Hogan Lovells - The Inside View

BigLaw has a certain reputation. The stereotypes tend to write themselves: sharp elbows, sharp billing targets and maybe not much room for much else. But associates at Hogan Lovells painted a different picture. One paused mid-sentence trying to describe the culture: “I’m trying to think of a better word than just… normal.” Another insider noted that “In two years, I haven’t encountered a single bad apple.”

“In two years, I haven’t encountered a single bad apple.”

Yet there are also several ways in which Hogan Lovells goes well beyond the normal – in a good way. Above all, what really distinguishes the firm is its structured commitment to pro bono, with a four-month first-year rotation giving juniors courtroom and drafting exposure early on.

That down-to-earth culture sits alongside serious legal firepower. Hogan Lovells operates on a global platform, with cross-border deals, heavyweight government investigations, and regulatory litigation forming the backbone of its practice. Corporate associates work on strategic M&A and private equity deals for demanding clients, while litigators get stuck into False Claims Act disputes, internal investigations, and parallel government actions.

All that hard work has paid off with extensive recognition from the Chambers USA  guide, where Hogan Lovells sits in the top band nationally for practice areas including higher education, life sciences regulation, aviation regulation, REITs, privacy and  data security, and several more. The firm is also rapidly expanding its offices and headcount, with an ambitious alliance with Wall Street royalty Cadwalader on the horizon. So, evidently you don’t have to choose between being at a firm with a heart and one that’s got a real head for business.

Strategy & Future

Hogan Lovells’ strategy centers on growth, and the firm is gearing up to take a huge bite out of the Big Apple. "In our effort to become a premier global law firm, we need a strong offering in the Americas, and we are well on our way to accomplishing that," says Americas Managing Partner Richard Lorenzo. A big step on that journey is the firm's pending combination with Cadwalader, one of New York's oldest law firms, which Hogan Lovells’ leadership views as transformative for the firm's US platform.

The merger is spoken about with enthusiasm. "There’s a lot of energy and excitement around the combination," says Lorenzo, who draws confidence from Hogan Lovells' track record: the successful 2010 Hogan & Hartson/Lovells transatlantic merger which created it. Meanwhile, the Global Head of Recruitment, Georgia Emery Gray, frames the merger as "real positive for our associates” as they will be “working on a platform that is almost second to none globally."

On the horizon beyond the merger sits AI. As Richard Lorenzo put it, "There’s a lot of discussion around how it will shape the legal market, but we are operating on the basis that it is already part of our environment." The firm is investing in curricula, tools, and training, such as their Digi-day in March 2026, treating AI as the latest in a long line of technologies – and something for lawyers to be “excited about rather than concerned by.”

Throughout all this, the firm’s leadership is keen to emphasize that its strategy is not just something to be imposed on associates from on high. “One of the things that differentiates us is how we engage with our associates,” Lorenzo states, noting the existence of associate committees across Hogan Lovells’ various offices and that “We encourage them to have active input with the leadership of the firm.” We should note that several associates did report being surprised by news of the Cadwalader merger, so there may still be some further work to do in terms of bringing everyone into the decision-making loop. Nonetheless, the general consensus among juniors we spoke to was that “the firm has a strong future going forwards,” so clearly there is a good deal of buy-in to its ambitious plans.

Read more from Richard Lorenzo, Georgia Emery Gray, and Carin Carithers under the ‘Get Hired’ tab.

Summer Program

When it comes to inducting summer associates into its work and values, there’s no doubt that the firm goes the whole hog(an). “It set me up really well, giving me a good insight into who I’d be working with and the type of work” was one associate’s verdict, while another reported that “it was very transparent as to what work you would be doing as a junior associate.” Typical tasks include legal research, drafting internal memos, and working on amicus briefs. Summers also get the chance to attend the Summer Associate Conference in DC, which involves training and networking opportunities over multiple days, and to sample a smorgasbord of social activities ranging from cooking classes to dinners with partners.

The Work

Whether work allocation operates on a free-market model or a staffing system depends largely on the practice area. Nonetheless, some associates told us that while an availability coordinator can help connect associates to matters, most work flows through relationships built with partners and senior associates: “ninety percent of my work has come from relationships I’ve formed, but the staffing system is there to fall back on,” one reported. The system gives juniors a degree of agency over whom they work with and what types of matters they pursue. “If there’s a type of matter you’re interested in, you can get the opportunity to work on it,” we heard.

“If there’s a type of matter you’re interested in, you can get the opportunity to work on it.”

However, it also requires initiative, as “You have to be proactive and build those relationships.” New associates may need to ask around to understand who handles particular workstreams, which can be a “balancing act at first.” Ultimately, proactive associates tend to thrive and are able to pursue their interests.

At Hogan, the litigation practice is housed within the wider umbrella of ‘litigation, arbitration, and employment’. Given the firm’s particular strength in government investigations (including those involving fraud and white-collar crime), a notable feature of its litigators’ work is that this often involves handling both ongoing litigation and parallel investigations simultaneously. “Thinking about the strategy of how to manage both of these is very interesting and rewarding,” an associate enthused. Another confirmed that the investigatory element added an engaging dimension to their work, telling us that “In investigations, I love getting into the weeds of the facts of the case and figuring out what happened.” Investigations were described as fast-moving, which was positive in the sense that associates aren’t “working on the same thing for months on end,” but organizational skills are key to sustaining the pace.

“In investigations, I love getting into the weeds of the facts of the case and figuring out what happened.”

Junior associates are embedded within collaborative case teams. While the size of the team naturally varies depending on the matter, these teams tend to be on the larger size by market standards, so “collaboration is super important.” The larger team size was discussed positively by our interviewees: one said that “a larger team can be good because you figure out your own workstyle.” Nonetheless, every now and again, teams are smaller, for example consisting of 1-2 junior associates, a senior, and a partner. Typical tasks include document review, legal research, drafting dispositive motions and briefs, and supporting investigative strategy. While some responsibilities may appear administrative, associates felt that “they can actually be really important,” so their advice was to be a team player willing to take on any task. In addition, having legal research skills was described as “imperative” and the “bread and butter” of a junior associate’s tasks and skillset.

Litigation clients: Uber, Nike, Patagonia. Hogan Lovells advised Cristiano Ronaldo, a global football superstar, on a high-stakes Florida-based crypto class action.

The global regulatory and intellectual property team works at the intersection of law, policy, and industry, particularly within the environmental and energy areas. An associate in this team summed up as follows: “we do traditional regulatory work – where a client asks how certain regulations apply to their business and we advise them. We also do litigation in environmental law, and sometimes do government action or challenging a project.” Matters often involve natural gas pipelines, rate cases, and broader environmental compliance disputes, alongside civil and criminal enforcement actions.

In terms of associates’ roles within these matters, juniors typically get stuck into helping witnesses to draft testimony, as well as handling legal research and administrative tasks which feed into litigation and settlement strategies. Associates in this group shared that the work can be “pretty fast-paced,” so it helps to be a quick learner. “Being able to draft different types of products for different audiences” was also seen as important, so stay adaptable! The work suits detail-oriented self-starters who can thrive in a team setting where communication really matters.

Global regulatory clients: American Airlines, Quorum Business Solutions, UnitedHealthcare Group. Hogan Lovells advised Novartis on multiple high-value, cross-border acquisitions, such as those of Anthos Therapeutics, Tourmaline Bio, and Kate Therapeutics.

The corporate team works across both public and private M&A, as well as private equity. Associates have worked on large international deals, including for biotech and tech companies, alongside sponsor-side private equity transactions across a range of industries. While there’s a weekly capacity report used across the Boston and New York M&A groups, much of the work still comes from building relationships with partners. An associate reported that this provides variety: “I don’t feel tied down to any specific type of work.”

For juniors, the day-to-day tasks include due diligence, drafting memoranda, and managing closing checklists, as well as underwriting calls. Over in Boston, due to the smaller size of the office, associates reported that there is “scope to work on a lot more than that, such as taking a pass at marking up parts of the actual purchase agreement.” Nonetheless, it’s worth noting that associates also frequently get the chance to operate in small teams even in larger offices.

Private equity deals are a particular favorite because they move quickly and offer early exposure to clients who are “sophisticated and hands-on.” An associate divulged that “in the strategic M&A space there tends to be more levels and layers, but in private equity it’s not uncommon for some super high-up people to be reviewing purchase agreements, which makes it more collaborative.”

Associates concurred that thriving in the corporate group comes down to organization above all else. Attention to detail and strong critical thinking go hand in hand, as “quality checking documents and not missing something in diligence” are essential. One associate added that “having a positive attitude goes a long way, like being able to crack jokes with your colleagues during a long stretch of work.”

Corporate clients: Walmart, Papa John’s, Abercrombie & Fitch. Hogan Lovells advised the owners of the Brooklyn Nets in an investment in the NFL Miami Dolphins.

Career Development

Career development at Hogan Lovells is a mix of structured training and learning by doing: one associate shared that “you learn by living with the case.” The first-year pro bono rotation on offer was described as a key resource for early growth, as junior associates can “get much higher exposure to things like the courtroom and drafting” earlier than they would with billables. Beyond this, associates mentioned group-specific training, such as intensive deposition sessions, litigation skills programs, white-collar-specific sessions and, in regulatory teams, environmental law boot camps.

Nonetheless, much of the associates’ professional growth happens on real matters, and this tends to favor proactive individuals. Associates regularly work closely with partners and describe being “teamed up” on drafting and strategy rather than operating at arm’s length. The culture is open and accessible, with juniors encouraged to “stop by anyone’s office,” ask questions and seek feedback.

“Raise your hand and the opportunities are there.”

Looking ahead, partnership is viewed as achievable by associates, with more focused conversations starting around the mid-level years (and no reports of a mass exodus occurring at this time). Overall, the message seemed to be raise your hand, build relationships, and use the platform there to support you.

Hours & Compensation

Billable hours: 2,000 target

The billable target sits at 2,000 hours, which associates acknowledged as demanding while also consistently describing it as “very achievable.” Workloads vary between practice areas and between matters; corporate teams experience the expected deal spikes, while litigation and regulatory associates speak of “ebbs and flows,” particularly when investigations run alongside active disputes. Core office hours often resemble 9am to 6pm, though evenings and occasional late nights are part of the rhythm. Importantly, few interviewees characterized the hours as chaotic. Work distribution can feel uneven at times under the free-market model, but associates reported being able to meet their targets.

Salaries match the Cravath scale, with first years’ pay being $225,000, rising to $235,000 in second year. The bonus system was described as “very clear and transparent.”

Pro bono

Pro bono is one of Hogan Lovells’ clearest differentiators – it was frequently pointed to as the main selling point of the firm. The firm offers a four-month first-year pro bono rotation, where all the work they do in those four months is pro bono, and it all counts towards their billables. It gives juniors early exposure to courtroom advocacy, client counseling, and drafting responsibilities, which might otherwise take much longer to build up, and this was described as a “great way to accumulate skills early.”

For many associates, pro bono acts as both skills training and a way to make a positive impact, providing a meaningful counterbalance to corporate transactions and government investigations. Associates consistently emphasized that pro bono is not an added sideline but embedded into the firm’s structure, with a “phenomenal team of full-time pro bono attorneys” and weekly emails highlighting new opportunities. At Hogan Lovells, “it’s more unusual if you don’t do pro bono,” we heard.

Pro bono hours

• For all US attorneys: 109,305
• Average per US attorney: undisclosed

Culture

"It’s so great working alongside people who are kind and care about you..."

The environment is described as collaborative and relatively non-hierarchical at the associate level, without the pressure-cooker reputation that looms over parts of the market. Associates repeatedly described the culture at Hogan Lovells as friendly, welcoming and very team oriented. While, like at any BigLaw firm, you are expected you to put in the hours, associates reassured us that the blow was softened by the collaborative nature of the work – you are “in it with the rest of the team” and people enjoy spending time with each other.

For one interviewee, the highlight of life at the firm was “hands down the quality of the people in terms of intelligence and diligence.” They continued, “It’s so great working alongside people who are kind and care about you as a human and remember things you say outside of the context of work.”

Socially, much of the organized activity is centered in Washington DC, the firm’s largest office and hub, where weekly Thursday gatherings, practice group lunches, and firm-wide events are common. In Washington, an associate reports that “Every Monday I get an email with social events and opportunities coming up this week and there is no shortage.” There is no shortage of other amenities either - one particularly popular feature is the subsidized cafeteria. Some juniors noted that meals end up costing less than if buying ingredients from the grocery store and making them at home. This provides associates with “one less thing to worry about,” as well as a social space to enjoy lunch together.

Culture may vary in other offices; for example, the Boston office is smaller with a headcount of about 40, so this is a factor to look out for. However, the consistent message was that people are approachable, teams work closely together, and the atmosphere feels professional and friendly.

Get Hired

The first stage: recruitment on and off campus 

Hogan Lovells interviews students who attend law schools across the US. Summer program hires come from a mix of on-campus meetings, relationship building through proactive outreach programs and networking, write-in applications, lawyer referrals and law school resume collections. The firm’s assessment of a candidate’s application focuses on initiative, interpersonal skills, judgment and analysis, communication skills, and an interest in community involvement. Demonstrating a sincere interest in the firm, the office of interest, and the practice of law is also important. Not all offices interview during formal on-campus programs and students are encouraged to apply directly.

Top tips for this stage: 

“If you’re interested in a specific practice, be able to articulate it well. Since corporate is more general, that’s fine, but with practices such as privacy or regulatory, make sure you’re able to give a good reason as to why you’re interested.” – a third-year associate 

Callbacks 

At the callback stage, students meet a combination of partners and associates. Prospective candidates should expect to meet lawyers representing a variety of practices. The questions at this stage build on the theme in the screening stage, with an added focus on understanding better how students believe they might contribute to the firm’s client-focused teams. From an associate perspective, sources agreed that “Hogan really values team players. We don’t want people who are going to throw others under the bus or be pretentious. All firms say they pride themselves on collegiality, but Hogan really does walk the walk.” 

Summer program 

Summer associates are encouraged “to undertake projects that allow them to explore their professional interests, including at least one pro bono project, and provide them with opportunities to make oral presentations and prepare substantive written product.” In addition to practice specific, legal, and professional skills training programs, there’s a summer associate conference that lasts for three days and involves “meetings with firm leaders and interactive programming that gives a good understanding of the firm’s culture, vision, values and strategies for future success.” Summers are encouraged to be open to a range of assignments, explaining: “You never know when an assignment will spark a new interest or put you on a path that’s unexpected.” Associate sources also encouraged summers to “use your peer network. Most of my work has come from contacts I’ve met informally. People look out for each other here and there are a lot of support networks available.” 

And finally…  

The vast majority of the firm's summer associates return as associates following graduation from law school or a judicial clerkship.

Interview with Richard Lorenzo (regional managing partner - Americas), Georgia Emery Gray (global head of recruitment and chief legal talent officer - Americas), and Carin Carithers (national hiring partner)

Commercial strategy, market position and trends

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

Richard Lorenzo: In our effort to try to become the premier global law firm – and I think we're every year inching closer and closer to that – we need to have a robust offering in the Americas.

We have one of the oldest and largest offerings in Washington, DC, across corporate and finance, global regulatory, and litigation. That market remains critically important to Hogan Lovells. Other key markets include New York, where we have an established presence and are in the process of combining with Cadwalader, which will support our continued growth.

We are already strong in the Americas, and there are clear opportunities to continue growing. In terms of where we’re investing, New York is a key focus, with Cadwalader reflecting that commitment. We also see opportunities across California and Texas.

Where there are opportunities to strengthen our position in Washington, we’re committed to doing that. Across the region, we continue to invest in our people, advancing associates to counsel and partner to support internal growth. That remains the healthiest form of growth, and we’re seeing it not just in the Americas, but across Hogan Lovells as a whole.

One of the things that differentiates us is how we engage with our associates. Our associates have a direct path of communication with management. We have active associate committees across the region and across our offices. We encourage them to have active input with the leadership of the firm, both at a regional level, a global level, and an office level. And that input is critical to changes that we make that, number one, make our offering for our associates stronger, and number two, make us a better law firm.

The second differentiator that I'd highlight is that we are truly global. We're not a US firm; we're not an English firm; we're not a Parisian firm. We are not defined by one region or practice, but operate across corporate, finance, litigation, and regulatory at the highest level. That balance is a key part of our offering.

Carin Carithers: One differentiator is the size of our summer associate program. We are very intentional about hiring to meet our needs. This allows summer associates to build relationships and for the firm to get to know them properly.

Georgia Emery Gray: Our associate committees are entirely associate led. They have direct access to leadership and play an active role in shaping firm decisions.

We are constantly communicating, and feedback is acted on rather than disappearing into management. We also conduct surveys throughout the year on a global level. From that feedback, we're able to adjust and be responsive. Things don't go into a black box of management here. It goes out into the open and there are full discussions about that.

CA: We’d like to follow up about the merger and ask about the ways in which you see that playing out at the associate level and the ways in which that is something for associates to be thinking about.Lorenzo: This is a merger that is principally going to impact us here in the United States, as Cadwalader has large offices in Charlotte and New York. We are engaging directly with our associates to understand their views on the combination, because with something of this scale there will naturally be some anxiety. Our focus is on how we effectively integrate Hogan Lovells and Cadwalader. It’s not an easy task, and anyone who says it is doesn’t recognize the challenges involved.

We’re well positioned to do that effectively. The combination of Hogan & Hartson and Lovells over 15 years ago has been characterized by the legal press as one of the most successful transatlantic mergers. We know how to integrate large organizations into a single platform.

I’m confident we’ll be able to do that with our colleagues at Cadwalader. There’s a lot of energy and excitement around the combination, and we believe it will strengthen both firms. It’s something we’re looking forward to seeing develop.

The critical point for a successful integration is transparency. We’re having ongoing dialogue so that we can hit the ground running on day one.

Carithers: We recently held an event in New York for associates from both firms to connect and learn about each other’s practices. It was a valuable opportunity for early integration.

I was an associate during the merger with Hogan & Hartson and Lovells, and as successful as that merger was, I don't remember being included in anything like that. It was a really special event.

Gray: We’ve given you a lot of words to describe this combination, but the one I’ll add is opportunity. I think it creates real opportunity for our associates. A majority of the practice that Cadwalader brings is something that our firm already does, but it will expand and create more work for our associates to be part of.

When you think about their development, and the scope of what this firm will become, it can only support that. They’ll be working on even more high-level matters, with a broader range of clients, which is important for their development.

It also means they’ll be working on a platform that is almost second to none globally, which is a real positive for our associates.

CA: Do you see this impacting your hiring strategy at all, such as your recruitment approach or your class size?

Carithers: We’ve been in touch with Cadwalader. They have a similar approach to us. They also don't have massive summer associate classes. We think we're going to mesh well with them. The size of the class is not expected to change significantly.

And we have plans, assuming the merger goes through, for bringing our summer associate classes together once the combination is final.

Gray: From the recruitment perspective, I go back to opportunity. Our platform at Hogan Lovells will be even stronger, which gives us a real advantage in the market.We have a stronger offering to those in law school and on the lateral market. That combined gives us additional strength, and that’s what’s important.

The Legal Profession 

CA: In what ways do you see the legal profession changing in the next five years or so? And would you say there are any particular challenges that the industry is facing?

Lorenzo: Like in any industry, there will always be challenges and changes. I’ve been practicing for 30 years, and law firms have evolved every year. If you don’t change, you risk falling behind.

At Hogan Lovells, we recognize that change is part of operating in a sophisticated market. The current focus is AI. There’s a lot of discussion around how it will shape the legal market, but the question is not if it's going to become part of our legal environment. It is part of our legal environment. The question is how we equip our lawyers to use it efficiently, effectively, and ethically.

We are building a curriculum, developing tools, and investing in the technology needed to support that. Clients increasingly expect firms to use AI to improve efficiency and delivery, and we are committed to doing that. The first step is understanding the tools available, along with their benefits and risks, and using them appropriately.

When I started, the key technology was the fax, then the BlackBerry, and then the smartphone. Each shift rewarded those who adapted. AI is the next stage of that progression.

So, looking ahead, the ethical and effective use of AI will be a key part of how the market evolves. Training lawyers to use these tools is not straightforward, but it is a priority for us.

Gray: It’s also about being nimble. There are things you can predict and things you can’t. One of our strengths is that our leadership and support teams can adapt when needed, which is essential in a changing market.

Carithers: It’s something to be excited about rather than concerned by. If I think back to when I was a junior associate, having support with more routine tasks would have allowed me to focus on higher-level work and analysis. That’s more interesting work.

We are training our people to use these tools. We’ve hired a head of digital learning and recently ran a digi-day for associates. It’s something we should be embracing, as it has the potential to improve how we work.

Lorenzo: On the recruiting side, ten years ago in the US, most hiring was done through on-campus interviewing. That has changed significantly in the last few years.

Firms that have been able to recognize that shift and adapt have been better placed to attract and retain talent. This is a people business, and identifying and keeping talent is critical.

We’ve adapted to that change and have been able to attract and retain strong talent, both at entry level and laterally, which is reflected in our relatively low attrition.

Inside the Firm

CA: Could you tell us a little bit more about that through the lens of how junior associates’ expectations and needs have changed?

Lorenzo: It starts with giving associates a voice. Management needs to listen, and we provide a number of ways for associates to share what matters to them and engage in dialogue so we can implement meaningful changes.

We have associate-only committees with a direct line to management, allowing views to be raised and acted on.

For first-year associates, we offer integration hours, treated as billable, so they can develop their skills without client pressure. We also recognize time spent on mentorship, business development, pro bono, and inclusion as billable, allowing associates to invest in their development.

In terms of flexibility, we have a four-day in-office expectation, but with room for flexibility and alternative working arrangements. Day-to-day flexibility is also supported.

Gray: We could list all of our policies, but what matters most is treating lawyers as professionals and trusting them to make decisions that work for them.

We provide structure but also empower individuals to manage how their work fits with their lives. That balance is an important part of our culture.

There’s also an element of unwritten support. If someone needs to step away for something personal, we trust them to do that and to manage their work accordingly.

The Fun Bit

CA: Thinking about how the profession is developing, what is one skill that you think is key for young attorneys to learn?

Carithers: A sense of humor. You have to be willing to see that some days are going to be difficult. You need perspective. Being kind to your coworkers is also critically important.

Lorenzo: For me, it’s humility. I tell my kids this as well. Having humility is important in this profession, and in general. It will help you in the end.

CA:Thinking back to law school, what would be a go-to easy meal after a long day?

Carithers: Ramen – budget ramen noodles. Easy and affordable.

Lorenzo: For me, unequivocally, it was Taco Bell. Anything on the Taco Bell menu. It was economical and tasted great at the time.

CA: And the last question – what was the first concert you attended?

Lorenzo: U2.

Carithers: I think mine was Air Supply.

Gray: And mine was Duran Duran.