Cravath, Swaine & Moore LLP - The Inside View

New Yorker Cravath holds its perch as BigLaw's principal trendsetter.

PERHAPS more so than any other firm in our guide, Cravath comes with labels attached and a mythology in tow. It's a New York firm with an iconic business model, compact footprint, and a long list of enviable achievements in the world of BigLaw – taken together, that formula has held the attention of the legal market in a mighty grip. The aforementioned business model is called 'The Cravath System', and it sets out a firm philosophy that's focused on enduring success instead of rapid profit and growth. It has shaped Cravath's systems for hiring, training and compensating its attorneys, and you'll notice most firms borrowing from it in some way. A prime example: when Cravath took the decision to raise its first-year salary to $180,000 in 2016, the majority of BigLaw's players followed suit.

The firm's philosophy on growth is demonstrated by its size: it has only one international office – in London – to accompany its sole domestic base in New York, which houses just over 500 attorneys. It's a striking contrast to many of the flag-planting imperialists in BigLaw, but Cravath's ability to tackle stratospheric deals shows that what it lacks in physical size it can more than make up for in coveted expertise (see its recent work on British American Tobacco's jaw-dropping $97 billion acquisition of Reynolds for another perfect example). Chambers USA therefore places Cravath among the very best in the nation for its M&A, capital markets, securities, banking and tax work, while in New York it also snares top rankings for its media & entertainment, environment, and general commercial litigation practices.

The Work

Joining Cravath means embracing its rotation system, which requires associates to switch between groups every 12 to 18 months those in litigation tend to do the longer stints. It doesn't just apply to juniors: attorneys rotate around the houses until they settle down and make partner (some even continue beyond that point). “The rotation system was a big reason for joining the firm,” one associate told us. “It keeps things interesting, and it's not like you're in and out of groups, as multiple practices interact – it's all very interrelated.” The benefits of such a system soon become clear, as this source revealed: “When I interact with corporate attorneys on the other side, their eyes glaze over when it comes to things like financing – in comparison, we are fluent in all aspects of the deal.” While the first month in a new group can be “difficult” as associates get up to speed, juniors didn't feel “left alone in the wilderness: everyone's helpful, and the partners are very aware – they give you direction.”

Out of the second and third-year juniors on our list, almost 50% were rotating in Cravath's corporate practice, while around 40% were doing so in litigation; the rest were split between the tax; trusts and estates; and executive compensation and benefits groups.

“You can effectively run deals.”

Stellar M&A work is the firm's corporate headliner – but that doesn't mean associates working in that department are relegated to a minor role. Sources reported working in small teams on big deals, and highlighted “complete visibility: I was on all of the calls.” Our interviewees quickly progressed beyond due diligence. “As I began to wrap up my rotation I was given ancillary documents, like services agreements, and by the end I was given more significant operative documents to work on. You can effectively run deals, though the most senior person on the deal holds the pen on the main transaction document.” Other groups to sample in Cravath's corporate practice include private equity; capital markets; syndicated lending and restructuring.

Over in litigation, juniors also gave their responsibility levels the thumbs-up. “With every case there's been client interaction: from emailing to speaking with them in person. I've written more briefs than I can count, plus I've led conference calls and prepared witnesses for depositions. I don't know anyone at another firm who has done that.” However, associates reminded us that “it doesn't mean there's an absence of hierarchy. If you're the most junior person on a case you will still be doing some of the more administrative work.” Associates mentioned interesting work on cases related to benchmark-rate litigation and residential mortgage-backed securities claims.


With Cravath's identity wrapped up in its titular 'system,' associates drew lines between their day-to-day experiences and the firm's central tenets. With competition between partners quashed via lockstep bonuses, associates found that “you'll walk into a partner's office and half the time there will be another partner in there talking with them. Because our partners work together, it encourages associates to do the same – it's a tight-knit place” The rotation system produces a similarly cohesive effect. “With associates rotating through groups at different times, the sheer number of people you work with is really high.” The subsequent bonds formed prompted associates to say that “there's very much a small-firm feel.”

Much like the smallest of small towns, Cravath prefers its own people. Associates are never hired laterally, and law school recruitment is meticulously selective. “Everyone knows how we work here: we're completely available when we're working to a deadline and we put absolutely everything into that first draft – everything is very polished. When you deal with folks at other firms, that same drive isn't there. There's something nice about working at a firm that emits a consistent level of quality, competence and dedication to the job.” To sustain this approach, one interviewee affectionately admitted that attorneys tend to be “law nerds, who geek out about the exciting and unique elements of what we work on.” High-level matters mean that “people take their work seriously,” and a businesslike feel extends beyond the clean-cut suits that attorneys wear every day: “People are direct. If they don't like your work product, they will tell you.”

“There's something nice about working at a firm that emits a consistent level of quality.”

To reward that dedication, Cravath puts on some grand social events for its attorneys to enjoy. There's an annual party at Central Park Zoo, which lawyers can bring their families to, and every other year there's the legendary Cravath Prom. “It's like the fanciest wedding you've ever been to!” one associate enthused, while listing previous venues that have included The American Museum of Natural History and a fancy spot on Ellis Island. Themed monthly happy hours in the office provide a more regular opportunity for mingling as ever the firm sets the benchmark high, bringing in fancy catering from local restaurants for their office drinks. But, given the firm's famous work ethic, we weren't shocked to hear that “this is not the kind of place where people go for a drink every week after work.”

Hours & Compensation

“I encountered resistance to talk about hours during interviews at some peer firms, but people were candid at Cravath. Not everybody will thrive here – they want people who can self-select.” Yes, long hours are on the cards for all of Cravath's associates, but the well-publicized lack of a billing target brings some benefits. “I didn't realize how big of a deal it was until I saw how much anxiety it produces at other firms. I was slow this summer for a couple of weeks: it was great. I read to the end of The New York Times every day and watched every CLE I could. Because of the rotation system – where your work comes from partners rather than a central coordinator – you never have to look for work.”

However, there are also peaks as well as troughs, which are exacerbated because “this is not a traditional setting where they can throw another first-year on a deal. You are responsible.” Throw in the short-term needs of some demanding clients and our associate sources struggled to define a normal day, but a representative associate told us: “I tend to get in around 9.30am, and will generally leave around 9.30pm.” There is no average, though, and associates' hours fluctuated based on the stage of the case. All associates had a handful of all-nighters and forfeited weekends to their name, but didn't question the need to do it Cravath is, after all, a natural environment for high-achievers. One recalled “a trial that lasted two and a half weeks; everybody was at their desks around 9am, and we wouldn't step away until 4am. Many teams have a healthy and sensible view on what hours we should be working – with others that is less true.” Saving graces include “a concierge service for associates, which can drop off your dry cleaning or pick you up a coffee when you're closing a deal.” And with these demands, there's clearly no need for a face-time culture. Associates also noted an accommodating attitude toward vacation.


All Cravath attorneys share an office until their third year, and tradition dictates that whoever is the more senior occupant has the window desk. Sources told us the firm has recently given up one of the floors it occupies in the building, so “things are getting a little more cramped.” However, Cravath's home still has a rather palatial feel. “We're in a landmark building (Worldwide Plaza) and the interior has its own style. It's not unattractive or ugly, but it's not the modern style you would see in most offices either. If you picture a law firm from an old movie – all dark wood and beige tones – that's it. It has its own charm.” In the cafeteria, the movie theme continues as hungry associates are greeted by “some fun artwork: there are posters of films like Edward Scissorhands and Beetlejuice.” With its scarily subsidized prices, sources were pleased to tell us that “the cafeteria is great. Everyone gets on with the cafeteria staff and they put a lot of effort into the food. They do a pasta with stuffed peppers... I so need that recipe!”

Training & Development

New skills have to be learned each time an associate rotates between groups and partners. However, Cravath doesn't weigh down its roaming attorneys with tons of formal training. “Nobody has the time to hit pause and take a month-long seminar in banking,” said time-pressed juniors. “There are plenty of resources online – like precedents and fantastic CLE videos – but actually finding a moment to review them can be tough. You pick it up here and there.” Most learning therefore occurs on the job, and associates found themselves “calling on other people who – since they rotate in a different sequence – have the benefit of experience. That gets you through your first deal. It encourages collegiality and I now have a network of friends and colleagues to ask advice from.”

Pro Bono

“If you want to get involved in pro bono then it is there for you,” juniors reported. “There are newsletters that list available matters, including one that's devoted to corporate assignments, which is key given that a lot of pro bono is litigation-heavy.” Sources had also picked up pro bono work directly through the relationships they'd cultivated with partners. However, the general opinion among associates was that “pro bono isn't emphasized as much as it is at other firms. You have to go after it a bit if you want to be involved.” That said, sources still found Cravath to be “respectful of pro bono when you're working on it – the firm won't object to you getting involved.”

The firm works with organizations like the Innocence Project, the Montefiore Children's Hospital and Her Justice. We also heard of juniors working on “immigration cases tied to Trump's executive order and reform to the DREAM Act,” plus an interesting 'fair use' matter involving an artist who had lifted and exhibited other people's photos from Instagram. 

Pro bono hours

  • For all US attorneys: 25,838
  • Average per US attorney: 51


Interviewees felt that steps were being taken in the right direction on this front. “We have Faiza Saeed, who is our presiding partner now. Having Faiza at the helm is comforting for female associates.” However, our female sources in corporate were particularly keen to see an improvement in gender diversity, with some reporting that they'd “never worked with a woman partner” and were “oftentimes the only woman on the team.” In contrast, those in antitrust said that “the team is mostly female, so I've been lucky to work a lot with other women.”

“Having Faiza at the helm is comforting for female associates.”

Those involved in interviewing “saw candidates of all backgrounds coming through; I hope that we'll continue to see that level of diversity in our incoming classes and that it's maintained as those classes progress at the firm.” Sources also acknowledged that “we get the standard diversity and sensitivity training, which challenges us to address inherent biases.”

Strategy & Future

Though the firm tends not to hire partners laterally, “when it sees fit it won't sleep on opportunities,” associates revealed. There have been very rare partner hires in the past, and at times Cravath has brought in lawyers as counsel instead. One recent example is Evan Norris, who previously served as director of the DOJ's task force that investigated claims of corruption and bribery at FIFA (the international soccer governing body). Despite this strong preference for its own associates joining the partner ranks, sources felt that “most people don't come in eyeing the partnership.” A common target among interviewees was the fifth or sixth-year mark, and with Cravath's prestige, many looked forward to “the excellent exit opportunities.”

"We know what we're good at.”

Associates are kept up-to-date at regular town hall meetings, but when it comes to strategy sources reiterated to us that “the core aspects of the firm don't change much.” Corporate hiring partner Scott Bennett confirms: "We know what we're good at. We don't venture too far afield. If we move into something new, it's more of an evolution; it will be an extension of a product we currently offer."

Get Hired

You'll often hear it said that an interview is as much about the interviewee getting to know the firm as it is an assessment of the candidate. Perhaps that explains Cravath's approach to callback interviews. “It's a whole day,” associates informed us, with one recalling that “they brought me in around 10am and I didn't leave until around 7pm!” But normally they end a couple of hours earlier. Interviewees therefore get plenty of time to measure the firm against any preconceptions they might have. As we mentioned at the outset, Cravath has quite the reputation. “I had heard some not so great things: that it was tense and competitive, and really not my scene,” revealed one source. “But I did the interview, and I found that I got on very well with the people.” The length of these interviews gives candidates a chance to have a more human interaction with multiple lawyers at the firm, and to evaluate Cravath off the back of these meetings.

Making a connection is key, as this associate demonstrated: “I hit it off with a few associates and most people I know who ended up with an offer had an outstanding conversation. I chatted for two hours in one interview: the partner said we'd talk half about work, half about life. We talked for an hour about music and I really learned a lot about him.” The day is loosely structured, with juniors telling us that “they shoot for about five interviews over the course of the day. There's no pre-set schedule of who your interviewers are going to be. It's done on the basis of who is available. More importantly there is no fixed period of time – the interview is as long or as short as the interviewer deems necessary. One of my callback interviews went on for an hour and a half, and someone had to call us to ask us to stop! Another was about 15 minutes long. There's less pressure on both sides. When you know you don't have to talk for X amount of time it makes it a lot easier to have a natural conversation.”

Notable summer events: During previous summers, our social activities have included a party at the Central Park Zoo, Broadway shows, SPiN ping pong tournament, Hudson River Sail, the Apollo Theater, Shakespeare in the Park and opportunities to attend various sporting events, among other gatherings.

Interview with Michael Paskin, Litigation Hiring Partner, and Scott Bennett, Corporate Hiring Partner:

Chambers Associate: How have the past 12 months been for the firm? Are there any particular highlights you would like to talk about?

Michael Paskin:  On the litigation side we've seen a continuation of what we had in 2016: an incredible level of work that has been quite diverse. We have been lead counsel to Qualcomm in antitrust matters relating to its patent licensing and modem chip businesses, including high-profile cases filed by Apple and the FTC – that are scheduled to go to trial in California in late 2018. We're also representing Credit Suisse in all of its RMBS litigation, which has been going on for some time but it's now heading to trial. Credit Suisse is one of only a handful of banks willing to fight it to the trial stage.

Some areas that have been particularly active, that maybe represent an uptick from our historical patterns, include government investigations and IP, especially in the healthcare and pharmaceutical space. In the investigations space, John Buretta is working on the Takata airbag recall, which has been a significant engagement for the firm. We also represented Telia in its settlement with the DOJ, in what was one of the largest FCPA resolutions ever. On the intellectual property side, we represented Amgen in one of the first cases to proceed under the Biologics Price Competition and Innovation Act, bringing to market the first approved biosimilar of Humira, the world’s largest-selling drug.

Scott Bennett: We have three basic areas of practice: M&A, capital markets and credit and banking. In M&A, in 12 months we've done nearly $600 billion in deals. We've worked on AT&T and Time Warner, and J&J’s acquisition of Actelion, the largest deal in its 130-year history — so it's been a very active year. Over the same period on the capital markets side, we had a quarter of a trillion dollars in offerings, and in credit and banking we did 50 acquisition financings.

CA: Is there an area of law that is particularly exciting at the moment, and one that you think the firm will be targeting?

MP: Speaking from the litigation side, we don't necessarily target areas of law. We want to be the firm of choice for our clients’ most important issues and challenges. We look at our clients and what is going on in the broader economy, and our work evolves with that landscape. As we have seen the market needs evolve on the litigation side, one thing we have consciously done is augment our abilities in the investigations space as that has grown as an area of focus for our largest clients.

Some of our IP work is also really the result of things we were seeing in the market. Pharmaceuticals and biopharma, for example, form one of the largest parts of the global economy. If you talk to GCs, the most important issues for them are protecting and enforcing IP rights, so if you want to be the counsel of choice in that space, that's the type of work you need to do. We have been doing that work successfully, and it's not specifically something we are targeting but we're keeping our finger on the pulse of the economy and the needs of our clients.

SB: It's similar on the corporate side. We're quite disciplined. We raise money, and buy and sell things. We know what we're good at, and we don't venture too far afield. If we move into something new, it's more of an evolution; it will be an extension of a product we currently offer. One example: we're expanding our restructuring capabilities for clients facing issues triggered by financial distress, which is a natural extension of our M&A and banking practices, as well as our litigation practice. The work isn't a wholesale move into a new practice, but allows us to take existing capabilities and offer clients expertise on matters involving DIP and exit financing, bankruptcy M&A, and municipal and sovereign restructuring. Our representation of Argentina in its sovereign debt litigation settlement and restructuring is a great example of this work, and a cross-department effort to achieve a great result for our client.

CA: What effects has the firm seen from Trump's presidency so far? Would his drive for deregulation help the firm?

MP: On the litigation side, it can take a while to feel the effect of things like this. Antitrust enforcement, for example, can be heightened or decreased depending on the administration, but in the work we have seen so far on the investigations side, where we are facing government agencies, we haven't seen a whole lot of change in the approach to existing matters. The approach to prosecuting these big matters is as zealous as it was a year ago. It may be that on the margins there are certain new issues and investigations that agencies may choose not to pursue, but we've not seen a significant change at this point.

SB: From corporate there has not been a large direct impact, as we are more reliant on the markets reacting. Valuations remain high and the capital markets are doing well. There certainly was some disruption around the time of the election and the unexpected result but that eventually smoothed out.  Now we are seeing clients deal with significant tax code changes and other impacts from new policies (i.e., tariffs).

CA: You made a rare lateral hire this year, bringing in Evan Norris. Since these lateral hires are so rare, what are the criteria?

MP: We don't hire laterals as a general rule. Really, in mainline corporate transactional and litigation, we haven't hired any lateral partners. Our lateral partners have tended to be extremely unique candidates in more specialist areas.

In the investigations practice, one way in which the market has developed is that, in terms of the agencies you interface with, plus the perceived need from clients, there is a market demand for government experience. As much as our internal philosophy is that we can learn how to do anything you need to do as a lawyer within these walls – and I think we do a good job to teach people to be generalists – in the area of investigations, the market is calling for something different.

The credentials Evan brings to his role as counsel at Cravath, from both his general experience as a prosecutor and as the lead prosecutor on the FIFA case, are emblematic of the way that our practices have evolved in order to meet the needs of our clients over the years.

CA: The firm has enormous amounts of prestige – and so many people have preconceptions about it – are there any opinions you've encountered about the firm which you would like to argue against?

MP: One of the things that drew me to Cravath when I was interviewing 24 years ago was that this was the firm everyone talked about. Firms that were competitors actually tried to say bad things about Cravath and suggested why I should go elsewhere, and others talked about it as the greatest place in the world where you could learn to become the best lawyer. The experience I have had here, and the interactions I have had with lawyers from other firms, makes me believe that nobody competes with us on the following grounds: there is no place like Cravath in terms of having the best experience and working on the best matters for the best clients.

There's a lot of hearsay, like "they work too hard," or "they have a rotation system and there is less control over who you work for." A lot of those notions take advantage of the understandable insecurity and anxiety law students may feel as they look to start their careers.

However, when people come here as applicants for callback interviews, they get a whole day to learn about the firm. We want candidates to understand what our lawyers are like, how they interact, and what they are doing. Our interview process is geared toward that goal. I think a lot of the myths of Cravath as a scary place get dispelled in that process. Candidates come here and see that we have a firm comprised of smart, hard-working people, who are committed to doing the best work they can for clients, and are committed to a structure where associates learn to contribute to that and turn into sensational lawyers. Most applicants find that attractive and the key to success.

SB: One thing I would add is that when I meet people in recruiting, it is clear that law students identify us among a bunch of firms that are thought of as 'white-shoe.' The fact that we've been around for nearly two hundred years may feed into that, but I believe it's the least true with us. You hear from people on interview day – they will tell you that they had a notion of us being stuffy, and then they come in and are astounded by the fact that it isn't that way at all.

CA: How much of an influence does clerking have on a candidates' chances of making it into the firm?

MP: Clerkships are valuable experiences, especially on the litigation side. A significant proportion of incoming associates are interested in clerking, and we certainly encourage them to do so. About a third to half of our litigation associates either clerked or worked between law school and coming here.  Being a clerk is an interesting and valuable experience, but by no means a prerequisite for being an associate or a partner here.

SB: On the corporate side, the percentage of the population that clerks is relatively small.

CA: What is most important for applicants to know about Cravath?

MP: Understanding the rotation system and how we assign work is crucial, as we do things differently. Associates, including summer associates when they show up, are assigned to a partner. In litigation, it's technically one partner, and in corporate they are assigned to a team of partners who work together consistently. The idea is that each associate is part of a small team working on a relatively focused set of cases or deals. You rotate and work for a different partner and a different team, doing different work with different clients. The idea is that over time not only will you work with a lot of partners so that they know you, but you will also have done more varied work, had more varied training and have more clients that you've worked for when you reach the end of your tenure.

We're confident our rotation system helps develop skilled lawyers who can jump into anything. What is most valuable is the willingness to dig in and to have a curiosity and interest in the work we're doing. The more our new associates can roll up their sleeves and work out the answers, the more development opportunities they get. We are not at all hierarchical. Within the team there are no rules about what sort of work gets done by different years of associates. There are simply people who are available to help get the work done. If a first-year shows he or she can run a matter on their own and take depositions or argue in court, we will find opportunities for them. That would be the lesson that we try to impart to applicants, summers and junior associates. The more you show you can do and the more you show enthusiasm about taking on responsibility we think you can handle, the more you will develop.

CA: In order to thrive at Cravath, what do you think the most important quality is for an associate to have?

SB: There are a lot of ways to be successful. There is no Cravath type. We say it in recruiting but it's true. It helps if you are excited to learn, if you have judgment, if you can focus on what it is that's important, and if you can see the big picture and not get caught up in minutiae. You should be hungry and willing to take on challenges in circumstances where, as an associate, you may not think you are ready. It also helps to be resilient. You have to learn to  shake off a few mistakes and keep progressing. We all make mistakes and it is part of the learning process.

Pro Bono

Notable pro bono opportunities (schemes, client affiliations etc.)

Children's Hospital Programs -

Our lawyers team with doctors and social workers at The Children's Hospital at Montefiore and Children’s Hospital of New York-Presbyterian to provide free legal services to sick children and their families. This program was developed by a pediatrician, who noticed that his patients’ health problems often went beyond traditional medical care, in an effort to provide legal services to families regarding issues that affect children’s medical conditions. 

Her Justice -

Cravath has worked with Her Justice since 1997 to provide a range of free legal services to women in need, in the areas of matrimonial and family law, as well as immigration. We work closely with Her Justice to help train young lawyers in areas of law relating to women’s rights inside and outside the courtroom. We also partner with in-house counsel from clients to handle these pro bono cases.

Cystic Fibrosis Project, Inc. (the “CF Project”) -

Cravath attorneys assisted in incorporating and obtaining tax exempt status for the CF Project, which aims to improve the health and life of cystic fibrosis patients in underdeveloped areas of the world. Cravath continues to work with the CF Project, assisting individual patients and their guardians in obtaining U.S. visas, allowing them to travel to the United States to receive the outpatient treatment.

Cravath, Swaine & Moore LLP

Worldwide Plaza,
825 Eighth Avenue,
New York,
NY 10019-7475

  • Head Office: New York, NY
  • Number of domestic offices: 1
  • Number of international offices: 1
  • Partners (US): 84
  • Associates (US): 412
  • Contacts 
  • Main recruitment contact: Lisa A Kalen (
  • Hiring partners: Michael A Paskin, D Scott Bennett
  • Diversity officer: Kiisha J B Morrow
  • Recruitment details 
  • Entry-level associates starting in 2018: 92
  • Clerking policy: Yes
  • Summers joining/anticipated 2018: 1Ls: 5, 2Ls: 82, SEO: 2
  • Summers joining/anticipated 2018 split by office: NY 87
  • Summer salary 2018: 1Ls: $3,700/week 2Ls: $3,700/week
  • Split summers offered? Yes
  • Can summers spend time in an overseas office? Yes

Main areas of work

 Corporate, litigation, tax, executive compensation and benefits, trusts and estates.

Firm profile

 Cravath is known as one of the preeminent law firms in the country. Each of our practice areas is highly regarded and our lawyers are widely recognized for their commitment to the representation of our clients’ interests. We believe the development of our lawyers is our most important long term objective. Our partners come almost exclusively from the ranks of our own associates. We recruit the most talented law students and have our partners directly train the next generation of associates. Through our rotation system – a system in which corporate associates ‘rotate’ from one practice group to another and litigation associates ‘rotate’ from one partner to another – associates work directly with a small team of partners and associates. We have found that this system enables even our most recently hired associates to work directly with our clients and to quickly assume substantial responsibility for important matters, while at the same time preventing undue specialization.


Law Schools attending for OCIs in 2018:
Berkeley, Boston College/Boston University Job Fair, Brigham Young University New York Interview Program, Cardozo, Chicago, Columbia, Cornell Job Fair, Duke, Emory Job Fair, Fordham, George Washington New York Job Fair, Georgetown, Harvard, Harvard BLSA Job Fair, Howard, Lavender Law Career Fair, LeGaL LGBT Career Fair, Michigan, Midwest-California-Georgia Consortium, Northeast BLSA Job Fair, New York University, Northwestern, Stanford, Texas, Texas New York Job Fair, Tulane/Washington University Job Fair, Vanderbilt Job Fair, University of Pennsylvania, Virginia, Yale.

Recruitment outside OCIs:
Clerkship hiring

Summer associate profile:
Our summer program is designed to provide law students with an experience that mirrors the life of a first year associate. Summer associates experience the day-to-day working life of a Cravath lawyer and gain valuable hands-on experience working directly for, and with, our clients.

Summer program components:
Prior to the summer, we collect department and assignment preferences (type of matter or practice area, specific teams or partners). Upon arrival, summer associates are assigned to a partner from their selected department, along with an associate mentor. This partner is responsible for assigning work, providing feedback, integrating summer associates fully into their teams and ensuring that the experience resembles that of a first-year associate.

Additionally, there are a number of social and cultural activities including a party at the Central Park Zoo, Broadway shows, Hudson River Sail, the Apollo Theater, Shakespeare in the Park and various professional sporting events.

Social media


This Firm's Rankings in
Chambers USA Guide 2017

Ranked Departments

    • Antitrust (Band 2)
    • Corporate/M&A: The Elite (Band 1)
    • Employee Benefits & Executive Compensation (Band 3)
    • Environment: Mainly Transactional (Band 1)
    • Intellectual Property: Patent (Band 3)
    • Litigation: General Commercial: The Elite (Band 1)
    • Litigation: Securities (Band 1)
    • Media & Entertainment: Corporate (Band 1)
    • Tax (Band 1)
    • Antitrust (Band 3)
    • Banking & Finance (Band 1)
    • Capital Markets: Debt & Equity (Band 1)
    • Capital Markets: High-Yield Products (Band 3)
    • Corporate Crime & Investigations (Band 4)
    • Corporate/M&A: The Elite (Band 1)
    • Employee Benefits & Executive Compensation (Band 4)
    • FCPA (Band 5)
    • Intellectual Property (Band 4)
    • Securities: Litigation (Band 1)
    • Securities: Regulation (Band 4)
    • Tax: Corporate & Finance (Band 1)