirms DLA Piper’s commitment not only to diversity (which includes women) but also our commitment to advance forward an inclusive approach to leadership.  We recognize that we share a commitment to diversity and inclusion with many of our clients as well.  This shared commitment is one facet of this competitive advantage to having diversity in our leadership.  We believe that having the most inclusive slate of top qualified lawyers helps us to stand out, enhances our culture and sustains our overall business operations.  And for us, this is embedded in our core of who we are at DLA Piper.

DLA Piper LLP (US)

1251 Avenue of the Americas,
New York,
NY 10020-1104
Website www.dlapiper.com

  • More than 90 offices in 40 countries  
  • Worldwide revenue: $3,112,130,287
  • Partners (US): 643
  • Associates (US): 567
  • Contacts 
  • Main recruitment contact: Stacy Silverstone, Director of Legal Recruiting (stacy.silverstone@dlapiper.com)
  • Hiring partners: Raj Shah and Kathryn Grasso, National Hiring Partners - Associate Recruiting
  • Recruitment details 
  • Entry-level associates starting in 2021: 42
  • Clerking policy: Yes
  • Summers joining/anticipated 2021: 2Ls - 34; 1Ls - 5
  • Summer salary 2020: 1Ls: $3,653.84/week
  • 2Ls: $3,653.84/week
  • Split summers offered? No
  • Can summers spend time in an overseas office? No

Main areas of work
From Global 1000 and Fortune 500 enterprises to emerging technology disruptors and the public sector, we work closely with businesses that are leading and redefining their industries. In particular, our practices focus on corporate, employment, finance, IP, technology, litigation & regulatory, real estate, restructuring and tax.

Firm profile
DLA Piper is a leading global law firm delivering seamlessly executed global solutions, reliable guidance and peace of mind to clients around the world. As a trusted steward of growth and change, we empower our clients to tackle their toughest challenges. With locations in more than 40 countries, our global footprint is not only wide, but also deep.

Recruitment
Law Schools attending for OCIs in 2021:
Boston College, Boston University, Columbia, Cornell, Florida A&M, Fordham, Georgetown, Harvard, Howard, Northwestern, NYU, Santa Clara, Southern University, St. Johns, Stanford, Texas Southern, UC Berkeley, UC Davis, UC Hastings, UCLA, Univ of Baltimore, Univ of Chicago, Univ of Maryland, Univ of Miami, Univ of Michigan, Univ of Pennsylvania, Univ of San Diego, Univ of Southern California (USC), Univ of Texas, Univ of Virginia, Univ of Washington, Washington University in St. Louis

Recruitment outside OCIs:
You can find us at numerous job fairs or at law schools throughout the US where we collect resumes.

Summer associate profile: We're looking for exceptional law students motivated to solve real problems with an entrepreneurial mindset. We empower people to thrive as individuals and members of a team, as innovators and creative thinkers. If you're driven by challenge and actively promote a culture of inclusion, we want you to join our team.

Summer program components: Summer associates gain genuine insight into life at a law firm through hands-on experience and guidance from our lawyers. You'll participate in actual client work, form meaningful relationships and find outstanding opportunities to build your career.
Our goal is for summer associates to get to know DLA Piper and envision what it means to be a knowledgeable, highly skilled and well-rounded lawyer. The summer program also includes a three-day retreat exclusively for summer associates to get to know one another.
No matter your role, our workplace actively seeks out and celebrates diverse experiences and backgrounds. A passionate community and social leader, we provide better access to justice and support a more sustainable planet.

Social media:
Recruitment website: www.dlapipercareers.us
Linkedin: dla-piper
Twitter: @DLA_piper
Facebook: DLAPiperGlobal
Instagram: @dlapiper

This Firm's Rankings in
USA Guide, 2021

Ranked Departments

    • Corporate/M&A (Band 1)
    • Antitrust (Band 4)
    • Intellectual Property: Patent Litigation (Band 4)
    • Intellectual Property: Trademark, Copyright & Trade Secrets (Band 2)
    • Labor & Employment (Band 4)
    • Life Sciences (Band 3)
    • Litigation: General Commercial: Highly Regarded (Band 1)
    • Media & Entertainment: Transactional (Band 4)
    • Real Estate: Zoning/Land Use (Band 3)
    • Technology: Transactions (Band 2)
    • Venture Capital (Band 2)
    • Real Estate (Band 2)
    • Tax (Band 3)
    • Corporate/M&A (Band 2)
    • Corporate/M&A: The Elite (Band 4)
    • Real Estate (Band 4)
    • Bankruptcy/Restructuring (Band 3)
    • Corporate/M&A & Private Equity (Band 3)
    • Employee Benefits & Executive Compensation (Band 4)
    • Intellectual Property: Trademark, Copyright & Trade Secrets (Band 2)
    • Litigation: General Commercial: Highly Regarded (Band 1)
    • Real Estate (Band 1)
    • Telecom, Broadcast & Satellite (Band 1)
    • Healthcare (Band 2)
    • Corporate/M&A & Private Equity (Band 4)
    • Construction (Band 3)
    • Corporate/M&A (Band 3)
    • Bankruptcy/Restructuring (Band 3)
    • Corporate/M&A & Private Equity (Band 4)
    • Insurance: Transactional & Regulatory (Band 2)
    • Intellectual Property (Band 3)
    • Intellectual Property: Trademark, Copyright & Trade Secrets (Band 1)
    • Labor & Employment: Highly Regarded (Band 1)
    • Litigation: General Commercial (Band 4)
    • Real Estate (Band 1)
    • Real Estate: Zoning/Land Use (Band 1)
    • Corporate/M&A (Band 1)
    • Litigation: General Commercial (Band 1)
    • Real Estate (Band 2)
    • Corporate/M&A (Band 3)
    • Real Estate (Band 1)
    • Tax (Band 3)
    • Corporate/M&A (Band 2)
    • Bankruptcy/Restructuring: The Elite (Band 5)
    • Corporate/M&A: Highly Regarded (Band 4)
    • Insurance: Dispute Resolution: Insurer (Band 4)
    • Insurance: Transactional & Regulatory (Band 3)
    • Labor & Employment: Highly Regarded (Band 1)
    • Litigation: General Commercial: Highly Regarded (Band 5)
    • Litigation: White-Collar Crime & Government Investigations: Highly Regarded (Band 2)
    • Real Estate: Mainly Corporate & Finance (Band 4)
    • Real Estate: Mainly Dirt (Band 3)
    • Tax (Band 4)
    • Corporate/M&A & Private Equity (Band 3)
    • Litigation: General Commercial (Band 4)
    • Corporate/M&A: Highly Regarded (Band 1)
    • Intellectual Property (Band 4)
    • Technology: Corporate & Commercial (Band 1)
    • Corporate/M&A (Band 1)
    • Capital Markets: Securitization: CLOs (Band 2)
    • Corporate Crime & Investigations: Highly Regarded (Band 2)
    • Corporate/M&A: Highly Regarded (Band 2)
    • E-Discovery & Information Governance (Band 3)
    • FCPA (Band 5)
    • Food & Beverages: Regulatory & Litigation (Band 3)
    • Franchising (Band 1)
    • Government Contracts: The Elite (Band 4)
    • Government Relations (Band 3)
    • Healthcare: Highly Regarded (Band 2)
    • Intellectual Property (Band 2)
    • Intellectual Property: Trademark, Copyright & Trade Secrets (Band 2)
    • International Arbitration: The Elite (Band 4)
    • International Trade: Intellectual Property (Section 337) (Band 4)
    • Investment Funds: Investor Representation (Band 1)
    • Leisure & Hospitality (Band 2)
    • Life Sciences (Band 4)
    • Outsourcing (Band 3)
    • Privacy & Data Security: The Elite (Band 2)
    • Private Equity: Buyouts: Mid-Market (Band 3)
    • Private Equity: Fund Formation (Band 4)
    • Product Liability & Mass Torts: The Elite (Band 3)
    • Projects: Agency Financing (Band 2)
    • Real Estate (Band 3)
    • REITs (Band 3)
    • Retail (Band 1)
    • Retail: Corporate & Transactional (Band 2)
    • Sports Law (Band 2)
    • Startups & Emerging Companies (Band 3)
    • Tax: Controversy (Band 4)
    • Technology (Band 3)
    • Corporate/M&A (Band 1)
    • Intellectual Property (Band 2)
    • Corporate/M&A (Band 2)
    • Litigation: General Commercial (Band 3)

Visit DLA Piper's careers page for more information.