This esteemed New Yorker combines “big headline deals” with a culture that’s "just right" for its associates.
“THERE are two types of college students,” according to Homer Simpson. “Jocks and nerds.” We couldn’t get hold of Homer to find out if the same holds true for attorneys, but the word of a Simpson associate is probably more useful: “I found there was a spectrum between the really intellectual ‘I love being at my desk at 2am thinking about tough legal problems’ type, and then at the other end you had ‘the softball team is the life blood of this office and we go out drinking every Friday.’ I wasn’t interested in either extreme.” Just like Goldilocks on the hunt for perfect porridge, “Simpson was the best match of where I fall on that spectrum.” For others, the firm’s 130-plus year legacy was irresistible: “The Simpson name carries such weight and it’s so strong to have on your resume.”
Based on its Chambers USA rankings, Simpson can lay claim to being top of the top in banking and finance, capital markets, corporate/M&A, insurance, investment funds, private equity, real estate, tax, and securities litigation across the USA. No wonder that this firm attracted associates with a hunger for “big headline deals at the top of the league table.” It gets another slew of rankings in New York particularly, where you’ll find its head office. Three quarters of juniors are recruited into the HQ, with the remaining spread between its four other offices: Palo Alto, DC, Houston and LA. Simpson also has five overseas offices in London, Tokyo, Beijing, Hong Kong and São Paulo. So what about that Goldilocks culture? “We do have a softball team, but it’s not the lifeblood of the office!”
Strategy & Future
Managing partner Bill Dougherty singles out real estate and private funds in particular as areas of growth for the firm. On offices, he tells us: “I expect we will continue to expand in Houston. That’s been a terrifically successful office for us. I think we’ll expand further in Southern California, an area that has also really blossomed in recent years.” But he is quick to clarify that there won’t be “dramatic growth” across the firm: “Overall we want to manage our size.” That became clear in September 2018, when the firm’s Seoul office closed its doors. Dougherty explains: “It was really just a consolidation of our Korean practice with our other practices in Hong Kong,” and confirms: “We’re still very interested in the Korean market, but I don't think we had the heft in Seoul itself to justify the separate office.”
Most associates were split two-to-one between corporate and litigation at the time of our calls. A remaining 15% were shared between Simpson’s more specialized groups: real estate, executive compensation and benefits, tax, and exempt organizations. While all of the core practice areas exist in the smaller offices, some of those specialized groups do not. In New York, corporate associates rotate through two of four possible subgroups – M&A, banking and credit, capital markets or funds – before joining a group permanently. Juniors previously rotated through three groups, but in the new setup “you have a primary and a secondary group – think of them as college majors and minors.” Associates get most work from their primary group, “but if it’s slower you’ll get assignments from your secondary group, so in theory you should get work from all four groups.”
“Juniors have to organize all the specialists – there are almost 50 specialists in this deal I’m on!”
Let's start with funds. The firm is an expert in private funds. Particularly when it comes to aiding private equity clients on their fundraisings. One associate reported that, in this group, "everyone does everything. You can expect to do some drafting and coordinating, and when the fund is actively fundraising, organizational aspects become entirely mine." In the smaller Palo Alto office, where juniors are generalists for their first two years, an associate working on funds told us: “We do a lot of tech deals, being in Silicon Valley. I’m helping an early investor with corporate governance aspects for a fundraising by Uber.”
Associates in M&A split their time between private equity and public deals: “It ranges from private company acquisitions involving private equity sponsors to large public company deals. I’ve done some very big public deals – the kind that are constantly in the news!” Juniors’ main task was diligence, “which can be time-consuming,” but those who impress will get drafting opportunities: “You may not be the one with the pen on the merger agreement, but maybe on the escrow agreement.” Around closing “juniors have to organize all the specialists – there are almost 50 specialists in this deal I’m on! Antitrust specialists, sanctions specialists, tax specialists…”
Banking and credit works on acquisition finance, refinancings and other “credit facilities of various sizes.” Clients come from both the lender and borrower sides, meaning work for both private companies and financial institutions. Associates said: “It’s the best rotation for more substantive work because teams are smaller. You’re the one the client is directing questions to” – the downside being “it can be hard to make judgment calls.” This associate worked on an LBO bid with their partner adviser, “which has been a little intimidating, but really cool! I’ve drafted the commitment papers, created a financing comparison grid to show different bank responses, and scheduled calls with our client.” Over in capital markets, acquisition and debt finance work was common, with diligence and SEC filings taking up juniors’ time. On one deal “I was in charge of coordinating local counsel opinions and reviewing comment.” The capital markets group “takes longest to get up to speed because you just have to have been on enough deals to understand all the security regulations.”
Corporate clients: The Carlyle Group, Wells Fargo, Microsoft. Represented a consortium led by private equity firm Blackstone in a $20 billion partnership agreement.
In litigation, “everyone is a generalist through to partnership. By the fifth or sixth year you’ll have built relationships and have expertise in one or two areas, but there’s no point where you announce you’re part of a group.” On entering the firm “you could be staffed to a variety of cases, whether investigations, insurance, or securities work.” The last of these was on the up in Palo Alto: “I’m on several securities cases involving mergers and allegedly false disclosures.” Patent cases were common too: “I was able to second-chair a summary judgment hearing in a patent case.” In New York there was international litigation up for grabs too, “where a country outside the US is suing using New York Federal Court.” Juniors spent much of their time researching, and “if you become the team expert on whatever area of law, there have been lots of occasions when I’ve been asked to draft.” This Palo Alto associate was pleased to tell us: “I’ve been responsible for the first draft of half a dozen substantive briefs in one year.” There was doc review too, but “it’s sometimes nice to be able to put your headphones in and just bang it out when you don’t have to simultaneously balance calls from 35 people.” And then there were more miscellaneous tasks that fell to juniors: “Someone has to get three boxes of deposition exhibits to Tokyo by Friday and it’s my responsibility to figure out if we’re gonna buy a United Airlines seat for those boxes to travel!”
Litigation clients: J.P. Morgan, Alibaba, SeaWorld. Represented Twitter in a securities class action brought by shareholders.
Simpson’s centralized assigning system tracks every associate’s hours, a “comforting” setup for those wary of “figuring out who I need to brown-nose.” Building relationships isn’t closed off to juniors, but partners who have their sights set on any particular rising stars will go through the central system to request them, “so it acts as a buffer and makes it easier to say no.” And it was generally problem-free, give or take a couple of doubters in Palo Alto: “A free-market system would be an incentive for people who’re slow to get it together.” Staffing partners “try to keep note of what experiences you have and haven’t had. If you’ve never had a deposition or done any brief-writing, someone is looking at the teams you’ve been assigned to. There’s an eye toward professional development.”
“When you leave, the name on your resume is priceless,” said associates. “There’s a broad network of Simpson alums you could call.” For corporate leavers, “most look at in-house positions,” but there were some less orthodox ways out: “Entertainment has been a hot thing to do lately, and some people in my class left to pursue a startup.” On the litigation side “some go to other firms, some go into government, the US Attorney’s Office, or to do public interest work.”
“When you leave, the name on your resume is priceless.”
Corporate associates are assigned partner advisers in each rotation, although they were often considered a “backstop” to informal relationships. “At least once a week I get coffee with associates as a mentoring activity.” Associates noticed different methods of teaching between groups, but one associate summarized their experience: “There’s definitely a culture of figuring out as much as you can yourself. I’ve found people typically don’t have time to walk you through things, which is a little disappointing.” This associate had a theory as to why that might be: “Simpson tries so hard to be a friendly and comfortable place to work that it’s hard to find a balance between consistent, direct feedback but also not intimidating young associates.” We should note that the firm has launched a new program in partnership with Columbia Business School – STBReady. We're sure that will add something a little extra to associates' development.
In a summer class of 100, “I wasn’t best friends with everyone, but I remember thinking everyone was so kind. Simpson does a really good job prioritizing personality to make sure the culture carries through the generations of Simpson attorneys.” Click on the 'Bonus Features' tab above for more on how to get hired at Simpson.
Culture & Hours
Others echoed: “The firm has put in a lot of effort to make it pleasant to work here. It’s all so intentional.” With centralized staffing “there’s no competition to get work.” And no annual billing requirement must have been irresistible for this bunch, for whom “anticompetitive incentives” were critical. But what’s the catch? “Individual partners might have soft targets in their head, but there’s definitely no pressure.” Around bonus time, “it’s not as if there’s any scrambling to make up hours, you can really enjoy the holidays!” How do you get a bonus then? “As long as I’m still showing up I get a bonus.” Well, annual reviews (first-years get two!) might have something to do with it too, but “the only thing Simpson is judging me on is quality. I’ve had three reviews and hours are never an issue – and my hours have been all over the place!” Associates figured hours become important the more senior you get, but as for bonuses, “if the firm’s doing well, we all share in that.” Simpson was also the first firm to dole out an extra summer bonus, “which was ridiculous. I mean, great, it was great!”
“Simpson still has some of that ‘proper’ old upper feel to it.”
Associates thought “Simpson still has some of that ‘proper’ old upper class feel to it. Some firms try to sell themselves as being a little more hip – ‘We’re not like these older firms, we’re cool! We have Flip Flop Friday!’ It becomes fratty and first-years feel they need to go out and party.” At Simpson, “there’s no expectation you’ve gotta stay out late to get ahead.” Simpson may not have Flip Flop Friday, but there is an annual beer pong tournament in the calendar. “It started as an associate thing,” and then partners wanted in on the action too. Other sporting highlights were a bit more chilled out: “During the World Cup they played all the games throughout the day in a conference room on the 30th floor and had different snacks based on the teams playing.” In Palo Alto, everyone sits together at lunch: “It doesn't matter if you’re a corporate junior sitting with a litigation partner, you can talk to anyone.”
Unsurprisingly, associates noted differences partner to partner. “I’ve worked basically all night for several days for some partners – you sign the transaction and then it's just on to the next deal.” At the other end certain partners would “look at our hours and invite people to dinner when things might be going a little rough to thank them for their hard work.” Twelve-hour days were common for corporate associates, who singled out M&A as the most “intense” group. It was similar in litigation, though more consistent. Litigators might leave the office at 7pm, but there's “the expectation you’re available to talk on the phone when you’re at home. People tend to call fairly late.” The firm recently upgraded its tech stipend to $2,000 per associate, “so it’s really seamless to work from home.” Long hours aren’t confined to New York, as Palo Alto litigators will contest: “I've pulled several all-nighters!”
Pro bono hours aren’t capped at Simpson. The firms asks attorneys to clock at least 20. But a yearly award ceremony recognizes any lawyers who clocked over 100 pro bono hours, providing them with an incentive to go above and beyond. We heard from an associate who’d “spent around 400 hours on pro bono over my first year and a half.” A dedicated pro bono team emails around opportunities with the firm’s partner organizations “about five times a week. They’ll also listen if, say, you’d like to argue in front of a judge. You’ll usually get an email in advance of it going out to the firm.”
Immigration work was common: “I’ve been involved in representing three clients in removal defense proceedings.” There were also opportunities on the corporate side with “small businesses that need to figure out how to change their corporate form – or if they want to kick a partner out!” The firm runs an externship allowing associates to spend four months with Brooklyn Legal Services. A less common alternative is the firm's year-long fellowship program, which allows associates to work for an organization of their choice (subject to the firm's approval).
Pro bono hours
- For all (US) attorneys: 47,913
- Average per (US) attorney: 61
Diversity & Inclusion
At the partnership level associates felt “it’s not very representative of our country and community.” And across levels “there’s a dearth of African Americans and Hispanic people.” But associates were encouraged by the appointment of new director of diversity and inclusion Carlos Dávila-Caballero – a veteran of BigLaw diversity. Perhaps the changes will also ease some of the discontent felt by some in the firm’s smaller offices: “There’s such a New York focus that they don’t seem to understand the differences in our office.” Diverse associates can sign up to Simpson’s mentorship program, and there are opportunities to attend diversity networking events: “A couple of associates went to a conference through Ms JD.”
The first stage: recruitment on and off campus
OCI applicants interviewed: undisclosed
Interviewees outside OCI: undisclosed
Simpson interviews at the top 25 schools as well as regional schools local to its five offices. Additionally, the firm attends job fairs and holds resume drops at several schools and may interview applicants who contact the firm directly.
Most OCIs are conducted by partners who are often alumni of the schools. "We ask students to tell us about projects they worked on the previous summer or their experiences analyzing questions of law while clerking with a judge or in law school,” a recruitment source at the firm tells us. Other questions will focus on experience working in teams and involvement in extracurricular activities. “We are determining how they may approach their job, if they are effective communicators, are enthusiastic, and if they would fit into our collegial environment.” In addition, our source explains that it's a good idea to "be honest about what and where you want to practice but also if you aren’t yet sure of either. We understand that many students, especially those who went straight from undergrad to law school, haven’t been exposed to enough real world work to know in what area they want to practice."
Top tips for this stage:
“Through the course of OCIs you will most likely be asked about every single thing on your resume so be prepared to discuss each one in-depth.” – recruitment source at the firm.
Applicants invited to second stage interview: undisclosed
During a callback, a candidate will meet five or six people including two partners, two mid to senior level associates and one or two junior associates. Morning interviews consist of four 30-minute interviews in the office followed by a lunch with two junior associates. Afternoon interviews are made up of five 30-minute interviews, one of which will be over coffee with a junior associate. Evening interviews are similar to the afternoon format.
“Our attorneys all have their own style of interviewing and we don’t have scripted questions,” our recruitment source revealed.Typically though, interviewers will follow on from questions asked in the OCI, “and also discuss the importance of understanding the client business. Candidates who show they understand this have a distinct advantage.”
“Researching the firm is even more critical at this stage,” our source says. “Understand what our practice areas are and be ready to ask questions related to them.” Candidates should also be ready with questions about their interviewers. “Partners are always impressed when candidates ask about specific deals or cases on which they worked.” A corporate junior echoed this: “You don’tneed to memorize what deals I’ve worked on, but being aware of what interviewers do shows us you’re thinking about how you fit into firm.” However, our recruitment source says: “Don’t panic if there is a last minute change to your schedule. The replacement attorney with whom you are meeting knows you haven’t had a chance to research them.” The most important thing, no matter who’s interviewing you, is to show enthusiasm.
Top tips for this stage:
“I value the questions people ask me more than the questions I ask them.” – a junior associate.
“We expect questions about what people do within each group and what a day in the life might be like in a specific group.” – recruitment source at the firm.
Each summer associate has assigning associates who will find assignments matching their interests and help navigate workloads and timelines. “Over summer you can try everything in every group, including all the small groups,” a junior associate divulged. Summers are also invited to attend firm-wide and departmental trainings in addition to summer-specific trainings. “The vast majority of summers return as junior associates, which includes a portion who join after judicial clerkships or fellowship opportunities,” our recruitment source says. “Summer associates will almost always know the practice area they want to join by the end of the summer.”
Top tips for this stage:
“Many times a good impression can come from simply asking questions and offering to pitch in with the smallest of tasks.” – a junior associate.
“We encourage summer associates to work in as many practice areas as possible so they can make an educated decision on what group they would most like to join.” – recruitment source at the firm.
Interview with chairman Bill Dougherty
Chambers Associate: Which practices have been performing especially well recently?
Bill Dougherty: 2018 was a record year for the Firm. Performance was strong across-the-board, in all geographies and practice areas. Everyone was extremely busy and that was reflected in our results. Our funds practice, in all its different forms, continues to thrive and evolve, and disputes and crisis management kept our litigation department very busy.
CA: Are there any broader trends that are currently shaping the volume or type of work conducted in your firm's practices?
BD: I sounded the theme of technology last year, and tech continues to have a tremendous impact in all sorts of industries – healthcare, oil and gas, life sciences, etc. The alternative asset space continues to evolve. There’s a convergence of traditional private equity and venture capital as some of the bigger private equity firms focus increasingly on growth equity, and the alternative asset market continues to expand in real estate, infrastructure, and several other areas. These developments have been very good for Simpson Thacher.
CA: The firm closed its Seoul office in September. What was the reason behind that decision?
BD: It was really just a consolidation of our Korean practice with our other practices in Hong Kong, where the group had originally been and where we have always had partners and associates focused on that practice. We’re still very interested in the Korean market, but I don't think we had the heft in Seoul itself to justify the separate office.
CA: Can you tell us about any developments at the firm over the past year that you would like our readers to know about?
BD: We followed through on our push to rethink and refresh the way we train our associates in view of the evolving nature of the work that young associates do at law firms. We held our inaugural STBReady program this past fall where we brought some 110 new associates from across the globe to New York for eight days of training. The program was designed to get them a little more practice-ready, to level the knowledge base, and to enable the class to get to know one another. That worked pretty successfully – we got some terrific feedback from our new associates. We'll continue to fine-tune and tighten up the program, but the early read is that it was very successful.
We’re hopeful that the program will reap significant benefits for both our associates and clients. As the pace of business continues to increase, it’s even more important that our new associates hit the ground running. It’s our job to help them learn the business, and the new training program is designed to give them the tools they need to become better lawyers more quickly. This is enormously helpful to our clients. In addition, we remain highly committed to the objective that all of our new associates be fully welcomed into the Firm. Our new director of diversity and inclusion will continue to have a hands-on role in training, and will work hard to ensure that all of our new talent benefits from what we hope will be improved training opportunities.
CA: Which practices, sector focuses, or offices have you earmarked for growth over the next year and why?
BD: For growth, I expect we will continue to expand in Houston. That’s been a terrifically successful office for us. I think we’ll expand further in southern California, an area that has also really blossomed in recent years. I don’t think we will see dramatic growth in general across the Firm; there will be growth in particular targeted areas, but overall we want to manage our size. Our real estate practice has grown substantially in recent years and will continue to expand. I expect private funds will also continue to grow.
CA: How do you think the profession has changedsince you started practicing as a lawyer?
BD: I’ll start by saying that I think the one constant throughout is that there will always be demand for high-end legal services and for advice that enables clients to get their transactions from point A to point B, and to resolve their critical disputes so that they can get back to business. Ultimately what clients want from their high-end legal providers is sound, thoughtful judgment and efficient execution of work. We can’t allow that to get lost in the shift toward technology-assisted legal service. That said, we need to be listening to the next generation about how technology can help us perform our jobs faster and better.
Another constant that I’ve benefited from throughout my career is great mentorship from prior generations. Though the business and legal world continue to move forward very quickly, we’ve got to take the time to explain the softer skills and some of the nuances of judgment – why you made a particular edit, or when it’s better to pick up the phone and walk through a particular legal point, as opposed to trying to convey it in an email. We need to make sure we teach these things to the next generation of lawyers to weave into their practices as they handle deals and disputes.
CA: Why is law an attractive profession for students to join today?
BD: I think it’s great fun working with very smart people both inside and outside the Firm. If you’re intellectually curious, you can learn a tremendous amount about the business world and watch the evolution of particular industries. We were very fortunate to have worked with KKR, for example, on its first leveraged buyout back in 1989, and we’ve continued to serve as KKR’s outside counsel ever since, advising on all sorts of new methods for investments and acquisitions. As a lawyer, you have a front-row seat in helping your clients shape their businesses. That will always be part of the thrill of doing this job at the highest end of the profession, and I think there will always be strong demand for those sorts of trusted advisors.
CA: When did you decide to become a lawyer? Why?
BD: My father was a lawyer, but I was one of six kids and the only lawyer in the bunch! I was fascinated by what he did: he was a maritime lawyer, an interesting area of law that was a big specialty in the New York market back in the 60s and early 70s. I enjoyed hearing his tales of courtroom dramas.
That said, I have an economics background and was more interested in corporate law. There’s a certain amount of serendipity in a career and that’s certainly true in mine. But if you approach everything you do from the beginning of your career with passion and curiosity and the desire to get the most learning out of every task you’re asked to do, I think you can be quite successful. And you may or may not stay at your initial law firm job, but it’s a great platform for a whole range of fascinating careers, whether you stay strictly in law or branch out into other endeavors.
CA: Looking back at your career and the knowledge you've gained, what advice would you give to students who are about to enter the legal industry?
BD: Do your absolute best on every single task you’re asked to perform, do it eagerly and view everything you do as a learning opportunity. I can guarantee you will pick up more knowledge, more insights and more sensitivities than you might imagine. If you approach your work with enthusiasm, and if you remember you’re in a client-service industry, you can become a very successful and fulfilled lawyer.
Simpson Thacher & Bartlett LLP
425 Lexington Avenue,
- Head Office: New York, NY
- Number of domestic offices: 5
- Number of international offices: 5
- Worldwide revenue: $1,375,661,814
- Partners (US): 158
- Associates (US): 606
- Main recruitment contacts: Susan Osnato, Chief Legal Talent Officer; Michelle Las, Legal Recruiting Director
- Hiring partners: Rajib Chanda, Nick Goldin, Krista Miniutti
- Diversity officer: Carlos Dávila-Caballero, Director of Diversity
- Recruitment details
- Entry-level associates starting in 2019: 104
- Clerking policy: Yes
- Summers joining/anticipated 2019:
- 1Ls: 13, 2Ls: 122
- Summers joining/anticipated 2019 split by office:
- US: NY: 99, Palo Alto: 15, Houston: 9, Los Angeles: 8, Washington: 3
- UK: London: 1
- Summer salary 2019:
- 1Ls: $3,660
- 2Ls: $3,660
- Split summers offered? Case by case
- Can summers spend time in an overseas office? Yes, subject to need and relevant language skills
Main areas of work
Simpson Thacher also has leading innovative practices in the areas of antitrust, IP, tax, bankruptcy, real estate, executive compensation and employee benefits, exempt organizations and personal planning. Further, pro bono work is critical to the firm’s identity and its record in this area is unparalleled.
Berkeley, Brooklyn, Cardozo, Chicago, Columbia, Cornell, UC Davis, Duke, Emory, Fordham, George Washington, Georgetown, Harvard, Howard, Michigan, NYU, Northwestern, Notre Dame, University of Pennsylvania, St. John’s, Seton Hall, Stanford, Texas, Toronto, Tulane, UCLA, USC, Vanderbilt, Virginia, Washington University, Yale.
Recruitment outside OCIs:
1L Summer Diversity Program, resume collects at various schools, Regional job fairs including, but not limited to: Bay Area Diversity, Northeast BLSA, Lavender Law, Midwest- California-Georgia Consortium, NYC Interview Program, On Tour, Patent Law Interview Program, Penn West Coast.
Summer associate profile:
The firm looks for candidates with distinguished records of achievement, demonstrated leadership potential, a commitment to excellence and the ability to work cooperatively with clients and colleagues.
Summer program components:
The Simpson Thacher Summer Program is both challenging and rewarding. Throughout the program, summer associates work alongside partners and associates on complex client projects. They have the opportunity to work on assignments from all practice areas to gain first-hand experience. The staffing team communicates regularly with summer associates to determine assignment preferences and to ensure that summer associates get exposure to meaningful work. Each summer associate is paired with partner and associate mentors charged with providing feedback and career guidance. Summer associates participate in frequent formal training programs and a variety of extracurricular events that help to foster strong connections at the firm. At the end of a summer with Simpson Thacher, an associate will have gained a thorough understanding of the firm’s work and broader culture.
This Firm's Rankings in
USA Guide, 2019
- Capital Markets: Debt & Equity (Band 1)
- Corporate/M&A: Private Equity (Band 1)
District of Columbia
- Antitrust Recognised Practitioner
- Antitrust (Band 3)
- Bankruptcy/Restructuring (Band 4)
- Corporate/M&A: The Elite (Band 1)
- Employee Benefits & Executive Compensation (Band 1)
- Environment: Mainly Transactional (Band 2)
- Insurance: Dispute Resolution: Insurer (Band 1)
- Litigation: General Commercial: The Elite (Band 3)
- Litigation: Securities (Band 1)
- Litigation: White-Collar Crime & Government Investigations (Band 3)
- Real Estate: Mainly Corporate & Finance (Band 1)
- Tax (Band 1)
- Technology & Outsourcing (Band 4)
- Corporate/M&A (Band 4)
- Banking & Finance (Band 2)
USA - Nationwide
- Antitrust (Band 4)
- Banking & Finance (Band 1)
- Capital Markets: Derivatives (Band 3)
- Capital Markets: Equity: Issuer Representation (Band 1)
- Capital Markets: Equity: Manager Representation (Band 2)
- Capital Markets: High-Yield Products (Band 2)
- Capital Markets: Investment Grade Debt: Issuer Representation (Band 2)
- Capital Markets: Investment Grade Debt: Manager Representation (Band 1)
- Corporate Crime & Investigations Recognised Practitioner
- Corporate/M&A: The Elite (Band 1)
- Employee Benefits & Executive Compensation (Band 2)
- Energy: Electricity (Transactional) (Band 2)
- Financial Services Regulation: Financial Institutions M&A (Band 2)
- Insurance: Dispute Resolution: Insurer (Band 1)
- International Trade: CFIUS Experts (Band 3)
- Investment Funds: Private Equity: Fund Formation (Band 1)
- Investment Funds: Registered Funds Recognised Practitioner
- Private Equity: Buyouts (Band 1)
- Real Estate (Band 1)
- REITs Recognised Practitioner
- Securities: Litigation (Band 1)
- Tax: Corporate & Finance (Band 1)