Sullivan & Cromwell LLP - The Inside View

“I’m fully bought in,” an associate proudly admitted. “There’s not another firm I would want to work at.” Glowing praise for this native New Yorker, but that comes as no surprise for a firm of Sullivan & Cromwell’s prestige: “We are so highly ranked across the board in so many different areas,” another interviewee boasted, “Other firms are known for certain practices, but we’re good at everything!”

Our friends at Chambers USA agree, bestowing the highest praise upon the firm for its elite corporate/M&A, employee benefits & executive compensation, highly regarded labor & employment, elite general commercial litigation, white-collar crime & government investigations, real estate, and tax work in New York. Nationwide, the firm cleans up in corporate/M&A, derivatives, financial services regulation, international trade, securities litigation, and more.

“Other firms are known for certain practices, but we’re good at everything!”

The firm’s big name and Wall Street longevity definitely played a part in the selection process for our juniors: “Our office is downtown, and we have the longevity of being a firm for 100 years” - a heritage felt most acutely across its New York and D.C. bases, where the majority of our sources were located. But for many aspiring S&C-ers, the generalist model sealed the deal. “Not many top-tier firms have a truly unassigned period instead of a rotational system,” noted one insider, who felt that “the ability to choose your own adventure and try your hand at different things is a huge benefit.”

People at the firm can lean to the more “academic” end of the spectrum. For those people, S&C delivers: “I wanted to go somewhere where I could learn as much as possible and become the best attorney I could be,” shared one junior. “I feel very satisfied with the amount of learning I get to do here!”

Strategy & Future

S&C has had a growing role in the AI infrastructure boom. Co-chair Scott Miller notes that the firm has represented “all the leading players in that area,” work he describes as “fifty and hundred–billion–dollar transactions that are dwarfing the size of M&A deals.” This has driven a surge in high–end tech and infrastructure work well beyond traditional dealmaking.

At the same time, the firm has systematically built out its London office, especially in restructuring and private capital, leveraging its strength in its North American global restructuring practice. “A lot of U.S. restructuring has a London and European component, and vice versa...If either of those two practices are weaker, it pulls on the thread of the whole restructuring practice,” Miller explains, underscoring the firm’s joined–up growth strategy across the U.S., Europe, and also Asia.

Looking ahead, S&C sees adaptability as its edge. Co-chair Bob Giuffra is clear: “We’ve never done routine legal work.” The firm is defined less by scale than by how its lawyers are trained and deployed. As Giuffra explains, the firm aims “to do the most important transactional and litigation work for the most important clients in the world,” but with teams that remain intentionally small and accessible. For juniors, that translates into early responsibility: “We try to have matters handled by the youngest lawyer who can do the work,” Giuffra says, stressing that seniority is not a ceiling for how much associates can contribute.

Read more from Scott Miller, Bob Giuffra, and Karen Braun under the ‘Get Hired’ tab.

Sullivan & Cromwell is recognized as a Strong Performer for AI Integration in our 2026 associate satisfaction survey.

The Work

All juniors are unassigned for the first two years, which “is really valuable – you get to choose your own adventure and try your hand at different things.” After those two years, you start picking practice groups. To get staffed at S&C, there is a centralized staffing model, with staff who “do an amazing job of taking into account your interests to place you where you want to be,” but we heard that this formal system is mostly utilized when you’re unassigned. Past that, “once you start working with people and building relationships, the best way to get work is by reaching out to people you know you work well with.”

Staffing does vary slightly between practices. We heard tax and the general practice group are less structured, while those in litigation were given work through staffing coordinators. Either way, associates on both sides were happy with the set up. “It’s helpful to have the centralized system as a fallback,” general practitioners shared, and junior litigators liked that with a centralized system, “it’s a lot easier to say that you want to try something new. It gives you agency in choosing how you want to develop your career, while ensuring everyone is busy and getting the experience they want.”

General practice at the firm is “basically corporate,” with a wide array of areas for juniors to dive into. Rookies described working on everything from mergers & acquisitions, banking, project finance, and capital markets to restructuring, trade, real estate, and executive compensation. In M&A, associates found themselves staffed on buy-side deals and acquisition financing, while executive compensation lets newbies get their hands on employment agreements, quarterly and annual disclosure work for public companies, and structuring annual pay and equity award plans.

“If you’re paying S&C rates, you’re bringing in novel deals – we’re not doing cookie cutter stuff.”

Because the breadth of work is so wide, the client base is similarly varied. Large banks and financial institutions populate the firm’s rolodex, and “they really pride themselves on having those types of clients.” Others include large Fortune 500 companies in the pharmaceutical, healthcare, and construction industries. Big names equal big matters, as one particularly proud associate said: “If you’re paying S&C rates, you’re bringing in novel deals – we’re not doing cookie cutter stuff.”

Answers about responsibility hinged mostly on the deal in question and how leanly the teams were staffed, but all interviewees agreed that “you’re given the amount of responsibility you think you can handle.” Juniors often handle due diligence and signature pages, but there is room to “get substantive experience with the main transaction docs early if people have faith in your ability to do that.”

On finance matters, though, we were told that “you’re doing drafting almost from the get-go,” because the teams tend to be more leanly staffed; “it’s more all-hands-on-deck,” a junior confirmed. This source added that, “as a first year, I was steering almost all the drafting work for the projects I’ve been on.” Another colleague agreed that “you’re definitely getting more visibility than the person across the bench at other law firms.”

Corporate clients: Discover, AT&T, Boeing. Advised Merck in its acquisition of US biopharma company SpringWorks therapeutics in a matter worth $3.9 billion.

As generalists, those in the litigation practice get a similarly varied docket. Juniors detailed working on government investigations, general plaintiff-side civil litigation for individuals and corporations, securities litigation, employment litigation, trade secrets, regulatory work from an investigations perspective, intellectual property, civil fraud, and breach of contract cases. “It’s definitely a broad range,” an insider reflected, “they really commit to that generalist model!” Government investigations were a favorite for one source, because “they’re quicker moving and you can become a fact expert, the go-to person for writing sections of advocacy.” Others enjoyed civil litigation and regulatory work more to get their hands on the substantive stuff.

The litigation practice represents all manner of clients, but because S&C has a reputation for being a big banking firm, they are often large companies and financial institutions. Of the work, a bright-eyed associate relayed, “I feel like I’ve gotten a lot, and there’s more I haven’t even done!”

Insiders told us that “S&C gives juniors a lot of experience of getting into the substance pretty early on,” which left plenty of our sources “super surprised.” Generally, rookies can expect “a decent amount” of doc review, legal research, and taking and summarizing meeting notes. As they become more senior or get settled into their roles, associates can get involved in the “more meaningful tasks a junior would do,” such as drafting sections of briefs, helping conduct interviews, brief writing, managing dockets, or even preparing presentations to the Department of Justice or SEC. A good number of our interviewees were also already second-chairing depositions! “I’ve second-chaired several,” one noted, “The teams I’ve been on are fairly lean, so I’ve really gotten to step up.”

Litigation clients: eBay, Wells Fargo, Cutera. Representing Volkswagen in a securities class action stemming from an April Fool’s “Voltswagen” rebranding and marketing campaign.

Career Development

Regularly recurring training means that juniors “never have a shortage of opportunities to attend.” Though mainly positive, feedback on training was a bit of a mixed bag. Some highlighted formal sessions with outside consultants, lunches to learn about foundational aspects of a practice, and monthly practice get-togethers for discussing market updates and practice area developments, where “you can learn about interesting and novel problems that people are working on.”

Litigation and corporate orientation academies for newbies “lay the groundwork for how to second chair a deposition or draft a motion,” which the majority thought the firm does “a really great job of.” There was a general feeling that some of this could be “a little abstract,” but is “a lot easier to think about when you’re actually applying it.” Informal training was a big hit, though: “It has been very positive for me, because that in itself is about relationship-building to develop mentors,” one associate reflected.

Speaking of, associates get to pick their own partner mentors after a period (typically 6-9 months for those in litigation, and 2 years for those in general practice) of getting to know people at the firm, so they can make an informed choice. Although this means rookies aren’t assigned one of these mentors immediately when they join as first years, this wasn’t a concern for any of our sources: “You get a mentor as a summer, so I act like they’re still my mentors now!” Besides, sources generally felt that they also quickly formed informal mentor relationships, given the fact that senior colleagues are invested in their success: “Partners are willing to take people to lunches or reach out to ask them to write blog posts.”

“The firm will help you find in-house opportunities with clients and develop your career, even if that extends beyond the walls of S&C.”

The consensus on partnership was that “it’s difficult, but if that’s something you choose to pursue, then it’s definitely feasible.” For those who aren’t looking to get on the partner track, the firm “will help you find in-house opportunities with clients and develop your career, even if that extends beyond the walls of S&C.”

Pro Bono

Associates typically complete around 60 annual hours of pro bono work, so getting involved in this type of work is “super accessible – just put your hand up, and you’ll get put on something.” Every year, the firm polls associates and partners about issues they’re interested in, and pro bono coordinators send out regular emails and invitations as matters come in. As well as this being “a great way for junior lawyers to get into the substance of the work and exercise more discretion over a matter with less supervision,” insiders emphasized that “we believe in the value of pro bono as a community. We want to take on big cases and make meaningful change, so we give lawyers opportunities for that.”

Really, a little bit of everything is on offer, from helping victims of domestic violence, visa applications, and criminal defense matters to housing rights (the last of which is especially “big in New York because we have partnerships with city organizations”). There is also regular work on LGBTQ+ and veterans’ rights, nonprofit appeals, and “a lot of wins in the asylum space.” As expected, pro bono tends to be more litigation-heavy, but there’s no shortage of work for corporate attorneys, such as an election protection hotline and working on incorporations for nonprofits. Additionally, New Yorkers “share a building with the American Civil Liberties Union (ACLU), so some of those matters come our way pretty frequently.”

Pro bono hours 

• For all US attorneys: undisclosed
• Average per US attorney: 57

Culture

In essence, the S&C lawyer “prides themselves on being intellectual and interested in the law – as nerdy as that sounds,” noted one junior. Ultimately, sources shared that “if you’re someone who enjoys the work, it’s easier to thrive.” Though personality types varied widely, the commonality between juniors was “people who have a desire to learn,” one insider described. “It’s about who’s going to ask the right questions and learn about the work outside of the task at hand.”

Social life at the firm “is idiosyncratic to the different practices,” but there are firmwide events like “well-attended” cocktail parties on the patio, monthly happy hours in the “cool” tax library (including themed get-togethers for Halloween, Mardi Gras, and Valentines Day), pumpkin carving competitions, and SullProm – a “big, fun, formal dinner dance during the summer with a lot of food!” In terms of practice-specific events, those in banking have a “longstanding tradition of a biweekly Thursday happy hour with food and drinks,” the financial institutions group has a weekly lunch, and “the tax group is a big fan of karaoke… so that’s always been fun!”

“I’m staring at the Statue of Liberty as I’m talking to you!”

The New York office also has designated floor leaders, namely “associates who are given a budget to do fun things for the floor.” Plus, many juniors mentioned that the cafeteria is a big social arena: “I can go down and eat lunch with my friends,” one highlighted, “Our free cafeteria is the center of my socializing at the firm, more so than the fancier receptions that happen.” Free food aside, while the rest of the office was described as a “little old school,” insiders were quick to underline that “all lawyers get a window office with amazing views… I’m staring at the Statue of Liberty as I’m talking to you!”

Hours & Compensation

Billable hours: no requirement

Our “self-motivated” S&C interviewees had no worries about their billable target – or rather the lack thereof: “You don’t need one here… we work a lot!” Many were adamant that it “helps the firm culture because you’re on your own little personal adventure,” a sentiment that also applied to the firm’s lockstep bonus. “Variable” working hours were the norm, with most associates averaging eight-hour workdays, but this is largely practice and case dependent. For example, we heard that “litigation tends to be steadier and more predictable,” while “corporate is very cyclical.”

There has been a lot of chatter about Sullivan & Cromwell’s in-office working policy, famously rumored to be five days a week. What did those with their boots on the ground have to say about it? Candidly, “they would certainly like for you to be in five days a week, but we’re all adults,” one shrugged. The policy does encourage the full five days, and most interviewees were coming in at least four… for a few reasons. “We have free breakfast, lunch, and dinner!” one exclaimed excitedly, and another elaborated that “there’s snacks and good food from Tuesday to Thursday especially. They have this healthy snack wellness person, so the snacks change weekly.” Other reasons for coming in largely boiled down to “liking to work in the office, seeing my friends, and having that facetime.”

Sullivan & Cromwell is recognized as an Excellent Performer for Benefits & Quality of Life in our 2026 associate satisfaction survey.

Inclusion

When it comes to cultivating an inclusive environment, sources cited a “really strong department focused on diversity that does a great job of creating community within the firm.” Affinity networks – such as the Women’s Initiative Committee (WIC), Asian Associates Network (AAN), LGBTQ+ Network, and Network of Black & Latinx Lawyers (NOBLL) – and programming are “all super active” and “open to anyone,” with frequent dinners and holiday celebrations that include “the whole firm in addition to the affinity groups.” Of the groups, one insider commented, “there are a lot of partners in these groups that run programming, which is super empowering.”

Get Hired

The first stage: recruitment on and off campus

Sullivan & Cromwell interviews at roughly 20 schools through their formal OCI process or a job fair.

At this stage, interviewers hope to learn about the candidates’ interests and what type of experience they’re looking for in a summer program; how they analyze issues; and how they would function in a collaborative environment. To do so, interviewers might ask a candidate to elaborate on an interesting work experience, or even a hobby, that is listed on their resume. Inosi Nyatta, co-head of Legal Recruiting, says that “sometimes more informal conversation is a great way to learn about someone and what matters most to them.”

Top tips for this stage:

“Your best bet is to be yourself throughout the interview process and be prepared to engage in meaningful discussions about your interests – professional and otherwise. It’s very likely that there’s someone at S&C who is interested in those very same things.” – Inosi Nyatta, co-co-head of Legal Recruiting.

Callbacks

S&C conducts fewer callbacks than many firms. This is, in part, to “provide a highly personalized, in-office interview experience that focuses on the interests and professional goals of each candidate.” For each candidate, the firm pairs them with interviewers who practice in those areas that are of interest to the candidate. Jamie McDonald, co-head of Legal Recruiting, explains that “our conversations with candidates can be wide-ranging and touch upon any number of topics. We strive not to be too formulaic so that the interviews can unfold organically.” The ideal scenario, McDonald reflects, occurs when “the callback process feels less like an interview and more like a meaningful conversation between people with similar professional interests.”

Top tips for this stage:

“Familiarize yourself with S&C, our practice, and the work that we do. It’s important to think about the generalist, multi-disciplinary approach and whether it appeals to you as that’s how we develop lawyers at the firm. Which is to say, be prepared for the “Why S&C” question that you are likely to be asked in some variation by one or more of your interviewers.” – co-head of Legal Recruiting, Jamie McDonald.

Summer program

“We focus on getting our summers quickly engaged in the work of the firm," says McDonald, "We see no reason to wait until they walk in the door as regular associates.” Every year, S&C sees some summers use the time to experiment and explore different practices, while others come in knowing exactly what they want to do, and the firm makes certain that they’re assigned that type of work. It’s not all work and no play though. The firm also plans a robust and varied list of social outings. Then, at summer’s end, each summer selects the practice area they plan to join and a large majority of them do, in fact, return to the firm, either immediately after graduation or following a clerkship.

Top tips for this stage:

“Don’t worry about trying to impress people. Focus instead on taking advantage of the many opportunities an S&C summer affords you. Attend trainings, participate in practice group lunches, dive into the work, get to know your summer cohort and, above all, enjoy your time at the firm.” –  co-head of Legal Recruiting, Inosi Nyatta.

Interview with Bob Giuffra and Scott Miller, co-chairs, and Karen Braun, executive director

Commercial strategy, market position and trends

Chambers Associate: How would you define your firm’s current position and identity in the legal market? What differentiates your firm from your peer firms in the market?

Bob Giuffra: We are now in our 146th year, and, for much of our history, we have been one of the preeminent global law firms, and we continue to be. Our goal is to do the most important transactional and litigation work for the most important clients in the world. We’re constantly innovating and working to remain on the cutting edge. We are relatively small compared to some firms when you think about our various practices, but if you look at the quality of our lawyers, they’re second to none. In Chambers, we do extremely well; we’re always ranked Band 1 or 2 in our practices. Lawyer for lawyer, we’re the best law firm in the world, and that’s where we sit.

We’ve always been a culture-first firm – we are very much a we, not a me, firm. We have retained the cultural values that have made our firm successful for decades: being collegial; having a heavy focus on mentoring; having generalist lawyers rather than specialist lawyers; and having lawyers whose practices can evolve. We have always been international with offices around the world, and we will always be a place where we place a heavy focus on the quality of the work we do. From legal briefs to deal documents to how we handle court work and negotiations, we always try to be the best we can be.

From the standpoint of young lawyers, we try to have matters handled by the youngest lawyer who can do the work. We’re not a firm where senior lawyers are doing all the work for the sake of it. We want our associates to be as involved as possible.

Scott Miller: One of the differentiating factors is the level of involvement of our partners. We tend to keep things very leanly staffed and have younger lawyers involved in all parts of the matter. The other part of that is avoiding silos by having a culture of collaboration. We’re constantly talking and working out issues within and across teams, so we encourage all lawyers to reach out to others within the firm to get advice or assistance. It’s one partnership – everyone is very responsive in that way.

Giuffra: We have lots of lawyers who can work in multiple areas. If we have a major matter – such as an FTX or Volkswagen emissions case – we have different lawyers who can help with the case. We use the expression ‘flood the zone.’ Our lawyers are multi-specialists, and that allows us to handle not only more interesting matters, but a higher volume of matters than we normally could, given our size. Our generalist approach is what makes us different as a firm. It makes a big difference for associates.

I always tell this story, but during the financial crisis, I met someone who had been a real estate securitization lawyer at several different banks and law firms. In 2008, his business died out completely, and he was stuck because he couldn’t do anything else. No one knows what the future will look like, so we want to have lawyers who are nimble and able to meet the demand.

Miller: If you’re trained to do one thing and that’s all you do, then not only do you risk that work evaporating, but you’re also more likely to burn out. If you’re constantly learning something new, looking for things that interest you at that time in your career, identifying opportunities, and taking advantage of those, it keeps you engaged and excited – year on year and decade to decade.

So, the headline on the generalist model is that while it’s great for junior associates, it’s great for guys our age too!

CA: The firm has hired a number of notable laterals in its London office over the past year, including Barnabas Reynolds, Mike Francies, and Kon Asimacopoulos. What can you tell us about the firm’s growth strategy (or plans to grow its corporate/M&A, restructuring, and private capital offerings) – in London, Europe, and beyond?

Miller: We’re focused on growing in London for a couple of reasons. We have a strong North American global restructuring practice, and we want to have a significant practice in London, as these are the two leading areas for restructuring globally.

A lot of U.S. restructuring has a London and European component, and vice versa. In order to have a strong restructuring practice, we need to have a strong private capital – private equity and private credit practice. If either of those two practices are weaker, it pulls on the thread of the whole restructuring practice.

So, we’re looking at those systematically. We also have a restructuring practice in Hong Kong that works closely with the London practice. Finally, our London office was a sixth of the size of our New York one, and while New York is a bigger legal market, it’s not six times as big, so we want those two to be closer in weight.

CA: Have there been any developments at the firm over the past year that you’d like law students to know about?

Giuffra: We’re continuing to place heavy emphasis on the mentoring and training of associates, including focusing on wellness initiatives and programs. We have a large fully equipped gym in New York, and more real estate than most law firms do so that our lawyers  can have their own offices. We are also making a big investment in tech, including remote access to the office.

Karen Braun: To add to that, we have a corporate nutritionist who provides training programs for all our lawyers and staff on the basics of eating right and handling stress. We’ve gotten a lot of positive feedback on that. She also curates our in-office menus so that the food we’re offering is organic or grass-fed.

Miller: Practice-wise, over the last year as the AI infrastructure boom has continued, we’ve represented all the leading players in that area regarding the AI revolution. These are fifty and hundred-billion-dollar transactions that are dwarfing the size of M&A deals, considering the investment going into these – i.e. data center production. We’re looking into work now that relates to power centers that will fuel data centers regarding AI. That has been a huge boom in our tech practice in the past year.

CA: Are there any domestic or international events/trends that are affecting any of the firm’s practices at the moment? Are there any trends that you think are affecting the business of law firms more generally, and how is that playing out with your firm?

Giuffra: Artificial intelligence is clearly going to be transformative for our economy and for the legal profession generally. We are looking at and investing in AI. We think that the S&C generalist model is one that’s best suited for navigating a world where AI may eliminate routine legal work. That’s because we’ve never done routine legal work.

Technology will eliminate routine legal work, so it will be increasingly important for firms to have lawyers who can see the big picture and work at the highest level, and that’s always been what we’ve done.

Miller: There are always events that affect the practice – whether positive or negative. The tariffs earlier this year certainly had an impact on the transactional practice, but that was short lived. Transactional practices thrive on stability, so any volatility is not good, because it’s harder to transact. But the good thing about the breadth of our practice and adaptability of our lawyers is that all those things create opportunities in other areas. All our restructuring lawyers were trained as finance lawyers, so they can assist with bankruptcy and other complex financial issues. There’s always a need, but it just might not be the same need or discipline you were working in two months ago.

CA: When we spoke to your associates, there was a whole lot of praise for the firm’s active efforts regarding its inclusion initiatives. Our readership is increasingly asking us for more insight into inclusion and how firms are promoting that, particularly over the last year. Is there anything you’d like to say about the firm’s efforts in this space?

Giuffra: We’ve always been very focused on the individual lawyer and making sure we hire the best lawyers we can, then retaining  them and creating an environment for our lawyers to stay for the long run. Having a diverse group of lawyers with a wide range of experience is important to achieving that goal.

Miller: In our position now, one of our biggest jobs is to ensure we’re creating as many opportunities for younger lawyers as possible and bringing in lawyers of diverse backgrounds. That includes ensuring they are being given access to opportunities and mentorship that will help them become stronger professionals. That’s always to our benefit – the broader the hiring pool, the broader diversity of individuals we attract. It’s a gratifying thing to see people who may not ordinarily have access to those opportunities take them in their stride and succeed.

The Fun Bit

CA: Throwing it back to law school: it's been a long day of classes and studying. What's your go-to easy meal to have before you crash?

Giuffra: The food I ate in law school, I would not eat now! I went to law school in New Haven, and there were a lot of great pizza restaurants. New Haven is the U.S. capital of pizza. The big debate is between Sally’s and Pepe’s, but we went to both. So, we ate a lot of pizza.

There were also a lot of hoagies, and they were huge. No exaggeration: they must’ve been, like, 4,000 calories! It was steak and cheese and all that stuff. Now, I’m eating salad and chicken and tuna, though I worry about tuna because of the mercury.

Miller: The only thing I remember from law school at Columbia is there being a little store in a basement across the street that sold the ultimate comfort food. It was pita bread, with cheddar cheese and beansprouts.

CA: Beansprouts?!

Miller: I know! It sounds kind of weird, but they were really good.

CA: What was the first concert you attended?

Giuffra: Last week, my son wanted to see Paul McCartney, but he wasn’t playing in New York. So, I took him to Chicago to see McCartney. It’s very  impressive what he’s doing: singing and playing guitar on stage for three hours. He’s 82! I couldn’t sing on stage for three minutes.

Miller: I went to see Billy Joel. I’ve seen him multiple times, but the first and last time were 40 years apart.

CA: Thinking about the ways in which the legal profession is developing, what is the one skill you have learnt in your career that you think is key for young attorneys to learn?

Miller: It’s not a skill, but it’s one of the reasons we really push the generalist approach. It’s to be fearless, to know that you can attack a new problem and solve it using the skills you’ve developed. Just because you haven’t done something before does not mean you’re at some insurmountable disadvantage. Anyone who comes here is very smart and accomplished, and they can think their way through problems if they don’t get stuck in feeling they’re behind because they haven’t done a particular type of matter before. If you’ve done enough different things, one new thing won’t be frightening.

Giuffra: You must work hard because it’s a profession that requires you to do so to be successful. You need to be open to being mentored by someone and be able to seek out people who can help you. Law is a profession where one generation teaches the next. You have to learn to be a good mentee. A lot of my success has been a function of the people who mentored me. That’s important.

It’s also very important to manage your own career and take initiative. Don’t always work on the same types of cases and transactions; seek out new ones. Be prepared to stretch yourself. You only become better if you do something you’ve never done before – be willing to put yourself in situations where you’re doing things for the first time. It’s okay to make mistakes and to fail. We try to give our lawyers autonomy to do things on their own.

It’s important for lawyers to take care of themselves: take vacations, get enough sleep. It’s also important to be a good person and to be nice to the people you work with, and that goes in both directions. The people you meet when you’re coming up are the same people you’ll meet later in life.

In terms of lawyering, it’s important to see the big picture and not to get lost in the weeds.