This straight-talking New Yorker may be “a fantastic place to launch your career,” whether you follow in the wake of its great trial lawyers or join the thriving corporate groups.
STAR litigators abound at Paul, Weiss. Some, like Ted Wells, have won celebrity lawyer status; others have headed landmark cases like the trashing of DOMA; some have been poached to be Secretary for Homeland Security; all are top role models to the junior litigators. Only a select few make partner here, but this didn't quench our interviewees' enthusiasm, agreeing that the dedication to teaching at Paul, Weiss made this "a fantastic place to launch your career.” As an example, three of the four women Justices at the US Supreme Court were once Paul, Weiss summer associates (although none were offered a permanent job).
But the firm is far from just a litigation hothouse. From its Midtown Manhattan HQ, it has won over 30 rankings in Chambers USA in areas ranging from media & entertainment to hedge funds to bankruptcy to wealth management. Interviewees once more tell us, now with unforeseen exuberance, that “this is the place to be for corporate law!” Chairman Brad Karp echoes them: “Our transactional department is busier than it has ever been. We've handled more multibillion-dollar transactions over the past year than during any period in the firm's history; I'm left wondering how we can top this performance next year." In 2014, Paul, Weiss's revenue broke through the $1 billion barrier for the first time.
New associates are herded into corporate or litigation, with a handful heading into smaller departments including real estate, tax and bankruptcy. Corporate associates are unassigned and choose how many groups to rotate through, from M&A to funds, before settling in one area. Litigators are generalists, dabbling in anything from securities to trademark disputes.
In both areas work is initially assigned by two staffing coordinators but can also be generated organically. Most interviewees were happy with this hybrid system, remarking that “you can find work by networking but the coordinators ensure you're not overloaded or idle.” They'll also “help you experience a variety of tasks in your first year. It's flattering when partners return to you but I want to sample many areas. Refusing work through the coordinators is less awkward.”
"Sometimes it'd be nice if responsibility came more gradually.”
Corporate juniors we interviewed in M&A undertook doc review, due diligence and compiled statistics. One satisfied deal-maker told us: “We've been busy, resulting in leaner staffing and increased junior responsibility. I've taken the lead on purchase agreements and ancillary documents.” The latest clients in this area have been high-profile – Time Warner Cable, Ericsson, Morgan Stanley – and represented a breadth of sectors. In funds, rookies reviewed documents for clients and liaised with investors. “I've not had to push to try harder tasks,” one reflected. “Sometimes it'd be nice if responsibility came more gradually.” As an example, recent cases in this area have included advising funds giant Blackstone on establishing a new fund aimed at buying minority stakes in booming hedge funds.
In litigation, project staffing also affects responsibility: “If it's just a partner and me, I'll be responsible for all associate work, liaising with clients while also undertaking typical first-year tasks like doc review. On larger cases there are multiple tiers of associates so you tend to stick with junior work like drafting memos and legal research.” Others reported drafting motions to dismiss and preparing clients for testimony. “I wasn't prepared to do so much but I've learned tons, even when stuck on grunt work.”
Training & Development
First-years in larger groups are assigned a formal mentor, often a third-year, who doubles as a friendly face and a useful medium to make contacts: “Mine introduced me to my first pro bono cases.” Seasoned associates may have no official confidant “but I can bounce ideas off anyone.” Others remained close to their mentors: “I still ring mine to cry 'where is this computer program?!'”
The firm provides an initial week of training for newbies “from 'conducting yourself in an office' to drafting briefs; it's pretty extensive. Once you get into the swing of things training tends to delve deeper into relevant and specific topics.”
“Partners are very teaching-oriented.”
Most felt sessions were “pretty useful. I still refer to my notes when starting something new.” Some lamented not having the time to do more sessions as they progressed through their careers. Nevertheless, associates insisted “partners are very teaching-oriented; most of your training is on the job. People pride themselves on educating associates and providing feedback.”
As for career progression, the firm is fully aware that many associates are preparing to make the jump in-house or into government roles: “If you want to litigate, it's top-notch for exit opportunities and no one thinks any less of you,” one insider reckoned. “They're very open about attrition.” In fact, “partners will give guidance if you ask for it," confided one source. "They'll take you out to lunch and chat about your future whether you have ambitions to make partner or move on.” The firm's partner-associate ratio (1:4) indicates that gaining partnership is hard-fought.
Hours & Compensation
There's no billing target at Paul, Weiss and most sources felt “there's no unofficial target or pressure to bill any more than is needed to get the job done. We're so busy you couldn't bill less than 1,800 if you tried.”
Juniors tended to start work around 9.30am and generally leave between 7.30pm and 11pm. During hectic periods “everybody has stayed until 4am at least once,” reckoned one junior. So we tested this with a few more and were told: “1am;” “5am;” “Two and a half days. I just didn't leave.”
“The hours are long but people are supportive.”
Even away from the office associates need to be prepared to respond to emails from partners. “I don't think I grasped how reachable I would be,” one conceded. However, our sources found their vacation was generally respected. “Colleagues emailed me but demanded 'don't read these until you return!'” One reasoned: "When you go into law you have to understand the hours are long but people are very supportive. If I have plans outside work others step up and cover for me so that I don't have to miss out.”
Sudden peaks and troughs in workload caused a few interviewees anxiety, but one mused: “You have to learn to take advantage of the ups and downs. There are times when I can only dream about leaving at 4pm for a manicure but if I'm not busy I'll schedule a haircut for 3pm.” As one junior concluded: “It's a great experience with awesome clients but the hours are punishing.”
Over the past couple of years the firm has tried to create a more transparent environment. Has it succeeded? “I don't feel uninformed,” summed up one associate. A town hall meeting is held twice a year where management “discuss goals, priorities and what to expect in the future.” At the end the chairman answers “all questions no matter how uncomfortable.” On a day-to-day level “it feels like a candid environment. Partners don't sugar-coat things. There's no tight-lipped 'can you please get that to me tomorrow?' Just plain old 'I need this by tomorrow.'”
“Partners don't sugar-coat things.”
Associates varied in their descriptions of Paul, Weiss attorneys from “outgoing and full of energy” to “a group of nerdy people.” We put this latter idea to both litigators – “that's definitely definitely true” – and corporate associates – “you spoke to someone in litigation didn't you?” But there were two things all respondents insisted Paul, Weiss attorneys had in common: “We're smart and we work hard. Despite being busy, partners are willing to take the time and teach you,” one junior declared while another affirmed: “People care very much about their work and the clients.”
But while attorneys work hard, “if you want to, you can play hard.” Friday night's cocktail party is a firm staple. “People spend hours there or pop in just to grab sushi and say hi.” There are also regular chances to bag Broadway and sports tickets. Unsurprisingly the summer program hosts the largest events of the year. “They parade everything out: cooking classes at Boulet; Shakespeare in the park; the wonders of New York.” Others went to see the Yankees and took a boat trip round Ellis Island. “I volunteered to be a summer mentor just for the activities,” one insider said. “I was hoping it would last forever.”
Generally, first-years share an office before acquiring their own: “I miss my roommate,” lamented a recent mover, “but I'm enjoying the speaker phone.” Second-years are typically allocated an internal office. Some struggled with the lack of windows: “I thought I didn't care about sunlight but it turns out I'm not a vampire.” Windowed offices – “I wouldn't call them suites” – are reserved for third-years and up. Attorneys can personalize their space, and while diplomas and art dominate “someone has giant, elephant ear plants; it's like a relaxing jungle in there.”
“I miss my roommate but I'm enjoying the speaker phone.”
The firm is New York-centric; most of the firm's 800+ lawyers reside here but occasionally associates contact outposts in the US, Europe and Asia. Usually this involves “inquiring about local law,” but “if there's a large regulatory matter in New York we might call in help from Delaware or Washington.”
Paul, Weiss is known for its front page pro bono matters like the Edie Windsor DOMA case or representing abortion clinics – see our website for more. These may sound exciting but what can junior associates actually get their teeth into?
“I could take on pro bono until I'm blue in the face.”
Although headline cases “generally aren't filtered down,” insiders reported tackling prisoner rights and immigration cases, assisting transgender individuals with name changes or advising nonprofit organizations on contracts. “It's a chance to extend yourself. I'll handle matters similar to those at the firm but instead of partners taking the summary judgment, it's me.” A coordinator alerts attorneys to opportunities and one rookie surmised: “I could take on pro bono until I'm blue in the face. I've never received push back from partners for being too active.”
Pro bono hours
Most juniors were in agreement that Paul, Weiss “feels as diverse as a BigLaw firm could but it's pretty heavily skewed in one direction.” That being said, one third-year pointed out: “Looking at junior classes you can tell there's been a push to increase diversity.” But with its top litigators doing progressive things like dismantling DOMA, this firm isn't short of role models taking the firm in the right direction.
“People are incredibly tolerant of any lifestyle, short of nudists at work.”
“People are incredibly tolerant of any lifestyle, short of nudists at work,” one third-year quipped. The firm runs parent, LGBT and ethnically diverse affinity groups which provide support, mentoring opportunities and social events. Associates felt the women's group was the most active. “They host wine tastings and breakfasts” – not at the same time we hope – “and also talks by female leadership from clients like Apollo Global Management or Bank of America.”
Top academics are obligatory and “people with drive stand out, like a guy with top grades and a pilot's license. Experience in the military or Peace Corps also carries a lot of weight.” Associates felt the firm was interested in diverse experiences “like different political interests or being a world renowned opera singer. We're not one dimensional.” At interviews “it's much more about character. Are you personable? Can you hold a conversation? It's not going well if I only ask about resumes or school.”
“We're not one dimensional.”
Chairman Brad Karp echoes these sentiments. “We look for law students with a high IQ and a high EQ – people who are extraordinarily gifted intellectually, who are able to get along with others and to be self aware.” Karp adds: “A sense of humor is a plus. This job can be pretty serious at times and a good laugh is always welcome.”
Strategy & Future
It's business as usual as far as the firm's strategy is concerned. “The corporate department is booming; it feels like there'll be a push to further balance out litigation and corporate,” associates understood.
“Our goal is to focus on our core capabilities,” Brad Karp confirms. “The two primary focuses are having a world-class, market-leading litigation and regulatory practice and a world-class, market-leading M&A and private equity practice. This is where we'll continue to devote our energy.”
Don't expect the firm to be branching out into new practice areas or offering extra services to its clients. Karp tells us that “instead of trying to be all things to all clients we're only operating in areas we know we handle well.” Hence the spotlight on key areas. New York remains the focal point; there's no immediate plans to dramatically increase international offices although the firm isn't averse to growth in the long term.
Interview with chairman Brad Karp
Chambers Associate: What have been the firm's highlights over the past year?
Brad Karp: We were fortunate to have another record-breaking year across all of our practice areas and offices. Our transactional department is busier than it has ever been. We've handled more multi-billion dollar transactions over the past year than during any period in the firm's history. We advised principal parties on 145 global publicly announced deals valued at $161 billion. Our transactional highlights included representing Time Warner Cable in its proposed $67 billion acquisition by Comcast, and advising Burger King in an $11.4 billion corporate inversion transaction with Canadian fast-food giant Tim Hortons, among many others. Our litigation and regulatory defense practices are off the charts. For the National Football League, we handled the independent investigation of the Miami Dolphins locker-room hazing incident, the independent investigation into the New England Patriots alleged "deflation" of footballs used in the AFC Championship game, and the national multi-district class-action concussion litigation. We handled numerous high-profile litigations and regulatory matters for Wall Street financial institutions involving cutting-edge issues and had a string of very successful outcomes. We obtained a $1 billion settlement for Edwards Lifesciences in a long-running heart-valve patent war with Medtronic. We dismissed a multibillion-dollar class action claim against Pfizer. We persuaded the Second Circuit Court of Appeals to overturn a federal district court judge's decision requiring parties to a federal regulatory consent judgment to admit wrongdoing as a condition of judicial approval. And we were lead counsel in the high-profile Second Circuit appellate victory that reversed an insider-trading conviction secured by the SDNY US Attorney's Office. I believe we prevailed in each of the trials we handled over the past year. On the pro bono front, we successfully handled one of the most significant social justice cases of our time - the Edie Windsor constitutional right to same-sex marriage litigation. Our pro bono hours this year, as in each of the past several years, were record breaking. I'm left wondering how we can top this performance next year.
CA: For the past few years there's been a real focus on building up the corporate department and bringing it onto an equal level with litigation. Would you be able to give us an update on how that's going?
BK: Our transactional practice is world-class. The clients we're representing, the matters we're handling and our record level of activity attest to that. We have enhanced our transactional practice over the past several years, both with internal promotions and several strategic lateral hires. We are in the talent business and we're focused on ensuring that we have the most talented lawyers in the world in each of the practice areas in which we practice. We have achieved that goal in our corporate department, but remain focused on strategically adding to our talent pool.
CA: Given that our readers wouldn't be joining your firm for another couple of years, what's the general strategy going forward, what do you hope the firm will look like in a couple of years?
BK: I would expect our firm will look similar to what it looks like today. We are intensely focused on maintaining the strength of our core capabilities and continuing to invest strategically in our strengths - a world-class, market-leading litigation and regulatory practice and a world-class, market-leading M&A and private equity practice. Our primary offices are based in New York and Washington, DC, and we have smaller offices in strategically important locations around the globe. I do not expect our geographic footprint to change. We also will ensure that our firm remains dedicated to our core values -- the importance of pro bono, diversity, professionalism, collaboration. These are the values that attracted me to Paul, Weiss 30 years ago and perhaps my most important responsibility as Chair is to safeguard these values. I intend to continue to do so.
CA: A few associates reported having the chance to work in the Tokyo office. Are there many opportunities for associates to work abroad with the firm? Is that something that might increase in the future?
BK: We have offices in Tokyo, Beijing, Hong Kong, London and Toronto. We hire associates for these offices each year; the number of hires depends on our anticipated needs. Our practice is global in nature and it becomes increasingly global every year. I would expect to see our international offices continue to grow incrementally in the coming years.
CA: We gathered from associates that the firm encourages them to be open about their career goals, even if they're using the firm as a stepping stone to another career. What's your opinion on this?
BK: That's absolutely fine. Our goal is to attract the best, brightest, most ambitious, diverse and interesting law school graduates to our firm. They arrive with different expectations and different goals -- and those expectations and goals tend to shift as they get to know our firm and experience the practice of law. Some associates arrive at the firm with the avowed goal of performing at the highest possible level and becoming a partner. Others arrive with the objective of getting fantastic training, working with brilliant and supportive lawyers and then moving in-house to one of our clients or to the government or to the US Attorney's Office or to a law school or even to the US Supreme Court. A little known fact is that all three of the current female US Supreme Court Justices began their career as Paul Weiss summer associates.
CA: Some of the associates felt that the hours could be pretty punishing, would you say resilience is something incoming recruits need?
BK: Our hours are on a par with those of our peer firms. At times, our lawyers will work very hard, if they're working on a big trial or on a high-level m&a transaction, for example. But typically it evens out and there are stretches when the work pressures abate. We are not a firm that requires "face time." We do not expect our lawyers to be at the office solely for the sake of being present. Most of our lawyers have a professional work ethic and do not find the work demands to be particularly punishing. Plus, when you're working on cutting-edge, high-profile matters with talented and interesting colleagues, and enjoying what you're doing, the time really does fly by.
CA: Last year you told us the firm was looking for people who were academically talented with a broad range of interests and brought a range of perspective to the firm. What else makes an ideal candidate?
BK: We look for law students with a high IQ and a high EQ -- people who are extraordinarily gifted intellectually, who are able to get along with others and to be self aware. We want lawyers who have broad and diverse interests, certainly interests that extend beyond the law. If you're working hard at 8:30pm on a Tuesday night and want to decompress, you want to be able to walk down the hall and have a conversation with one of your colleagues about something other than work. I would add that a sense of humor is a plus. This job can be pretty serious at times and a good laugh is always welcome.
CA: On a related note, when describing an ideal candidate last year, you told us that you want people 'Who can add to our culture.' How would you define that culture?
BK: Our values are decidedly old school and increasingly rare. We value collaboration, professionalism, egalitarianism, transparency, mentoring, support, respect, diversity of views and experiences, and giving back to the community.
CA: Any advice or words of wisdom for our student readers as they try to enter the legal profession?
BK: I've been surprised at the precipitous drop in law school enrollment. I believe the legal profession offers graduates so many extraordinary and diverse opportunities. Perhaps unsurprisingly, I'm also a proponent of law firms. With the admission that I've only worked at Paul, Weiss, going back to my summer associate experience, I can honestly say that I spend every day, and have for 30+ years, working with brilliant, supportive, collaborative and fun colleagues and talented, sophisticated, respectful and appreciative clients, solving extraordinarily interesting and challenging problems involving different issues and different industries. And we actually make a difference in the world. I'm not sure there's another profession that provides similar opportunities.
Mississippi's Last Abortion Clinic
Late Paul Weiss partner Arthur L. Liman once claimed that every “economical and social upheaval in the country has found its way into our office.” We reckon that Liman was pretty much on the mark if last years pro bono matters are any indication on the matter. Highlight case of the year was the historic defeat of section 3 of the Defense of Marriage Act on behalf of Edie Windsor. Recently the firm acted alongside the Center for Reproductive Rights to halt the closure of the last abortion clinic in Mississippi.
Over the past few years the abortion debate has witnessed a change in the tactics of pro-life campaigners. Legislation in several states has increasingly sought to limit access to terminations by targeting facilities rather than the women who use them. Texas' House Bill 2 hit the headlines last year when state senator Wendy Davis staged a marathon eleven hour filibuster to momentarily delay its enactment. The bill, requiring abortion doctors to have admitting privileges at local hospitals, resulted in the closure of 28 Texas clinics.
Similar legislation emerged in Mississippi, where a Paul Weiss team set about working to save the state's last licensed abortion clinic. Closure seemed imminent after the center's two physicians were refused admitting privileges at all local hospitals. Despite the law's orchestrator maintaining its conception was to ensure proper medical practice at abortion facilities, the consequences of the act were allegedly welcomed by Mississippi politicians.
Paul Weiss and the Center for Reproductive Rights obtained a preliminary injunction prohibiting admitting privileges. On July 29th 2014 the United States Court of Appeals for the Fifth Circuit upheld this decision, declaring that closing Mississippi's only clinic would wrongly shift the state's constitutional obligation towards its citizens to neighbouring states. They also indicated that similar pending laws in those states would further reduce options for Mississippi women if they had been forced to seek services elsewhere.
The debate isn't over as legal challenges are issued against similar legislation states such as Texas. While the issue remains a hot topic there'll be plenty of opportunities for firms such as Paul Weiss to continue to influence some of the most contentious matters in US society.
Paul Weiss is a pretty tough cookie to get into. Juniors were keen to emphasize that recruitment favored students at top schools and “the baseline is always great grades. You can't get around that.” The firm holds OCIs at 22 campuses and attends a further seven law or job fairs.
So you've got the academics. How do you impress beyond that? “For the most part everyone who gets an interview is great,” one associate posited. “The differences between candidates comes down to personality. If your resume is fantastic but you're not giving me anything else besides that, I wouldn't be impressed. Have some questions to ask me and try to connect with me on some level. This isn't the place for you if you're shy and reserved.”
While chitchat may be important, think carefully about what you say at interview. One insider warned “If someone tells us an inappropriate anecdote we question how they'd behave with a client.”
Find the skills in what you've done, whatever that may be, and make it your selling point as diverse experiences are sought after. “I didn't have a corporate background and other firms seemed put off by this. Paul Weiss made it clear they valued the different experience and perspective I could bring.”
While you may be applying to several places, don't let little mistakes trip you up. “Personally I'm pretty forgiving if someone makes a mistake, like getting the firm name wrong in a thank you email; I know they're probably doing that to a ton of firms to give themselves the best chance. But not everyone's as willing to give you the benefit of the doubt so check and check again before sending anything.”
And it sounds rather obvious but don't lie on your resume; “Someone claimed to love ice hockey, which I'm crazy about. But they struggled to name their favorite team and when I asked what they thought of a previous game they admitted they hadn't followed them in years. They didn't get an offer.”
Victory against homophobia: DOMA defeated
In March 2013, Paul, Weiss partner Roberta Kaplan successfully argued on behalf of octogenarian Edith Windsor that legally married same sex couples should be entitled to enjoy the full benefits of marriage conferred under federal law. It was a suit that undeniably caught the country's attention, a victory which the firm's chairman Brad Karp tells us was “the most significant social justice decision issued by the Supreme Court in the last decade.”
In United States v. Windsor, the nation witnessed section 3 of the Defense of Marriage Act (DOMA) declared unconstitutional, but what was the background to the overturning of this 1996 law?
Edie Windsor married her partner Thea Spyer in 2007 following four decades living together, but when her wife died she was forced to pay over $360,000 in federal estate taxes because the federal government refused to recognize the marriage (though legal in New York).
To put the sum in context, had she married a man she wouldn't have had to cough up a single cent of estate tax. Even those citizens without a strong affinity to the LGBT cause could relate to paying unfairly high taxes. Windsor told reporters: “I knew it would happen but I never dreamed it would be that high. They took any gifts that she had given me over 40 years, they became part of her estate again, and I paid 50% tax on those things. I did want to sue the government. New York State accepted my marriage, in which case I thought the federal government should. I had already been active in equality and marriage organizations. Then Robbie Kaplan walked into my life.”
Robbie Kaplan, who handled the matter pro bono, laid out the argument for unconstitutionality to reporters: “When a very significant percentage of the population live in states where gay and lesbian couples can marry, it’s just intolerable to have a system where couples are married for purposes of state law but not married for purposes of federal law and who, in all practical effects, are being treated like second-class marriages. And that’s essentially what our case is all about, and I think the court will agree.”
Brad Karp makes it clear to us that Kaplan had the firm's full support in taking the case to trial: “We stood with Edie from the beginning, when our partner Robbie Kaplan brought Edie's suit in federal district court.” He added, “Edie is a civil rights hero, and we are so proud to have helped achieve this historic victory for civil rights and human dignity.”
While Kaplan and her team worked on the case, the atmosphere in the office was one of trepidation and excitement. Everyone knew they were witnessing history in action, with one junior telling to us: “We were constantly updated on the case and it was a very exciting time in the office.”
Another stressed: “There was a big team involved across many departments and they were welcoming of people who wanted to help. It was great atmosphere – we're a liberal firm and no one was going to be upset about the positive result.”
In a testament to the firm's commitment to charitable causes, the fact that the case was pro bono did nothing to hinder its progress: “For the associates in the litigation department it was pretty much a full time job and that time was carved out for them. Their pro bono work on that case didn't have to compete with paying clients. In fact, one associate was recruited specifically to work on the matter.”
When the result was read, the whole office came together. An associate confessed, “I don't think anyone got any work done that day, we were all watching and waiting in nervous excitement, constantly refreshing the SCOTUS blog.” To their immense relief, the Court held that DOMA was unconstitutional as a deprivation of the equal liberty of the nation's people, protected as they are by the Fifth Amendment.
This was a victory celebrated far beyond the LGBT community, as reflected in the firm's own attitude: “Many of us marched with Edie at the Gay Pride parade, many of whom were straight white men. That really speaks volumes to what the firm's about. Pro bono work is such an important part of our legacy, and the firm attracts people who want to get involved with that kind of work.”
Another associate confirmed: “The way the firm embraced the case was incredible and everyone felt proud of it, even those who didn't work on it were proud to say 'that's my firm'.“
Paul, Weiss, Rifkind, Wharton & Garrison LLP
1285 Avenue of the Americas,
- Head Office: New York
- Number of domestic offices: 3
- Number of international offices: 5
- Worldwide revenue: $1,036,335,000
- Partners (US): 126
- Associates (US): 506
- Summer Salary 2015
- 1Ls: $3,100/week
- 2Ls: $3,100/week
- Post 3Ls: $3,100/week
- 1Ls hired? Yes
- Split summers offered? Yes
- Can summers spend time in overseas office? Yes
- Summers 2015: 147
- Offers/acceptances 2014: 111 offers, 86 acceptances
Main areas of work
Paul, Weiss is widely recognized as having leading litigation and corporate capabilities, and the firm has developed equally strong practices in the areas of bankruptcy and corporate reorganization, employee benefits and executive compensation, intellectual property, personal representation, real estate and tax law.
Paul, Weiss, Rifkind, Wharton & Garrison LLP is a firm of more than 700 lawyers, with diverse backgrounds, personalities, ideas and interests, who collaborate with clients to help them conquer their most critical legal challenges and business goals. Our long-standing clients include many of the largest publicly and privately held corporations and financial institutions in the United States and throughout the world. We have an unwavering dedication to representing those in need through our pro bono efforts, and have long been a leader in promoting diversity within our firm and the legal profession.
Number of 1st year associates: 97
Number of 2nd year associates: 75
Associate salaries: 1st year: $160,000
2nd year: $170,000
Clerking policy: Yes
Law Schools attending for OCIs in 2015: BC/BU NY Job Fair, Berkeley, Brooklyn, Cardozo, Chicago, Columbia, Cornell NYC Job Fair, Duke, Fordham, Georgetown, George Washington, Harvard, Howard, Lavender Law Career Fair, McGill, Michigan, New York Law, Northwestern, NY Job Fair, NYU, Patent Job Fair at Loyola, Penn, Stanford, Texas Job Fair, Toronto, Virginia, Washington University, Yale.
Summer associate profile:
You should have a strong academic record and life experience, and initiative and commitment to excellence in the practice of law.
Summer program components:
The summer associate program at Paul, Weiss is more than just legal training. It’s your introduction to the rich variety and depth of life in one of New York’s most unique law fi rms. You’ll have the opportunity to shape your summer experience at Paul, Weiss. Choose one department to call your home, or select a variety of work from a number of different practice areas. You’ll be matched with a team of lawyers including associates, counsel and partners. Your summer team will help you make connections with other lawyers at the fi rm and make informed decisions about the work you choose. In addition to your team, you’ll be paired with a partner and an associate who will provide guidance and advice about your summer work. You’ll receive training in both substantive areas of law and practical legal skills in a mix of highly interactive small group trainings, individual skills development workshops and more traditional classroom style presentations.