Boston-born Mintz Levin is rapidly building its "21st Century" practices.
"LIFE sciences are a core, and growing, area for us, along with our IP team," managing member Bob Bodian tells us while sipping camomile tea in a plush hotel lobby on a recent trip to London. "If students are interested in these areas they should definitely take a look at our IP team as we've been a hiring a lot of associates into them recently." Life sciences and intellectual property are two of what Bodian has called the "21st Century" practice areas that 82 year-old Mintz Levin is focusing on right now. The others are, broadly speaking, communications, technology, and healthcare. "We formed a strategic planning committee about four years ago which came to the conclusion we should be focusing on areas where we had the most strengths, such as life sciences, bio tech, energy technology, healthcare, and privacy and data security. We're using those areas as drivers for the rest of the firm."
In its home state of Massachusetts, Mintz Levin wins Chambers USA rankings for practices including public finance, bankruptcy/restructuring, environment, employee benefits, and real estate. Corporate/M&A, litigation and healthcare in particular are highly regarded here and also in New York. Health-related stuff – the whole gamut, including transactions, court cases, antitrust and regulation – is strong in DC too, which also boasts a Chambers-ranked telecommunications team. Many Mintz groups have been working at full throttle recently, resulting in an influx of senior and junior laterals. Nearly half of current third-years, for example, left other firms for greener pastures at Mintz with some experience under their belts. As for those who join straight from law school, one new recruit reasoned: “So many people lateral into Mintz, I thought: well, why not start here from the beginning?”
Boston absorbs most of the firm's newbies while the rest head to New York, Washington, DC or San Diego. Juniors are split pretty evenly between the corporate and securities, litigation and IP groups, although a handful go into other areas such as real estate, healthcare and employment. All departments employ a practice manager to oversee work allocation, but juniors are also free to “seek out the projects and people you like.” While corporate sources felt this system worked well, litigators told us: “The oversight of who is working on what could be better. Some people end up slammed while others are just sitting around.”
“I'm in over my head just enough.”
Greater Boston is home to lots of tech companies, research institutions and universities, so IP juniors here see plenty of work involving things like “medical devices, consumer electronics, mechanics, and pharmaceuticals.” Associates we spoke to had worked on patent litigation (suing or defending people) or patent prosecution (applying for patents). Sources practicing the latter reported: “We're mostly working with local clients to develop products from the ground up," which can be "fascinating." One source told us: “There's a lot of independence to draft things like applications, opinions and motions. I'll get the first, second and third draft. I'm in over my head just enough.”
Mintz's corporate and securities group predominantly works with clients in the tech, biotech, health and life sciences industries. Its tech slant sees corporate rookies tackle venture financing or investment funds, but as juniors here start off as generalists, deal-doers can also see the usual run of IPOs, M&A and securities matters. All our interviewees here had knuckled down with due diligence, but generally “everyone's eager to make sure I'm not just doing grunt work.” Indeed, we heard of juniors drafting anything from ancillary documents and confidentiality agreements to revising partnership agreements. Working on venture financing matters sees "plenty of client contact."
The firm's core industries also feed into litigation, which tends to be high stakes rather than commoditized and so commands higher rates. Specialisms include licensing, class actions, insurance, securities and product liability disputes. "Sometimes I'll do things way above my pay grade – motions or summary judgment, substantive heavy work – and then other times I'll be putting binders together." Another source observed that, as they gained experience, “I've really noticed a shift from doc review to more stimulating tasks like preparing expert reports and drafting pleadings.”
Strategy & Future
Associates pegged the corporate and IP departments as two areas to watch. The former is "going gang-busters: we're having to hire loads of new people,” while the IP department is experiencing “huge growth.” The latter recently lured five attorneys away from Womble Carlyle and also bagged an 18-strong life sciences team from Edwards Wildman (now Locke Lord).
Corporate is “going gang-busters.”
"We've increased our headcount by around 10% this last year. Our corporate and IP teams have been in great demand," managing member Bob Bodian confirms. "We're going to continue to grow our main strengths in major areas such as corporate, IP, litigation and healthcare, and we'll be looking to increase the size of our California and New York offices."
Boston is Mintz's largest office – go online for more on the firm's bases – with “a spectacular view of downtown and the harbor. It's fantastic for commuting as we're opposite South Station.” Several sources were less enthusiastic about the “dark, dull and dated" décor, although others weren't too fussed, with one interviewee claiming, “I don't mind dated! Modern, glass offices are sterile.” San Diego juniors liked their glass office, however, describing it as “beautiful! All glass and hardwood floors.”
“People will bug you if you don't dress it up.”
Mintz juniors all receive their own office, and woe betide DC-ers who don't make the effort to personalize theirs: “People will bug you if you don't dress it up. Some folks have loads of stuff on their walls." The firm's Big Apple base is set out in a helpful circle –“you can just keep walking round until you find what you need” – and has a whole corridor filled with kids' art. “Once a year, everyone brings in their little ones for an ice cream party and children's art exhibition.” Other offices organize similar events.
Intellectual property attorneys in Boston recently let their creative juices flow onto canvas at this year's 'paint night' at a pub when an artist showed them how to paint the Boston skyline. “Mine was awful,” one source sheepishly admitted. “I'm too embarrassed to show it to anyone.” Although most offices host a happy hour every Thursday or Friday, sources across the firm pointed out that “there's a strong emphasis on billing so we're not always the most social, but everyone is friendly and welcoming. People are very receptive to helping each other and juniors don't throw each other under the bus.” Another elaborated: “If anyone yelled at an assistant, people would look at them as though they had three heads. From top to bottom abrasive personalities are not tolerated.” Generally, “there's not a barrier between partners and associates; you'll often be sitting in your superior's office planning out a deal with them.” And we even heard of one partner “who thanked his associate for all their hard work with a bottle of Cognac.”
“There's a strong emphasis on billing.”
While there's a fairly consistent culture between offices, interviewees mentioned a couple of differences. In Boston “the culture differs between practice areas: IP seems more laid back than other groups – I feel overdressed whenever I visit – whereas litigation is full of different personalities so it's hard to put your finger on an overriding characteristic.” Over in DC, juniors were especially quick to point out that “our time is respected, which is especially beneficial for those who have young families.”
Hours & Compensation
Several of our sources had gravitated to Mintz with one eye firmly on its family-friendly reputation, although they remained realistic: “This is a law firm, but although it's busy and expectations are high I actually feel like I have a good amount of control over my life,” one source divulged. “Most people clear out of the office by 7pm, although depending on what stage a project is at, the deviation on a 7pm exit is massive!” But unless a tight deadline rears its ugly head “we can work to our own schedule and no-one's prowling around at 7pm to see who's gone.” Another junior added: “I chose Mintz so I wouldn't have to work until 3am every night and bill 2,400 hours. I mean, I work at night and sometimes on weekends but if I need to take it off or have plans I can do that, it is totally manageable. It's easy to work around the expectations if you plan around them it's doable.”
“The deviation on a 7pm exit is massive.”
Associates aim for a client billable target of 1,850 hours which affords them an automatic bonus. Once they've hit this any training, pro bono and special projects (like blog writing) count toward the hours-based bonus. Interviewees understood that reaching 1,500 hours was the expected minimum but as they reckoned the 1,850 was pretty achievable, this wasn't something they worried about missing.
“Mintz really rallies behind its domestic violence program.”
Pro bono hours used to count toward the 1,850 bonus target but a recent overhaul in policy which now sees them only count after the 1,850 has been met has caused a few grumbles. “The change has discouraged pro bono. There are plenty of opportunities but the motive and desire has chilled,” one interviewee felt. But others believed the change had made little difference: “Mintz really rallies behind its domestic violence program,” and we heard of several juniors who'd received support in bringing their own pro bono matters to the firm. Managing member Bob Bodian tells us: "Pro bono hours have remained roughly consistent since we initiated the change. The firm is still hugely committed to it and associates can credit all the pro bono hours they put in." For more clarification from Bob Bodian on pro bono and other things, read our Bonus Features.
Pro bono hours
The firm's Domestic Violence Project is a pro bono staple, but you'll also find attorneys working on things like asylum and immigration cases, advising on affordable housing or assisting low-income entrepreneurs get up and running.
Training & Development
First-years are all flown out to Boston to participate in the firm's Base Camp to undertake general and practice area-specific orientations. After this, associates can attend training on anything from “how to deal with the tsunami of emails we receive, to improving writing skills. There are also more detailed series on topics like venture capital.”
“How to deal with the tsunami of emails.”
Associates are subject to an annual review where they're able to see what senior attorneys have written about them. First-years also check in at an additional mid-year review. In between these evaluations juniors reported a mixed level of feedback from partners. “A few will sit you down and chat you through the changes, while others will just return to you with more tasks. Partners don't have to return to you for future projects so that in itself indicates you've impressed them.”
Everyone's assigned a mentor when they start and Mintz also operates a sponsorship and retention program which pairs up associates of color with a partner to help them network within the firm.
“It's not an 'old white man' firm.”
“Law firms aren't a good yard stick for measuring diversity but as the profession goes, I think Mintz is fairly diverse,” one junior reckoned. DC juniors felt their office was “pretty good” when it came to gender: “It's not an 'old white man' firm and it feels like there are a lot of women here.” Across Mintz, juniors agreed that racial diversity, especially at partner level, needed improving. To combat this the firm offers a Richard Mintz Summer Associate Diversity Scholarship offering a place on the summer program and $10,000 toward third year law school tuition.
Mintz also operates MIATTY (its minority attorneys group), a Women's Initiative, and The LGBT Group. An annual diversity retreat rotates between offices, and involves socializing, “presentations, and break out sessions topped off with a dinner.”
Director of legal recruiting Shannon Davis tells us: “We want to see people who are competitive in a healthy, collaborative and team-oriented way. We also try to focus on people's previous experiences and what drives people as this is a profession that requires a lot of motivation.” Read our Bonus Features for the full interview with Shannon Davis.
“You don't have to be an extrovert.”
Alongside the Loyala Patent and Boston Lawyers Group fairs, the firm conducts OCIs at 15 law schools; most of which are in the North East. We got the impression that a large proportion of Boston-based attorneys have some tie to the Massachusetts area, though local ties at other offices don't seem as marked. 10% of the firm's first year class arrived through its summer program (offered in San Diego, New York and Boston) though there's also a number of entry level juniors who've arrived through alternative routes.
Interview with managing member Bob Bodian
Chambers Associate: Associates told us that the firm's corporate and IP groups had grown this year?
Bob Bodian: We've increased our headcount by around 10% this last year; our corporate and IP teams have been in great demand. We've brought on a substantial group from what was Edwards Wildman Palmer. It's made up of a couple of teams of litigators and patent prosecutors with a life science focus. Life sciences are a core, and growing, area for us, along with our IP team. If students are interested in these areas they should definitely take a look at our IP team as we've been hiring a lot of associates into them recently.
CA: We noticed that a large proportion of your junior cohort are laterals...
BB: We try to keep our associate class pretty lean; when a lot of firms were seeing lay-offs and deferring their starting classes in the recession, we had to defer our 2009 class. We also went to our associates and proposed a plan which involved them taking a minor but not insubstantial pay reduction until the market strengthened so that we could, for the most part, avoid lay-offs. The associates willingly went along with this and we even managed to tailor the deal to some of their suggestions. Nine months later we were able to restore pay to its original level. Now that we're very busy again, we're needing to bring in a lot more lawyers.
CA: What’s the firm's general strategy going forward over the next few years?
BB: We're going to continue to grow our main strengths in major areas such as corporate, IP, litigation and healthcare, and we'll be looking to increase the size of our California and New York offices.
CA: Does all this growth mean the firm's going to start looking for clients beyond its core target industries?
BB: We formed a strategic planning committee about four years ago which came to the conclusion we should be focusing on areas where we had the most strengths, such as life science, bio tech, energy technology, healthcare, and privacy and data security. We're using those areas as drivers for the rest of the firm.
CA: So are you actively encouraging a lot more inter-practice collaboration?
BB: Absolutely. We have a lot of interdisciplinary groups where we combine our expertise. We've just formed a sports group which consists of corporate, litigation, employment, real estate and public finance teams. Our public finance lawyers have been involved in bond deals for some major stadium financing deals.
We've done a similar thing with our education group; it's made up of healthcare lawyers, who assist educational institutes with their medical centers; employment lawyers, as we are very active in advising universities and colleges on employment issues; public finance lawyers who help in the financing of new buildings; and our IP team assists the development offices of universities with their patents.
CA: What about inter-office integration?
BB: There's a lot of interaction between offices; when I review our profit and loss statements, the first thing I always do is review our import/export figures which illustrate how much work being generated by one office is done in another. It's important to see how much interaction is going on. Our West Coast Business Development Committee aims to foster East/West collaborative efforts. We try to spend a fair amount of time working collaboratively; it's never perfect but we're always working at it.
I also travel around all our offices with our chief operating officer and chief marketing officer to present the state of the firm address to partners, associates and staff. We give each office an idea of the firm's economic state, objectives and focus, and what we perceive to be upcoming challenges. The employees of every office have a chance to learn a lot of information, so they're kept involved and don't feel isolated.
CA: How else do you keep associates involved in the business?
BB: The associate committee meets once a month and I attend almost all of those. They can submit anonymous questions – though I always invite them to come and speak to me in person if there's anything they want to raise.
We hold an all associates meeting annually where I will chat with them about what's going on in the firm and I've also formed a group to specifically look at associate needs. I confessed to them that when I wake up in the morning the first thing on my mind is not what I can do for associates. It's not front of mind and sometimes I think it should be, so I'm going to have a mixed committee of partners and associates keep an eye on it and let me know if something is missing. Some of the suggestions are pretty basic; saying thank you, for example, is free and tends to be appreciated. We're educating partners on how to work with associates in the best possible way.
CA: We heard that a couple of associates were unhappy with the recent change in the pro bono hours policy. Could you talk us through the change?
BB: The firm continues to be very supportive of associates and partners doing pro bono work and we've been at the forefront of some major pro bono initiatives. We're involved in a lot of asylum cases and we helped change the law on domestic violence in Massachusetts. We also partner with the in-house legal departments of our clients so they can train and work alongside our lawyers on pro bono matters.
The change relates only to hours-based bonuses. The minimum client billable threshold for an automatic bonus is 1,850 hours. If an associate has 1,900 billable hours and an additional 500 hours of pro bono, they will automatically receive a bonus based on 2,400 hours. If they have 1,600 billable hours plus 500 of pro bono, they will not automatically receive a bonus as they don't have the 1,850 hours. We also have a discretionary bonus pool which is an additional 30% of the automatic bonus and that's distributed as section heads see fit.
In my view, having a floor on billable hours to get an automatic bonus is not particularly significant or unreasonable. It's good for associates to do pro bono, and we encourage and reward it, but the firm needs to be profitable. The reason we can afford to do as much as we do is because we make a profit. Pro bono hours have remained roughly consistent since we initiated the change. The firm is still hugely committed to it and associates can credit all the pro bono hours they put in.
CA: Any advice or words of wisdom for our student readers as they try to enter the legal profession?
BB: Pursue what you like. Don't become a lawyer just to make money, but don't be dissuaded from pursuing a legal career because the economics are not what they used to be. If you want to pursue this career then do so. In terms of majoring, do what you like. You could major in Chinese, I would probably recommend that actually. You don't have to be pre-law, political science or government; you could be an art major. A lot of patent lawyers have science backgrounds. All sorts of people decide to be lawyers and people also go on from being lawyers to do all sorts of things. I received a departure memo from an associate a couple of years ago who said he was going to join the circus. I sent him an email saying I would have loved to have been a fly on the wall when he had that conversation with his parents, and he emailed me back and said 'my parents own the circus'.
CA: Is there anything else you'd like to add?
BB: We're about to start looking more at alumni matters, and spend time trying to help associates get jobs elsewhere, as and when appropriate, and maintain contact with them once they've departed. We want to not only make their experience here as good as possible, but also give them a good experience outside the firm.
nterview with director of legal recruiting Shannon Davis
Chambers Associate: Do you pre-screen those who have bid on your firm?
Shannon Davis: It depends on the school; some will send us resumes in advance while others are a lottery. Regardless of the screening process, we conduct a lot of outreach in advance of students bidding on campus so hopefully we're able to meet a few of them before interviews.
CA: Roughly how many students do you see at each campus?
SD:It varies, but generally we see between 10 and 25 students per campus. We tend to do a full schedule at most campuses although some ask that we try to see more students. On average we'll bring back about 30% of our on campus interviewees for a second interview in our Boston, New York and San Diego offices. Each tends to run their own recruiting process so the numbers vary office to office.
CA: Roughly how many associates do you take on as summer associates each year?
SD: We increased our numbers to around 20 last year, as we offered larger programs in New York and San Diego than before. When we only hosted the program in Boston, we took on around 12 or 13 summer associates but there was such demand to recruit entry level associates that we were also looking at 3Ls or people coming out of clerkships.
CA: Will you continue with recruiting entry level associates from both your summer programs and other routes or start to focus on just the summer program?
SD: It's going to continue to be a mix, as we think that is a healthier process; summer associate recruiting is not a science, it's an art and it can vary wildly from year to year depending on practice area demands. While we count on the summer associates to form the nucleus of our incoming class, we can't always predict what numbers we'll need in every area two years in advance, and we likely will need to hire from beyond our summer classes. It's healthy to have a core group of summer associates who we know will be entering the firm and then hire 3Ls, post clerkships, externships or junior lateral hires as and when we need them.
We're continuing to look at other, creative ways of hiring junior attorneys, such as partnering with a client and sharing capacity. We have to think about the industry differently and bring people through in a variety of methods.
CA: Who conducts OCI and callback interviews?
SD: We try to listen to feedback from students when structuring our interviews. Some students love getting time with the partners and seeing investment from the higher levels. Others say they feel the best intel on what the associate experience is like comes from junior associates. We try to really create a mix and have a ton of buy-in from senior partners, especially with their alma maters, but a lot of the process is driven by associates and junior partners as they'll be the ones working more closely with summer students.
CA: What questions do you ask during OCIs and callback interviews?
SD: We ask a lot of practical questions to get people to think on their toes and discover ways they would act in various situations. One of my favorite questions is by one of our associates; he describes a real life scenario of a client situation which took a left turn and asks interviewees to explain how they would have dealt with it. After they answer he'll tell them how he actually handled it. It goes over really well as it makes the interview feel more like a conversation.
We also try to focus on people's previous experiences and what drives people as this is a profession that requires a lot of motivation; we need to make sure the people we're choosing share our core values.
CA: What makes someone stand out at interview?
SD: When they seem to be legitimately interested in the firm and can articulate what they know about Mintz Levin, or a practice. The more genuine their interest is, the more they stand out. Frankly there is so much information about firms available to students that they're inundated. You can find that they know nothing about us or they read something just five minutes before. It's a competitive environment, and students stand out if they read the blogs, learn about their interviewer in advance or speak about something in particular, like a client we've represented or a matter we've been involved in.
CA: What are you looking for in a candidate?
SD: We try to keep an open mind in order to have a team with different backgrounds and personality types. We don't want folks who are going to be disruptive or aren't going to be team players. We want to see people who are competitive in a healthy, collaborative and team-oriented way. I like to see people who are driven to be successful and problem solvers who will achieve client goals. How those qualities manifest in individuals should be different. Our clients are incredibly diverse and we need a wide variety of people to be able to service them; some clients want an attorney who is incredibly brainy or very outgoing or to be a hand-holding counselor. Not all people can be all things all the time, so we need to have all of those personalities to serve the clients.
CA: What can students do in their 1L summer to increase their chances of impressing you in their applications and at interview?
SD: I love when students reach out to us or engage with us; it can be something like following us on Twitter or reaching out to current summer associates to learn about what the experience is like. A lot of students keep in touch with us after our outreach activities and let us know what they're doing. When people go above and beyond it shows me they're interested.
CA: Can you very briefly outline your summer program?
SD: We maintain a relatively small summer program compared to our peers so students get a lot of attention and can connect closely. They're given associate and partner mentors and participate in training with our professional development attorneys and within individual practices. They also participate in a mock trial and our IP summers can undertake an IP summer academy. Work assignments are generated on a student's interests and we can largely tailor those to what they want to do. The benefit of being part of a smaller program is that we're able to provide that variety. And, of course, we are in a position to make offers of employment to everyone in the class, if deserving.
CA: How can someone really stand out as a summer associate?
SD: Those who are engaged in what they're doing, go out of their way to take it seriously and want to make the most of the summer stand out. People who actively seek out assignments and feedback, and ask a lot of questions tend to be the students who we feel are taking assignments seriously. It starts to feel like they're part of the firm.
CA: Finally, what does the firm do to encourage diversity in recruiting?
SD: We have the Richard Mintz Diversity Scholarship, named after a former partner of the firm. It provides a student with $10,000 towards their third year law school tuition and we offer them a place on our summer program. We hire 1Ls through the San Diego County Bar Association and Association of Corporate Counsel Diversity Fellowship program, the New York City Bar Diversity Fellowship program and the Boston Lawyers Group 1L Diversity Clerkship. We're part of a diversity pipeline program and attend a number of diversity recruiting fairs such as the Boston Lawyers Group Careers Fair and the Lavender Law Career Fair. We also work with university affinity groups, as well as with local and nationwide organizations like the National Bar Association and Hispanic National Bar Association, conducting outreach into the community.
More on Mintz Levin's offices
The firm sprang into life in Boston in 1933 when two Jewish lawyers Benjamin Levin and Haskell Cohen decided to found a firm which would offer a welcoming environment to any lawyer from any background. Although initially set up to serve New England banks and private companies, the growing abundance of universities and tech companies in the Boston area shaped the office's industry focuses toward life sciences, tech and healthcare. Boston's still a full service office though so you'll also find lawyers here in areas like employment, real estate, environment and immigration.
DC was launched in 1979 to focus on federal regulation and litigation within the communications, environmental, healthcare, antitrust and banking spheres. DC's healthcare practice is highly regarded by Chambers USA and represents healthcare providers like DaVita, to pharmacies and laboratories. The firm's communications practice – also recognized by Chambers USA – operates predominantly out of DC (though you'll also find communication lawyers in Boston), advising clients like Vevo, T-Mobile and ADT.
At the turn of the century Mintz opened offices in New York and Stamford. Corporate is the big offering in the former with deals often involving the firm's 'twenty-first century practice' clients like Hitachi, biotech firm Cyclacel Pharmaceuticals and electronic component manufacturers AVX Corporation.
In 2001 the firm made the jump from East to West Coast and opened up in LA. Being close to all those Silicon Valley clients proved a success as only five years later offices in Palo Alto (which moved to San Francisco six years later) and San Diego were added to the firm's roster. California's going to be a focal point for growth over the coming years. We're told San Francisco's real estate team is on the up and the recent addition of former Assistant United States Attorney Randy K. Jones to San Diego adds a white collar defence practice to the firm's West Coast offering.
Mintz Levin Cohn Ferris Glovsky and Popeo PC
One Financial Center,
- Head Office: Boston, MA
- Number of domestic offices: 7
- Number of international offices: 2
- Worldwide revenue: $434.3m
- Partners (US): 255
- Associates (US): 190
- Main Recruitment Contact: Jennifer Carrion
- Hiring Partner: Adrienne Walker
- Recruitment website: www.mintz.com
- Diversity Officer: Tyrone Thomas
- Summer Salary 2016
- 1Ls: $3,077
- 2Ls: $3,077
- 1Ls hired? Yes
- Split summers offered? No
- Can summers spend time in overseas office? No
- Summers 2016: 18
- Offers/acceptances 2015: 9 Offers Extended/8 Offers Accepted
Main areas of work Antitrust; bankruptcy, restructuring & commercial law; communications; consumer product safety, corporate & securities; corporate compliance & investigations; crisis response, risk management & executive protection; employment, labor & benefits; environmental law; government law & contracts; health law; immigration; intellectual property ; international; litigation; privacy & security; private client; private equity; product risk management & response; project development & finance; public finance; real estate; start-ups; tax; venture capital & emerging companies; white collar defense; government investigations & enforcement.
Firm profile Mintz Levin is a multidisciplinary firm, characterized by innovation and an entrepreneurial drive that attracts interesting clients, from startups to large public companies, universities, non-profits and family-run businesses. Our attorneys partner with our clients to understand their business goals and provide practical legal advice. Our attorneys and staff may come from many ethnic, religious, and social backgrounds and we believe that our diversity is a source of the Firm’s strength and vitality. Mintz Levin is dedicated to the continued professional growth of its attorneys at all levels. Incoming associates benefit from a formal orientation program that acclimates them to the Firm and provides them with the nuts and bolts of how to practice law. New associates participate in an intensive three-day “base camp” to learn the substantive law of the area of practice in which they will be concentrating. This is followed by a curriculum designed to meet the professional development needs of each attorney at every step of his/her career. Our associates participate in a series of training programs to enhance their lawyering skills and to develop non-legal skills needed to successfully navigate critical transitions over the course of a career. Program offerings that focus on skills include negotiation, accounting, legal writing & editing, presentation & communication, delegation & feedback, supervision & delegation, matter management, and business development. Mintz Levin is proud of its formal mentoring programs that complement the collegiality of our Firm. The Firm has an extensive associate mentoring program run by a Firm-wide mentoring coordinator and on-site mentoring coordinators in each office. First through fourth year associates are paired with mentors with whom they meet for at least two hours per month. Beginning in the fifth year of practice, we pair associates with a partner advisor who assists with long-term career and professional development in the associate’s specific practice area. Our attorneys participate in civic, charitable, social and political work in the community and also have a longstanding tradition of pro bono involvement.
• Number of 1st year associates: 16
• Number of 2nd year associates: 13
• Associate salaries: 1st year: $160,000
• 2nd year: $170,000
• Clerking policy: Yes (but it depends on the situation)
Law Schools attending for OCIs in 2015:
Boston College Law School, Boston University School of Law, Columbia Law School, Fordham School of Law, Georgetown Law School, Harvard Law School, New York University, Northeastern University School of Law, University of California Los Angeles School of Law, niversity of San Diego School of Law, University of California Berkeley School of Law, University of Southern California Gould School of Law, University of Pennsylvania Law School
Summer associate profile: Mintz Levin’s summer associate program is an eagerly anticipated and vital program. Summer associates are encouraged to work on assignments from a variety of practice areas. They attend trials, depositions and negotiations. They participate in legal writing workshops, a transactional case study, and a mock trial. Each summer associate is assigned an associate mentor, a member mentor and a writing mentor. Mentors are available for questions, and they facilitate informal feedback on work projects. Through work assignments and social events, our attorneys strive to provide each summer associate with an opportunity to get to know what a career at Mintz has to offer.