Latham & Watkins LLP - The Inside View

Latham may be a global giant, but thanks to its empowering self-assignment style, juniors didn't feel like the small cog.

LATHAM is something of a high achiever. In 2017 the firm became the first to smash the $3 billion revenue barrier – that was the big headline, but to generate these sums in the first place you have to be doing something rather special. Take a look at Chambers Global and you'll see Latham's practices achieving rankings in 23 countries across the world, and leading the world in its global corporate, banking, energy & projects and high-yield products practices.

One might assume that world domination requires a steely resolve and sharp elbows, but associates insisted: “Latham actually puts a ton of time and resources into developing a culture where people feel comfortable with one another.” Aside from looking to get a killer name on their resume, most had been “drawn in by the unassigned program – I liked the idea that I didn't have to choose between transactional and litigious law up front.” Our associate sources found it empowering to carve their own career paths.

The staffing model may be quite fluid, but this does not result in any lack of distinction in each practice area's achievements: the firm's Chambers USA rankings are among the best of any American firm. The firm comes top-tier nationwide in numerous areas including banking & finance, elite corporate/M&A, energy, environment, life sciences, projects, REITS and tax. State-by-state there are too many to list here, so have a look at Chambers USA if you're considering locations.

The Work

Associates begin life at the firm 'unassigned' so they can experience different areas, whether that's a variety of corporate assignments or figuring out whether they want to be a deal-doer or litigator. Each we spoke to was a “huge fan of the system – getting hands-on experience in different groups is really helpful.” Work assignment is handled by a coordinator known as 'The Book' to whom associates submit weekly reports explaining what they're interested in taking on. “Practice groups feed her assignments, and she matches people with projects.” Once they've found their niche, juniors steadily shift toward getting work from partners directly, but The Book is always open if things get quiet or you want to try something new.

Specialization tends to happen more quickly in smaller offices as “you develop relationships much faster and it's difficult to fall through the cracks.” Does the broad scope of the unassigned system limit responsibility early on? “I don't think so,” one associate said. “In your first year and a bit you're basically learning to be a lawyer anyway, and all the skills you learn are transferable between groups.” After two years (though most don't need all that time), associates are encouraged to formally align with one of the firm's five core practices: corporate; finance; litigation & trial; tax; and environment, land & resources.

“Not the kind of place where you're stuck doing junior tasks for two years.”

Incoming corporate associates had their fill of capital markets, IPOs, M&A, emerging companies and startup work, taking advantage of the unassigned system before committing to one subsection. “When you start there's definitely a ramp-up period before getting more bigger-picture tasks,” interviewees said, and they suggested their responsibility levels “vary a lot by the size of the deal. On a lot of the startup work you're running the show and the partner's overseeing things.” That won't be the case in the firm's mega matters, representing institutional clients including Morgan Stanley and Bank of America: "On larger-scale M&A and capital markets you're in a more narrow role focusing on diligence or legal opinions. It's not like you're marking up a purchase agreement on day one.” Associates nonetheless agreed that “Latham is not the kind of place where you're stuck doing junior tasks for two years.” As in any transactional practice, the workload can be temperamental, but most felt “the firm does a good job of managing everybody's time.”

“One of the main reasons” young litigators chose Latham was “exploring a variety of practices, from white-collar investigations to consumer fraud class actions, trade secrets, shareholder disputes and complex commercial litigation.” Certain offices have specialties: you can trust that you'll be doing antitrust in San Francisco, for instance. Juniors handled “everything from research to first drafts of motions and briefs; the partners are really good about giving us higher-level tasks.” One interviewee explained how varied things could get: “I was on a high-profile investigation doing the unglamorous document review and putting binders together. At the same time, I was handling the majority of a motion to dismiss a class action, working one to one with a partner.” Some complained about a lack of client contact early on, but took on pro bono matters to fill this void.

Pro Bono

Pro bono hours all count toward the billable target. Everyone's expected to do at least 20, and the firm's committed to providing 60 hours per attorney. Most get their 20 done in a flash, and several associates told us: “As a first year I did hundreds of hours. It's not something you're forced into but if you're interested, there's nothing stopping you.” One added the proviso: “It was mentioned in passing that I should have a good balance with paid work.” Each office collaborates with local organizations: San Diego has a particularly strong tradition for immigration cases, while the New York team runs a pro bono partnership with a small business clinic. Veteran and asylum cases are also commonplace. If none of that tickles your philanthropic fancy, there's “a lot of flexibility to bring in your own passion projects.” We heard about “an associate who'd discovered a client organization helping transgender people complete name change applications. They ran it past the pro bono committee who thought it was a good idea.”

“A lot of flexibility to bring in your own projects.”

Pro bono hours

  •   For all US attorneys: 190,536
  •   Average per US attorney: 111

Hours & Compensation

Taking 9am as an average start time, most associates were leaving by 7pm as “nobody expects you to work late in the office. People often go home to have dinner with their families then work remotely.” We noticed attorneys were taking full advantage of flexible working policies – “I'm sitting at home in my pajamas right now!” – and all appreciated “having that flexibility, when things do get busy in the office I'm not too stressed out.” Don't be fooled: Latham's lawyers do their time in the trenches when needed, especially in busy corporate teams. One source recalled that “once or twice I've stayed until 2am, but there's been nothing too crazy.” The 'unlimited' vacation policy is similarly flexible, and drew mixed feedback as some felt “it being nebulous means people don't always take it,” though most associates had enjoyed at least some time off.

To be bonus eligible, associates must reach a target of 1,900 hours. They agreed “it's a pretty low threshold and definitely achievable. The firm is busy right now so it's up to the associate to get there.” Though “a lot of people end up over 1,900,” sources clarified. “Only just reaching it isn't looked down upon. The firm knows people won't be successful long-term if they're working constantly, and we definitely have time for a private life.” Bonuses work to a standardized system up until third year, when associates are rated from one to five in their biannual reviews – high performers are eligible for a tasty bonus-bonus.

Training & Diversity

Come review time, all partners who've worked with an associate review their work. A member of the associate committee then reads them the comments verbatim. Alongside this sits a formal academy program, for which first, third and fifth-year associates are flown out to one location for a series of condensed training sessions and conferences which summers and partners also attend. “The first-year academy is really helpful for getting to know what the firm expects of you,” juniors explained. First years also get 'core curriculum' sessions held every few weeks by partners and associates, sessions which feature presentations on different practice areas and key skills such as drafting and negotiation. Our interviewees reported: “The training's been fantastic, the department-focused sessions in particular,” but felt that “informal training is more helpful. Partners are fairly approachable and never too intimidating to ask for help from.”

“We often get emails from the managing partner reminding us how much the firm values diversity.”

The academies also include presentations on unconscious bias in recruiting. “The firm really stresses diversity's importance at every opportunity,” associates said. “We often get emails from the managing partner reminding us how much the firm values it.” Latham's 1L diversity fellowship expands the summer class to make room for candidates outside the normal recruiting routes, and the firm's also created an impressive number of initiatives including a three-day Diversity Leadership Academy for law students and midlevel associates, the Women's Leadership Academy and the associate-led Multicultural Promotion & Attainment Coalition (MPAC). “There needs to be more work done to help progression of women,” though, according to certain sources, who told us: “I don't think we're where we need to be diversity-wise yet.” They suggested “it hasn't been a huge success so far, but it's definitely top of the priority list.”


Housed in the infamous Lipstick Building, formerly home to Bernie Madoff's investment securities Ponzi scheme, Latham's New Yorkers considered it “cool to be in such a recognizable place.” Following “constant renovations,” the office now features one open-plan floor on which many of the firm's first years sit, as well as a “fun room with ping pong and foosball. There's more of a startup atmosphere than a typical BigLaw office.” Competitive Chicagoans dubbed their base “much nicer than New York, it was redone two years ago and completely redesigned. Every office has a great view, though it's getting a little overcrowded…”

A Boston associate suggested that “in every location, Latham wants to be in a hip location,” be that Beantown's tallest building or half a mile from the beach in San Diego. Interaction between the firm's 11 domestic and 20 international offices is fairly well oiled, and needs to be as “almost every deal involves multiple offices.” If they're light on work or want to tackle something their own digs doesn't offer, unassigned associates can contact colleagues in other locations to get staffed on matters.


Associates credited Latham with “doing a good job of pushing a firm-wide culture. Calling ourselves a 'one-firm firm' is kind of corny but they have developed collegiality across the world.” We hear reports from every firm that “elbows are less sharp here and big egos don't work well,” but associates' suggestions that “potential laterals have ended up not joining because of cultural and fit concerns” imply that it's not all talk. Different offices do have distinct characters, particularly in sunnier, smooth-sailing California. New York on the other hand “has a reputation for being fratty, and there is some truth to that in certain groups,” but party-shy attorneys “are able to find others they fit better with,” be that in a sports team or diverse lawyers group.

“Potential laterals have ended up not joining because of cultural and fit concerns.”

For those who want it, there's a fair amount of socializing in every office, including “a lot put on by the firm” – typically within departments in larger offices, while smaller ones are more likely to hang out as one big happy family. Latham's partners clearly love a barbecue, as associates in several offices recalled “the managing partner here inviting everyone to their house” for one in summer, the peak social season. Nobody dared to review partners' cooking skills, but associates were “really impressed with management's transparency. Every couple of months we have a state of the firm address breaking down the financials in more excruciating detail than I care to know.”

Strategy & Future

“Associates here are committed, but I don't know if they drink the Kool Aid,” one declared. “Everybody is pretty happy but if other opportunities come up they won't forgo those.” Some had concerns that the firm's sheer size limited partnership prospects, but were more than happy to have Latham's name on their resume. There's certainly room to shimmy around within the firm; hiring partner Manu Gayatrinath tells us: “Latham has a broad base of practice groups, and is well positioned in various markets across the globe. A lot of our practice groups perform countercyclically, which helps us to weather market ups and downs pretty fluidly.” She clarifies: “Therehaven't been any changes in what we are doing from a junior hiring perspective; we offer so many practices that the demand always seems to float at around the same level.”

Get Hired

Latham “tends to favor people who are interested in the work they're going to be doing, want to learn, and are excited to come do interesting things as part of the firm.” Associates told us that “grades are the number one” box to tick, and following that “we're looking for somebody who fits the culture. Ask engaging questions even if they're not about the firm directly.” The key to interviews is “having a conversation that feels comfortable,” one source said, telling us: “When I'm interviewing I tend not to focus on legal questions. I'm more interested in if you can carry a conversation.” Diversity is also something the firm takes into consideration.

“Diversity of experiences” is a great thing to have on your side. “Rather than filling up your resume with things you think will impress,” an interviewee advised, “include activities you're passionate about. Being a well-rounded person will get you far.” Don't pad out your resume with everything you've tried your hand at, though, as “if you can't engage about something when questioned on it, we'll question why it's there.” On the other hand, don't be discouraged about experiences outside the law – “one tax associate here worked at an investment bank, then as a track coach in college.”

One source highlighted “the importance of looking up who you're interviewing with in terms of the hierarchy; as first and second years we'll ask different questions to senior associates and partners.” No matter who your interviewer is, “don't feel like you need to come in with stock answers about your resume, feel free talk about your interests – I spent my whole interview talking about soccer.” As one junior snappily put it, “people here just want to talk and connect with you, it's like a first date! You don't need to show off.”

Interview with vice chair Richard Trobman

Chambers Associate: Just as an introduction, what's been the most exciting thing that the firm has done over the past year?

Richard Trobman: We've had a tremendous last couple of years, continuing our strategic focus on our global platform. Implementing our business plan globally, we're continuing to see success and new opportunities. Having a willingness to invest in the future will continue to pay dividends in the long run, and our operating system leaves us well positioned for long-term success.

CA: What makes Latham stand out from other BigLaw firms?

RT: The desire to push ourselves to be the very best in our field, and for our lawyers to be a core part of a team that's number one. That's all consistent with the culture of the firm, predicated on teamwork, cooperation and collaboration. Latham is a bottom-up organization and we see our partners as owners of the business. We in management don't think of our ourselves as such, we're serving on partners' behalf. A group of people who view themselves as owners of the business will have a sense of pride in the firm extending beyond an economic arrangement, giving us the means of investing in the future.

That's a really powerful tool to use – we're not just thinking about results this year, but five or ten years down the road. We're building the foundation for the associates who will join the firm in the future, who may not even be in law school yet, and when they get here Latham will be that much better off because of it. The model requires partners to leave something on the table when they leave, whereas if partners just feel like employees you don't get that long-term loyalty.

CA: Which new locations, markets or practice areas do you see the firm expanding into in the future?

RT: We currently have 31 offices around the globe and 2,600 lawyers. Speaking of the near future, I don't see us opening in any new locations – we just set up shop in Korea with a relatively small office that's nonetheless focused on really important opportunities that presented themselves there. Our approach is not to physically be in every location throughout the world, but focus on key financial centers.

On the other hand, we're always looking into new practices. Take London for instance – here we're building out our regulatory practice, bringing on board several new partners. With the rise of fintech and alternative providers, financial regulation is going to be so important, and we need to able to adapt, as we do from a financing perspective. That area has always been core to Latham, and I think we're at a real sea change point there. Our controversy practice has also grown a lot here and in the US, and we've brought on lateral hires from Quinn Emanuel, CMS, Debevoise and the Serious Fraud Office. We're always keeping our eyes open, but new hires have to complement what we're already doing – we don't view people as a bag of money, we want to augment our existing platform.

CA: With the prospect of Brexit on the horizon and protectionism growing worldwide, what challenges will Latham face as a result?

RT: Changes present a real opportunity – going back to our strategy, we believe that being at the very top of the market means you'll always be busy, as market leaders are always busy regardless of trends within the market itself. Dislocation and change tends to be helpful for the firms at the top. I think regardless of Brexit that London will remain an important gateway for business, but our platform also positions us well to respond to clients worldwide on their changing needs. Throughout recent developments our commitment to London, to continental Europe and to all our clients has remained steadfast.

CA: Given how huge the firm is, do you aim to promote one consistent culture across the whole network, and if so how?

RT: You've hit on the most important question there – when we're interviewing lateral candidates, that's always what they ask first. They tend to be concerned about us having a very small management, and how we can operate as such a large organization with that structure. It's simple: we're vigilant about and zealously guard the culture we've built. Everybody here doesn't have to have the exact same principles, we're not a cult, but we do all subscribe to the same beliefs and ethos of collaboration. If you can't be proud of your partner for their success, this may not be the best place for you.

Other firms may reward you for being selfish and thinking about yourself, but that's not how we do things here. We could run things top down and tell people what to do and how to do it, but that comes with the risk of quashing entrepreneurial spirits and contradicts the idea of our partners owning the firm. The principle of ownership that we subscribe to is fairly simple, the difficulty is in the execution. When we evaluate associates, we put a lot of focus on teamwork and collaboration, and if you can't embrace those qualities Latham might not be the place for you. We will ask those who fail to embrace the culture to leave, and remind our partners of it on a regular basis.

CA: Which non-law book would you recommend all law students read? It can be fiction or non, but why is it beneficial for aspiring attorneys?

RT: A book called 'Legacy' by James Kerr, discussing the success that the All Blacks have enjoyed in rugby. There's a great quote in there by the player Ali Williams – “Nobody owns the jersey, you're holding it for the next generation.” That concept of wanting to transition your success is very powerful. Law schools don't really teach you about the law as a business, and while it's not all relevant there are a lot of lessons to be learned in that book.

CA: Do you have any advice for students looking to go into the law?

RT: It's important for students to focus on what's best for them. Culture is one of the key differentiating factors between firms. We're a firm focused on collaboration and investing in the future; other firms put more emphasis on individual markets or regions. In a world that's evolving as rapidly as law is it's important to make that distinction and find what model is best for you.

CA: Is there anything else you think readers should know about Latham?

RT: I'd like to get across our commitment to diversity, which is so important to us be that diversity of gender, ethnicity or sexual orientation. One of the top agenda items for our committee has long been the commitment to leading the market in diversity, and if you look at our global leadership I don't think you'll find another firm with a larger percentage of women playing significant leadership roles. People's reasons for supporting diversity vary – I think that not only is it the right thing to do morally, it's also good business. Statistically we're not where we want to be yet, but there is a significant focus on diversity and we know we want to do better.

Interview with hiring partner Manu Gayatrinath

Chambers Associate: How's entry-level hiring looking at the moment?

Manu Gayatrinath: Well we've stayed on track for the last few years. Our summer program usually takes on about 200 new hires. With the firm continuing to top the tables and perform well financially I don't anticipate there being any vast changes to that number in the near future.

CA: Are opportunities opening up in any particular areas?

MG: Latham has a broad base of practice groups, and is well positioned in various markets across the globe. A lot of our practice groups perform countercyclically, which helps us to weather market ups and downs pretty fluidly. We haven't seen any change in what we are doing from a junior hiring perspective; we offer so many practices that the demand always seems to float at around the same level.

CA: What do you think is unique to being a junior associate at Latham?

MG: Our unassigned program is definitely worth a mention here. It's really one of our hallmark traits. It gives juniors the opportunity to try out as many practice groups as they'd like, without the pressure of an imposed time limit or rotational program. Our view is that this helps attorneys properly understand what they're getting into if or when they do decide to specialize.

CA: Are there any opportunities for associates to move between offices?

MG: It definitely happens. If a summer associate wants to work in another office for some of their summer program we consider requests on a case-by-case basis. For associates in good standing that wish to move offices we do our best to accommodate their requests. Often people relocate for family reasons, and we want to make sure the Latham family is helpful whenever needed.

CA: When you're interviewing prospective summer associates, what qualities are you looking for?

MG: One of the first things we look for is strong academics. But we also need well-rounded candidates who have more to them than just top grades. Professional work experience and evidence of extracurricular activities are definitely a plus. We also put a lot of weight on oral and written communication skills, and it's important for applicants to buy into Latham's team-oriented and collaborative culture. We want candidates who can show us they'll fit in with that.

We're also on a major drive to find like-minded people when it comes of diversity and inclusion. Any examples of efforts made to promote those values are very well received.

CA: What about judicial clerking?

MG: That's absolutely a welcome addition to a resume. Lots of our recruits have done that at some point in their career, either before of after their time at the firm. The skills that sort of experience fine-tunes are unbelievably helpful.

CA: Are there any other sorts of work experience you commonly notice on successful candidates' resumes?

MG: There's no one field we're looking for. Whether you've spent time doing Teach for America, or been in the military, or worked in consultancy, we want to hear how your experiences have shaped your development, why what you've learned has brought you to us, and how those experiences will make you an important addition to our team. Working here requires drive and self-motivation, but you can never let that come at the expense of mutual respect.

CA: What about particular law schools?

MG: In the past we looked to hire the best and brightest from the best law schools, but now our approach is a little broader. You still have to be the best and brightest, but we now interview on almost 40 different campuses every August. We also participate in local and regional job fairs across country, and 25 additional law schools that don't have large OCI programs in August. We're pleased with the recruitment process as it stands, and our broad-based approach ensures we consistently take on some of the best young lawyers in the country.

Latham & Watkins LLP

885 Third Avenue,
New York,
NY 10022-4834

  • Number of domestic offices: 11
  • Number of international offices: 19
  • Worldwide revenue: $3.064 billion (FY2016)
  • Partners (US): 502
  • Associates (US): 1,087
  • Contacts 
  • Main recruitment contact: Debra Clarkson, Director of Global Recruiting
  • Hiring partner: Larry Seymour, Global Recruiting Committee Chair; Andrea Hogan, Vice-Chair US; Ross Anderson, Vice-Chair EAME
  • Diversity officer: BJ Trach, Chair of the Diversity Leadership Committee
  • Recruitment details 
  • Entry-level associates starting in 2018: 163 (US)
  • Clerking policy: Yes
  • Summers joining/anticipated 2018: 1Ls: 12, 2Ls: 182, 3Ls: 0, SEO Interns: 2
  • Summer salary 2018: 1Ls: $3,700/week 2Ls: $3,700/week
  • Split summers offered? First 8 weeks at Latham required
  • Can summers spend time in an overseas office? Case by case

Main areas of work

 Corporate; environment, land and resources; finance; litigation and trial; tax.

Firm profile

  Latham & Watkins’ extensive practices, one-firm culture, and global footprint provide associates with virtually limitless career opportunities. The firm includes more than 2,600 lawyers across 30 offices and 14 countries. Associates harness the resources of a fully integrated firm that values integrity and diverse perspectives. Every associate receives exceptional training and support to ensure seamless collaboration on projects that span time zones, teams, and offices in the world’s major financial, business, and regulatory centers. As a result, associates play an essential role in addressing clients’ most important and complex challenges — with the best possible results.


  Latham & Watkins recruits students with incredible legal minds who are also incredible people; the firm values transparency, respect, innovation, collaboration, and diversity. As a meritocracy, Latham seeks out candidates who have demonstrated they can contribute to the firm’s culture through their initiative, willingness to assume responsibility, maturity, and judgment.

Latham recruits students from more than 90 law schools through campus interviews, job fairs, law school resume collections, and online applications for the firm’s 1L Fellowship Program, 2L Diversity Scholars Program, as well as through direct applications.

For more information about campus interview dates and online applications for US offices, visit

Summer program components:
Latham’s Summer Program gives you a sense of life as a junior associate at the firm — for example, by participating in the firm’s Unassigned Program, having an assigned mentor, networking and building relationships, and attending Summer Academy — a highlight of the summer program — where you will join summer associates from across Latham’s US, London, Hong Kong, and Singapore offices.

Social media


This Firm's Rankings in
Chambers USA Guide 2017

Ranked Departments

    • Antitrust (Band 1)
    • Banking & Finance (Band 1)
    • Bankruptcy/Restructuring (Band 2)
    • Capital Markets: Debt & Equity (Band 1)
    • Corporate/M&A: Private Equity (Band 2)
    • Employee Benefits & Executive Compensation (Band 1)
    • Energy: State Regulatory & Litigation (Band 1)
    • Environment (Band 1)
    • Healthcare (Band 3)
    • Insurance: Policyholder (Band 2)
    • Intellectual Property (Band 2)
    • IT & Outsourcing: Transactions (Band 1)
    • Life Sciences (Band 1)
    • Litigation: General Commercial (Band 2)
    • Litigation: Securities (Band 1)
    • Litigation: White-Collar Crime & Government Investigations (Band 1)
    • Media & Entertainment: Transactional (Band 1)
    • Real Estate (Band 2)
    • Real Estate: Zoning/Land Use (Band 1)
    • Tax (Band 1)
    • Venture Capital (Band 2)
    • Antitrust (Band 3)
    • Corporate/M&A & Private Equity (Band 1)
    • Environment (Band 2)
    • Healthcare (Band 3)
    • Healthcare: Pharmaceutical/Medical Products Regulatory (Band 3)
    • Intellectual Property: Litigation (Band 1)
    • Litigation: General Commercial (Band 3)
    • Litigation: White-Collar Crime & Government Investigations (Band 2)
    • Media & Entertainment: Regulatory (Band 2)
    • Tax (Band 2)
    • Technology & Outsourcing (Band 2)
    • Telecom, Broadcast & Satellite (Band 1)
    • Banking & Finance (Band 1)
    • Bankruptcy/Restructuring (Band 2)
    • Corporate/M&A & Private Equity (Band 1)
    • Environment Recognised Practitioner
    • Intellectual Property Recognised Practitioner
    • Litigation: General Commercial (Band 2)
    • Litigation: White-Collar Crime & Government Investigations (Band 1)
    • Real Estate (Band 2)
    • Tax (Band 2)
    • Corporate/M&A (Band 1)
    • Private Equity: Buyouts (Band 3)
    • Private Equity: Venture Capital Investment (Band 1)
    • Tax (Band 3)
    • Technology (Band 1)
    • Bankruptcy/Restructuring (Band 4)
    • Corporate/M&A: The Elite (Band 3)
    • Employee Benefits & Executive Compensation (Band 3)
    • Environment Recognised Practitioner
    • Latin American Investment (Band 3)
    • Litigation: General Commercial: The Elite (Band 2)
    • Litigation: Securities (Band 3)
    • Litigation: White-Collar Crime & Government Investigations (Band 2)
    • Real Estate: Mainly Corporate & Finance (Band 3)
    • Tax (Band 2)
    • Corporate/M&A (Band 1)
    • Corporate/M&A (Band 1)
    • Banking & Finance (Band 2)
    • Capital Markets: Debt & Equity (Band 1)
    • Corporate/M&A (Band 1)
    • Tax (Band 4)
    • Antitrust (Band 2)
    • Antitrust: Cartel (Band 1)
    • Appellate Law (Band 2)
    • Banking & Finance (Band 1)
    • Bankruptcy/Restructuring (Band 3)
    • Capital Markets: Debt & Equity (Band 1)
    • Capital Markets: Derivatives (Band 4)
    • Capital Markets: High-Yield Products (Band 2)
    • Capital Markets: Securitisation (Band 3)
    • Climate Change (Band 1)
    • Corporate Crime & Investigations (Band 2)
    • Corporate/M&A: The Elite (Band 1)
    • Employee Benefits & Executive Compensation (Band 2)
    • Energy: Electricity (Regulatory & Litigation) (Band 3)
    • Energy: Electricity (Transactional) (Band 1)
    • Energy: Oil & Gas (Regulatory & Litigation) (Band 3)
    • Energy: Oil & Gas (Transactional) (Band 1)
    • Environment (Band 1)
    • FCPA (Band 4)
    • Financial Services Regulation: Broker Dealer (Compliance & Enforcement) (Band 3)
    • Healthcare (Band 3)
    • Insurance: Dispute Resolution: Policyholder (Band 4)
    • Intellectual Property (Band 2)
    • International Trade: Export Controls & Economic Sanctions (Band 2)
    • International Trade: Intellectual Property (Section 337) (Band 2)
    • Investment Funds: Private Equity: Fund Formation (Band 3)
    • Leisure & Hospitality (Band 2)
    • Life Sciences (Band 1)
    • Outsourcing (Band 4)
    • Private Equity: Buyouts (Band 2)
    • Projects: Oil & Gas (Band 1)
    • Projects: Power (Band 1)
    • Projects: PPP (Band 2)
    • Projects: Renewables & Alternative Energy (Band 2)
    • Real Estate (Band 4)
    • REITs (Band 1)
    • Retail (Band 3)
    • Retail: Corporate & Transactional (Band 3)
    • Securities: Litigation (Band 3)
    • Securities: Regulation (Band 2)
    • Sports Law (Band 2)
    • Startups & Emerging Companies (Band 3)
    • Tax: Controversy (Band 2)
    • Tax: Corporate & Finance (Band 1)