Shearman & Sterling LLP - The Inside View

What makes Shearman unique? Well, three-quarters of its offices are outside the US, so there's a clue...

SHEARMAN & Sterling has an international way of looking at things. Top law firms love explaining in as many different languages as possible why they're 'truly global', but Shearman has the facts to back up the chat – 80% of its offices are outside of the US, and its lawyers come from 80 different countries. The ones we spoke to declared “it truly is a global firm. I feel like I know everyone even if we haven't met.”

International arbitration is a Shearman trademark, and during the time of our research it was fighting for the largest potential award in arbitral tribunal history, a whopping $50 billion from Russia on behalf of former controlling shareholders of bankrupt oil giant Yukos. Proud arbitration associates declared “the practice here is second to none” (read more about it in our feature on Shearman on our website). Chambers USA extends the praise to a range of areas including commercial litigation, capital markets and project finance. Chambers Global awards Shearman rankings for pretty much every region of the globe.

The Work



Nearly all new starters begin life in Shearman's NYC mothership, where most begin as generalists in either the corporate or litigation pools before specializing a few years in. Interviewees happily found this system provided “a healthy mix” of tasks early on, and come crunch time “almost everyone ended up getting the group they wanted to specialize in.” The handful of juniors that begin in the Bay Area and DC are channeled more toward particular practices. In the smaller bases, work allocation is “formal in theory, but in practice the partners just give you work and connect you with what interests you,” contrasting with the more rigid “formal process to keep track of business” in New York.

“Right now litigation is incredibly busy,” someone told us. “You're catching us at an interesting time!” Primarily representing “financial institutions (that's what we're known for),” Shearman associates jump into “corporate governance-related investigations, antitrust class actions and regulatory work. There's a wide variety.” Though inevitably “there is document review (that's the nature of litigation),” tasks for juniors include “discovery, drafting requests, legal research, taking depositions, preparing to defend, drafting briefs... it's pretty much litigation 101.” A busy firm can mean a tidal wave of work for those at the bottom, and one source reckoned “a lot of people probably feel overworked, but on the whole it's been a fair amount, what one would expect.” The rush means high responsibility work comes quickly, leaving some “a little terrified, but happy! I'd always love less work and more sleep, but it's great when you realize you're being a lawyer all by yourself.”

“Pretty much every deal has an international element.”

The corporate cohort is overseen by a practice coordinator for their first two years, who gives associates the chance to “rank your top three practice areas each month. They make a deliberate effort to give you work from that top three.” Popular areas for interviewees included real estate (“anything from acquisitions of property to working on the real estate portions of M&A deals”) and asset management (“investors can be a very wide ranging group”). They inevitably grappled with “some diligence, but not as much as I expected as a first-year,” and also tried their hand at “preparing closing documents, and taking the first stab at contracts and financing documents. If you put your hand up and say 'I can do X thing', people will be happy to help you through it.”

More niche groups cultivated “very personal relationships – it's like working in a firm within a firm.” IP transactional involves “a lot of joint ventures and joint development work that requires ancillary documents. I do first draft then get comments.” Lean staffing means associates are “trusted to learn quickly.” In the dedicated antitrust team, work is “primarily on the transactional side, advising on mergers. Pretty much every deal has an international element; we have to engage with colleagues around the world.” But they may be beaten in the global stakes by the international arbitration sub-group, “dealing mostly with commercial arbitration between large companies. I get to do pretty meaningful tasks, and it's not like somebody else is then re-doing it.” Many said a big benefit of being in a smaller practice is the important role they played in deals.

Training & Development



After an initial orientation week in their home offices, new starters flock to New York for a first-year conference. Later there's one for mid-level associates, then another called 'Associate Leadership Academy' for high-achieving sixth and seventh-years. Corporate newcomers get a “bootcamp to get you up to speed,” while litigators get schooled in the “litigation academy, an ongoing program of lunches and presentations.” Interviewees received “a mix of classroom and more hands-on workshop-style training – the formal programs aren't lacking at all.”

“The formal programs aren't lacking at all.”

Associates get one formal review a year, plus an annual career development meeting: “One is a performance evaluation, the other more a case of telling partners how we feel we're doing.” Outside of these, juniors felt “the majority of partners are good at real-time feedback overall, though there are certainly people I wish gave more.” Annual career development meetings give associates the chance to tell higher-ups what they'd like to do more of in the future to build their practice.

Culture & Diversity



“Nobody screams or yells here,” we heard. “I was on a deal where a major deliverable was not there on the morning of closing. Nobody raised their voice, everybody just got to work to fix it.” Many pointed toward contrasts between offices: for example, “DC is more relaxed and flexible and probably more family-oriented than others.” Though some dubbed “New York more strait-laced” because “everyone's in suits, it's very different,” others celebrated “a very social culture where you develop friendships quickly. It's very tight-knit for such a large office.” Some sources mentioned that “although the older end of the partnership has a white shoe feel, it doesn't feel that way on the ground. The firm is more progressive than its image might project.”

Does that translate on the diversity front? “It feels diverse, but not so much at the partnership level. That's something we have to work on.” Though one source labeled recent partner promotions “a giant sausagefest” (all six in 2016 were men), another thought “the firm knows it needs to elevate more women partners” and address concerns. The presence of “so many international associates” was highlighted as a positive, and affinity groups are in place to help boost diversity – WISER (The Women’s Initiative for Success, Excellence and Retention), BLAQUE (Black Lawyers Aligned in the Quest for Excellence) and AVALANCHE (The Association of Various Asia-interested Lawyers Aligned for Non-discrimination, Community, Honor and Excellence, of course!) are just some of those on offer.

“At the end of the day we're an office, not a summer camp!”

Associates hailed a strong social scene as “one of the firm's strong suits. We have sports teams for kickball and basketball, and most people get involved in something.” Summer is the peak social period and associate committee members revealed they're “trying to increase the frequency of events” outside of the usual season, but there's no pressure for those with other interests to get involved. “I have a lot of friends at Shearman, and we'll grab drinks after work, but I'll also go out with friends from college and turn down events happening here, and that's totally fine.” One pointed out that “at the end of the day we're an office, not a summer camp!”

Offices



The firm's DC and San Francisco bases have both relocated recently, and associates love their new nests. Washingtonians revealed the shift means “people talk to each other a lot more – it's a much better laid-out space,” while their Cali cousins were happy to swap “a good old boys' wooden office for a modern glass one.” New York associates sounded like they could do with a similar upgrade: “Most people think it's dated; there's a very old school white shoe feel. The building won't win any prizes, but it's perfectly comfortable.” Unlike elsewhere, New Yorkers share offices for their first two years.

“London and Asia feel like they're next door.”

A sojourn overseas is a very real possibility, and every year a few entry-levels get the chance to work abroad permanently as US-track associates in one of Shearman's international offices. Even the majority left behind thought “London and Asia feel like they're next door.” It's a good thing offices are strongly connected, as some felt the DC and West Coast bases “are definitely satellites,” andone junior joked that “I'm surprised they didn't ask us to pray to New York three times a day!” Others were keen to assert theirs are “not just feeder offices” and reported more collaboration than delegation.

Pro Bono



Shearman does “a phenomenal job of making pro bono opportunities available,” according to its philanthropic associates. Three full-time pro bono attorneys provide “constant resources for assistance,” and “if you express interest in something specific the firm is good about hooking you up to a project you'll find interesting.” Such projects range from veterans' benefits claims to work with the Animal Legal Defense Fund. Though “the firm is excited for juniors to gain experience,” certain partners support these charitable ventures more enthusiastically than others, associates told us.

“Associates take weeks off to fly to Africa and teach pro bono courses.”

As with many things at Shearman, associates found that the most distinctive element of pro bono is the capacity to take it all over the world. “The international side is a big point of differentiation from other firms. Associates take weeks off to fly to Africa and teach pro bono courses.” All attorneys are required to do 25 hours of pro bono, a target which “everybody hits, and many go above and beyond.” Some even argued “the requirement is very low,” revealing “there have been discussions about increasing it.”

Pro bono hours

  • For all US attorneys: 37,416
  • Average per US attorney: 85

Hours & Compensation



For billed work, Shearman doesn't enforce a particular target or requirement. Some associates tipped us off about an unofficial target of 2,050 hours, but “never felt pressured” to reach that benchmark. While litigators nonetheless found that “easy to hit,” in transactional groups “it can be a little tougher because workflow is more and hit and miss. Because I'm given work directly, I would feel stressed if I had to hit a certain target to get a bonus.” In 2016 the firm announced a more solidified remote working policy so associates can work “two days a month from home, no questions asked. They even bought everyone a laser printer and USB headset.” It makes sense then that “there's very little face time requirement,” particularly outside New York where sources “saw the email and people looked at each other like, 'two days at home, is that it?'”

“They bought everyone a laser printer and USB headset.”

When Cravath revealed its new associate salary scale, Shearmanites had “no real fear we weren't going to match. We don't expect our firm to be a leader in bonuses and salaries, but we'll match the market.” Bonuses are lockstep, and any variation is based on individual merit, leaving associates “not exactly thrilled, but there's some level of comfort to it.” The lack of hours target provides “a lot of flexibility for associates” to take all four weeks of vacation they're allotted. “You definitely get the opportunity to take it, and as long as you make the transition in your work seamless it's fine.”

Strategy & Future



Proposed changes to the Shearman partnership track hit the headlines recently. “The way it was handled internally was not great, it came out in the news before we were told.” The proposed introduction of non-equity partners would theoretically provide an easier leg-up to partnership for many, but several associates weren't convinced – they “don't know anybody thrilled about it” and felt there'd still been “no real explanation.” Others were happy to give management the benefit of the doubt as “there's a lot of willingness to talk about business decisions.” Managing partner David Beveridge explains “we've introduced more flexibility into our operations. Each of the markets we operate in works differently, and our approach is no different to most global firms.”

Interview with global managing partner David Beveridge



Chambers Associate: As an introduction, what's been the most exciting thing that the firm has done over the past year?

David Beveridge: The past twelve months have been great for us with strong performances across our practices. One particularly exciting project was our work on Argentina's $16.5 billion bond offering, the largest-ever issuance by an emerging-market country. We also advised on a number of big M&A deals, worked on numerous global competition matters, and won awards for exceptional counsel by our litigation and regulation practices.

CA: What’s your long-term vision for Shearman's future? Any new offices or moves into new practice areas in the pipeline?

DB: We consider ourselves a global elite firm and always take a client-first approach. In terms of our strategy, we want to keep growing in the US, particularly focusing on our corporate and disputes practices. America is our primary target for immediate growth.

CA: How will Trump's election affect the market? Are there any particular areas that you think we'll see a lot of activity in?

DB: That's difficult to answer. We've seen market indexes such as the Dow go up, which should help our capital markets and M&A practices. It's not yet clear what to expect for regulation, but banks are optimistic they'll be busier. There will likely be some changes in tax law.  Overall, any changes will generally drive work for lawyers. As a global firm, Brexit has had a similar effect for us in Europe., It's not yet clear how exactly that will work, but we've been heavily involved thus far.

CA: The vast majority of Shearman's offices are outside of the US. What does that mean for US associate life?

DB: It means a couple of things – firstly, it allows associates to work on a lot of very interesting, large-scale, complicated transactions at the high end of the legal world, because we're a global player. Secondly, it gives them the ability to work in other offices around the world. If you're interested in expanding your horizons in that sense, our platform can really help.

CA: Last year there was a lot of publicity surrounding proposed changes to the firm's partnership model – what did that entail, and what was the reasoning behind the changes?

DB: The best way to summarize it is that we've introduced more flexibility into our operations. We're in multiple markets across the globe, with offices in Asia, Europe and Latin America, and each of those markets operates differently. We need flexibility to fit into those markets properly, and that's what the changes were geared towards. Our approach is no different than most other global firms.  On the other hand, you often find domestic firms employing a different administrative structure. We need people with diverse economic thinking, and we need to be consistent with our international peer firms.

CA: So what do you think makes Shearman's culture unique among law firms, and how do you ensure new arrivals fit into that culture?

DB: Culture is everything at a law firm. We're a partnership, and our firm’s defining feature is collegiality, which I know is an overused term but it fits us. I've been here for 32 years and I've seen that's the case. We all know each other very well, with many of us having worked in a variety of offices throughout our careers. I myself have worked in four different practice groups and personally know a lot of people in the firm. Having that stable partnership allows us to work together more effectively, and allows the firm to grow.

CA: If you could give one piece of advice to a student looking to go into the law, what would it be?

DB: I think this is a great profession. I'd keep in mind, when looking at firms, that there are many different types of law firms. At Shearman, we try to do things to change the world. When people want to fix a major problem or want effective help, they often look to us, and we're there for them. A law firm is a great place to be to understand the world and have an effect on it – it's much more than a job, it's a true profession in which you spend a lot of time with the people you work with. The great benefit of being a lawyer is it's very challenging, and you have to consistently keep up with what's going on all over the world. If you're looking for a genuinely full time job, the law can be very fulfilling.

CA: Is there anything else our readers should know about Shearman & Sterling?

DB: We've covered pretty much everything, you've clearly done your research! I love this firm because of who we are. We have tremendous opportunities to help clients all over the world – from Thailand to Moscow and across the US. You meet remarkable people at this firm, whether it's the attorneys, staff or clients. One of the main things I love about Shearman is it's a platform to pursue any opportunity you could want.

Interview with hiring partners Linda Rappaport and John Nathanson and legal recruiting director Trisha Weiss



Chambers Associate: Why do you think, when applying to law firms, people are drawn to Shearman & Sterling in particular?

John Nathanson: One thing I think stands out is that people like the dynamic quality of our practice. We take on cross-jurisdictional and cross-practice group matters that are significant, high-profile and break new ground, whether related to transactions or disputes. I think also that we stress our culture, and the consistency of our culture across geographies and practice groups is appealing. We emphasize collegiality and teamwork, which are very important when you think about how many international matters we tackle require attorneys to work with others throughout the firm. Broadly speaking, I've seen both the nature of our practice and our emphasis on team work attract people to the firm.

Linda Rappaport: I would add that as a result of being international, we are a diverse firm. People are attracted to the fact that you'll work with people from lots of different backgrounds and walks of life, and this is a place which, for years, has been dedicated to that ideal.

CA: The firm's interview process has been reviewed, and several associates identified a shift towards behavioral interviewing techniques. What's prompted that?

Trisha Weiss: I'm happy to hear that associates commented on this because we take their opinions very seriously. We involve them in training, and in executing new recruiting initiatives.

JN: I came in as one of the hiring partners this year while we were considering implementing that. From my perspective it has benefits which we've seen in the last cycle. The quality of information we got was consistently better because we were asking questions designed to elicit the most relevant information. When you consider that we have a large population of people doing the recruiting, more consistent questioning helps us get more reliable and comparable information. This enables us to look at candidates across the pool in a more rigorous and equitable way. All of those were ideas and concepts that drove us in this direction, and our first cycle of doing it suggests it's been worthwhile.

LR: One of the things we tried this year during screening interviews was having two of us meet with the candidate. It's obviously a greater commitment of resources, but we like to try these different approaches. Our goal is for the candidate to show themselves at their best, and we try to make that first meeting an opportunity for them to do so.

TW: The two-on-one screening interviews were well-received.Having two people in the room asking more structured questions allows the interview to be more about experiences than an immediate personal connection, which can help reduce unconscious bias, and leads to a helpful dialog about a candidate.

CA: What makes someone stand out at interview, in a good or bad way?

LR: We're a little suspect of using first year grades as the be all and end all., We're interested in taking other things into account. Beyond grades, we look for qualities like leadership, independent thinking, curiosity and engagement, and experiences that show those qualities. John also mentioned collegiality earlier: at a firm like ours, teamwork is really important because you can't handle complex subjects without being open to other points of view. It's also important for candidates to be prepared for the interview; we obviously appreciate candidates who are truly interested in us.

JN: We look for people who have the confidence and desire to bring their own thinking to  our matters. Here at Shearman we have folks who are willing and able to be team members, and can also drive matters forward as leaders with their own ideas. Our shift to  more structured interviews helps u  figure out, by asking candidates for examples of past experiences, whether they have those qualities.

CA: What can students do in their 1L summer to increase their chances of impressing in their applications and at interview?

JN: This has two parts: the candidate’s experiences themselves, and the way the candidate  articulates them. Everybody only has a limited time in an interview , and we want a sense of whether they can articulate their past experiences in a way that makes them appear to be a good candidate. Along with leadership and teamwork experiences, we like to hear about instances in which they had to deal with difficulty and tension, because that's a significant part of the everyday of being a lawyer. Whether or not you're able to articulate such experiences gives us some measure on how you'll function in this environment.

LR: We see candidates with a wide range of experiences and ages, and we don't feel you have to have spent several years doing other things between college and law school in order to be a good candidate., People with various experiences can display what John talked about, and we've had interviewees tell really impressive stories about issues they have faced in high school or college as well as in the workplace. Interviews are an important way of getting a measure of a person, and candidates don't need to have three solid years of work experience to illustrate their positive qualities.

CA: What makes Shearman's summer program distinctive compared to those of other firms?

TW: Our program is rotational. We don't expect newcomers to know exactly what they want to do, so we offer rotations largely based on the summer associates’ preferences. Beforehand, we have our Winter Weekend event in which we invite all incoming summer associates to the New York office to learn more about the firm and its practice groups. After that, the summer associates submit a preference sheet. They can do a rotation through both litigation and a transactional practice, or if they want to experience a smaller group like tax or executive compensation they can contrast that with a larger group. Doing so gives the summers a breadth of experience. Our summer class is mid-sized, which allows us to give our summer associates a lot of attention. We treat them like we treat first or second year associates in the way that they're staffed on matters, relied upon and integrated into the firm. We also place great importance on mentorship for our summers, so they get to know their colleagues.

LR: The basic point of the Winter Weekend is not for training, but for the firm to introduce itself in more detail to incoming summers. Each of our practice group leaders 'sells' their group to the summers, and it gives them a chance to ask questions and get to know the firm in a more granular way. It's also an opportunity for them to see the rest of their class for the first time, which for us is a lot of fun because each summer class has a different personality.  Winter Weekend helps them decide what practice groups they’re interested in, and also helps them feel more relaxed when they arrive for the summer.

We have a number of social events so that people get to know their class and the firm as a whole, and our inclusion networks are terrific contributors in that regard. WISER (Women's Initiative for Success, Excellence and Retention) recently celebrated its tenth anniversary, and all of our inclusion networks help newcomers find niches through which to get to know the firm better. The summer is not only about work, it's also about building professional and personal relationships.

TW: There's certainly no shortage of events, the calendar is packed from week one! We also have an incredibly robust training program called Summer Associate University, in which they have a general training session almost every week, and  group-specific training as well.

JN: Speaking specifically for litigation, we do a training for each of the two litigation rotations and the summers get a very good feeling for various activities that associates do. Summers are staffed on real matters and we expect them to contribute. The feedback we get is that they appreciate getting real work, the feeling that they're part of a team and a real insight into being a lawyer. There's a real emphasis on integration into the work environment.

CA: Is there anything about the recruitment process we haven't discussed that you'd like to talk about?

JN: The characteristics we look for – curiosity, independent thinking, collegiality, teamwork and leadership – are perhaps overused but they're important to us. When you look at how Shearman has grown and evolved, the firm has a unified identity: we don't bolt on offices, so we have a fairly distinct and articulable culture – the recruiting process plays an  extremely important role in building our culture. Every time I think about it, it reminds me how important the way we recruit is to maintaining that culture, and so we want to continue to make the process better and enhance those qualities that make Shearman a good place at which to work.

LR: One final thing I'll say is this: it's an exciting time to be a lawyer! Lots of firms do great work, but our attorneys are genuinely excited about what they're doing, and we like to convey that this is a place in which lawyers are engaged and intellectually stimulated. We also like to make it clear that this is a place in which people enjoy each others’ company!

Get Hired



Shearman's interview process is under review, and the proposed changes could have a big effect on who lands a place at the firm. “Recently, we've moved more towards behavioral interviewing to produce more objective responses. We're looking more at specific skills, and when candidates have displayed those skills,” associates explained. It's hoped this will help to boost diversity, and the firm “brought in a speaker to talk to us about implicit biases in hiring, to give us a better idea of what kind of interview we should conduct. The idea is to separate personality from work.” The new model is still in the experimental phase and yet to be fully rolled out, but juniors were positive about its benefits. “It's sometimes not what interviewees expected, but a lot of people responded well. Women and ethnic minority candidates in particular appreciated the objectivity.”

So what kind of experiences will impress? “As far as Shearman is concerned, any international experience is great,” and unsurprisingly the global firm “loves those with language capability or an international background, and those who've exposed themselves to different experiences.” Other potential routes to success include “some kind of demonstration of leadership – you can make up for not great grades if you've shown initiative in that sense in law school or your professional history,” and externships “always look good. Do stuff outside of the classroom which suggests you have genuine interests and the drive to get involved in things you aren't required to do.”

Before getting grilled, it's always worth doing your homework on the firm. You can also get a good feeling for things during the interview process itself – “you can interview a firm as much as they interview you. It's important to know if there are any negatives going in.” Moreover, it's also helpful to reach out to “alums of your law school and try to find out what life is really like at different firms.”

Inside international arbitration



Sometimes, it's helpful to avoid litigation. It can be a stuffy affair, drag on for longer than it needs to (especially if the losing side appeals), and it's often more than a tad expensive for both sides. When companies want to avoid pesky local regulation and free up the process a bit, they'll often turn to international arbitration. The process has a standardized code of conduct that's non-country specific so it's a very viable option for big multinationals. Broadly speaking, arbitration sees two parties agree to convene to resolve a dispute, with one granted an arbitral award by whoever is overseeing proceedings.

Drafted under the auspices of the United Nations, the 1958 New York Convention laid out the commonly recognized rules of international arbitration, which 154 countries have ratified. Those who have must follow through with the rulings of arbitration awards made in other states – one of the process' biggest advantages is that the two sides can agree that an arbitration award will be binding with no prospect of appeal. Arbitrators can be appointed by one of a number of large institutions, the most prominent of which is the Paris-based International Court of Arbitration. Since its establishment, it has seen more than 13,000 cases brought by parties from more than 100 different countries.

Shearman's international arbitration practice only takes in one or two juniors a year, but there's a wide variety of work on offer as “after arbitration comes enforcement (of the arbitral award), and we do some of that as well, usually in conjunction with litigation.” Cases are typically big enough to hit the billion dollar mark, and at the time of writing the firm is competing for a record-breaking $50 billion settlement. Shearman's international arbitration work is coordinated from the Paris office, associates “send monthly availability there, but it's mainly to keep abreast of what we're doing.” With cases holding global implications, international co-ordination is crucial, and our sources were happy to report “it's pretty seamless. Contacting someone in Paris or Singapore is the same as communication between DC and New York.”

Shearman & Sterling LLP

599 Lexington Avenue,
New York,
NY 10022-6069
Website www.shearman.com

  • Head Office: New York, NY 
  • Number of domestic offices: 4
  • Number of international offices: 16
  • Worldwide revenue: $912,000,000
  • Summer Salary 2017 
  • 1Ls: $3,500/week
  • 2Ls: $3,500/week
  • Post 3Ls: N/A
  • 1Ls hired? TBD
  • Split summers offered? No
  • Can summers spend time in overseas office? Yes
  • Summers 2017: 62 
  • Offers/acceptances 2016: 72 offers (100% OF 2Ls) offers, 62acceptances

Main areas of work
Anti-corruption and Foreign Corrupt Practices Act, antitrust, capital markets, corporate governance, derivatives and structured products, environmental, executive compensation and employee benefits, finance, financial institutions advisory and financial regulatory, financial restructuring and insolvency, intellectual property, international arbitration, international trade and government relations, investment funds, litigation, mergers and acquisitions, project development and finance, real estate, sports, tax.

Firm profile
Shearman & Sterling LLP is a leading global law firm with approximately 850 lawyers in 20 offices in 13 countries around the world. Founded in 1873, Shearman & Sterling distinguishes itself by the way in which it harnesses the intellectual strength and deep experience of its lawyers across its extensive global footprint. The firm represents many of the world’s leading corporations, financial institutions, emerging growth companies, governments and state-owned enterprises.

Recruitment details
• Number of 1st year associates: 62
• Number of 2nd year associates: 42
• Associate salaries: 1st year: $180,000
• 2nd year: $190,000
• Clerking policy: Yes

Law Schools attending for OCIs in 2017:
Shearman & Sterling LLP will be recruiting at the following schools or regional job fairs: American, BC, BU, Cardozo, Chicago, Columbia, Cornell, Duke (including SF regional job fair), Fordham, Georgetown, George Washington, Harvard, Howard, Michigan, NEBLSA job fair, Northwestern, NYU, Osgoode, Penn (including the SF regional job fair), Stanford, Texas, Toronto, Tulane, Washington University, Vanderbilt, UC- Berkeley, UC- Hastings, UCLA, USC, UVA, Yale. In addition, the firm has resume collections at a number of schools.

Summer details
Summer associate profile:
We seek candidates who are bright, confident and enthusiastic about the practice of law and bring with them life, work, and educational experiences that will be highly valued by clients and colleagues alike. We also remain strongly committed to diversity and inclusion and overall excellence in our hiring. Finally, we expect that our associates will view collegiality and teamwork as important personal and firm values.

Summer program components:
Summer associates are given the opportunity to rotate through two practice groups. Senior and junior advisors are assigned during each rotation and, depending on the group, summer associates may attend client meetings, court hearings, depositions, or business trips. The firm has a robust training program for summer associates and also hosts a variety of social events.