DLA Piper LLP (US) - The Inside View

'Gee, Brain, what do you want to do tonight?' 'The same thing we do every night, Pinky – try to take over the world!'

AFTER Destiny’s Child released their fourth and final album in 2004, the world was ready for another powerful trio to seek global domination. Fortunately, three law firms based in San Diego, Baltimore and London were hatching a plan. In January 2005 their destiny was fulfilled, and through the largest merger in legal history the catchily named DLA Piper Rudnick Gray Cary was born. Now named DLA Piper, this firm has proved itself to be a real survivor. It’s currently one of the world's largest by head count, with over 4,000 attorneys in 40 different countries around the world, and 28 offices in the US alone.

"...the resources of a large firm and the culture of a smaller one.”

DLA tops the charts in a menagerie of practices, with number one hits including franchising, corporate & commercial and real estate in Chambers USA. The firm is ranked in 16 US states across a wide range of practices, from corporate in California to technology in Texas. We all know size isn’t everything, but try telling that to DLA’s latest recruits: “I knew I wanted to work for a big firm, and well, they’re one of the biggest.” It wasn’t just the firm’s global reach that attracted associates, however. DLA's local expertise across multiple locations coupled with its friendly reputation drew juniors, who told us: “I wanted to work somewhere with the resources of a large firm and the culture of a smaller one.”

The Work

DLA's main practice areas are corporate, employment, finance, IP & technology, government affairs, litigation, real estate, restructuring and tax. The majority of the second and third-year associates on our list were split between litigation and corporate, but the firm's real estate group also took on a significant number. The associates all meet for a two-day orientation (most of this years' interviewees had headed off to Chicago for theirs), and as of fall 2017 many associates will join the ‘First Year Associate Practice,’ which enables entry-level juniors to get work from across the firm’s different practices during their first year. At the end of this period they join a specific practice group. Hiring partner Tina Martini tells us: “We piloted it in our Chicago office, and it met with tremendous success so we are rolling it out on a more national basis this fall. It helps attorneys to ensure that when they move into a new practice area, it’s in an area in which they are interested. It also ensures that the attorneys in various groups have had the opportunity to get to know associates by the time they are second years.”

In litigation, typical tasks include document review, drafting motions and interview outlines, drafting letters to bodies like the FCC and FCPA, and court filings. One associate told us: “I had a meeting with a partner and a client in the first few weeks and more recently I’ve been visiting client offices and reviewing potential witnesses.” Others said: “On a more local level I’ve been directly involved with attorneys of record, which is great because I’ve been able to get experience arguing in front of a judge while the partner sat next-door.” While some associates appreciated getting a wide range of experience, others felt like they didn't have time to get comfortable: “One complaint I have is that I feel like I’m doing everything for the first time.” They added: “No associate’s ever going to say they’ve had enough court experience but when I look at my peers at other firms I’ve had much more. You don’t have to steamroll your way into it but if you don’t ask you won’t get it.”

"You get real substantive work right away."

Over in corporate, juniors told us: “It’s pretty standard for first-years to take on a large role in the diligence process as well as ancillary documents.” Others added: “I think the team is great at mentoring and giving us good experience drafting things for clients.” Other typical tasks include preparing consents for transactions and assisting managing main agreements as well as managing smaller operative documents. Teams in the firm’s smaller offices benefitted from the leaner teams, saying it meant that “you get real substantive work right away,” whereas those in larger offices like New York felt: “you have less of a clear and defined role as a junior.” Another associate said that responsibility can vary from client to client: “With startups in particular you get to manage those relationships in a ton of ways, from client meetings to unsupervised emails.” Clients range from local businesses to international companies, so there is often interaction with DLA’s other US offices, and juniors said that they had experience working with clients and authorities in multiple jurisdictions: “I’m in contact with people in Europe and Asia very regularly.”

Culture & Offices

Most juniors are split between DLA’s Chicago, New York, Washington DC, San Francisco and Palo Alto offices, with the rest dotted between the firm's many other domestic bases including Boston, LA, Miami and Houston. The Chicago office recently relocated to a swanky riverside building, and New York is currently in the middle of major renovations. Associates emphasized the differences between locations, telling us: “Each office has its own culture and personality.”

"It would be ludicrous to impose a single culture."

Because DLA is the result of multiple mergers, often the core cultures of offices are from legacy firms.” Lawyers in Boston said that more people worked from home than in New York, for example, and the dress code varies from office to office. In Baltimore the office is in a much more suburban location than some of its counterparts: “It’s very bucolic, just outside the city limit and overlooking a forest.” Juniors in Washington told us: “Our motto is that our reach is global and we have the resources of a global firm, but our partners all have local expertise.” Managing partner for the Americas Stasia Kelly told us: “We have the maturity to recognize and promote differences in culture while being collaborative across our global platform.”

Juniors in New York told us: “We’re sort of going through a cultural transition because we’ve just moved floors. Before we were segregated between separate floors but there’s already a totally different energy now that everybody’s closer together.” Because of the number of laterals DLA brings in regularly, many associates told us that the firm is a melting pot of firm cultures. However, they also said that “the firm by virtue of interaction encourages people to get to know each other. I’ve got to know senior partners through social events.”

“I’ve been thrilled with the amount I’ve laughed here.”

I’ve been thrilled with the amount I’ve laughed here,” one first-year told us. “The firm has a culture of collaboration and a friendly and open atmosphere.” Another added: “Everybody has the expectation of doing great work but there’s also willingness to support you outside of office life.” We heard about a wide range of social events, from dragon boat races and 5K runs for charity to cocktail evenings and dinners.

Training & Development

There’s the expectation from the get-go that partners are always there to talk to you, which is outstanding,” one source told us. “They make a serious effort to inject learning opportunities into your day-to-day practice,” they continued. The firm has recently set up a shadowing program so that associates can sit in on meetings and calls and attend trials, without the hours being billable to the clients – juniors can, however, pick up billable credit for these hours (up to 30 hours for first and second years).

There are three levels of associate academies that juniors undertake in their first three years. The first of these, the aptly-titled 'New Associate Academy,' gathers all newbies in one location and provides them with a series of training sessions over three days; the sessions are designed to help incoming juniors bridge the gap between law school and practice, and external consultants are brought in to help equip these fledgling lawyers with the skills they'll need. Back in their home offices, juniors can take advantage of in-house training programs. “They’re usually one-hour training sessions where lunch or breakfast is served. They tend to be broadcast from Southern offices. I’ve found them very useful.” When associates log 100 hours, relevant partners are automatically prompted to provide feedback. Associates commented, however, that “oftentimes the feedback system’s not fully utilized, so I think we could definitely use more constructive criticism.”


This year saw the introduction of a new diversity and inclusion initiative at DLA which included the implementation of the Mansfield rule, which dictates that 30% of those being considered for leadership roles must be women or minorities. The firm has also hired a professor from NYU for mandatory firm-wide training on D&I, with associates and partners being sent to New York. “It’s really important that people become aware of their unconscious biases,” associates agreed.

“DLA really values a global outlook."

Juniors also told us: “There’s a diversity retreat every other year which is really cool. Last year’s was in Texas and included the Puerto Rico office. Instead of talking about the lack of diversity they taught us about working on skills development and on retention, which was a really interesting way of approaching the issue.” There are also affinity groups in individual offices. Finally, associates told us: “DLA really values a global outlook and has a strong commitment to diversity because of the international nature of the firm.”

Hours & Compensation

The billing target at DLA is 2,000 hours. “It’s pretty industry standard, but I think DLA could be better at allowing non-billable work to count toward targets.” Most associates told us that their hours were pretty steady, with the occasional late night or weekend spent working: “My wife might not agree but I’d say I have an acceptable work-life balance.” Another added: “Most weekends I don’t open my computer except to check my emails. Partners think ahead about prioritizing matters rather than putting something on your desk at 8pm.”

“My wife might not agree but I’d say I have an acceptable work-life balance.”

The salary at DLA is market (varying slightly between offices), and bonuses are based on hours and performance ratings. “I would like more transparency when it comes to bonuses,” one associate told us. “They use a formula but we don’t have any visibility on it.” There is no formal vacation policy but the majority of people we interviewed said that they preferred the system, adding: “People respect your vacation times and social commitments.”

Pro Bono

According to one enthusiastic associate, DLA Piper is “astonishing” when it comes to pro bono. “The firm is a lot more supportive of pro bono work than some of its peers, and you get the opportunity to do a ton in your first year.” Juniors are expected to complete a minimum of 60 pro bono hours, and up to 100 can be counted as billable, although extensions can be requested. When associates first join they’re put on the pro bono helpline. Juniors in Baltimore told us that they work with parents and families from disadvantaged schools in the area. “The issues range from criminal problems to bankruptcy, and junior associates are the first port of call.”

Interviewees also mentioned the new project in which attorneys are sent abroad to teach law students. Some of this year’s recruits were headed to Ethiopia, we were told. We also heard about work in food banks, doing advocacy on asylum cases, representing people in guardianship cases, writing briefs at the Supreme Courts and working on a prisoner civil rights investigation. “It’s really invaluable to have all the firm’s resources at my disposal. There was a much faster turnaround than the state would have had because I had teams of secretaries and paralegals.”

Pro bono hours

  • For all US attorneys: 117,000
  • Average per US attorney: 74

Strategy & Future

With another flurry of mergers in 2017, DLA shows no sign of complacency. Managing partner for the Americas Stasia Kelly tells us: “Everything we do is in an effort to position ourselves as a firm that is a trusted adviser in the boardroom and can provide support to our clients wherever they are or are doing business.” She continues: “There’s a lot of commoditization going on at peer firms, but we’re positioning ourselves as advisers on a more sophisticated level. We will also continue to innovate as we increasingly position ourselves as a global legal enterprise that is on the cutting edge of the practice and business of law.”

Get Hired

We’re looking for people who are excited to take on responsibility and be as valuable as possible,” associates involved in recruiting at DLA told us. “There’s an expectation that people won’t just work here for a year and then leave, so we want people who have a dedication to the city they’re in as well as the firm.” A junior in DC told us: “At the bottom of a resume there’s space for additional information, and my advice would be to use that for something that makes you stand out, like baking or what you like to read instead of a class you took or being able to use Excel.”

Other associates added: “Because DLA is so big it’s important to get to know the office you’ll be working in. They all have their own character and culture.” Finally, we heard: “It’s pretty intangible but personality is a huge factor. If you’re not pleasant to work with you might not get to stick around.”

Hiring partner Tina Martini told us: “The ideal DLA lawyer is resilient, nimble and committed to excellence.” She added: “We are looking for talent that is likely to succeed at the firm over the long term, and qualities and characteristics that go beyond academic excellence. We use behavioral interviewing techniques where we talk about the spirit of the firm and who we are and ask questions to try and get a sense of what makes candidates tick and whether they have a 'fire in the belly.'"

Notable summer events: Local activities in each office hosting a program including a variety of sports events, dinners at restaurants and partners houses and cultural events.  Capstone of program is the firmwide summer associate retreat in varying locations (Chicago last year) for our summer associates.

Interview with managing partner Stasia Kelly

Chambers Associate: Have there been any highlights at the firm over the last 12 months you’d like to tell us about?

Stasia Kelly: One highlight continues to be the fact that we are expanding a client base that gives us more meaningful work. The message now is more that DLA Piper is playing in the boardroom as trusted advisers as opposed to just being viewed as a vendor for customers. We continue to move forward in a very positive way with matters that are increasingly sophisticated.

In addition, the introduction of our diversity and inclusion initiative and the adoption of the Mansfield rule have been important developments. Our track record with diversity hasn’t been stellar, so we’ve implemented this rule that means we will consider at least 30% women and attorneys of color for leadership and governance roles, equity partner promotions and lateral positions. It makes sense logically that if the pool is diverse by nature it should lead to more diversity and inclusion. Increasing diversity should be part of the fabric and the culture of the firm, and we’ve started this initiative in conjunction with an NYU law school professor who will be rolling out training across the firm for leaders and associates throughout the next year.

CA: Where do you see the firm heading over the next five years?

SK: Everything we do is in an effort to position ourselves as a firm that is a trusted adviser in the boardroom and can provide support to our clients wherever they are or are doing business. There’s a lot of commoditization going on at peer firms, but we’re positioning ourselves as advisers on a more sophisticated level. We will also continue to innovate as we increasingly position ourselves as a global legal enterprise that is on the cutting edge of the practice and business of law.

CA: How would you define the culture of DLA? What sets the firm apart?

SK: The success of the firm is in weaving together the many regional cultures we embrace into a firm culture that supports our ethos and strategy and that of our clients. We have the maturity to recognize and promote differences in culture while being collaborative across our global platform.

There are of course overarching cultural behaviors that we encourage. Collaboration encompasses teamwork and collegiality, which enables people to be good lawyers and work with other offices around the world. In the end, this is what best serves our clients. It also provides the umbrella under which our culture can be fitted and helps us to get the best out of each of the different cultures that we deal with.

CA: How do you encourage collaboration between offices?

SK: By example as firm leaders – who work on a daily basis with our international colleagues – and by communicating the successes of our teams working across jurisdictions and borders on complex, high-stakes matters for our clients.

CA: How would you describe the ideal DLA lawyer?

SK: Someone who not only has impeccable personal character but more importantly has the kind of experience, presence and profile to conduct themselves as a trusted adviser. There are a lot of bright and intelligent people but that doesn’t necessarily translate into being a good lawyer. You need to be able to instil confidence in clients and colleagues. We’re looking for someone with great judgment who understands what clients are looking for, is able to forge relationships with clients and colleagues, and who is able to see where the practice of the law is headed. It’s a bundle of talents and skills that isn’t easy to find and it’s a bit non-traditional for law firms. We’re looking for the whole package of someone who is well positioned to work with us to reach their full potential.

Interview with hiring partner Tina Martini

Chambers Associate: How many associates and summers do you take on each year?

Tina Martini: We tend to onboard between 60 and 70 associates per year. That number includes lateral associates that join us as well as associates who have just graduated law school. The majority tends to end up in New York, Chicago, Northern California, Baltimore and DC, since those are our biggest offices, although we have new associates start in most of our offices each year.

The number of summer associates ebbs and flows but it’s usually around 50, including rising 2Ls and people finishing their first year.

CA: Interviewees have mentioned a new associate shadowing program; can you tell us a bit more about that?

TM: Associates are able to work alongside an attorney or partner going to court, client meetings, negotiations and so on, so that they can get real hands-on training that they might not get in a typical day. Being in the room for those kinds of interactions is a critical part of development because activities such as being before a judge or in negotiations is how you really learn to stand on your own. Associates get billable hours for some of those activities.

CA: We’ve also heard about associates going into a pool when they start at the firm and trying out a range of practices. Why has the firm decided to do this?

TM: We have set up the New Associates Practice, which is a framework through which our associates who have just started practicing can get work across the firm from departments such as corporate, real estate, litigation and so on. They get the chance to work with different attorneys and try out different areas. We piloted it in our Chicago office, and it met with tremendous success so we are rolling it out on a more national basis this fall. It helps attorneys to ensure that when they move into a new practice area, it’s an area in which they are interested. It also ensures that the attorneys in various groups have had the opportunity to get to know associates by the time they are second-years. There aren’t many other firms that are doing this, and we are very excited about it.

CA: Are there any distinctive features about your summer program?

TM: Our summer program is terrific. It’s a product of the firms that have come together and made DLA Piper into the firm it is today. We pride ourselves on giving summer associates an accurate snapshot of what it’s like to be a lawyer here. We take a balanced, thoughtful approach to our program, and we schedule activities such as dinners, sports outings and an all-summer associate retreat. This year’s retreat was in Chicago and it’s a real highlight. It’s aimed at familiarizing summers with the firm and things like pro bono, diversity and inclusion and team-building. It’s also a great chance to get to know senior leadership. Unlike firms with massive summer associate classes, we try to think about the type of people we want to hire, so we really take a good look at what our needs are when we start our summer program. Unlike some of our peers who plan for high attrition rates, we hire people to whom we are committed, particularly from a development and training perspective, and our numbers are in line with that. Another distinctive feature of our summer experience is our client visit program.  We arrange for our summer associates to do client visits and to get to know them over several days, which is very strategic from a number of different perspectives, including giving people experience of clients and their work.

CA: What is the firm doing to encourage diversity?

TM: We have a diversity and inclusion team and a partner that spearheads those efforts. In terms of infrastructure, there are people on a national and local level who help to execute on that strategy. From a summer associate and associate recruiting standpoint, we do various job fairs, outreach programs and activities relating to recruiting for our summer program. We also do specialized outreach to student groups at various schools, with activities like cocktail receptions, panel sessions and one-on-one mentoring. We partner with schools and student groups in order to meet students and start developing relationships, as well as running internships. Sometimes we hire interns as summers and then as full-time associates.

To use Chicago as an example, we have also partnered with legal trade associations which run attorney diversity programs, so we have some of our lawyers meet students and develop relationships with them. It’s been a terrific way to develop and deepen relationships with clients and to create meaningful ties to trade associations.

CA: How would you describe the ideal DLA lawyer?

TM: I love that question! Whether it’s lateral hiring or on-campus interviewing, the baseline is that we interview a lot of very academically accomplished candidates. We are looking for talent that is likely to succeed at the firm over the long term, and qualities and characteristics that go beyond academic excellence. We use behavioral interviewing techniques where we talk about the spirit of the firm and who we are and ask questions to try and get a sense of what makes candidates tick and whether they have a 'fire in the belly.' The ideal DLA lawyer is resilient, nimble and committed to excellence. Life and business are full of surprises, and sometimes things don’t go to plan. In these instances, self-correction needs to happen and that’s what our clients expect. We also want people to go the extra mile and have excellent client-orientation skills.  Sometimes people don’t have directly relevant experience but if they can demonstrate commitment, be collaborative and have an understanding of the firm that goes beyond research, that’s something we look for. All of those qualities go into being able to develop into a trusted adviser, and at the end of the day that’s what we are in business to be. We’re the ones clients call in the middle of the night – they need to be able to trust in our legal experience, knowledge and understanding of their business and that we won’t stop until we get to the finish line.

CA: Is there anything you’d like to add about becoming an associate with DLA Piper?

TM: We are a truly global firm. Being global is in our DNA, unlike other firms who have simply added more offices over time. It’s the essence of who we are, which means there’s a seamlessness to what we do across the US and globally. We are not just a law firm; we are trusted advisers working on high-stakes matters which often have global implications. Associates get tremendous experience very early on. In addition to formal training, we have day-to-day training and lean staffing models which mean that associates get as much experience as possible early on because we are delegating as much as we possibly can from the beginning. The environment is very entrepreneurial, which is a spirit borne of our legacy firms. Associates are able to create their own destiny and their own practices, which enhances the associate experience. Our brand is really evolving and has been on a steep trajectory over several years. We have been recognized as a quickly evolving brand and we are favored by many clients, which shows we have a strong consumer impression.

Pro Bono

Notable pro bono opportunities:

As a firm, we pioneered the signature project, concentrating our pro bono and community engagement work in specific areas of need: Advancing Education’s Promise, focusing on education; Serving Those Who Serve Our Country, addressing the special needs of veterans; Feeding The Hungry In Our Global Neighborhood, working to combat hunger; Advocates Against Intimate Partner Violence, assisting survivors of intimate partner violence; and Second Chances for Juveniles, focusing on juvenile justice.  Signature projects have allowed the firm to make an impact on issues of great concern to our communities in a more focused and effective way, while also creating a team spirit among the lawyers and staff working on them. In addition, we are involved in pro bono projects for hundreds of nonprofit organizations, including food banks, women’s shelters, immigration help centers, legal service clinics and emergency assistance organizations.

In 2011, we established the DLA Piper/Krantz Fellowship Program as a tribute to our partner, colleague and pro bono leader, Sheldon Krantz, who retired. The competitive program awards fellowships to two top law students who are joining the firm as associates. Recipients of the fellowship are paid the same salary as all first-year associates, but are assigned to work full time on pro bono matters. The fellowship recipients help us serve even more pro bono clients while developing their own management, practice and leadership skills.

New Perimeter is the nonprofit organization established by DLA Piper that provides long-term pro bono legal assistance in under-served regions around the world to support access to justice, social and economic development, and sound legal institutions. Founded in 2005 as a result of our firm’s commitment to support legal advancement worldwide, New Perimeter draws on the skills and talents of DLA Piper lawyers globally to further a more just world for all. To maximize our impact, we send teams of lawyers to work in-country alongside our partners and clients whenever possible. New Perimeter is at the forefront of providing direct assistance on projects designed to strengthen a country’s legal system, improve the skills of its judges, lawyers and law students, encourage economic growth, promote access to justice and the rule of law, and strengthen women’s rights.  Prior engagements include training African government lawyers on complex negotiation and international arbitration skills; teaching Latin American law students about pro bono; assisting in the development and implementation of Myanmar's National Mock Trials competition; and training female lawyers in Nepal on legal ethics and corporate and commercial law to increase their skills and opportunities.  We have teamed with more than 20 corporate clients on both US and international pro bono matters, working together to help improve our communities and serve those less fortunate than ourselves.


DLA Piper LLP (US)

1251 Avenue of the Americas,
New York,
NY 10020-1104
Website www.dlapiper.com

  • More than 90 offices in 40 countries  
  • Worldwide revenue: $2,634,093,805
  • Partners (US): 612
  • Associates (US): 543
  • Contacts 
  • Main recruitment contact: Stacy Silverstone, Director of Legal Recruiting (stacy.silverstone@dlapiper.com)
  • Hiring partner: Christina L. Martini, National
  • Hiring Partner - Associate Recruiting
  • Diversity officer: Genhi Bailey
  • Recruitment details 
  • Entry-level associates starting in 2018: 34
  • Clerking policy: Yes
  • Summers joining/anticipated 2018: 1Ls 15, 2Ls 50
  • Summer salary 2018: 1Ls: $3,461/week in most markets 2Ls: $3,461/week in most markets
  • Split summers offered? No
  • Can summers spend time in an overseas office? No

Main areas of work

 DLA Piper’s core practices in the US are corporate, employment, finance, government affairs, intellectual property and technology, litigation, real estate, restructuring and tax.

Firm profile

DLA Piper is a global law firm with lawyers located in more than 40 countries throughout the Americas, Europe, the Middle East, Africa and Asia Pacific, positioning us to help clients with their legal needs around the world. 


 Law Schools attending for OCIs in 2018:

Recruitment outside OCIs:
We participate in job fairs and resume collects at numerous law schools throughout the US.

Summer associate profile:
We promote a culture that is inclusive of all, where everyone has the opportunity to grow their career and where pathways to success are transparent. We look for well-rounded, energetic and entrepreneurial people. We generally recruit from the top 1/4 to the top 1/3 of law school classes.

Summer program components:
During the summer, with guidance from lawyers in the roles of mentors, we provide summer associates with a stimulating, realistic and exciting taste of law firm life. Summer associates experience challenging days filled with client work, relationship-building opportunities and enriching activities.

All summer associates attend a retreat hosted by one of our offices. During this three-day gathering, summer associates get to know one another and participate in team building and training activities.

Our goal is for summer associates to experience what it is like to be on the DLA Piper team and, through the summer experience, envision their future as a knowledgeable, highly skilled, well-rounded DLA Piper lawyer. 

Social media

 Recruitment website:www.dlapiperlegalcareers.us
Facebook: DLAPiperGlobal

This Firm's Rankings in
USA Guide, 2019

Ranked Departments

    • Corporate/M&A (Band 1)
    • Intellectual Property (Band 3)
    • IT & Outsourcing: Transactions (Band 2)
    • Labor & Employment Recognised Practitioner
    • Life Sciences (Band 3)
    • Litigation: General Commercial (Band 5)
    • Litigation: Securities (Band 4)
    • Venture Capital (Band 2)
    • Bankruptcy/Restructuring (Band 3)
    • Corporate/M&A & Private Equity (Band 3)
    • Intellectual Property: Trademark, Copyright & Trade Secrets (Band 2)
    • Real Estate (Band 1)
    • Telecom, Broadcast & Satellite (Band 2)
    • Corporate/M&A & Private Equity Recognised Practitioner
    • Healthcare (Band 3)
    • Construction (Band 3)
    • Corporate/M&A (Band 3)
    • Real Estate (Band 3)
    • Bankruptcy/Restructuring (Band 3)
    • Corporate/M&A & Private Equity (Band 4)
    • Insurance: Transactional & Regulatory (Band 2)
    • Intellectual Property (Band 3)
    • Litigation: General Commercial (Band 5)
    • Real Estate (Band 1)
    • Real Estate: Zoning/Land Use (Band 1)
    • Technology & Outsourcing (Band 3)
    • Corporate/M&A (Band 1)
    • Litigation: General Commercial (Band 1)
    • Real Estate (Band 3)
    • Corporate/M&A (Band 4)
    • Real Estate (Band 1)
    • Tax (Band 3)
    • Corporate/M&A (Band 2)
    • Corporate/M&A: Highly Regarded (Band 4)
    • Environment Recognised Practitioner
    • Insurance: Dispute Resolution: Insurer Recognised Practitioner
    • Labor & Employment Recognised Practitioner
    • Litigation: General Commercial: Highly Regarded (Band 3)
    • Real Estate: Mainly Corporate & Finance (Band 4)
    • Real Estate: Mainly Dirt (Band 3)
    • Tax Recognised Practitioner
    • Corporate/M&A (Band 5)
    • Real Estate (Band 1)
    • Tax (Band 3)
    • Corporate/M&A (Band 2)
    • Intellectual Property (Band 2)
    • Corporate/M&A & Private Equity Recognised Practitioner
    • Real Estate (Band 3)
    • Corporate/M&A Recognised Practitioner
    • Intellectual Property (Band 4)
    • Real Estate (Band 3)
    • Technology: Corporate & Commercial (Band 1)
    • Capital Markets: Securitisation Recognised Practitioner
    • Corporate/M&A: Highly Regarded (Band 2)
    • Food & Beverages: Regulatory & Litigation Recognised Practitioner
    • Franchising (Band 1)
    • Government Relations (Band 3)
    • Intellectual Property (Band 3)
    • International Trade: Intellectual Property (Section 337) (Band 4)
    • Investment Funds: Investor Representation (Band 1)
    • Leisure & Hospitality (Band 3)
    • Life Sciences (Band 4)
    • Outsourcing (Band 4)
    • Privacy & Data Security (Band 2)
    • Product Liability & Mass Torts (Band 3)
    • Real Estate (Band 3)
    • REITs (Band 4)
    • Retail (Band 1)
    • Retail: Corporate & Transactional (Band 2)
    • Sports Law (Band 2)
    • Startups & Emerging Companies (Band 3)
    • Tax: Controversy (Band 4)
    • Corporate/Commercial (Band 2)
    • Litigation: General Commercial (Band 3)