Fresh from setting the standard for associate salaries, this prestigious New Yorker is “moving into the 21st century in a major way.”
IF such a thing as a BigLaw code of civility exists, Milbank tore it up when it set the new market salary scale in the summer of 2018. “In years prior we were always right after Cravath, waiting for them to go first,” an interviewee recalled. “But there’s no reason for Milbank to stand in the shadows! Why not take the first leap?” It’s safe to say that our associate sources were excited: "When it happened a lot of friends from other firms were texting thanking us – I asked a partner, 'Why’s this happening? What’s going on?' and they were like, 'Why aren’t you just happy about it?!'"
“...there’s no reason for Milbank to stand in the shadows! Why not take the first leap?”
But why did the firm make that leap? “Milbank is trying to put itself in a more prestigious spot,” associates suggested. “The firm’s in very strong financial health, and the raise is a reflection of that – management wanted that financial health to trickle down to those who contribute!” Chairman Scott Edelman confirms this: “We looked at the market and we saw that we were (and are!) doing quite well. Our competitors were doing well too. So we made the decision that it was likely that if we didn’t raise, somebody else would. Given that, we decided it would be good for firm morale to share our success with our associates and for our firm brand if we went first!”
That's not the only factor producing a good feeling at Milbank. In February 2019 it moved to fancy new premises in New York's Hudson Yards development. “It’s the largest real estate development ever done in New York,” Edelman informs us. “We’re really moving into the 21st century in a major way and excited about it. We’re also having a contest for our lawyers to name our new restaurant. It’s a fun time to be at Milbank.”
Strategy & Future
Milbank's perspective is resolutely global: its New York HQ steers a network of a further 11 offices; two of these are domestic (LA and DC), while the remaining nine can be found in global hubs like London, Frankfurt, Hong Kong and Seoul. In Chambers Global, Milbank is top-ranked for its aviation finance and projects & energy expertise. Closer to home, Chambers USA rates both of these aforementioned areas as nationwide strengths, while in New York the firm stands out for its bankruptcy/restructuring and Latin America investment work in particular. Its broad general commercial litigation and corporate/M&A capabilities, meanwhile, are ranked in the 'highly regarded' New York categories.
And while it may well be a fun time to be at Milbank, it's also a busy one, as Edelman tells us: “It’s been a very busy year, across offices, across practice groups. Our results are substantially up over the last year. In terms of revenue and profits, it’s good from a work perspective. We’re doing interesting work and we’re engaged.” In particular, Milbank's real estate practice is “one of our fastest growing groups in the firm. They’re incredibly busy doing a combination of finance and leasing and equity investments.”
Two thirds of the juniors on our list were based in Milbank’s New York HQ; the LA office was home to the next largest contingent, followed by DC. When it came to practice areas, around two thirds were spread between Milbank’s transactional groups, while just over a quarter were working in the litigation practice. A few had ended up working in groups such as tax and trusts & estates.
While litigators are placed in their group from the start, fresh-faced transactional lawyers sample their way through a relatively new rotation system. They rotate through three (out of seven) deal-oriented groups for four months at a time. “The rotation system puts less pressure on us to find the right group off the bat,” a representative insider told us. “Everyone finds a home in one of the groups – the system gives you space to find out where you click.” At the end of the rotation program both the juniors and the groups state their preferences on each other. Those in charge of practice assignment then “try to match it up, and it usually does shake out well.” Work assignments across most groups – including litigation – are allocated via “a staffing partner and a professional development person; we submit a weekly activity report that sets out what our week ahead looks like and our availability for new work. I think that system promotes people working with a wider variety of people in the department.”
On the transactional side, Milbank’s global project, energy and infrastructure group had absorbed the most juniors. A New Yorker explained: “The group overall does a lot of work in Latin America, but they do stuff all over the world – Indonesia, countries in Africa etc… Project finance has a wide scope.” The type of projects lawyers help to finance “run the gamut, from oil and solar energy matters to wind developments and tollways in Texas.” In LA, sources commented on the amount of renewable energy work available, and said that “it’s cool to be in BigLaw and still be able to help the environment.” Alongside helping to clean up the planet, associates can expect to conduct due diligence, draft agreements and review contracts. On smaller deals, sources reported working with only a partner, which enabled them to do “everything needed for the deal, like taking calls and figuring out what needs to be done next. It’s a bit nerve-racking, but a great learning experience!” Click on the 'Bonus Features' tab above to read about Milbank's global corporate practice.
Projects & energy clients: investor and operator LS Power, Société Générale and Japanese financial institution JBIC. Recently advised EIG Global Energy Partners and its subsidiary on the financing of two solar thermal power plants in Chile.
Sources told us that the litigation group works on a lot of commercial and contract disputes, white-collar/internal investigations, securities matters and “a bit of data privacy work.” Milbank also has a “very active bankruptcy department that generates some interesting litigation.” Most day-to-day work for juniors here is research-based. Outside of this, we heard of associates preparing the oral arguments for motions to dismiss, summarizing briefs, and being on “numerous internal calls every day to make sure things are moving forward, plus a weekly client-facing call.” Being on the phone isn’t always such a routine activity though, as this associate revealed when describing their biggest responsibility so far: “They asked me to call opposing counsel to ask for an extension. I was like, ‘Woah, scary! You want me to do that?’ But they put confidence in me and assured me I could do it.”
Government investigations, civil lawsuits and a ton of regulations to get acquainted with – this is the complex brew of elements securities litigators have to skillfully navigate. If you're thinking of becoming a litigator in this subset then take note, as Milbank's lawyers lift the lid on what it's like to balance enforcement and civil work; the questions that need to be asked when developing case strategy; and why their practice is becoming “increasingly global.” Read on >>
Litigation clients: Citigroup, US investment and insurance company The Hartford and performing rights organization Broadcast Music Inc (BMI). Successfully represented the latter against the US Department of Justice in the Court of Appeals, and in doing so secured the practice of 'fractional licensing' for the company.
The firm’s Milbank@Harvard program really got our interviewees excited; between their third and seventh years, all associates worldwide gather at Harvard to complete an annual week-long series of training sessions. “It’s an incredible training program and I can’t wait to do it,” one source eagerly told us. “We’ll go to Harvard and have really brilliant professors who’ll teach us business and law: it’s a very condensed ‘mini MBA’ which teaches us how to communicate with corporate clients more effectively and how to truly understand their business.”
“It’s an incredible training program and I can’t wait to do it.”
A focus on business development is reportedly cultivated earlier than Milbank@Harvard, however: “From a year in we get invited to client events. It’s great to establish connections with clients so soon. People are also really good about looping juniors into the writing of articles.” As a result of this, “the majority of us are still here,” commented a New York interviewee. “The people I know who are still here have no plans to leave. It’s not just the senior associates who are checking in on us daily, it’s the partners too. Knowing that those are the people who are invested in you is huge.” Click the 'Bonus Features' tab above for more information on Milbank's training programs.
When we asked interviewees if there was anything else they wanted to tell us about the firm, many of them were quick to sing Milbank’s praises in a similar way to this source: “I just want to say – I love my job!” They highlighted that Milbank’s “reputation for being really nice” doesn’t just come from nowhere. “The culture comes from the top – the partners are very zen. Tough situations don’t shake them. It’s made me a better associate looking up to them being calm, cool and collected, no matter the situation.”
“I just want to say – I love my job!”
However, ‘cool’ doesn’t mean ‘cold’ at Milbank. Many associates spoke of the “pretty relaxed and friendly” atmosphere in comparison to the culture at the other New York big-hitters. ‘Jeans Friday,’ though popular, isn’t the only thing giving the firm a cooler edge. “People enjoy each other’s company and go out for coffee or lunch. We go into each other’s offices and chat because it breaks up the day.” Extracurricular activities such as bowling and karaoke (not at the same time, we might add) “keep the energy fun.” The leveraged finance group in NY has a habit of going to concerts – Florence and the Machine, anyone? In LA, meanwhile, “we tend to go to the movies and go on hikes together. It’s nice to have colleagues that are also friends.”
“The classic Milbank person is someone who is smart, someone who has a personality and can bring something to the table. No one hides in the dark here.” To find out more about how to impress Milbank’s recruiters, go to chambers-associate.com.
In the absence of its pro bono fellowship (which formerly allowed juniors to complete a three-month stint dedicated to pro bono matters), “first-years now get connected with the pro bono counsel, who assists with pro bono projects to fill that gap.” This shift appeared to be appease any associates who were initially disappointed by the withdrawal of the fellowship, as our sources highlighted how impressed they were with the general attitude toward pro bono: “Pro bono hours are respected and placed on an equal footing to regular work. It feels celebrated.”
There’s reportedly “no cap” on the amount of pro bono juniors can do – we heard of attorneys recording anywhere between 30 and 300 hours annually. “It’s quite common for people to devote at least a bit of their time every day to pro bono.” According to associates, Milbank attorneys are informally expected to bill a minimum of 25 pro bono hours each year. Our interviewees had devoted their time and expertise to criminal defense, employment discrimination and women's rights matters. We heard that the financial restructuring team in New York takes on a lot of uncontested divorces, while in LA juniors had handled domestic violence and immigration matters.
Pro bono hours:
- For all US attorneys: 39,870
- Average per US attorney: 74.5
Hours & Compensation
Not needing to meet a formal billable requirement means that associates’ bonuses are more or less guaranteed (“as long as you’re as busy as everyone else is in your group”) and tied to a lockstep salary structure: “It’s part of the team mentality that we have here that we’re all on that equal footing.” However, there have been recent reports of some “pressure from partners to bill 1,900–2,000 hours as a soft target. It’s been communicated, but it doesn’t affect life too much – we don’t have a free-market system, so we can only do what’s assigned!”
“We’re all on that equal footing.”
Overall, most interviewees in New York arrived in the office sometime between 9am and 10am and left before 8:30pm. However, over on the West Coast, “because of the way LA is, people are typically out the door by 6pm, will have dinner with their families and then log back on later in the evening. It’s better to work in your pyjamas on the sofa!” No matter where they’re based, crucial periods during a trial or before a deal closing can see associates working in the office “until 11pm as a standard! There are times when I’ve not had a work/life balance at all.” At the same time, sources credited Milbank for trying to spread the weight: “If someone has a bad few deals, the assigning partners try and give you a break on something smaller.”
Diversity & Inclusion
“It needs work. Our diversity statistics are not good enough,” bemoaned many an associate source. However, every single one qualified that type of comment with a fair recognition that Milbank is “working on it.” New Yorkers in particular noted trainings on issues such as sexual harassment and unconscious bias, and highlighted being aware of affinity group activity even if they weren't directly involved in them.
“If you voice that you’re overwhelmed, then there are a lot of shoulders to tap on that offer support."
Overall, associates rated the inclusive atmosphere: “It’s a very open and welcoming space. People are respectful of mental health and if you voice that you’re overwhelmed, then there are a lot of shoulders to tap on that offer support. There’s a feeling we’re all in it together.” Juniors were hopeful of a more diverse Milbank future: “Diversity is something everyone wishes we were better at. It’s something that’s desired and is welcomed by everyone.” A recent push on the recruitment front, reinvigorated by the efforts of a corporate associate, appeared to cement this intention, as this LA source revealed: “Definitely in LA we're looking to recruit more diverse candidates. Being in LA and considering the type of firm we are, people are progressive, open-minded and liberal – it's our mindset.”
The first stage: recruitment on and off campus
OCI applicants interviewed: 1,323
Interviewees outside OCI: 19
Milbank interviews around 1,300 students at over 30 law schools and job fairs on campus each year. The firm interviews around 20 students at each interview schedule. Milbank also considers applications from write-in candidates. Roughly three out of four of the summer associate class are recruited from the top 20 law schools. In the summer class of 2019, 40% came from the top ten law schools.
OCIs are conducted by a partner and associate duo. Rod Miller, one of Milbank’s hiring partners, tells us that “the interview teams are deliberately diverse as we’ve found that receiving input from multiple, diverse interviewers has better informed our callback selections.” The firm’s five affinity groups are involved in the OCI process (more on them in Milbank’s Inside View feature): “Their involvement has been critical to our recruiting success: this summer our class is one third diverse and is evenly divided between women and men.”
Milbank’s interviewers focus their questions on areas where “we can gauge [a candidate’s] intelligence, analytical skills and interests outside of the firm. Those with greater interests outside of academia tend to perform better and have a longer life-span with the firm.” Miller tells us the firm is looking for candidates who are “seriously committed to their own professional development. […] We find that those who seek out and thrive on continuing to grow intellectually and professionally make for the best colleagues and alumni.” Milbank’s recruiters don’t “expect students to know everything” at the OCI stage, but Miller tells us that “those who have a compelling basis for choosing to interview with Milbank always impress.”
Top tips for this stage:
“Everyone is very curious. A classic Milbank person is someone who’s really smart, someone that has a life and a personality that brings something different to the table. Crack a joke or tell a story – no one hides in the dark here. We’re a very welcoming and warm community.” – a junior associate.
“We highly encourage our summer associates and associates to pursue judicial clerkships and even assist in identifying and obtaining these positions. We also actively recruit new judicial clerks each year for our litigation and bankruptcy practices. We solicit applications from U.S. federal clerks in all circuits and over the last year we have hosted events for clerks in the Southern and Eastern Districts of New York and 2nd Circuit, as well as the Supreme Court of Canada.” – Rod Miller, hiring partner.
Applicants invited to second stage interview: 359
Students typically interview with two associates and two partners, and then can opt for a lunch or coffee with junior associates. The firm also offers the option of evening interviews, which are followed by a casual cocktail reception. A junior associate involved in this process told us: “We take callback interviewees out to lunch after their formal interview for another informal interview – to make sure they’re normal people! We’re given a list of criteria that the firm’s looking for: do they work well in teams? Are they intellectually curious? Do they strike us as the kind of person we want to work with?”
Miller tells us that by now “the more candidates can familiarize themselves with what the firm does that interests them, the better. Candidates should be able to tie specific facts and characteristics of the firm to their own aspirations, but we don’t expect, for example, students to have significant business, finance or other experience, either academically or otherwise.”
Top tips for this stage:
“You can never look at someone’s resume and say, ‘that’s a Milbank person’, but you can tell pretty quickly within five minutes of being in a lunch with them whether they fit. They’re smart but at the same time don’t take themselves too seriously. They’re interesting and have interests outside of what they’re working on on a daily basis.” – a junior associate.
““We ask students to raise their interests early in the callback process, particularly if they have relevant practice interests and language skills.” – Rod Miller, hiring partner.
Milbank's summer program allows students to rotate through up to three of the firm's practice areas. Work is assigned by practice group assignment coordinators and each summer associate receives a partner mentor and an associate mentor. Summer associates receive real-time feedback on their work in addition to mid-summer and end-of-summer meetings with a hiring partner to discuss feedback and their development for the future.
Summer associates attend two formal training programs each week. The first program examines a hypothetical company, Windstar, and each session includes an exploration of a key legal step from inception to bankruptcy and then restructuring, including work on assignments ranging from commitment letters to an IP prospectus. Each session is taught by partners and associates who are experts in the subject matter. The second training program consists of a weekly Lunch-and-Learn series – summer 2018 focused on Milbank attorneys who have served in the government.
Miller tells us the firm’s summer social highlights “tend to revolve around events where summer associates and attorneys are able to interact in meaningful ways, often around shared interests. This past summer that included axe-throwing events, an outing to Six Flags, private tours of the Whitney and MoMA, dinners at partners’ homes, a food tour in Queens, and Yankees, Mets, Dodgers, and Nationals games.”
Nearly 100% of summer associates return as junior associates. When they return, they are assigned to the ‘transactional rotation program’ or to litigation, restructuring, tax, or trusts & estates. Associates in the transactional rotation move through three corporate and finance practices.
Top tips for this stage:
“There’s an emphasis on trying to find the types of people that’d fit into the culture: friendly, and easy to get along with. Those people who you’d want to spend the hours with when the hours are long.”– a junior associate.
“Be adventurous. Like selecting classes, summer programs are really the best opportunity to explore different practice areas to see which practices are the most appealing. It’s often as important to know what you don’t like as it is to know what you do like.” – Rod Miller, hiring partner.
“One thing I’ve noticed is that Milbankers are generally pretty funny. When they get us all into a room, I’m surprised at how easy it is for everyone to make each other laugh.” – a junior associate.
Many interviewees agreed that the training at Milbank is “second-to-none: people go above and beyond here.” Litigators complete the Advocacy@Milbank program while their transactional counterparts attend the Deals@Milbank sessions. The former “lays out the life of a case: how to write a complaint, how to write the answer to a complaint, how to draft the motion for a summary judgment – all of it!”
The Work: corporate
The global corporate group also took on a larger number of juniors. It covers M&A deals as well as “general matters like corporate housekeeping.” However, this doesn’t mean the matter content lacks life, as sources had contributed to a variety of transactions, including “casino deals, steel deals, aviation deals – I’ve encountered a diverse set of industries and learned so much.” Doing due diligence is “a big part of being a corporate associate,” but there are opportunities to do much more: “I oversaw the maintenance of a deal and took on mid-level tasks to keep things moving. Whenever you step into bigger shoes it can be more overwhelming but it’s still the single best learning process I’ve encountered.”
Corporate clients: Australian investment bank Macquarie Capital, Boston-headquartered private equity firm Advent International and commercial aircraft lessor Goshawk Aviation. Represented the latter during its $2.9 billion acquisition of SKY Aviation Leasing International.
Interview with chairman Scott Edelman
Chambers Associate: What was the reasoning behind becoming a market leader and raising the junior associate salary to $190,000?
Scott Edelman:We looked at the market and we saw that we were (and are!) doing quite well. Our competitors were doing well too. So we made the decision that it was likely that if we didn’t raise, somebody else would. Given that, we decided it would be good for firm morale to share our success with our associates and for our firm brand if we went first! That was the logic. I told the associates this was motivated by the fact we thought the market would do this anyway. We wanted everyone to have a good feeling of being first and for the market to recognize we’re a top law firm in the world.
CA: Are there any upcoming developments at the firm over the next 12 months?
SE: We’ve recently moved to new offices at Hudson Yards! Milbank had been downtown for 153 years on Wall Street – and in the same building for 56 years. The décor was a little old-style...
Our new offices are located in a brand new development on the far west side of Manhattan. It’s the largest real estate development ever done in New York. Hudson Yards is on a multi-block space and has a concert hall and a hotel and a brand new shopping mall with world class restaurants and residential towers and office buildings. The space is very contemporary – with a lot of glass and light, a terrific restaurant, a coffee bar and cool art. We even have an app for people to order food at the restaurant. We’re really moving into the 21st century in a major way and excited about it. We’re also having a contest for our lawyers to name our new restaurant. It’s a fun time to be at Milbank.
CA: What are some recent developments at the firm? What has been the focus this year?
SE: There’s so much going on at the firm. It’s been a very busy year, across offices, across practice groups. Our results are substantially up over the last year. In terms of revenue and profits, it’s good from a work perspective. We’re doing interesting work and we’re engaged. If people are excited about their work and enjoying what they’re doing, that makes all the difference. We’ve refocused our training programs, including launching a program called Deals@Milbank, a training program for transactional associates. It dovetails with the new transactional rotation program. Associates come into the firm, rotate within three different specialties at the same time as taking a course learning about transactional practice from partners. Advocacy@Milbank is its equivalent on the litigation side. These programs were designed and built on the success of the firm’s Milbank@Harvard program, which provides access to tailored MBA-level courses for mid- and senior-level associates.
We’ve been very active on the pro bono front. We have an emphasis on representing children – we’ve been doing a lot of work advocating for young people in terms of educational rights and immigration, particularly the kids that have been separated from their parents at the border. The firm has really jumped in on advocating for immigrant children and families and we’re very supportive of those efforts.
We’ve grown our London office significantly. We’ve added two blockbuster groups – restructuring from Cadwalader and capital markets from Shearman. They’re both market-leading groups in the European market. What’s great about this firm is there is a huge amount of collaboration across offices and a lot of associates are here in the US working together with their colleagues in London on big cross-Atlantic matters.
The real estate group we added in late 2016 is one of our fastest growing groups in the firm. They’re incredibly busy doing a combination of finance and leasing and equity investments.
CA: How do you think the profession has changed since you started out practicing as a lawyer?
SE: Technology is the biggest change – it has pluses and minuses. On the one hand in terms of geography, technology is freeing. It allows you to be outside the office and go get dinner with a significant other and go somewhere on the weekend and not be stuck in the office. In that sense, it’s freeing. On the flip-side, in sense of time it’s very constraining. You used to be able to get away, but you’re now always on call. That’s a challenge. Because clients are really demanding, your time is never really your own. With what lawyers at firms like ours get paid and what we charge, clients expect 24/7 service. That’s the challenge. People have to come up with strategies on how to deal with that and how to create work-life balance in the midst of a very demanding job. I encourage people to work hard and play hard. Focus on family and really make the time you’re spending on other activities as focused and important as possible.
CA: What do you consider to have been your big break?
SE: My time at the US Attorney’s office in the early 90s was the most important training ground for me and place I most learned to be a lawyer and developed relationships that formed the basis of what I do today.
I was lucky enough to come to Milbank as a young lawyer – it’s created countless opportunities for me to meet clients, work on big cases, work on trials, work on very big matters and get into boardrooms. The combination of those experiences is what has positioned me to have the type of practice I have today.
CA: Looking back at your career and the knowledge you've gained, what advice would you give to students who are about to enter the legal industry?
SE: For young lawyers, I would highly recommend they consider law clerking. It’s something I didn’t do and it’s I think it’s valuable – it teaches about the judicial process in a very unique way, giving an opportunity to write and read and see good briefs. I recommend it to all of our young lawyers but particularly our young litigators. We’re very supportive of clerking both for summer associates, but also those who’ve been here for a while and want to have that experience.
55 Hudson Yards,
- Head Office: New York, NY
- Number of domestic offices: 3
- Number of international offices: 9
- Worldwide revenue: $1,034,020,000
- Partners (US): 115
- Counsel (US): 21
- Associates (US): 374
- Main recruitment contact: Ann Bjornstad (email@example.com)
- Hiring partner: Rod Miller
- Diversity officer: Dennis Quinio
- Recruitment details
- Entry-level associates starting in 2019: 58
- Clerking policy: Yes
- Summers joining/anticipated 2019: 1Ls: 2, 2Ls: 65, 3Ls: 0, SEO: 2
- Summers joining/anticipated 2019 split by office: NY 56, LA 7, Washington, DC 4
- Summer salary 2019: 1Ls: $ 3,654 2Ls: $ 3,654
- Split summers offered? No
- Can summers spend time in an overseas office? Yes
Main areas of work
Albany, Berkeley, Boston University, Cardozo, Chicago, Columbia, Cornell Job Fair, Duke, Emory Job Fair, Fordham, Georgetown, George Washington, Harvard, Howard, Lavender Law Job Fair, Loyola Los Angeles (LA), Michigan, Midwest-California-Georgia Recruiting Consortium, New York University, New York Law School, Northwestern, Pennsylvania, Stanford, St. John’s, Texas Job Fair, Tulane/Washington University Job Fair, UCI (LA), UCLA (LA), USC (LA), Vanderbilt, Virginia, Yale
Recruitment outside OCIs:
Our 1L Diversity Fellowship Program hires exceptionally talented 1L students for the New York office and we begin accepting applications for the following summer on December 1st. Milbank actively recruits judicial clerks from courts in the United States and from the Supreme Court of Canada.
Summer associate profile:
We are looking for summer associates with diverse backgrounds who demonstrate a high level of intelligence, creativity, leadership, determination and enthusiasm.
Summer program components:
Milbank’s summer program is a microcosm of life at the firm. Professional development is fundamental to the program, and our comprehensive summer-long training program follows a company’s lifecycle from inception to restructuring. Summer associates rotate through practice groups and are assigned partner and associate mentors who help ensure direct exposure to the firm’s work and culture. Summer associates receive constructive and substantive feedback from partners at mid-summer and end-of-summer reviews.
This Firm's Rankings in
USA Guide, 2019
- Bankruptcy/Restructuring (Band 2)
- Bankruptcy/Restructuring (Band 1)
- Corporate/M&A: Highly Regarded (Band 3)
- Litigation: General Commercial: The Elite (Band 4)
- Litigation: Securities (Band 3)
- Litigation: White-Collar Crime & Government Investigations (Band 3)
- Real Estate: Mainly Corporate & Finance (Band 3)
- Tax (Band 3)
USA - Nationwide
- Banking & Finance (Band 2)
- Bankruptcy/Restructuring (Band 2)
- Capital Markets: Securitisation (Band 4)
- Projects: Mining & Metals (Band 1)
- Projects: Oil & Gas (Band 2)
- Projects: Power (Band 1)
- Projects: Power & Renewables: Transactional (Band 1)
- Projects: PPP (Band 2)
- Projects: Renewables & Alternative Energy (Band 1)
- Tax: Corporate & Finance (Band 4)
- Transportation: Aviation: Finance (Band 1)