Fox Rothschild - The Inside View

Not all law firm origin stories begin with Wall Street ambitions. Fox Rothschild is a prime example; headquartered in Philadelphia and stretching from Seattle to Los Angeles, Wilmington to Las Vegas, the firm has built its name by going where the work is. With 30 offices spread across the country and a focus on the mid-market, the firm has carved out a distinctive niche: BigLaw resources and reach, without the hierarchy that can come with them. As one associate put it: “In some ways Fox has the culture of a smaller firm, but at the same time it's a 1,000-attorney firm and the variety of work you do is really unmatched."

“I was drawn to their BigLaw caliber of clients but being able to work in a suburban location.”

A big appeal for a lot of associates is the firm’s cluster of suburban offices such as Chester County, Montgomery County, Bucks County and Wilmington which allow junior lawyers to stay rooted in the communities where they want to live, without sacrificing the quality of work. “I was drawn to their BigLaw caliber of clients but being able to work in a suburban location,” one associate confirmed.

For those who prefer the city-slicker lifestyle, fear not – Fox is equally present in the likes of New York, Los Angeles, Washington DC, and Chicago – to name a few. Associates did share that with 30 offices comes different variations in culture, and associates noted that the day-to-day feel can vary depending on location.

Ultimately though, the caliber of work on offer across its offices remains rather consistent, and the firm makes a name for itself in a few niches. Our colleagues over at Chambers USA award the firm with top-notch nationwide accolades for its cannabis law and gaming and licensing practices, as well as for its healthcare work. Regionally, the firm receives gold stars for its corporate/M&A expertise in northern California, real estate in New Jersey and North Carolina, and litigation (both general commercial and white-collar crime and government investigations) in Philadelphia.

Strategy and Future

Fox Rothschild’s strategy centers on deepening its mid-market focus while expanding into high-growth sectors. Recent lateral hires and practice investments – including a dedicated fintech leadership role in New York, a tax partner in Chicago, and a bankruptcy expert in Dallas – signal a push into emerging areas like digital assets and specialized expertise, alongside core strengths in M&A and regulatory work.

The firm’s steady involvement in acquisitions and private equity deals also reflects its alignment with sustained middle-market deal activity. Combined with continued geographic growth and a broad client base, Fox was described by associates as “agile” in a market where clients increasingly call for flexible and sector-specific advice.

Summer Program

The summer program offers a solid mix of real work and exposure to different practice areas. Summers aren’t tied to a specific group but can indicate preferences, and work is allocated accordingly. Summers can typically get involved with research memos, reviewing documents, and sitting in on client calls, depositions, or mediations. As one associate noted: “I immediately got the opportunity to do substantive work,” often under close supervision. They continued: “I actually ended up reviewing my own research memo once I got hired, which was interesting!”

There’s also a strong networking element, with summers encouraged to meet lawyers across the office. One interviewee described it as a “really valuable resource in terms of internal networking and getting to know all the attorneys in your office.” At the end of the program, summer associates rank their preferred practice areas, and most associates who are given full-time offers receive one of their top choices when offers are made.

The Work

Work allocation varies by practice area and follows either a hybrid system or a free-market system. On the one hand, “how you get your work is you go out and find it,” one associate described. That being said, there are department managers who “keep tabs on assignments and assesses who’s slow and who’s too busy,” and “who you can talk to ad hoc if you’re not finding work.”

“On Monday, you could have a case with a Fortune 500 company in federal court… and then the next day you might be helping a local laundromat with a tax dispute.”

Fox’s litigation department tackles traditional commercial litigation, class actions, and regulatory work. With a big focus on the mid-market, juniors explained this means that “on Monday, you could have a case with a Fortune 500 company in federal court… and then the next day you might be helping a local business with a tax dispute. The range of work runs large,” to say the least!

To add to this, matters tend to be staffed leanly – usually one associate and one partner, depending on the size of the case. Because of that lean staffing, “you and the partner are really working as a pair. There are no tasks I would flatly say you would never do,” a junior told us. To give a flavor of what this could look like: juniors can get involved in doc review, research, motions for summary judgements and case endings, and motions to dismiss. Naturally, as associates progress through the years, they take on more responsibilities – like managing the client relationship and assisting thought review teams. “I usually do the first stab at anything that gets filed to court or goes to the client, with partner supervision,” said a source.

Litigation clients: Hard Rock Café, United States Hockey League, Fire and Police Pension Association. Represented iContainers in a class action alleging improper quotation of prices to customers.

Over in the corporate practice, the team tackles mid-market work across various sectors, including real estate and healthcare. As expected, the department covers a spectrum of corporate work, including M&A and divestiture work. Typical junior tasks include due diligence and having a first go at drafting purchase agreements and other ancillary transaction agreements.

Transaction work was described as fast-paced: “It can be stressful at times, but it gives you a little adrenaline rush, which I feel like we all enjoy to an extent.” Juniors noted their deal teams are often lean: “It’s either you and a partner, or you and a senior, and a partner, which means you get a lot of experience.” In turn, associates “have the opportunity to talk to clients much earlier on,” said an insider.

Corporate clients: NJ Bio, K-9 Holdings, Navigator Partners. Represented NJ Bio in an equity sale to, and equity investment from, Suven Pharmaceuticals.

Over in the real estate practice, associates explained the work varies by office given the varying types of real estate demand across the country. As one associate noted, Manhattan, for instance, gets plenty of work on leasing condo units, given the nature of the market there. But in the Bucks County office, real estate oversees a broader remit, which means junior associates get exposure to "a little bit of everything." Commercial work, development, planning contracts, and even some real estate-focused litigation all feature. "I've hardly done the same assignment three or four times," one associate noted – and they embraced that variety, saying that “as a young associate, it’s great because I’m getting my feet wet all across the board.”

In terms of day-to-day tasks, juniors are typically handed the property file – think 80 documents, 20 pages each. "It sounds awful, but it's really not," they were quick to add. They continued that the document review means “you get a lot of exposure to all the different types of documents tied to matters so it’s actually great learning.” A personal highlight for one associate was attending zoning board meetings and delivering presentations: "I do it because I like the advocacy side, but I'd never want to be a full-on litigator. It’s lower stakes, but you still get to have that advocacy experience."

Real estate clients: Walmart, Atlantic City Sewerage Company. Represented Walmart in a land use win, allowing the retailer to build a new grocery distribution center in South New Jersey.

Career Development

Career development was described as both structured and hands-on. On the formal side, there seemed to be no shortage of training – “now I think about it there may be too many to count!” a source quipped. Litigation associates highlighted annual in-person workshops on depositions, motion practice and trial, alongside regular virtual sessions and firm-wide lunch and learn seminars. There’s also a “skills checklist for first and second-year associates' tree with a literal checklist” of what associates should be doing at each stage – from drafting complaints to sitting in on depositions, there is clear structure in place to make sure associates are ticking the boxes. All the training on offer is recorded and associates can view all of the sessions on a learning management portal.

Mentorship – also both formal and informal – was another consistently mentioned element. Every junior associate is paired with a partner or senior associate mentor who’ll “get lunch with you… talk about what’s going well, what could be improved,” and gather informal feedback ahead of reviews. On top of those formal pairings, one associate said that in their experience, “people in this office believe it is part of their job to be mentors.”

Beyond formal mentorship and training systems, many felt the most valuable learning comes from doing. Lean teams mean early responsibility and client exposure – “within a couple months… I was already talking to clients because we’re a little smaller.” As one associate put it, formal sessions are helpful, but “the most useful experience is the hands-on work.”

Hours and Compensation

Billable hours: 1,850 – 1,900 target (varies by department)

In practice, associates explained the targets were treated as “more of a carrot than a stick.” The target includes an allocation of time spent on non-client work, with up to 50 hours of pro bono, recruiting, and marketing work counting towards the total. Sources explained that 1,900 hours typically marks the starting point for a bonus.

While consistently falling short of the target may impact progression, associates explained partners are understanding of occasional dips given the natural ebbs and flows of workload.

Day-to-day, hours were generally described as manageable, with most associates working roughly eight to ten-hour days and maintaining a degree of flexibility through hybrid working. While evenings and weekends can come into play during busier periods, the overall culture was seen as relatively relaxed by Big Law standards. Juniors are encouraged to be in the office three days a week.

Pro Bono

Pro bono at the firm was described as fairly flexible, with no formal minimum or cap on how much associates can take on. Some choose not to get involved, while others log upwards of 100 hours a year. A portion of that time can count towards overall hours targets, with 50 hours available across pro bono, business development and training.

The range of pro bono work was described as broad, covering areas like domestic violence, housing and veterans’ rights, as well as partnerships with local organizations and nonprofits. Examples included working with organizations like Levitt Quinn, supporting individuals on domestic violence and housing-related matters, and immigration work through the Minneapolis office. Others mentioned more policy-style projects, such as advising municipalities on model laws they could implement.

Pro bono hours

• For all US attorneys: 7,144
• Average per US attorney: 24.13

Culture

With any large firm, the culture will inevitably vary by office – and this is particularly true for Fox, with 30 offices stateside. That said, the common theme was collaborative and down to earth. As one associate put it, the people who thrive are “just normal people who treat others well at all levels, with the same sort of respect that you treat the attorneys.” There’s a clear emphasis on being easy to work with, but also on being proactive: the firm values “self-starters” with an entrepreneurial mindset, particularly when it comes to building relationships and developing work.

“…very helpful, easy to approach, and eager to give advice.”

East Coast offices like New York and Philadelphia tend to be a bit more formal, while West Coast offices are “a lot more laid back.” Across the board, though, associates highlighted a lack of hierarchy compared to other firms. Many work directly with partners and found them “very helpful, easy to approach, and eager to give advice,” making it easier to feel like a genuine contributor early on.

Socially, there is plenty going on. Offices host regular happy hours, lunches and smaller events, while firm-wide initiatives like associate retreats offer a chance to connect more broadly – one recent trip saw associates flown to Orlando for a weekend of networking and activities where they were “wined and dined.”

Inclusion

“I noticed very early on that it seems to be an emphasis,” one associate shared of inclusion efforts. They continued: “It’s not only from looking around the office and seeing that it’s very diverse but also seeing that they make a point to do different events for things like Black History Month or International Women’s Day.” Events included having a catered lunch with a speaker, and some other affinity groups mentioned included an LGBTQIA group, a women’s specific firm-wide group, and a Mosaic group. The firm also sponsors “people to go to different conferences, such as one for just women associates, or one for women of color associates – for example,” said one insider.

Get Hired

The first stage: Law student interviews

During the first stage of the process, selected candidates will be invited to participate in a first-round screening assessment via Kira Talent, an asynchronous interview platform. Candidates will record short video assessments and one written assessment.   

Callbacks    

Applicants invited to second-stage interview in 2025: 162

Candidates will have an option for in-person or virtual interviews. Callback interviews begin with an overview of the summer program presented by a member of the legal recruitment team. Interviews will then be conducted in one of two formats, either as a panel-style interview or four consecutive one-on-one interviews. During interviews, interviewers ask questions aimed at measuring “students’ analytical abilities, motivation/initiative, judgment and previous experience. Additionally, we are trying to determine a candidate’s interest in Fox in particular, versus wanting to work generally at a large law firm,” explains Natalie Quinn (Director of Legal Recruitment). Some offices will also host office-wide networking opportunities, whether virtually or in person, to provide students the chance to meet more lawyers and “get a feel for the culture.”    

Top tips for this stage:    

“It was a very different interview experience than the others. I met with multiple people throughout the interviews. Usually it’s just one person at a time at other firms, but here I met a very senior partner, three senior associates, then two associates and then the office managing partner.” – a second-year junior associate   

“The whole way they did interviews was totally different, and I felt I was really able to get a feel for the people.” – a second-year junior associate

Summer program    

Fox's summer program lasts for ten weeks and starts with a firm-wide in-person orientation in Philadelphia. Throughout the program, summer associates will meet regularly as a class for training, professional development opportunities and social events. Social events include trivia nights, baseball and soccer games, pickleball tournaments, scavenger hunts, and cooking classes.    

Fox does not have a rotation program, so summers are free to sample work from various practice areas. Assignments are obtained via an online portal and accompanied by weekly training that is delivered by video conference across the offices. In addition, summers can expect a one-on-one writing session and business development training (the latter is delivered by the firm's marketing department). All summer associates are assigned two mentors: one is an associate and the other is a supervising partner, who keeps an eye on summers' overall workload each week. Before the summer is over, summer associates rank their practice area preferences for when they return to the firm (the majority do return), although practice area assignment is largely determined by business need.