Like a modern-day Paul Revere, Ropes & Gray is riding out valiantly from Boston. It has a plan to grow in the US and internationally.
“ROPES is the place to be if you want to practice law in Boston.” A bold claim, declared proudly by a number of Ropes associates who were confident in their choice of a firm that combined the perks of BigLaw with an “as-good-as-it-can-be work-life balance.” Just what 'as good as it can be' means we'll come to later, but with ten top Chambers USA rankings in Massachusetts and the largest lawyer head count of any firm in the state, Ropes' reputation as a “regional powerhouse" is certainly well deserved.
"We’ve entered 2018 in a very strong position.”
Ropes is not a firm content with being a big fish in the little pond of Beantown, however. The majority of its US lawyers are actually based outside the Bay State – the New York office in particular is chunky in size and ranked by Chambers USA for litigation, corporate and other areas. The firm is also Chambers-ranked in Chicago, California, DC and nationwide. International expansion has been the name of the game in the past decade with new offices opening in Tokyo, London, Shanghai and Seoul. London, Hong Kong and New York are key to the firm's five-year growth plan that culminates in 2020. “The firm ended 2017 with solid momentum, which means we’ve entered 2018 in a very strong position,” managing partner David Chapin tells us.
It's not all been plain sailing though: at least 22 partners left the firm in 2017 including seven who joined Kirkland & Ellis in London, Hong Kong, New York, Chicago and Boston. To stem the tide of departures, associates have been offered retention bonuses of up to $50,000 to stay. David Chaplin asserts: “Elite attorneys continue to move from other top-tier firms to us, and our clients are bringing their most challenging and interesting work to us.” Our sources didn't appear too concerned: “The firm's leadership has been very transparent about the departures – we knew internally before it was in the news. I don't think many of us have plans to leave.”
The overwhelming majority of Ropes' junior associates work within the broad corporate and litigation groups. The remainder can be found in tax & benefits, private client and business restructuring. In the two 'supergroups' most associates start out as generalists. In corporate, juniors select two 'buckets' to draw work from, picking from general corporate; private equity; investment funds; and healthcare, real estate and life sciences. The litigation practice covers business & securities, government enforcement, antitrust and IP. (One thing to note is that a number of the firm's IP lawyers left by mutual consent in 2017 to set up their own boutique, but Ropes still has a significant IP practice.) After two years juniors join one specific subgroup.
Ropes has a formal work assignment system. “There is an entire staffing department dedicated to getting you a wealth of experience in your first two years so you can make an educated decision about what you want to do next.” Each practice area has an associate development manager (ADM) who takes in requests for juniors from partners and senior associates and then dishes out assignments. Interviewees said around half their work comes from the ADM – the rest comes from “attorneys coming to you directly: a lot of people reconnect with those they worked with during their summer, and when you begin developing a specialty the same people keep coming back to you.” Most sources were content with the system, though some litigators in Boston highlighted that “recent turnover in the centralized staffing team has brought with it some growing pains; there doesn't seem to be a lot of insight from the staffing partners into the work associates are doing.” Juniors also called for more clarity on the time needed for assignments. One said: “What's advertised as a five-hour task could turn into a much longer project which becomes difficult to plan around.”
“There is an entire staffing department dedicated to getting you a wealth of experience."
Private equity and investment management are a particular focus of the corporate group, and clients include “some of the best" in the industry like Blackstone, PIMCO, TPG Capital and Bain Capital. “You have to assist these big firms with hedges that are incredibly complicated,” an interviewee reflected. Associates cut their teeth conducting reviews of registration statements, drafting regulatory applications, liaising with clients, drafting ancillary documents and coordinating strategy with partners. “I appreciate the fact that I could immediately interact with clients as a first and second year,” one source said.
The firm's healthcare practice, which sits within corporate, is top-ranked nationally by Chambers USA. Juniors “get to see a range of transactional work through the lens of the healthcare sector,” an interviewee said. “I've done private equity work, looked into tax exemptions, and dealt with mergers and acquisitions of academic medical centers. There's also a great deal of regulatory research. Some clients might want a 50-state survey of regulators looking into specific rules that might affect their products or activities.”
Over in litigation, one budding junior provided us with a snapshot of their working life: “On my favorite case, I was on a trial team which ended up taking a case to trial in state court. Initially I did the document review and preliminary research to support the claim, but as the case went on I did the preparation for depositions, attended the trial and even got to examine a witness.” Another junior told us: “At the start I was reviewing discovery documents and helping to develop the facts. During the later stages of the case, I was involved in drafting motions to compel and deposition outlines.”
Training & Development
If you love to learn, you'll be pleased to hear that “Ropes is a firm that prides itself on its formal training," sources agreed. "We have resources on anything you can imagine.” These include dedicated writing coaches and “tons of helpful materials that you can print out and refer to later.” A program called 'Bills, Bills, Bills' – not the Destiny's Child song – offers associates instruction on “how to bill correctly so partners don't have to go back and correct things.” All this is supplemented by practice-group specific training. One litigator sung the firm's praises for offering “a practical deposition workshop right before I had a real one!”
"We have resources on anything you can imagine.”
While all our interviewees appreciated “the great job the firm does in providing the best opportunities for formal training,” some sources – particularly in litigation – felt this sometimes comes at the expense of informal on-the-job training. An interviewee reflected: “With some partners it feels like my work is going three levels up the food chain without me receiving feedback despite it being changed into something completely different.” Sources acknowledged having “different experiences with different partners,” with some noting that “there is a tendency among some partners to be professorial.”
Asked for evidence of the firm's commitment to pro bono, sources pointed to the fact that “Ropes lawyers were physically in the airports trying to get people through after Trump's executive order banning people from certain countries from the United States.” The team was headed up by Boston-based pro bono cochair Jennifer Rikoski. In November 2016 the firm also joined GLBTQ Legal Advocates & Defenders and the Massachusetts Transgender Political Coalition in launching a program to provide legal guidance to help transgender people update identity documentation.
On average, Ropes attorneys record over 100 hours of pro bono a year and we heard of some associates billing upwards of 500 hours “without anyone saying it's too much." Associates agreed that the firm "encourages you to use pro bono as a chance to gain experiences you don't normally get – I've done lots of writing that I hadn't had enough experience of on paid work.” An unlimited number of pro bono hours can be counted toward the billable hours target.
Pro bono hours
- For all US attorneys: 132,385
- Average per US attorney: 119
With women accounting for almost a quarter of the partnership, Ropes is at the higher end of the spectrum compared to other firms when it comes to gender diversity. Sources did point out that they'd like to see an increase in the representation of ethnic minorities; at the moment just under 15% of partners are from a minority ethnic background, which is around the average recorded by the firms in our guide. “We do have a dedicated diversity partner and there are initiatives in place, but the firm still isn’t where it needs to be,” one source asserted. Associates pointed to a Women's Forum and diversity lunch initiatives as evidence that the firm is making efforts but also acknowledged that “it takes more than lunches and dinners to change the statistics.”
On the positive side it's worth adding that the firm has elected Julie Jones to start as chair in 2020 – the first woman to hold that post in the firm's 152-year history. Ropes also puts its money where its mouth is: its Roscoe Trimmier Diversity Scholarship provides five 2Ls with $25,000 each.
Culture & Hours
As mentioned above associates said the work-life balance at Ropes is “as good as it can be." What does that mean? “I think it has something to do with being a behemoth in Boston,” one junior mused, adding: “I think that here your time is respected more than at the big Wall Street firms. The partners are compassionate and are generally concerned about your welfare when you're working late into the night.” What's that? Working late into the night? Yes, a regular day in the office may be a reasonable 9am to 7pm, but prospective juniors should still expect to work some long slogs typical of a top firm. “During the busiest periods,” one associate reported, “I'm in the office until 8pm and then go home, log in at around 10pm and work until midnight.” Working from home is made sweeter by the $500 associates receive to set up a home office. One interviewee enthused: “With two large screens and a wireless keyboard and mouse, my home setup is now nicer than my work setup!" Most of our interviewees said they take advantage of the firm's “flexible approach to working” by working at least one day every two weeks out of the office.
“I think it has something to do with being a behemoth in Boston.”
Associates also found that “any fears of getting a bad reputation for taking time off” were unfounded. One reported: “I had to take two week off during the middle of a deposition and the senior associates were more than understanding. The firm wasn't emailing me constantly – my coworkers are always there to pick up the slack. Even partners sometimes muck in on work way below their pay grade, which I hugely respect.” Our interviewees also appreciated the firm's “below-market billable hours target” which they felt afforded “more time and space to figure things out independently.”
Our interviewees appreciated the option Ropes offers of becoming a career associate or counsel as alternatives to the path to partnership. One said: “We have quarterly meetings with an attorney development partner who discusses our long-term plans, even if those might not be with the firm. We are proud of people who go into state and local government or in-house positions – leaving the firm is not considered a taboo subject.”
Juniors here acknowledged that “Boston definitely feels like the HQ, but New York also has its own identity." (The recently expanded New York office shares a building with Fox News and “famous correspondents are recognizable by their large hair and make-up.") We heard that "there is a bit of friendly rivalry between the offices – we are jealous that Chicago has jeans Friday which we don't!” However, other sources mused that the amount of cross-staffing means that “any serious rivalry is impossible,” adding that "communicationis almost completely seamless.” The firm also maintains a “visitors policy,” allowing associates to work out of other offices freely in what is “a good opportunity to meet attorneys in other offices who you frequently work with in person.”
Strategy & Future
“Our strategy has been to sustain our momentum, and to grow at the same time,” managing partner David Chapin tell us. “The firm is expanding in areas that play to our strengths, in particular private equity, bankruptcy, M&A and investment funds – as they all complement the outstanding practices we have around the world. We're also focused on things we think we do well, and we’re investing in those areas, including advising large financial institutions.”
Get Hired: interview with Ropes & Gray's hiring partner Peter Erichsen
Chambers Associate: What's the scope of your recruitment drive?
Peter Erichsen: We do entry-level hiring at each of our six US offices, and we visit around 30 different law schools during the course of OCI, as well as a number of job fairs. From those schools, we invite a certain number of individuals for callback interviews. Then we go to the offer stage, and we fill our summer classes based upon candidates from those schools and job fairs.
What's interesting is that, unlike many firms, when we visit campus, our interviewee is interviewing for all of our six US offices. We could have someone from Stanford interested in our New York office. We go on campus looking for the best students for Ropes & Gray and talk with them about which offices would be best.
CA: Do you have to make an effort to seek out people with preference for Ropes, or is it not an issue?
PE: It’s a combination of both. We see many interested students; the real question is how interested they really are. Many haven't had much exposure to law firms and are basing their decision on reputation, and rankings and what they’ve read in guides or online. Once we know them better, and they know us, the candidates can narrow down their list of firms to think about. Students may start out seeing 15 or so firms on campus and may get multiple callbacks. It's an involved process.
But we do track our withdrawal rate: from the time you see them on campus, are they proceeding to callback? We actually have a low withdrawal rate. With only so much time, the students who bid on joining Ropes & Gray are also taking into account our interest in them, which we try to show as transparently as possible. We want them to know where they stand with us.
CA: Does the firm’s growth on New York mean an increased amount of juniors will be hired there?
PE: Yes, we continue to grow our New York office – soon we're going to have our largest number of attorneys in New York. There is tremendous enthusiasm for the New York office, and we were able to increase its size with some terrific students.
We have people who are very interested in all of our offices around the globe. One of the things that differentiates Ropes & Gray from other firms is that students have more mobility. If they start in one office and want to move, we may be able to accommodate that and encourage associates to think about it. They have more flexibility and optionality. Take a student who is torn between two locations. We can say, “You don't have to fret – start in one, but if you want to move, that can happen.” This generation is much more mobile, and is more willing to look at other areas whether they are from there or not.
CA: How would you assess the firm's performance on diversity in its last round of hiring? Where does the firm fall down on diversity?
PE: Diversity is a top priority. Our program benefits from strong, thoughtful leadership and it provides some of the industry’s best mentorship opportunities and structures to help all candidates, including those of diverse backgrounds, succeed. That’s led a record number of candidates from minority and LGBTQ backgrounds to join Ropes & Gray.
It’s also important to note that our chair-elect, Julie Jones, named to the role in 2017, started here as a summer associate. She became a preeminent private equity attorney and will take the reins in 2020 as our first woman firm chair in the firm’s 153-year history. We know there’s work to be done when it comes to diversity. That said, we’re proud to continue to break our own important new ground as a leader among law firms.
CA: Associates involved in hiring talked about 'getting to know' candidates – what exactly is it you're looking for in doing that?
PE: We have a more thorough and in-depth evaluation process than most firms. We're looking long-term, so we want to make as thoughtful a decision as possible. We’re investing in them with the expectation that they will be at the firm for a long time. Each candidate sees six or seven people in the interviews. We perform a considerable amount of training with those attorneys involved in interviewing, so they're aware of what we are looking for.
In our evaluations, we focus on four categories: drive, problem solving, interpersonal skills, and culture and collegiality. We look for evidence of all four factors, and each of those is important. Our culture is one of our hallmarks, so we look very closely at whether the candidate will be a good team player, whether they value collegiality, whether they value diversity. With regard to interpersonal skills, we look at how they will get along with others and with clients, who themselves come from diverse backgrounds.
CA: What are the kind of extracurricular activities which you think make people stand out on their resume?
PE: We’re looking for people who have been leaders, who are active and involved and all-around good people. We see a lot of students who have done Teach for America, a terrific program. Almost three quarters of our last class had work experience between college and law school, but as for college, we like someone who also was involved in significant extracurricular activities. We look for depth rather than breadth.
CA: Can you very briefly outline your summer program?
PE: Our summer program is outstanding. It’s ten weeks long, and our summer associates are assigned two coordinating lawyers: typically one partner and one senior associate with whom they work closely – but not exclusively – on a diverse array of client work from around the world. It’s a wonderful opportunity to get immersed in our practice areas and to learn more about the firm’s clients. The firm also identifies opportunities for all associates to become involved in our pro bono programs during their summer here. Our commitment topro bono service is a hallmark of who we are as a firm.
We make available many opportunities over the course of the summer that are consistent with the experiences they will have as an associate at the firm, including our first-rate training programs.
There are also a range of really fun social events along the way too, including cooking classes, baseball games, and dinners. These events provide our summer associates with an opportunity to bond, and also to get to know as many of our attorneys as possible, building close working relationships with them.
CA: Do you take the view that the hiring process is to some degree about you selling the firm to the candidate?
PE: For us to be successful, we have to differentiate ourselves. The chief way we do that is by talking about the opportunities to do the very best legal work in an environment that is known for collegiality, collaboration and teamwork, and diversity and inclusion. This is a firm where they can make a home, feel comfortable, learn a tremendous amount and develop their skills to be a terrific lawyer.
We also want candidates to know that we have a strategy and vision for how our firm will succeed in the market. They can feel confident that they are talking to a firm that understands the legal industry, knows what it takes to succeed in this environment, and is taking the necessary steps to ensure a bright future for its lawyers and staff.
People should know it is a place to get great work from day one so that they can show what they can do and have the opportunity to build a fulfilling long-term career, whether the ultimate goal is to make partner, or to follow another path to advance within the firm or outside of it.
Interview with managing partner David Chapin
Chambers Associate: Could you summarize how the firm has done in the last year?
David Chapin: From a financial standpoint, the firm had its strongest year on record. Our teams again this year provided unsurpassed resources to clients, who turned to us for their most significant deals, their challenging regulatory questions, and complex litigation matters. Among the highlights, our attorneys represented Bain Capital in its $18 billion acquisition of Toshiba’s chip business, one of the largest leveraged buyouts ever to take place in Asia. Our team’s handling of the transaction led Law360 to write that the deal showcased the firm’s “ability to create an intricate international agreement on an epic scale” which involved the work of more than 100 attorneys across corporate and litigation practices.
Toshiba is just one highlight. Our teams handled more than 200 significant transactions in 2017 alone, and the firm regularly represents the largest international private equity firms. Our work included advising LTS Group Holdings in its $7.1 billion acquisition by Crown Castle, and TPG on its $4.2 billion carve-out of McAfee Security from Intel Corporation.
Our litigation teams also racked up victories for healthcare and life sciences clients, financial services firms and consumer brands, among many others. Our restructuring teams are advising clients in virtually every form of restructuring, insolvency and workout, including representing Gawker Media in its widely reported Chapter 11 cases.
The firm also announced in November 2017 that Julie Jones will become the first woman chair in Ropes & Gray’s 152-year history when she takes the leadership reins in 2020. Julie is one of the world’s preeminent private equity attorneys, and she started her career at Ropes & Gray as a summer associate. She currently sits on the firm’s governing board, and will serve as chair-elect until our current chair, Brad Malt, retires at the end of 2019.
CA: How is the firm doing on its 2020 strategic plan?
DC: Without question, Ropes & Gray has emerged as a preeminent international firm. Looking globally, the firm continues to attract some of the most significant cross-border transactions and leveraged buyouts, some of which require the expertise of attorneys in every practice group. Ropes & Gray is also now among the strongest firms in New York. This is measured quantitatively by headcount, and qualitatively by the depth of knowledge we provide, and also because of our unparalleled commitment to client service. Elite attorneys continue to move from other top-tier firms to ours, and our clients are also bringing their most challenging and interesting matters to us. The firm ended 2017 with solid momentum, which means we’ve entered 2018 in a very strong position.
CA: Are there any practice areas you are looking to grow in particular?
DC: Our strategy has been to sustain our momentum, and to grow at the same time. The firm is expanding in areas that play to our strengths, in particular – private equity, bankruptcy, M&A and investment funds – as they all complement the outstanding practices we have around the world. We're also focused on things we think we do well, and we’re investing in those areas, including advising large financial institutions. We also see that a significant part of our client base is comprised of sophisticated investors. If you think about it, it makes sense. Our teams are situated in the world’s largest financial centers: New York, London, Hong Kong, among other influential global cities.
CA: We heard that a number of the firm's IP lawyers left to set up their own boutique. Could you give a comment on this, and more generally, on the state of the firm's IP practice. Was this linked to the departures seen earlier this year?
DC: As we enter 2018, our IP group is busy, firing on all cylinders, and collaborating with a newfound sense of collegiality. Like most IP groups nationwide, we have downsized to meet the business need. We have perhaps been more open and candid about it than many law firms because we believe the way we are handling it is a sign of strength.
Our objective has been to convert our IP practice from a somewhat bloated army corps into an elite unit of Green Berets, as one of our partners recently described it. Several years ago our IP Lit practice was too large for the business opportunity, with pockets of under-productivity.
One of our changes involved spinning off our patent prosecution practice into its own firm. Ropes & Gray then hired a new chair of our Patent Trial and Appeal Board group to strengthen our offering to clients with litigation needs. The firm the recruited one of the top, New York-based life sciences litigators, who joined the firm in February 2018. We have made great strides, and 2017 was the best in many years for our IP practice.
CA: What do you see as the advantages of associates engaging in meaningful pro bono work?
DC: It differentiates us from other firms, to be honest. Ropes & Gray is a special place, a special law firm and institution that’s viewed as extraordinary because of its strong sense of purpose and commitment to pro bono. In 2017, the firm set a new record in its commitment, surpassing 160,000 hours served around the globe.
The firm is always taking on pertinent social challenges. In the wake of recent changes to US immigration law, several hundred attorneys in our Immigration Forum doubled down on handling asylum cases – and immigration-related issues – to help individuals and families in dire circumstances. Those efforts were recognized by the Financial Times “Innovative Lawyers” for their scope and impact.
As part of Ropes & Gray’s global pro bono partnership with the international nongovernmental organization Lawyers Without Borders, a cross-practice team of attorneys traveled to Tanzania in February 2017. Our team spent a week in Dar es Salaam providing training to local justice officials in the investigation and prosecution of human trafficking crimes. It’s the second team of attorneys we’ve sent abroad with Lawyers Without Borders; our first team traveled to Kenya to help train justice officials to prosecute wildlife poachers more effectively.
Being invested in pro bono is part of what it means to be a Ropes & Gray attorney. For our attorneys, it’s gratifying to know they helped someone in need or that they changed a situation for the better. And, in the most serious cases, it’s humbling for those attorneys to know that their legal counsel saved someone’s life.
CA: Are the firm's Boston roots still important to the firm?
DC: The firm was founded in Boston in 1865. We of course have a special relationship with Boston due to our history, and that connection remains strong even as we have evolved into a global firm with lawyers and clients around the world. The diversity of our practices, of the cultures represented by our lawyers and of the countries in which we have offices only serves to benefit our clients in New England.
CA: Where do you think the room for improvement in the system currently lies with regards to diversity? Has the firm signed up to the Mansfield Rule?
DC: Our diversity efforts are succeeding, and we still have more work to do. For our part, we are laser-focused on recruiting, retaining and advancing women, people of color and those who are LGBTQ.
At the end of the day, we are committed to the success of people of all backgrounds. That’s put into clear relief by the fact that Julie Jones was named our chair-elect. Julie will tell you that never once did she feel differentiated on gender here at the firm – that it’s a meritocracy.
Our inclusion efforts are broad and our results can be measured: 25% of all partners are women, well above the industry average of 18%; 63% of our office managing partners are of diverse backgrounds or women, or both; 33% of our lateral partner hires in 2017 fell into these categories; and 33% of our attorney promotions across the firm in 2017 were women or individuals of diverse backgrounds or both.
With regard to the Mansfield Rule, the firm is not currently participating in the pilot, although we support the premise of the rule and its mission of diversifying top ranks of the legal profession. We may decide to participate in the future, but for now we are focused on a number of initiatives including recruiting increasingly diverse summer associate classes, supporting our pipeline through our diversity mentoring program, embedding diversity into attorney development in a deeper way, tracking our metrics at the practice group level through our new diversity dashboard system, and continuing to support our affinity groups. We believe these concrete actions have yielded and will continue to yield tangible results.
In particular, our Roscoe Trimmier Diversity Scholarship provides a $25,000 award to up to five outstanding second-year law students to offset the expenses of their legal education. It includes a paid summer associate position following completion of the second year of law school.
Ropes & Gray LLP
Prudential Tower ,
800 Boylston Street,
- Head Office: Boston, MA
- Number of domestic offices: 6
- Number of international offices: 5
- Partners (US): 235
- Associates (US): 879
- Main recruitment contact:
- Amy Ross (email@example.com)
- Hiring partner: Peter Erichsen
- Diversity officer: Lindsay Kendrick
- Recruitment details
- Entry-level associates starting in 2018: 135
- Summers joining/anticipated 2018:
- 1Ls: 6, 2Ls: 164, 3Ls: 3, SEOs: 2
- Summers joining/anticipated 2018 split by office:
- Boston: 74; NY: 55 Chicago: 12; DC: 13; SF: 13; SV: 3
- Summer salary 2018:
- 1Ls: $3,500
- 2Ls: $3,500
- Split summers offered? Yes
Main areas of work
American, Berkeley, Boston College, Boston University, Brooklyn, Chicago, Columbia, Cornell, Duke, Fordham, George Washington, Georgetown, Harvard, Howard, Illinois, Maryland, Michigan, North Carolina, Northeastern, Northwestern, Notre Dame, NYU, Penn, Santa Clara, Stanford, Suffolk, Texas, UC Davis, UCLA, USC, UVA, Vanderbilt, Washington University in St Louis, Yale. The firm also attends various job fairs.
Roscoe Trimmier Jr. Diversity Scholarship:
Award: This scholarship provides a $25,000* award to five outstanding second-year law students and includes a paid summer associate position following completion of the second year of law school. *payable in installments, less all required income and payroll taxes
Eligibility requirements: Outstanding undergraduate and law school academic achievement; member of a historically underrepresented group in the legal profession; 2L, enrolled in an ABA-accredited law school; US citizen or authorized to work in the United States. To find out more about this scholarship and how to apply, please visit: www.ropesgray.com/en/legalhiring/The-Culture/Commitment-to-Diversity/Roscoe-Trimmier-Jr-Diversity-Scholarship.
Summer associate profile:
Ropes & Gray chooses summer associates based on academic performance, personal skills, motivation, work and leadership experience, practice area interests and the ability to work well in a highly collaborative environment.
Summer program components:
Our goal is to provide summer associates with a realistic sense of what it is like to work at the firm by having them work on actual client matters and by giving them opportunities to get to know our attorneys through a variety of social events, activities and lunches. Our attorneys provide meaningful and timely feedback on work assignments and offer additional perspective through an end-of-summer formal review. Summer associates also benefit from our highly regarded training program, which provides both practice-specific and general soft-skills training designed to support summer associates’ professional growth and development.
This Firm's Rankings in
USA Guide, 2019
- Corporate/M&A: Private Equity (Band 3)
- Healthcare (Band 3)
- Intellectual Property (Band 4)
District of Columbia
- Antitrust (Band 4)
- Healthcare (Band 3)
- Healthcare: Pharmaceutical/Medical Products Regulatory (Band 2)
- Corporate/M&A & Private Equity (Band 5)
- Healthcare (Band 4)
- Litigation: White-Collar Crime & Government Investigations (Band 3)
- Antitrust (Band 1)
- Banking & Finance (Band 1)
- Banking & Finance: Public Finance (Band 2)
- Bankruptcy/Restructuring (Band 2)
- Corporate/M&A (Band 1)
- Employee Benefits & Executive Compensation (Band 1)
- Healthcare (Band 1)
- Hedge & Mutual Funds (Band 1)
- Intellectual Property (Band 4)
- Labor & Employment (Band 2)
- Litigation: General Commercial (Band 1)
- Private Equity: Buyouts (Band 1)
- Private Equity: Fund Formation (Band 1)
- Real Estate (Band 2)
- Tax (Band 1)
- Bankruptcy/Restructuring (Band 4)
- Corporate/M&A: Highly Regarded (Band 2)
- Healthcare (Band 1)
- Intellectual Property: Patent (Band 4)
- Litigation: General Commercial: Highly Regarded (Band 4)
- Litigation: White-Collar Crime & Government Investigations (Band 3)
- Tax (Band 4)
USA - Nationwide
- Antitrust (Band 4)
- Banking & Finance (Band 3)
- Bankruptcy/Restructuring (Band 5)
- Capital Markets: Equity: Issuer Representation Recognised Practitioner
- Capital Markets: Equity: Manager Representation (Band 3)
- Corporate Crime & Investigations (Band 3)
- Corporate/M&A: The Elite (Band 4)
- Employee Benefits & Executive Compensation (Band 4)
- FCPA (Band 4)
- Healthcare (Band 2)
- Investment Funds: Hedge Funds (Band 2)
- Investment Funds: Investor Representation (Band 1)
- Investment Funds: Private Equity: Fund Formation (Band 3)
- Investment Funds: Registered Funds (Band 1)
- Life Sciences (Band 2)
- Privacy & Data Security: Healthcare Spotlight Table
- Private Equity: Buyouts (Band 2)
- Securities: Regulation Recognised Practitioner
- Tax: Corporate & Finance (Band 3)