Gibbons P.C. - The Inside View

New Jersey's finest seeks judicial clerks keen to "work with some of the best people in the state.” 

GIBBONS is a big legal brand in New Jersey. “New Jersey is my home,” one associate proudly told us. “I grew up here and I can't think of anywhere else I'd want to work and build my life.” It has offices in Newark and Trenton, but its network extends out of state to New York, Wilmington and Philadelphia, though almost all juniors are based in Newark.

Gibbons' roots in New Jersey sink deep: founded in 1926 by Andrew Crummy (his firm was known as 'Crummy lawyers'), Gibbons today boasts a former Chief Justice of the New Jersey Supreme Court among its ranks, for example, and some of its attorneys helped Governor Chris Christie's presidential campaign (before he pulled out of the race). Lifelong New Jersey resident Judge John J. Gibbons (who the firm is named after today) began his career here in 1950 and returned in 1990 following a stint as Chief Judge of the Third Circuit.

As Gibbons is a PC (professional corporation) rather than an LLP, partners are called 'directors' here (but associates called them partners anyway). Judge Gibbons and other distinguished directors are a big draw for newbies: “There was no doubt in my mind which firm I wanted to join,” enthused one associate. “I knew it would be a challenge, but at Gibbons you've got the chance to work with some of the best people in the state.” Gibbons abandoned its traditional OCI and summer program well over a decade ago in favor of hiring worldly-wise judicial clerks. This makes sense as almost all junior associates work in Gibbons' top-ranked litigation team where they can put their experience with judges to good use. Other Chambers USA-ranked practices include corporate/M&A, intellectual property, healthcare, real estate and bankruptcy.

The Work



Associates liked the “informal” assignment system at Gibbons: “There are staffing partners but most of the work comes through particular partners and fostering relationships to get future work.” Although sometimes “you've got to be outgoing and seek stuff out,” Gibbons is far from a free-market free-for-all: “I've never had to fight for anything I've wanted to do,” one explained. “The process ultimately depends on how many partners there are – in most practice groups they outnumber associates, and they do trust you with substantive work.” On quieter days partners “want you to come and say 'Hey, I'm light on work right now.' That's seen as a good thing.”

"The opportunity to shine in front of clients." 

Most juniors at the time of our calls were in the large business & commercial litigation (BCL) group, a few were in product liability; a couple each in criminal defense, real property & environmental, and corporate; and one in employment & labor law. Other options in past years have included IP, financial restructuring & creditors' rights, and government affairs.

Work in BCL “really runs the gamut,” according to sources here. “There's a fair amount of class action defense in consumer protection work, but there are also lots of general business disputes, like breaches of contract. Cases are already in litigation but it's not until it gets really serious that we get involved.” If a company is accused of breaking federal or state laws, for example, typical junior associate tasks include “research, which is getting a handle on the factual background, understanding the business and its position in the market, then weaving a potential defense.” Out of these labors comes “a decent amount of doc review, case research, subpoenas, writing and redrafting.” Not everything is New Jersey-centered: “Rarer things which are pretty interesting” include “foreign arbitration in different states.” 

Over in the product liability team, clients include pharmaceuticals companies – of which there's a high concentration around Trenton and Newark – oil & gas, and telecommunications corporations. For big litigations, junior-level work includes “a lot of research and writing. We'll do even more research if we're gearing up for hearings or filings – this is all about getting company materials ready, preparing for different outcomes. Everything needs to be perfect.” On smaller cases, 'to do' lists can change daily: “If a client needs something done, I'll do it! This is stuff like reviewing letters or documents, covering depositions... It depends on the day.” Contact with large clients is less frequent than for small customers, who “want to see me. They want to know about the people handling their cases. It's all about being engaged with who you're working for.” Luckily, senior Gibbons lawyers “are great at giving me the opportunity to shine in front of clients. They really care about your career progression.”

In criminal defense, which is “mostly federal and white-collar,” in addition to government investigations, client meetings and court trips are common. Back in the office, work “revolves around research and writing – the research is standard legal stuff but it depends on the statute and what the person is being charged with. We're always asked to come up with creative arguments – it's basically where your clerking background pays off." For feedback on other practice groups, go online.

Offices



“Newark isn't the prettiest place in New Jersey, but better than Camden!”

Gibbons has around 210 attorneys firmwide, with the vast majority of associates based in Newark. One admitted that “Newark isn't the prettiest place in New Jersey, but better than Camden!” Although there are “not many bells and whistles,” everyone we interviewed was “happy with the space and location – it's a pretty easy commute.” The “big office building” is hard to miss as Gibbons' logo adorns its top in huge blue letters. Most (but not all) juniors share an office with another junior for their first few years, often someone from another department. “When you're starting as a new associate it can be daunting, so while people may think it's utterly ludicrous to not have your own office, nobody here is unhappy about that. Sitting with other juniors means you get feedback that you might not have been comfortable asking a partner for.”

Gibbons' other offices are much smaller than Newark's: New York, with just over 30 attorneys, and Philly (with around 15) have a similar spread of departments; Trenton handles a lot of lobbying and other government-related work; and the Delaware office focuses on bankruptcy.

Culture



"I don't get the impression anyone is gunning for anyone.” 

“I think the level of job satisfaction comes from the people you're working with,” one representative interviewee told us, “and I like the associates I work with.” Another added: “I'm sure some associates are competitive – you're bred to think that way in law school – but I don't get the impression anyone is gunning for anyone.” While we did hear the occasional grumble about “difficult” partners (“They're lateral hires and from a different culture to me”), sources were quick to clarify: “Don't get me wrong, they're a nice bunch!” So, in conclusion? “Feedback and transparency” could sometimes be better, but crucially “everyone treats you with respect here, there aren't any tantrums, and nobody's screaming or yelling at you. There aren't any horror stories.” Culture varies by department but common feedback was that “as far as my group goes, partners want us to succeed and put time into involving us in everything.”

The firm holds annual events including a holiday gala for the whole family, Thanksgiving dinners, and recently celebrated “90 years of Gibbons” at the Hard Rock Cafe in New York. Saint Patrick's Day is big at Gibbons, and Irish-heritage managing partner Patrick Dunican acted as Grand Marshal of Newark's annual Parade in 2013.

Diversity



While some associates thought diversity “is a priority,” others found Gibbons “supportive, but not that different from any other firm. I think they're making an effort.” Women's events in particular are “well attended.” They include “quarterly meetings and luncheons, events with clients and a book club. We're going to New York for shopping and dinner with other attorneys and potential clients. It should be really nice – we've done similar things in the past and they've been successful.” We frequently hear law firms explain that attorneys of color are underrepresented because there aren't enough diverse candidates applying for jobs. “That's not a good enough excuse,” one source felt strongly. “They need to market themselves better, then I'm sure they'd see more diverse candidates apply.”

“Lots of events and discussions."

To its credit, Gibbons runs a diversity fellowship program in association with Prudential, where a diverse attorney works for Gibbons for two years then moves in-house to Prudential for a year. “We also have awards and try to help individuals,” an associate revealed. There are also “lots of events and discussions with speakers about promoting diversity in the workplace.” 

Pro Bono



“There is always lots of discussion between partners and associates about how important it is to be involved with your community,” associates told us. “We do all kinds of things: clinics, Hurricane Sandy relief, helping children with difficulty in school, victims of domestic violence, veterans, asylum cases. There are lots of options depending on what you're interested in.” While sources were pleased with the 50 hours pro bono which can count as billable (“It's one of the things I love about Gibbons”), many had exceeded this and some were concerned that “any minute more than the 50 hours isn't counted toward your billable hours.”

Juniors valued the experience they get from pro bono work. For example, “you run with the case, interview the client, do research, counsel them, let them know what to expect in court and then cross-examine the bad guys.” They also mentioned that as well as providing free legal advice, Gibbons supports local charities in other ways too.

Pro bono hours 

  • For all attorneys: 14,379
  • Average per attorney: 68.5

Hours & Compensation



Most associates described the 1,980 billable target as “achievable,” “realistic” and “reasonable” compared to elsewhere, “particularly New York firms.” However, “I know certain associates have a hard time. It depends how busy their group or project is.” We heard that, in smaller groups especially, newer juniors can struggle to hit their hours as “partners take the phone calls” and “there aren't many tasks that can be delegated to me for the rate I'm billed at.” The repercussions of not making the target are “you don't get a raise that year, but you can still get a bonus," which is determined by more than just hours. "You have to be really slacking to get pulled up on it.”

“We're given flexible time if we need it."

Few interviewees regularly worked later than 7pm, with most clocking off at 6.30pm at the latest. Also, “we're given flexible time if we need it and I'm glad of that.” Working late “is a reality of the job” at any law firm, “but I don't work that late really. I have worked on weekends but it's been from home – if you're sitting in pajamas on your couch that's not too bad.” Overall, associates felt that “generally the partners are respectful of after-hours and vacation.”

Training & Development



Feedback on training and professional support ranged from “incredible” to “it's there if you need it.” The Gibbons Academy is a series of presentations throughout the year which “support your development and help you get your CLE. There are talks by various partners about different legal issues. For me as a junior associate trying to figure out whether this is the group for me, they're really helpful.” Past talks have included 'Corporate governance 101' and 'Protecting your license from litigation landmines.' “The partners in my group also allow me to get involved in the industry associate task force; that brought me to a number of research institute programs and things to further my career.”

“No real goal-setting atmosphere here.”

The appraisal system is “okay but more of a 'here's what we've learned about you' situation than structured feedback. There is no real goal-setting atmosphere here – maybe there is later on. It's more about billing and pro bono.” However, others said that “if you ask for feedback, it's there. The annual reviews are coming up and we get a lot of feedback from those. The partners you work the most with will submit write-ups on us and then the partners in our group will also give some feedback.” An “associate achievement card” is the place to log successes throughout the year like “any publications, pro bono work, professional networking events, and marketing initiatives and achievements.”

Get Hired



Courting a firm with no OCI or summer program might be daunting for some, but Gibbons associates liked it. “If you hire through OCIs then you're basing everything on one semester of grades, which doesn't show you the person who develops through law school.” As Gibbons almost exclusively hires those with clerking experience, sources were further up the learning curve when they applied: “Knowing how things work and what the court expects is invaluable. You know when you draft something or revise something that it's what the court is looking for. It's what sets those who have clerked apart.” As a result, new starters join as second-years.

“They assume you're smart and can write."

Applying to Gibbons is similar to bagging a clerkship: you send off your resume, references and writing samples then “wait for a phone call.” The next stage is an interview with a partner and senior associate. “They assume you're smart and can write, the interview is more about working out whether you're a nice person to be around.”

Strategy & Future



"We're very pleased with our position in the marketplace," chairman and managing director Patrick Dunican tells us. "We've contracted a bit, so we're a little smaller, but we now feel that we're the right size to be poised for growth. We're in discussions with a number of teams from different firms who have seen what Gibbons has been doing in the marketplace and now want to be involved in that. When we talk next year, you'll see that Gibbons has grown in headcount and revenue."

Readers should note that there isn't a summer program at Gibbons as it focuses its junior recruiting efforts on judicial clerks. Even at this level, entry opportunities are like gold dust as the firm does not hire huge classes. "The work that's in the office dictates where we add junior attorneys," says Dunican. "The business model has changed dramatically in the past few years. With that in mind, it becomes about the clients, and our clients want partners to do their work and not juniors, which is why we have focused on recruiting partner-level talent." But there remain entry opportunities for those good enough to clerk and join Gibbons: "Back in our heyday in the early 2000s, our classes were a dozen or more; this year, we had a starting class of four attorneys – which was the same as last year. We have specifically focused on reducing the headcount at the firm." 


More on The Work



Associates in the real property & environmental team can try their hand on transactional matters as well as litigation, and relished the variety. “What's good about the group is that you can try out different work within the real estate group if you want to,” said one junior. “You can also volunteer for other partners and then branch out.” Planning ahead is key in long-running disputes. “It's always about the bigger picture in litigation and those are the times that you're expected to be planning everything two to three weeks in advance. I spend a lot of my day working on things like written memos and project specific research for partners.”

Like other groups, corporate is “very partner-heavy and I think that effects the way work is distributed around associates. Partners are used to doing things on their own and because there aren't many junior associates the senior ones are trusted with more work.” The big focus is “regional M&A work” and “I'd say that the work is smaller, New Jersey-based. I enjoy working more locally because you get to see the bigger picture faster.” The employment & labor law group handles “lots of discrimination” cases mostly in New Jersey but also further afield, wherever clients have employees. Junior tasks include compiling and reviewing pre-trial documentation, and writing legal memos for clients. Lawyers also help clients with internal investigations, for example into worker complaints.

More on Getting Hired



As a firm that works almost entirely in litigation, Gibbons makes a point of recruiting candidates with at least a year of clerking under their belts. "People who've clerked have had actual experience of work in the court," explained one associate. "It's about knowing what looks good and what looks bad in the eyes of the courts. Even if you've only clerk for a year – it's a year of experience you wouldn't have had."

Clerking is a competitive process, and the New Jersey Supreme Court receives "hundreds, if not thousands of applications per judge." Associates recommended a "shotgun" approach to applications by sending "your resume and tons of writing samples" to "every judge you can think of." Last year Patrick Dunican extolled the values of clerking beyond litigation experience, explaining that associates “had the keys to the courthouse,” and could provide insights into how a particular judge may handle a case.

Associates agreed wholeheartedly, also speaking of good working relationships with the judges they clerked with. Most of the associates felt that a good working relationship with a judge improved the overall experience. “From day one I felt she really took an interest in me as a person and wanted to genuinely help me with my career. I left that interview with my fingers crossed.” Don't let the competitive environment of applying for a clerkship put you off. New Jersey-based clerks claimed the state did a better job "at providing clerking opportunities compared to most." Associates usually apply for their clerkships during their second year of law school. Seton Hall grads told us the school "actively encourages you to apply for a clerkship."

Interview with director in charge of recruiting Pete Torcicollo



Chambers Associate: Why doesn't Gibbons conduct OCIs and a summer program?

Peter Torcicollo: It had been a conversation for many years before we actually did it. We were trying to evaluate the benefit the firm derived from the summer associate program. What we found was that participants in the summer program were not the attorneys who were ultimately making up the majority of the firm's partners; more than half of the partners made in the preceding five or ten years had not come to the firm as summers but, rather, as laterals or after clerkships. As an experiment, we focused on exclusively recruiting entry-level attorneys directly out of clerkships – although we stayed focused on lateral hires, mainly from the big New York firms, for the transactional practices, where candidates were unlikely to have prior judicial clerkships.

The reality is that the experiment worked; we were seeing a higher caliber of associates, and it was something of a self-fulfilling prophecy. What we wanted to accomplish, we accomplished, in that respect there was never any reason to look back. We retain close relationships with area law schools and many of our new hires come from Seton Hall or Rutgers because those schools encourage clerking, so I'd say we're like-minded.

CA: What steps other than clerkships does the firm take to find potential associates?

PT: I prefer to work with recruiters who we know and who know our firm. We work with a very small number of recruiters who have good track records, but I could count that number on one hand. Those are the people I go to on a 'needs must' basis, and they're the people we approach if we’re looking in a specialty area like environmental or land use. We have such a steady inflow of resumes from people who would fill the typical roles offered, so we're lucky enough to not have to use recruiters that often.

CA: What measures does the firm take to make sure its recruitment process is as diverse and inclusive as possible?

PT: We have a couple of recruiters who know to keep an eye out for us when it comes to diverse candidates. The Gibbons Diversity and Women’s Initiatives are recognized for their long-standing commitment to diversity in our ranks. I hand-select all the attorneys who interview candidates and, on every team, we make sure that we've got at least one member of the Gibbons Diversity Initiative.

I think we attract diversity because we're so proud of, and we so actively promote, our diversity and women’s initiatives. While the industry does have problems in this area, I really don't think we do. It's always gratifying to me when I interview a female attorney and she brings up the Gibbons Women's Initiative because she is already impressed with the firm’s commitment to gender diversity – and this happens almost every time I interview a female candidate. Male interviewees bring it up, too; they're also enthused at the efforts the firm has made when it comes to diversity in the workplace.

CA: Law clerks are always high in demand and the competition is very fierce – how does Gibbons pitch itself to potential associates who may be courted by prestigious firms?

PT: We've got a little bit of luxury in that respect, because we've got a very good reputation among law graduates and in the courts. I don't feel that I have to do anything extra special other than highlighting what we have to offer potential candidates. We have a really great firm, and all the people who work here are excellent. I met with a candidate recently who was a summa cum laude from Rutgers – there are about five people or fewer in his class with that distinction – and had recently clerked in one of the best courts in the country. During that interview, I asked the same question I ask everyone: “What other firms are you looking at?” He then told me that he'd not sent any other resumes out.

Even the people who send out scores of resumes will often say to me, “I want to make it 100% clear that you're my first choice and, if I get an offer from you, I'll accept it.” We didn't get here by accident – we've got great management, and there is a concerted effort to make sure that the product we're selling works. It's very gratifying to know that it's working. 

CA: What is the firm's clerking bonus? 

PT: It's $10,000.

CA: What kind of questions do you typically ask in the interview process?

PT: I've been interviewing candidates for ten years, and I think that I may be a little unorthodox when it comes to interviewers. Candidates sometimes ask me what I'm looking for in an interview, and, honestly, I just want an easy conversation. You won't be sitting in the room with me if you're not qualified; you'll be at the top of your class and have clerking experience and numerous other qualifications, like writing for law journals. If I'm interviewing you, I already know that you have the ability and intellectual capacity to work at Gibbons.

What I don't know is whether I can place you in a meeting with one of our department chairs and have him or her feel that same confidence in you. I'm interested to see whether the candidate can make a direct connection with me. After that, it's about finding what they've been exposed to during their clerkships and how those experiences have shaped them. Through these questions, I can then find out about their interests within the law and where I think they'd fit. I usually ask them what they do in their spare time, and the interview generally becomes more of a personal conversation.

CA: Do you have any potential red flags in interviews?

PT: They're different depending on the candidates. For laterals, I'm always unsure when somebody has had too many employers in a short amount of time. I'll still interview these folks, because sometimes opportunities are too good to miss. However, even if they were top of their classes and on their second clerkships, if they've worked at five law firms in seven years, you kind of know it's not going to work out. For entry-level candidates, a red flag is the absence of law school grades on resumes. People who don’t list their grades are doing it for a reason, and I'll always ask them why.

Also, if I'm meeting somebody for a 30-40 minute interview and they can't make eye contact with me, it's not going to bode well for them; that gives me the impression that they'll have a difficult time with partners and clients.

CA: What are you looking for in a candidate?

PT: I'm looking for somebody whom I think will fit in well and who will inspire the confidence of partners, clients, judges, and everybody they interact with. We're looking for people who will be able to contribute right out of the gate and not be afraid to speak in a meeting.

We catch up with chairman and managing director Patrick Dunican



Chambers Associate: What have been the firm's highlights from the past year?

Patrick Dunican: I think one of the most interesting things that the firm has done has been to represent a national presidential campaign. One of our attorneys, Bill Palatucci, has a close relationship with Governor Chris Christie, who asked Gibbons to represent his campaign. It is an extraordinary assignment. Kim Catullo, the chair of products liability, has had a great year. She's led a settlement team for medical device manufacturer Stryker, where she resolved 3,000 cases in a major billion-dollar class action settlement.

CA: The last time we spoke to you NJ had hosted the Super Bowl, something Gibbons was excited to be involved in. Has this excitement carried over into 2015?

PD: We're very pleased with our position in the marketplace. We've contracted a bit, so we're a little smaller, but we now feel that we're the right size to be poised for growth. We're in discussions with a number of teams from different firms who have seen what Gibbons has been doing in the marketplace and now want to be involved in that. When we talk next year, you'll see that Gibbons has grown in head count and revenue. The legal industry hasn't entirely recovered from the downturn at the end of 2008 and 2009, but at Gibbons, we've stuck to our principle of good fiscal hygiene, and we're now in a position to acquire legal talent. The way to grow a law firm is by adding not junior associates but partners with experience. Clients don't want to hand their cases over to juniors but they'll pay for partners with experience.

CA: It's been just over ten years since you took over as managing partner; have you achieved all the goals you set the firm?

PD: I think you always have to set new goals. My work will not be done until I'm not in the job.

CA: What are Gibbon's long-term goals for 2016 and beyond?

PD: The first goal is to continue to add partners with business experience as a means to grow the firm's revenue. The second is to maintain the unique culture at Gibbons, which is something we work really hard to achieve. For example, we celebrated what will soon be our 90th year at the Hard Rock Cafe in New York City, and, at that event, we inducted more than ten lawyers into our 25-year club. It's a unique stability that you don't necessarily find in other firms; what I've found is that people don't leave Gibbons for other law firms. The legal industry is nomadic by nature, but people stick around at Gibbons. The third goal – which I've mentioned before – is to open an office in DC. We've not done that yet and it's something we need to do.

CA: Opening an office in DC has been an aim of Gibbons for a while – are there plans to open office elsewhere?

PD: For seven years in a row, Gibbons has been named the top lawyer lobbying firm in New Jersey. We understand government affairs and how government relations work on both the state and federal levels. I think that we're established enough to take our government affairs practice to the nation's capital. In addition, we have a robust pharmaceuticals practice, so being able to offer FDA regulatory and intellectual property services to that sector, from that location, would be beneficial. There aren't any plans for any other offices besides the DC office, because that's our primary goal.

CA: The firm doesn't have any juniors in its Philadelphia and Delaware offices. Are there plans to recruit juniors in that office?

PD: The work that's in the office dictates where we add junior attorneys. However, as I mentioned, the business model has changed dramatically in the past few years. With that in mind, it becomes about the clients, and our clients want partners to do their work and not juniors, which is why we have focused on recruiting partner-level talent.

CA: Are there plans to grow the transactional practices?

PA: Part of our ongoing conversations with groups who want to come to the firm is adding lawyers with varied experience, including those with corporate transactional experience. However, the main focus of the firm will remain on the various litigation practices.

CA: How is Gibbons being affected by the (widely-reported) tough litigation market right now?

PD: There's no question that the tough litigation market affected us. If you're a firm that's heavily focused on litigation, you're going to be impacted by a downturn in that area of industry. In my mind, the litigation market hasn't fully recovered since the great recession of 2008. To combat such a painstaking recovery, we've been steadily reducing overhead expenses and the sizes of associate classes. Back in our heyday in the early 2000s, our classes were a dozen or more; this year, we had a starting class of four attorneys – which was the same as last year. We have specifically focused on reducing the headcount at the firm.

CA: How involved is Judge Gibbons with the firm's day-to-day running?

PD: Well, the Judge is 90 years old, so, as I'm sure you can guess, he's definitely slowed down. I do still consult him about issues regarding the firm.

CA: What steps is the firm taking to improve diversity in the workplace?

PD: We're continuing to focus on diversity through the Gibbons Diversity Initiative (GDI). Among other activities we undertake through GDI, we host quarterly events where diverse professionals will give presentations designed to help our own and other invited attorneys of color to improve their skills and advance their careers. We're also continuing to look for diverse attorneys to join us, but there are not enough diverse attorneys out there. That is why we have been working with schools like Christ The King high school in Newark and through a scholarship fund for inner city children, to try to get people in high school on the right track to be lawyers. Our hope is that the pipeline will then be filled so that we can recruit more diverse attorneys in the future.

CA: Do you have any advice for our readers?

PD: I was recently asked whether people who want to be attorneys should still go to law school due to the economic downturn. The answer is yes – there will always be room for good lawyers. If you work hard and you think you have the skill sets to do what we do, then yes, you should absolutely go to law school.

CA: Why should our readers apply to Gibbons over anywhere else?

PD: If your philosophy is to do good while doing well for your clients and yourself, and to give back to your community, then you should come to Gibbons.

Gibbons P.C.

One Gateway Center,
Newark,
NJ 07102
Website www.gibbonslaw.com

  • Head Office: Newark, NJ
  • Number of domestic offices: 5
  • Number of international offices: 0
  • Partners (US): 135
  • Associates (US): 70

Main areas of work
The firm’s main areas of practice include business and commercial litigation, corporate, criminal defense, employment and labor law, financial restructuring and creditors’ rights, government affairs, intellectual property, products liability and real property and environmental.

Firm profile
With more than 200 attorneys, Gibbons is a leading law firm in New Jersey, New York, Pennsylvania and Delaware, ranked among the nation’s top 200 firms by American Lawyer. Gibbons is one of only 20 law firms nationwide to be named to the National Law Journal’s inaugural “Midsize Hot List”, which recognized firms with fewer than 300 lawyers that have found innovative ways to position themselves and demonstrated creativity and success in recruiting and retaining top talent, developing practice areas, managing operations and generally navigating the economic downturn more effectively than did many larger firms. A 2009 winner of the prestigious Catalyst Award for its innovative Women’s Initiative, Gibbons is ranked one of the top 50 firms nationwide for working women by Working Mother magazine. The firm has also been recognized among the Best Places to Work in America by the Society for Human Resource Management and Great Place to Work Institute, as well as in New Jersey, New York and Pennsylvania by NJBIZ, Crain’s New York Business, Philadelphia Business Journal, and Central Penn Business Journal. Gibbons maintains offices in Newark, New Jersey; New York, New York; Trenton, New Jersey; Philadelphia, Pennsylvania; and Wilmington, Delaware.

Recruitment details
• Number of 1st year associates: 0
• Number of 2nd year associates: 6
• Associate salaries: 1st year: N/A
• 2nd year: $135,000 + clerkship bonus
• Clerking policy: Yes

Summer details  

Summer associate profile:
Since eliminating the firm’s Summer Associate Program in 2003, Gibbons has focused on hiring new associates who have completed a judicial clerkship. Fully 70 percent of the attorneys in the Business and Commercial Litigation Department served for federal or state judges. These attorneys provide first-hand insight into the preferences and practices of federal and state judges, in addition to a well-developed knowledge of the inner workings of the courts, adding value for the firm’s clients.