This New Yorker's famous free-market system allows juniors to define their careers, fostering independence and a culture of “mutual respect.” Big bonuses are also part of the deal.
“I HAVE control over what I am doing. I knew I wouldn't get trapped doing something I wasn't interested in for several years.” Every year, the associates we interview speak highly of the firm's free-market assignment system. Its effect is something akin to Spider-Man's favorite motto: empowered junior associates take charge of their careers, with very positive results. The opportunity to not be pigeonholed or spoon-fed was a prime reason why our sources chose the firm, a choice that was made easier by “the firm's number of vibrant practices that seemed to match areas of growth in different industries.”
Many were familiar with the firm's First Amendment practice, headed by the renowned Floyd Abrams, but for the majority of interviewees it was the amount of work for banking clients and financial institutions that stood out. Cahill's expertise in areas such as banking and finance, capital markets and insurance dispute resolution is recognized in Chambers USA with top-tier rankings nationwide. Other areas including the First Amendment practice, environment, general commercial litigation and white-collar litigation are also recognized with impressive marks in Cahill's home state, New York.
Over the years we've noted that this rather unique firm attracts pragmatic types: “I think the people are very authentic and down to earth. People aren't overly formal with each other, which makes it a lot easier.” The firm's reputation for paying above the odds in bonuses was also another pull factor, which we'll get on to later…
“I really enjoy the free-market system,” juniors reflected on work assignment. “If you're proactive enough, it gives associates the ability to get different types of matters from different attorneys across the firm. I'm never bored!” As previously mentioned, for many sources its reputation preceded it: “I heard a lot about the free-market system during the recruiting process – I liked the idea that you're trusted to handle your own projects and matters once you'd demonstrated yourself to be ready.” Although independence is undeniably a large part of the system, juniors recognized that “you are also expected to reach out for help if and when you need it.”
“It can be a bit intimidating at first, but people are so kind and accessible.”
Many admitted “it can be a bit intimidating at first, but people are so kind and accessible.” The only grumble was the disparity in hours that could potentially occur as a result: “The bonus structure means it's 'all for one, one for all,' so it's not based on billing more hours – we'll take home the same. Some people can fly under the radar and get away with not pulling their weight before it's noticed. I partly wish there was someone to check that work went to people who clearly weren't doing enough.” Having said that, sources liked that “it allows the teams to form organically” and “not having to get approval to turn work down if you've got a lot going on.”
Juniors are split pretty evenly between litigation and corporate. Both sides maintain “there aren't strict divisions or particular sub-practices. It's pretty generalist.” Litigators experienced a range of matters, from complex civil litigation or class actions to government or internal investigations matters. “Within that, a lot is centered on the finance industry. There's securities law and regulation, general commercial, antitrust and some insurance.” Juniors noted: “We're a big firm, but a little smaller with our class sizes, which means matters are pretty leanly staffed. I've been able to help draft motions and appellate briefings, and have got involved with deposition prep.” Naturally, there were also some “typical first-year assignments like doc review” but juniors reckoned it was “a pretty healthy mix.” Some litigators can choose to take a year out to do a judicial clerkship if they can source the opportunity to do so. The firm supports you and writes a recommendation when needed.
Corporate juniors get involved in a lot of “lender work, loan work or bond work.” Many sources we spoke to focused on capital markets: “I would say the majority of deals are high-yield bond deals, then there's also a lot of credit agreements.” Juniors noted: “We only really represent banks, and it comes down to representing them as underwriters in the capital markets sense of them issuing bonds or as a lender”– this shows in the group's client list: J.P. Morgan, Deutsche Bank, Merrill Lynch, etc. Some sources also mentioned the work they did in acquisition and leveraged finance. Overall, juniors described the work as “process-oriented, even at higher levels.” Sources highlighted “helping out with the general process – a lot of emails and communications. We coordinate the different processes that are required either internally or with the company's counsel.” Others mentioned being “the key person on due diligence, which isn't particularly substantive but is important.” Many also got involved in drafting various documents, including indentures for bond deals, credit agreement amendments and ancillary documents. “When people trust you here, you're given good levels of responsibility. There's no work they won't let you do.”
The common theme from our sources is that the firm is “very relaxed on a personal level, but very professional on a work level.” Interviewees felt there was a culture of “mutual respect” through the way “flexibility is afforded to associates – there's no face-time requirement and you're not micromanaged. You're respected, and therefore expected to get your work done and handle your own things.” Others praised how “at firm events, everyone from partners down is great to talk to and everyone is fun.”
“...really great party informally called the Cahill prom.”
Alongside the unwavering professionalism, sources felt Cahill is “a very social firm.” A famous tradition is the annual fishing trip for summer associates. “Cahill goes on a fishing trip in a boat on Long Island, and it's always a big hit. They catch fluke and other things.” The busy summer also sees attorneys go out to Broadway shows and dinner, watch Mets games, and play shuffleboard which sources found “weirdly fun.” There's also lots of cocktail receptions as well as volunteering events: “During my summer, we volunteered at a soup kitchen.” Outside of the summer months, interviewees also mentioned a “really great party informally called the Cahill prom” which happens every few years. “It's at the Natural History Museum and it's a really fun black tie event. You get to socialize and see everyone all dressed up.” The firm also hosts monthly happy hours, and diversity groups set up various events throughout the year.
Hours & Compensation
The respectful culture permeates the firm's attitude to hours as well: there is no official billing target and “they stress that there isn't actually any number that your salary or bonus is tied to.” The overall idea is that “as long as you get your work done, they're less concerned with where and when.” An average day might see an associate turn up around 9:30am and head home for 7ish, maybe with a couple of hours work at home. Busier periods however mean associates might not leave until 10-11pm, occasionally finishing in the early hours: “We work late – not every night, but it does happen." As a result, sources found making time for their private lives could be somewhat challenging. Juniors reckoned: “You have to make sure you are conscious of that and carve that time out for yourself. People are usually receptive and understanding about it.”
"...they want us to share in the wealth of the firm.”
But associates' hard work doesn't go unrewarded: attorneys get market salary and the standard market bonus, but on top of that, there's usually an additional bonus too. “We work harder than other firms, but we get paid more," reckoned one associate. "It's nice that our hard work is acknowledged and they want us to share in the wealth of the firm.” Plus it's not discretionary – “it's not only for people who bill over 2,200 hours or something. If they're giving it out, it'll go to everybody.”
“The firm is definitely committed to pro bono matters. It makes it less stressful that pro bono hours count the same as hours for clients, so you never have to feel guilty about doing pro bono.” Cahill has partnerships with several nonprofit organizations such as Sanctuary for Families and The Door, and also does significant work for the Legal Aid Society. Juniors in the past have worked on criminal appeals, helping veterans to start up businesses, divorce matters, asylum matters and housing eviction matters among many others. Sources felt “the firm does a really wonderful job of identifying different areas of pro bono work stemming from all sorts of fields. They also do a great job of explaining how the opportunities can improve upon different skills.” Corporate juniors admitted “having time to really dedicate to pro bono can be difficult. Even if we're not busy, the work is quite unpredictable. You're afraid you'll be busy and won't be able to dedicate the time required.” That said, “it's something everyone strives for, and the firm encourages it.”
Pro bono hours
- For all US attorneys: 10,912
- Average per US attorney: 34.8
Training & Development
To prepare juniors for the hard work that will come their way, first years start their time at Cahill with a weeklong training program. It was described as “a true overview of most of the resources at the firm, then some specific things you might need to know for your practice.” Sources receive “a large stack of material for reference which you keep – I still have mine with me.” There's also a large focus on IT and using the firm's systems. “They told us you're not going to be absorbing everything they tell you. It's more of an introduction and they provide resources to help you learn on the job.” After the intro, there are periodic practice-specific trainings.
"If something is wrong, they won't wait until the end of the year to tell you.”
There are formal reviews once a year in January, as well as regular informal feedback sessions, which are “conducted by the senior people you work with.” For the latter, “messages are only relayed to associates if there's a recurring issue. If something is wrong, they won't wait until the end of the year to tell you.” Frequency of feedback is dependent on the particular partner mentor.
A New Yorker remarked: “It's not the nicest building ever, and we kind of get teased for it being a little boring.” That said, it meant juniors felt more “laid back coming into work because it's not all glass or marble.” Overall, associates didn't really mind the office look: “We like to make a point of not spending our money on things like marble in the office or decorations, but use it to pay for extra associate bonuses.” The downtown location was praised by many, who felt “the financial district is a little bit quieter and less hectic than midtown.” The DC office is much smaller, which meant that unlike first years in NY who share their office with a fellow junior, DC first years get their own offices.
“We like to make a point of not spending our money on things like marble."
“When I came here as a summer, one thing I noticed was that we didn't seem to have much diversity in the summer class or among associates, in terms of race and ethnicity. I think the firm took those comments to heart, and in the past two years, they've really increased their diversity efforts. They're really making progress, and I'm glad they've taken those concerns seriously.” Juniors admitted “every firm can always do more” on the diversity front, “but at the same time I think we're doing fairly well now.” Sources also felt “they make a good effort in terms of affinity groups. Those events have pretty decent turnouts – for instance, there was an event last night hosted by the women's initiative.” However, some felt they'd “like to see more diverse partners and diverse people in positions of authority.”
Strategy & Future
“We're happy with the size and culture of the firm. Part of the reason it attracted me was knowing we were very financially stable with no crazy plans,” juniors reflected. Executive committee member Jonathan Schaffzin weighs in, saying: “We have no master plans. We try to respond to our clients’ needs with strong, attentive and high-quality legal services and pay attention to the ever changing marketplace, but we don't try to guess what will be going on in the world in ten to 20 years' time. We don’t have plans to expand into new geographic areas or practices that we aren't strong in to begin with. We're not significant risk takers, and we want our lawyers to be nimble and adaptive.”
“Mainly I look to see whether they would enjoy the culture of the firm, so whether they are friendly and can carry a conversation. I also try and find out if they'd be able to handle the free-market system and if they have that proactiveness that is required,” junior sources explained. Many also reiterated that when juniors participate in recruiting, a large part of it is about “being informative to the applicant as much as it is about judging them. Hopefully applicants feel a little more comfortable talking to me and expressing concerns or asking questions.” Looking back at their own interviews, some sources reckoned “with other firms, the process felt like there was something they were looking for. With Cahill, it felt more natural and easy.” They advise: “Don't be afraid to be normal and don't focus too much on sticking to a script.”
“I look for someone who is excited to come to work, and excited about the kind of work we do – someone looking for a challenge and who is able to try different things and explore different areas of law,” hiring partner Brian Markley highlights. In terms of what a student can do in their 1L summer to increase chances of impressing, Markley says: “They should get experiences that will help them refine their skills – opportunities to write, to interact with clients, etc. But above all, for their 1L summer they should look at doing something that really interests them in the legal field and that will allow them to talk passionately about their interests in our interview. Someone stands out when they are excited about work they've done and interests they have.”
Notable summer events:
2017 Summer Program events included:
- Welcome reception at Bobby Van's
- An evening of theater together with tickets to The Great Comet of 1812 and dinner
- Women's reception and affinity group events
- Weekday fishing boat trip in Freeport, Long Island
- Cocktail receptions at partners' homes
- New York Mets game at Citi Field's Party City Deck
- Volunteer Program with New York Common Pantry
- Cooking class with wine reception and dinner (as prepared in class) in Tribeca
- Varied training seminars presented by our partners and summer associate luncheons with all attorneys
- A presentation on The History of the Firm given by members of our Executive Committee
- Happy Hours
- An evening of Shuffleboard and Dinosaur BBQ in Brooklyn
- Farewell reception at Marea
Interview with Jonathan Schaffzin, member of the executive committee
Chambers Associate: What highlights from the past year would you want to flag up to student readers interested in your firm?
Jonathan Schaffzin: We have continued to invest in our strongest practices, on the litigation, investigations and corporate sides, both in terms of promoting associates internally and selectively bringing in lateral hires. We've seen significantly strong returns on the investments we've made in the past year. We are thrilled with our most recent lateral partner addition – Nola Heller, who spent 11 years as an Assistant US Attorney in the Southern District of New York, where she most recently served as the Chief of the Violent and Organized Crime Unit. She has extensive experience with racketeering and fraud, and is a significant addition to the team in terms of supporting our litigation and regulatory practices with financial institutions.
CA: Given that our readers won't be joining your firm for another couple of years, what's the general strategy going forward?
JS: It won't be very different from the firm as it is now; however, we have had a strong emphasis on two things that will continue to benefit associates joining us in a couple of years – increasing diversity and inclusion at the firm, and improving the mentorship of our young associates. We're starting to see the fruit of those labors. We've had significant improvement in our overall diversity, starting to show through for our efforts over the last few years. We've hired many more African American lawyers and lawyers from a range of diverse backgrounds. The last two recruiting classes have been our most diverse – each more so than the others. We expect to be an even more diverse firm in the next few years.
Since we've been so busy on the corporate side in the past year, we did some significant lateral hiring at junior and mid level for the first time in a while. As a result of those efforts, we implemented a much more intensive mentoring process for lateral hires and have made it a template, with other planned changes, for all junior associates. Those joining in the next couple of years can expect not just traditional generalized training and hands-on training when working, but a lot more direct one-on-one involvement with partner mentors, which will make the experience richer for them.
CA: What is your long-term vision for Cahill?
JS: We have no master plans. We try to respond to our clients’ needs with strong, attentive and high-quality legal services and pay attention to the ever changing marketplace, but we don't try to guess what will be going on in the world in ten to 20 years' time. We don’t have plans to expand into new geographic areas or practices that we aren't strong in to begin with. We're not significant risk takers, and we want our lawyers to be nimble and adaptive. For example, we will continue to give our lawyers the opportunity to practice within more than one specialty. We will continue to pursue that strategy and train our attorneys for the rapidly changing world that we all work in.
We also pay very close attention to the expense side of the equation and make sure we manage that well by making very thoughtful investments. For example, we believe in investing in our people, and we are consistently rewarding associates with extra bonuses when they are working harder than those at our peer firms in New York. We have a good culture in terms of attorneys from top to bottom. People roll up their sleeves and do what is needed for our clients and the firm. I am confident and pleased with the associates that we have – they're really in it for the firm and it will serve us and them well in the long run.
CA: Where will the firm be investing? Any plans to open new offices or expand around the world?
JS: We have no plans to expand geographically, but we will definitely increase our numbers and depths of our capabilities in both London and Washington, DC. On top of bringing in Nola Heller, we've added some additional litigation and corporate resources in London over the past year.
CA: What has the firm done and what does it plan to do with respect to the challenging economy?
JS: Our corporate practice is susceptible to market fluctuations, like a lot of New York firms, maybe more so because of our emphasis on our finance practice. We've found through the years that our singular focus on financial institutions has enabled us to come out of more difficult periods stronger – we try to keep a close watch on expenses and take strategic actions that aren't risky and focus on sticking to our knitting with clients. It's a competitive landscape; there's a lot of pricing pressure, plus we're trying to be the best in our class at what we do. We're not a marginal player in the areas we focus on. We haven't tried to be everything to everybody – we've tried to do a few things very well for clients that will be around for a long time. It's generally been a recipe for success, with only some momentary dips.
CA: What are Cahill's core practices?
JS: While we have a variety of practice areas, we do a lot for a very significant number of financial institutions here and abroad, on the litigation, regulatory and corporate side. These clients are the top dozen global institutions in both the US and Europe, and that's a common focus of our practice. These institutions always have legal needs, and the issues tend to be fairly complex, and that tends to be of interest to associates. In addition, we continue to have a thriving litigation practice, focusing on securities cases and commercial disputes, and strong practices in investigations (representing companies, boards and special committees) and middle-market M&A practice with a bit of a life sciences focus, among others.
CA: How would you define the firm's culture?
JS: We have a well-defined culture at Cahill. We're not bureaucratic, nor are we hierarchical. Our product is our people. We're very focused on enabling our lawyers to do work at the highest level and try to respect their capabilities and interests – we don't try to drive them into doing types of work or take on responsibilities that aren't in line with their professional goals. We try and maintain a culture where the focus is on delivering the highest-quality work, and increasingly, we try to focus on the needs of our lawyers and supporting them, whether through technology or mentoring programs or diversity or other initiatives. We try to listen; we're not so enormous or spread so far around the globe, and the advantage there is that we're able to listen to our people, learn from them and respond effectively. It's a somewhat unique culture compared to many firms that are churning people in and out, or trying to grow by adding lots of lateral and new practices. They can lose touch with the core of who and what they are. We remain focused on our own character.
CA: What was Cahill like when you joined, and how has it changed?
JS: The firm and its values haven't changed through the years. Rather, the practice areas have evolved with both the clients of the firm and the interest of our lawyers. We don't have a top-down management style, and we have very organically developed practices. The firm’s values and approach to things have remained fairly consistent. The practice itself has evolved with the world around us.
I think we have changed slightly in that until recently we had never looked outside the firm to bring in talent, but now we recognize that there are important instances where we can build up our practice with expertise from outside. We've done that selectively, while being committed to the career progress of our own talented associates. Partnership is weighted toward people who have spent their career here. Lawyers at the firm remain largely home-grown, but we've been flexible as to how to add people and how to move forward.
Technology has also changed the practice for everybody. We want our lawyers to come into the office and interact with each other, but the practice requirements are such that working remotely on the weekend or late at night can be necessary. We've implemented what we think is all the top technology to enable people to work remotely when they need to. Associates can take calls on their office line at home without having to be in the office late at night. We try to take advantage of technology, but at the same time create an environment where people like to come to the office and collaborate.
CA: Any advice or words of wisdom for our student readers as they try to enter the legal profession?
JS: I think it's important for young, graduating law students to be thinking not just in terms of their substantive interests, but in terms of culture and environment so they find a place they're comfortable in. I've found over the years that the primary driver of success is creating the right environment for yourself. You enjoy the work more. There's enough challenge in the type of work that firms of our quality deal with, so there are plenty of choices out there. I think it's critical that students choose a place where they really feel comfortable and respected, and can have some degree of control over the direction of their career. Nowadays, students are looking at choices that include very impressive, but very large, global organizations, and if that's the choice you want to make that's perfectly fine, but at the same time you don't want to find yourself as a cog in a machine.
Notable pro bono opportunities
Pro Bono for the Arts
In recognition of the vital importance fine arts and cultural institutions play in our society, Cahill attorneys provide pro bono representation for several leading arts and cultural institutions in New York City. Through Cahill’s long-standing partnership with Lincoln Center for the Performing Arts, Cahill attorneys provide pro bono legal assistance on a wide range of matters involving compliance advisory, contracts, and litigation matters. Also, each summer, several Summer Associates, under the supervision of Cahill attorneys, engage in pro bono legal projects to support Lincoln Center. Cahill’s work in helping Lincoln Center enhance its FCPA compliance program was recently featured on Law360.
Since 2008, Cahill has worked closely with The Door, an organization that serves 10,000 young people in New York City with a wide range of services, including legal assistance. Cahill attorneys and Summer Associates participate in two programs that bring opportunity and security to vulnerable young people – the Emancipation Clinic and the Special Immigrant Juvenile Status (“SIJS”) Project. The Cahill team works closely with our clients, getting to know them and understanding their situations so we can help most effectively, and we handle all aspects of legal proceedings that arise from these programs.Cahill attorneys run an “Emancipation Clinic” every other week in which we assist young people with a range of issues, including the legal emancipation process and helping students obtain college financial aid and SNAP benefits. For Cahill’s SIJS project, our attorneys represent young people who are abandoned, abused, or fleeing violence elsewhere in the world in their applications for lawful permanent residency in the United States. Cahill lawyers regularly represent these clients in family court and United States Citizenship & Immigration Services proceedings.
By referral from the U.S. State Department, Cahill attorneys provide legal services to clients under the age of 16 brought to the United States from their countries of habitual residence in violation of parental rights under the Hague Convention.
Since 2001, Cahill has accepted cases referred by the U.S. State Department, representing parents of children abducted to the United States without parental consent. Cahill attorneys and Summer Associates represent foreign parents seeking return of children to Hague signatory countries where the children have been habitually resident prior to being removed to the United States. Petitions seeking return of children are brought on a parent’s behalf in U.S. federal courts where the children can be found, and have resulted in numerous parents being reunited with their children following a wrongful abduction. On several occasions, the State Department has cited and recognized the efforts of Cahill attorneys on behalf of these parents in furtherance of the purposes of the Hague Convention.
Lawyers Alliance for New York
Lawyers Alliance works with over 650 nonprofit organizations that develop and provide housing, stimulate economic opportunity, improve urban health and education, promote community arts, and operate and advocate for needy and at-risk individuals. This array of worthwhile causes provides Cahill lawyers with extensive opportunities to give their time to those initiatives about which they are most passionate and to have a broad impact across communities in New York and beyond. Our work for nonprofit organizations through Lawyers Alliance covers issues such as contract advice and negotiation, tax, trademark and intellectual property, employment, and corporate governance advice.
Legal Aid Society
Our work with the Legal Aid Society enables our attorneys to profoundly impact the lives of New York’s most vulnerable residents in matters involving criminal appeals, access to special education, international asylum, and employment and landlord/tenant litigation, among other issues. In doing so, our attorneys regularly appear in state and federal criminal, civil, and administrative proceedings. Each year since 2005, Cahill lawyers have been recognized by the Legal Aid Society with its Pro Bono Publico Award for outstanding service to The Legal Aid Society and its clients.
Sanctuary for Families
Sanctuary for Families is a New York City-based organization that provides comprehensive services to nearly 17,000 victims of gender violence and their children each year. Cahill attorneys provide pro bono representation to Sanctuary’s clients in a variety of legal matters, including contested and uncontested divorce, orders of protection, child custody, and other relief.
Cahill’s work with Sanctuary for Families has a long international reach. A majority of Sanctuary’s clients are immigrants, and our attorneys have handled international custody cases involving over a dozen countries as well as other matters involving international and immigration law.
Cahill attorneys provide high quality, culturally sensitive legal representation that helps empower our clients to permanently leave abuse and rebuild their lives. Recently, several Cahill associates have been recognized by Sanctuary for going “above and beyond” in their work on these matters.
Street Law is a pro bono initiative that was established by Cahill attorneys to teach high school students about their legal rights. Through Cahill’s partnership with an Urban Assembly School in the Bronx, Cahill attorneys create and teach interactive lessons in various areas of criminal and constitutional law, with a focus on searches and seizures, pretrial procedures, trials, sentencing, and other practical topics, including students’ rights in schools. This initiative aims to empower students by providing practical advice for guiding them through potential encounters with the legal system, as well as the opportunity to share their experiences, voice concerns, and ask questions.
Veterans’ New Business Initiatives
In early 2014, Cahill launched the Veterans’ New Business Initiative — a pro bono program that was among the first of its kind in which the resources of a major law firm are brought to bear for military veterans who are in the early stages of starting small businesses. The experiences of the veterans we represent are as varied as their business ventures. Cahill has represented veterans of the Vietnam era, the Persian Gulf War, and the Global War on Terrorism in starting businesses ranging from the biotechnology, media and entertainment, and security consulting fields to restaurants and food trucks. Many of these companies are developing operations abroad or have international supply chains.
Through Cahill’s Veterans’ New Business Initiative, our attorneys have the opportunity to work as a strategic partner with a startup business owner and serve as an early-stage general counsel, handling issues related to business formation, contract advice and negotiation, trademark and intellectual property, employment, and regulatory compliance, among others. In doing so, our lawyers make a difference for those who are transitioning from the armed services to the private sector and utilizing the skills they learned in the military to make an impact in the marketplace.
Cahill Gordon & Reindel LLP
80 Pine Street,
- Head Office: New York, NY
- Number of domestic offices: 2
- Number of international offices: 1
- Worldwide revenue: $387,651,000
- Partners (US): 66
- Associates (US): 201
- Main recruitment contact: Donna Manion, Director of Legal Recruiting (dmanion @cahill.com)
- Hiring partner: Brockton B. Bosson and Sheila C. Ramesh
- Diversity officers: Stuart Downing and Susanna M. Suh
- Recruitment details
- Entry-level associates starting in 2018: 38
- Clerking policy: Yes
- Summers joining/anticipated 2018: 2Ls: 44
- Summers joining/anticipated 2018 split by office: NY: 44
- Summer salary 2018: 2Ls: $3,500/week
- Split summers offered? Yes, with government or public agencies.
- Can summers spend time in an overseas office? No
Main areas of work
Albany, Boston College, Boston University, Brooklyn, Columbia, Cornell, Duke, Fordham, Georgetown, George Washington, Harvard, Howard, New York University, Northwestern, University of Michigan, University of Pennsylvania and University of Virginia (with job fairs and write-ins from a dozen more).
Recruitment outside OCIs:
As a complement to our campus interview process, we review all additional direct submissions. We encourage candidates interested in our firm to contact us with inquiries about our Summer Program and associate opportunities.
Summer associate profile:
The firm seeks academically strong candidates who display good judgment, self-confidence and enthusiasm for the practice of law.
Summer program components:
Summer associates at Cahill gain first-hand experience of what it would be like to be an associate at Cahill. With substantive assignments and opportunities to gain valuable public interest work experience and attend client meetings, negotiations, court appearances and networking events, Cahill’s summer associates develop a true understanding of the firm’s practice. Formal and informal training, personal mentoring and comprehensive evaluations are components of the firm’s summer program.
This Firm's Rankings in
USA Guide, 2019
- Environment: Mainly Transactional (Band 3)
- Insurance: Dispute Resolution: Insurer (Band 2)
- Litigation: General Commercial: The Elite (Band 4)
- Litigation: Securities (Band 4)
- Litigation: White-Collar Crime & Government Investigations (Band 4)
- Media & Entertainment: First Amendment Litigation (Band 2)
- Tax (Band 4)
USA - Nationwide
- Banking & Finance (Band 1)
- Capital Markets: Equity: Manager Representation (Band 3)
- Capital Markets: High-Yield Products (Band 1)
- Capital Markets: Investment Grade Debt: Manager Representation (Band 3)
- Insurance: Dispute Resolution: Insurer (Band 2)