20 Top Law Firms

20 Top Law Firms

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20 Top Law Firms ISBN: 1-58207-271-X

Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we perfect? No—but we do believe that you’ll find our content to be the highestquality content of its type available on the Web or in print. (Please see our guarantee below.) We also are eager to hear about your experiences on the recruiting front, and your feedback (both positive and negative) about our products and our process. Thank you for your interest. The WetFeet Guarantee You’ve got enough to worry about with your job search. So, if you don’t like this Insider Guide, send it back within 30 days of purchase and we’ll refund your money. Call us for details or e-mail us comments at 1-800-926-4JOB or [email protected]. Photocopying Is Prohibited Copyright© 2002 WetFeet, Inc. All rights reserved. This publication is protected by the copyright laws of the United States of America. No copying in any form is permitted. It may not be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, in part or in whole, without the express written permission of WetFeet, Inc.

Table of Contents Quick TOC The Industry

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Th e Fi r m s

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The Industry Overview How It Breaks Down The Bottom Line Interviewing Tips The Firms Bingham McCutchen LLP Brobeck, Phleger & Harrison LLP Cleary, Gottlieb, Steen & Hamilton Cooley Godward LLP Gray Cary Ware & Freidenrich LLP Greenberg Traurig LLP Heller Ehrman White & McAuliffe LLP Jones, Day, Reavis & Pogue Kirkland & Ellis Latham & Watkins Mayer, Brown, Rowe & Maw McDermott, Will & Emery Morrison & Foerster LLP O’Melveny & Myers LLP Piper Rudnick LLP Shearman & Sterling Sidley Austin Brown & Wood Skadden, Arps, Slate, Meagher & Flom LLP & Affiliates White & Case LLP Wilson Sonsini Goodrich & Rosati

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8 12 16 19 22 25 28 32 37 41 45 48 51 54 58 61 65 69 73 76

The Industry

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I N D U S T R Y T H E

Overview When did you realize you wanted to be a lawyer? Was it the time you aced that political science essay? When you won that debate arguing the merits of the death penalty? When you watched the season finale of Law & Order? People enter this demanding and all-encompassing profession for many reasons, not the least of which is the desire to work in an intellectually rigorous field that can have a significant impact on the world around them. The law, after all, touches on most aspects of our society, from crime to public policy to the stock market. Of course, the pay is great, too, but most lawyers will tell you the money isn’t enough to sustain one’s commitment to a job that can be incredibly challenging, with long hours and high stress. No, if you want to be a lawyer, you better love the law. But what exactly does a lawyer do? This question might seem obvious, but many students enter the profession without really knowing the answer. For starters, forget everything you learned from watching television. If you think being a lawyer mainly involves making speeches and grilling witnesses in a courtroom, think again. Even trial lawyers—those who specialize in courtroom litigation—spend surprisingly little time before a judge or jury. For every hour in the courtroom, many more are spent doing research, conducting interviews, or writing documents in preparation for litigation. Many lawyers, in fact, never step foot in court.

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At its most basic level, a lawyer’s role is that of an advocate and adviser. Attorneys use specialized knowledge to research and interpret the intent of the law and apply it to whatever circumstances their clients face—a pretty sizable responsibility. The legal profession can be divided into two major categories: litigation and transactions. Litigation, which concerns both civil and criminal law, is the process of arguing a dispute between two parties. Transactions relate to business and personal matters that usually do not require courtroom argumentation. For example, a lawyer may counsel a client in preparing a will, contract, or lease; help secure venture capital for a new company; or prepare a patent for a new technology. Litigation and transactions have specializations of their own, such as tax, antitrust, bankruptcy, labor, real estate, insurance, international trade, environmental regulation, and mergers and acquisitions— to name just a few. Lawyers can also specialize in specific industries such as healthcare, high-tech, life sciences, entertainment, or even nonprofits.

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I N D U S T R Y

Large Firm vs. Small Firm So how do you decide what kind of law you want to practice? And, more importantly, how do you find the firm that’s right for you? First of all, keep in mind that you don’t actually have to join a firm if want to practice law. Many recent law graduates take on clerkships or government positions, as well as jobs as in-house counsels for a variety of companies and nonprofits. However, the most coveted positions for new lawyers are at large private firms with 100 or more lawyers. The high salaries ($125,000 a year plus bonuses for most new associates), the chance to work on high-profile cases, the prestige that comes with jobs at these firms, and the pervasiveness of their on-campus recruiting make them extremely attractive. Many experienced lawyers are also drawn to large firms because they tend to have more diverse practices, offering greater job security and opportunities for professional development. The law firms included in this Insider Guide include some of the largest legal practices in the world, along with some relatively new firms that are rapidly developing a national—and international—presence.

T H E

How It Breaks Down

Now, before you get too excited about working at a large firm, consider a few drawbacks. For one thing, you’ll work hard for that big salary. Many large firms require a minimum of 2,000 billable hours annually. That could mean a ten-to-14-hour day for you, depending on your workload. And all those exciting cases you’ve heard about won’t free you from what may be years of tedious grunt work as you climb your way up the ladder. Then there are the clients to consider. Large law firms are essentially married to Corporate America, for better or for worse. These companies can include everything from baby-food manufacturers to Big Tobacco, and lawyers are expected to defend both with equal zest, regardless of personal ethics. Assuming all that doesn’t scare you—if you struggled through three years of law school, we assume it doesn’t—you can expect a decent job outlook in the near term. Since the legal industry tends to lag behind the economy, most firms have so far avoided heavy layoffs. Overall, the economic slowdown has been hardest for firms catering to high-tech and emerging growth companies, along with top-heavy firms focusing on initial public offerings, M&A, and private equity. Those specializing in bankruptcy, intellectual property, and

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I N D U S T R Y T H E

international transactions, and those catering to hot industries like biotech, have increased their caseloads. Job Outlook The good news on the hiring front is that most firms don’t plan to drastically reduce recruiting. Having learned their lessons during the recession of the early 1990s, when massive layoffs left many practices flat-footed once business picked up, today’s large firms are continuing to staff up. In general, summer classes shrunk a mere 9 percent on average in 2001-02. The picture looked somewhat gloomier for experienced lawyers during that same period, with lateral hiring dropping 37 percent on average. Going forward, laterals can expect to compete for a declining number of spots as fewer new positions open up, because of reduced attrition rates. Despite tough economic times, other trends are working in job seekers’ favor. One of them is decentralization, which means that attorneys can choose from a greater variety of geographic locations when conducting their job search. It used to be that major firms limited themselves to offices in legal hubs like New York, Washington D.C., and Chicago. While these remain prominent locations, other hotspots are emerging. For example, many large firms have set up satellite offices in California, Texas, and Virginia, to capitalize on business from the tech sector, while some regional firms have risen to national prominence by expanding outward from their local bases of operation. Another major trend is globalization. Increasingly, the bigger firms are setting up offices in foreign countries and merging with local firms to handle legal aspects of international trade and other issues. Of the 20 firms profiled in this guide, 16 have one or more offices abroad, while seven have at least half or more of their offices located overseas. This growth in business has already created more jobs for lawyers with expertise in international relations and cross-border transactions, and it bodes well for the future as the legal industry continues to integrate with the global economy.

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I N D U S T R Y

While being a lawyer can be extremely challenging, it can also be quite rewarding. Lawyers have the satisfaction of providing a vital service to the business world and to individuals. They serve as protectors, advisers, and advocates. And they are considered experts in communication, analysis, and persuasion, giving them a certain prestige in society, despite all of the bigger jokes.

T H E

The Bottom Line

The skills you learn in law school and in the workplace can take you a long way in your career, even if you don’t want to practice law the rest of your life. In fact, a legal background is great experience for almost any industry or profession. Those who do want to work in traditional law jobs can choose to work in a number of settings, but positions at large law firms remain the most coveted, especially for recent law graduates. Admittedly, the timing could be better for those just now hitting the job market, especially in comparison to the flood of hiring that occurred throughout the ’90s. These big firms aren’t going anywhere, but expect some heavy competition for the open positions.

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I N D U S T R Y T H E

Interviewing Tips Landing a position at a large, prestigious law firm has never been a walk in the park. In tough economic times like these, however, competition is fiercer than usual, for a shrinking number of openings. That makes acing your interview even more crucial, since good grades and compelling work experience will only take you so far. Based on recruiter responses, we’ve compiled a list of tips to help you do your best at the all-important interview. > The most common advice interviewers give is pretty simple: just relax and be yourself. Personality weighs heavily in hiring decisions at law firms because lawyers tend to work in groups. “People who have done interviewing for a while can quickly sense when someone isn’t being genuine. That type of phoniness, even if it’s innocent, comes across negatively,” says one recruiter. > Interviewing is a mutual courting process. Recruiters want you to take an interest in their firms as much as you want them to show interest in you. So find out everything you can about suitor before you walk in the door, and be prepared to clearly state why you want to work there. It’s also a good idea to say which area of the practice interests you the most, since many firms require you to choose your assignment once you get hired. > Firms invariably say they want well-rounded lawyers who have interests outside of the law (though a criminal record will naturally only work against you). During the interview, be sure to mention what you like to do when you’re not at work. Besides indicating you’re not just a highly educated robot, talking about your outside pursuits may help you bond with your interviewer on a more personal level.

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> Communication skills are among the most important aspects of good lawyering. Your interpersonal and oral communication skills will be evaluated during the interview as a major factor in hiring, so slow down, think about what you want to say and how you want to say it. And don’t forget the other side of good communication skills—listen carefully and pay attention to what your interviewer says. > Whatever you do, curb your arrogance. This is now an employer’s market, and nothing turns off a recruiter faster than a you’ll-be-lucky-to-have-me attitude.

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The Firms

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F I R M S T H E

Bingham McCutchen LLP 150 Federal St. Boston, MA 02110 Phone: 617-951-8736 www.bingham.com Overview With about 800 lawyers working in 11 offices, Bingham McCutchen ranks as the nation’s 20th largest law firm. It came into being when Boston-based Bingham Dana merged with California firm McCutchen, Doyle, Brown & Enersen in July 2002. The merger combines Bingham’s strong banking and finance practice with McCutchen’s litigation and corporate expertise. Bingham Dana has been one of the nation’s fastest-growing firms in recent years. McCutchen Doyle, for its part, brings to the table a rock-solid West Coast presence and a practice specializing in bioscience, environmental law, patent prosecution, and agribusiness. With the two firms combined, Bingham McCutchen presents an impressive client list that includes AT&T, Microsoft, Exxon, Apple Computer, Cisco Systems, Aetna, Harvard University, and the Boston Red Sox. In the near term, the firm will focus on diversifying its practice areas, locations, and client base with international clients, particularly in London and Singapore, where it is building a new office. Additional growth areas are New York and Washington, D.C. “We’re growing, and we’re just getting better as we’re adding on quality lawyers,” an insider says. Summer classes should remain at about the same size as in recent years, and lateral hiring remains a focus as the firm fills out specific practice areas.

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Recent Milestones > 2002: Bingham Dana merges with McCutchen, Doyle, Brown & Enersen. Represents UnionBanCal, parent company of Union Bank of California, in a $62 million merger with Valencia Bank. Fortune magazine lists McCutchen, Doyle, Brown & Enersen as one of “The Best Companies to Work For in the US.” > 2001: Bingham Dana merges with Richards & O’Neil, a 75-attorney New York firm specializing in corporate transactions. > 2000: McCutchen, Doyle, Brown & Enersen ranked number one in percentage of female attorneys by the National Law Journal. > 1999: Hebb & Gitlin, a premiere financial restructuring and insolvency firm, joins Bingham Dana. Bingham Dana establishes Bingham Consulting Group, focusing on business/government relations strategies. > 1997: Marks & Murase, one of the country’s leading Japanese practices, joins Bingham Dana.

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F I R M S

Culture to Be Determined. With such a recent merger, insiders say that the firm’s culture has not really taken shape yet, but things look good. “From what I’ve seen, the interaction has been very positive and people are working together,” an insider says. “I think it will be a very pleasant atmosphere.” One factor that encouraged the merger was a perceived similarity between the cultures of the two firms. Both are known for their commitment to strategic growth, innovation, diversity, and pro bono activities.

T H E

Insider Scoop

Progressive. Bingham has several innovative measures in place to encourage greater work-life balance. Suggestions for improving recruiting or daily firm life are taken seriously, and several junior associates are on the hiring committee, to offer a fresh perspective. To boost morale, the firm sends out company-wide e-mails announcing victories and presents small gifts for jobs well done. Reduced workloads, a generous maternity or paternity leave, a PC at home, and emergency childcare at some offices help attorneys keep a more balanced life. Bingham is one of the first large firms in the nation to offer domestic partner benefits, and it also has a college savings plan for parents. Get Your Hands Dirty. Expect to get responsibility early in your career as a Bingham lawyer. Aside from activities in the summer session, some formal training programs are in place, but your most significant skill-building experiences will be on the job. Pro bono projects serve as excellent training grounds for new lawyers, one reason why the firm emphasizes it. Bingham tries to get associates involved as soon as possible, because it has plenty of work to go around. This is great for those who thrive on the new and unexpected. However, one insider says, “If you’re the type of person who expects to get eased into stuff, you may not do well here.” An Assortment of Types. Both Bingham Dana and McCutchen Doyle have a history of diversity. With 40 percent female attorneys, McCutchen has the highest number in the nation of women lawyers at a large firm. The firm ranks second in terms of the number of female equity partners; it also boasts 37 percent minority attorneys. A former partner, David Andrews, was the first African American managing partner at a major U.S. law firm. Bingham Dana is a founding member of the Boston Lawyers Group, a consortium of firms and other legal employers supporting the recruitment, retention, and advancement of attorneys of color.

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F I R M S T H E

Getting Hired Bingham primarily looks for well-rounded, team-oriented individuals with diverse backgrounds and interests. This leaves a lot of opportunity to present qualifications beyond good grades. “We don’t look at someone just because they have perfect academic credentials,” says one recruiter. “There’s more to being an attorney than reading a book.” Participation in moot court, journals, clinical programs, and other extracurricular activities will help get you an interview. Previous work experience is also considered, even for students. Interviews are casual, focusing on how you can contribute to the team and fit in with the culture. Insiders say candidates should know what Bingham does, know the practice areas, and know why they want to work at the firm. Opportunities for Law Students The summer program is Bingham’s main source for hiring entry-level associates. Bingham usually conducts on-campus interviews to hire second-year law students at more than 30 campuses and job fairs in the U.S. and Canada. The firm also sets up interviews with candidates from other schools who apply directly to one of Bingham’s offices. Third-year law students are usually interviewed for entry-level associate positions, but the firm will consider on a case-by-case basis third-year candidates interested participating in the summer program before a clerkship. One lawyer or recruiter will often conduct oncampus interviews for more than one office, so be sure to indicate your office of preference during the meeting. Those invited for callback interviews will usually hear from the firm within a week. Callback interviews take place at the office applied to, where the candidate meets with several attorneys and one member from the recruiting committee. If time allows, candidates are often invited out to lunch with other associates. The hiring committee evaluates each candidate and makes final hiring decisions.

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Bingham summer associates can choose their assignments and practice areas and are included in depositions, negotiations, hearings, client interviews, conferences, and trials whenever possible. Formal training programs teach the basics of legal research, legal writing, litigation, and business practices, and professional meetings and lunches are set up to teach associates about the practice, the firm, and its culture. Each associate is assigned one or more mentors to provide guidance and feedback on assignments. Social activities allow associates to get to know Bingham’s attorneys throughout the summer.

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T H E F I R M S

Opportunities for Midcareer Candidates Bingham considers laterals to be a highly valuable source for recruiting and is continually seeking qualified midcareer hires to fill out its ranks. The firm website lists any openings available. Midcareer jobseekers should apply to the contact at the appropriate office. Be prepared to provide academic transcripts, a writing sample, and references. Recruiting Contacts Boston Fiona Trevelyan 617-951-8000 [email protected] Hartford Roberta Landauer 860-240-2700 [email protected] Los Angeles Meyosha Spencer 213-680-6400 [email protected] New York Ari Katz 212-705-7000 [email protected] San Francisco and Walnut Creek Beth Harris 415-393-2000 [email protected] Silicon Valley Darren Carmassi 650-849-4400 [email protected]

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F I R M S T H E

Brobeck, Phleger & Harrison LLP Spear Street Tower 1 Market St. San Francisco, CA 94105 Phone: 415-442-0900 www.brobeck.com Overview Brobeck, Phleger & Harrison has been a major player in the legal field since the 1900s, but it really made a name for itself by helping Internet and technology start-ups go public. Brobeck took Cisco systems through its IPO 20 years ago and has since advised companies such as Juniper Networks, DoubleClick, and E-Trade. Promoting companies like this to the public market earned the firm its nickname, “Browbeat, Flog & Harass ’em,” a reference to its aggressiveness in helping clients gain backing from venture capitalists. During the technology boom, about half the firm’s lawyers practiced corporate law for venture-backed start-ups. Brobeck earned record profits in 2000; a massive hiring binge followed.

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With so much of its business coming from the technology industry, it’s no surprise that Brobeck has taken some hits from the economic slowdown. Profits per partner dropped from $1 million in 2000 to $660,000 in 2001, and gross revenue fell $29 million. The firm reduced ranks in the first half of 2002 with two rounds of layoffs that coincided with a change in leadership. (Tower Snow, chairman through the booming 1990s, vacated his position.) All this earned Brobeck a lot of bad press. What got less attention was the fact that the firm took a variety of innovative measures to avoid layoffs—everything from encouraging long vacations to offering “separation incentive” packages to eligible candidates in exchange for leaving. When it finally came down to layoffs, the firm only cut about 8 percent of its workforce. While the technology practice is now about half its previous size, other areas have expanded. Insiders say that the busiest departments are intellectual property, securities litigation, labor and employment law, and—surprise, surprise— bankruptcy. Indeed, the firm is now helping to dismantle or restructure many of the companies it helped launch. For now, lateral hiring is greatly reduced, but summer classes haven’t changed in size. The firm says that the summer 2002 class is one of the biggest, numbering 131 students in all 11 offices.

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T H E F I R M S

Recent Milestones > 2002: Included in Fortune’s “Top 100 Best Places to Work” list. Defends Streamcast, an online music distributor, against copyright litigation from the entertainment industry. > 2001: Elects Richard Odom as chairman and Richard Parker as firmwide managing partner, succeeding Tower Snow, and James Burns, respectively. Two Brobeck partners win political asylum for a Tibetan monk, Kesang Nwang Dragkar, who was being persecuted for fleeing Tibet and appearing in the Martin Scorcese film Kundun. > 2000: Advises Cobalt Networks in its $2 billion acquisition by Sun Microsystems. Represents i2 Technologies in its $9.3 billion merger with Aspect Development in a record six-day deal. > 1998: Represents Nomai in patent infringement allegations against Iomega Zip Drive manufacturers. Advises Wells Fargo Bank in its $11.6 billion acquisition of First Interstate Bank. Insider Scoop A Soft Side. With a nickname like Browbeat, Flog & Harass ’em, one might expect a corporate culture with a hard edge. On the contrary, insiders say Brobeck attorneys are a laid-back, friendly group, and the mood is relaxed, despite recent tensions regarding financial pressures. “It is an easygoing, friendly law firm and atmosphere,” an insider says. “I don’t know if the outside perception is the same, but that’s how it feels working here.” Innovative Atmosphere. Brobeck has a reputation for taking the road less traveled in terms of its business model, client projects, and firm management. In working closely with the high-tech and Internet industries since their infancy, Brobeck has staked out uncharted legal territories as areas of growth. It was the first major firm to raise its associates’ salaries, initiating an industrywide trend, and it also introduced a unique stock program that allows associates to invest in the firm’s clients. Even during rockier times, the firm tried various ways to cut costs before finally off employees. They Grow Up So Fast. Brobeck celebrates the “entrepreneurial, start-up mentality” that gives new associates a lot of responsibility early on in their careers. This is partly a condition of having smaller start-up clients, which allows associates more involvement with projects and interaction with the client. But the firm’s culture also supports associate development. “Most of the partners have been really generous about stopping to explain things,” says one associate. And with more time on its hands, the firm recently initiated a training program to further encourage associate development.

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F I R M S T H E

Get Comfortable. Brobeck was the firm major law firm in the country to implement a full-time casual dress code, a move very much in line with the firm’s laid-back culture. Getting Hired Hiring standards have become more selective due to the economic slowdown. Insiders say that while the firm doesn’t limit hiring to top-tier schools, these candidates definitely have an advantage, especially in the current job market. If you have good grades but didn’t graduate from a top school, fear not. One associate says, “Doing well matters more than where you went to school.” Credentials aside, insiders admit that hiring is fairly subjective. “Each recruiter has their own criteria that they look for,” says one associate. So polish your people skills, do your research into the firm, and really try to get to know your interviewer. Opportunities for Law Students The summer program is Brobeck’s primary recruiting tool. The firm interviews at more than 30 schools nationwide and also accepts applications from students at schools not on the recruiting tour. Check Brobeck’s website for an on-campus interview schedule. The firm hires summer associates with the idea of extending offers to each one who shows promise. And there is plenty of opportunity to prove yourself in this program. Summer associates work directly with attorneys and clients on real cases, including pro bono work. Summer associates work in the transaction and litigation areas, and receive special training directly related to each of these departments. Keep in mind, however, that offers are not guaranteed. Brobeck looks for “players, not observers,” so be sure to jump in and get your hands dirty to show you’ve got the right stuff. First-year associates who didn’t go through the summer program are still eligible for hire and are subject to the same hiring criteria as summer associates.

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Opportunities for Midcareer Candidates Lateral hiring will be fairly slow in the next two years, as Brobeck establishes a greater balance of practice areas. But a few opportunities should become available. Personal contacts and recommendations are the best way to get your foot in the door. Those with a practice specialty in an area of interest to the firm have the best chance of getting an interview.

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Dallas Kathy Kimmel 214-468-3760 [email protected] East Palo Alto Jennifer Sabbe 650-331-4141 800-883-8840 (toll free) [email protected] Irvine Jeanne CaBell 949-790-6425 800-203-6404 (toll free) [email protected]

San Diego Caryn Schreiber 858-720-2906 877-621-8166 (toll free) [email protected]

F I R M S

Austin Julie Lewis 512-330-4055 [email protected]

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Recruiting Contacts

San Francisco Laurie Meyer 415-979-2554 888-256-4882 (toll free) [email protected] Washington, D.C. Lisa Holland 202-220-5208 [email protected] Firmwide Ellen Zuckerman 213-745-3562 [email protected]

Los Angeles Ellen Zuckerman 213-745-3562 [email protected] New York City Mizijene Mehaj 212-299-4106 877-641-6204 (toll free) [email protected]

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F I R M S T H E

Cleary, Gottlieb, Steen & Hamilton 1 Liberty Plaza New York, NY 1006-1470 Phone: 212-225-2000 www.cgsh.com Overview Cleary, Gottlieb, Steen & Hamilton has had an international agenda since its founding in 1946. Just three years after opening its doors, Cleary established an office in Paris and continued to expand throughout Europe and Asia. The most recent addition is the Rome office, which opened in 1998. Cleary was among the first American firms abroad to hire and train local lawyers who had received some training in the United States. With innovations such as these, the firm has played an influential role in the globalization of the legal profession. Today, Cleary’s international presence is a hallmark of the firm—of ten offices worldwide, only two are located in the United States. Cleary has developed a strong reputation as an adviser to the finance ministries and agencies of foreign governments, having represented more than 20 countries in external debt restructuring and other financing activities. The firm represented the governments of Indonesia, Mexico, and Korea during their respective debt crises, in 1998. Cleary has also assisted the nations of Argentina, Chile, Colombia, Ecuador, Russia, and the Philippines with debt management. In 2001, Commercial Lawyer chose Cleary as the International Law Firm of the Year. Cleary’s most prominent practice area is domestic and international mergers and acquisitions. The firm ranked second worldwide in M&A in 2001, according to Thompson Financial. That same year, the firm ranked eighth in European M&A deals, which amounted to $82.3 billion. Recent M&A deals include representing Daewoo Motors in the sale of most of its Korean automotive business to General Motors Corporation, advising in a three-way merger creating one of Italy’s largest banking groups, and advising Teléfonos de México and its spin-off company, América Móvil, in a joint venture creating Telecom Americas, Latin America’s largest cellular firm.

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Recent Milestones > 2002: Represents long-term client Texas Pacific Group as the proposed equity sponsor in the Chapter 11 reorganization of U.S. Airways. Represents MTS (which operates as Tower Records) in the sale of its Japanese subsidiary for $120 million, the second-largest management buy out in Japanese history. Represents an ad hoc committee of holders of more than $300 million senior secured bonds of Enron’s MarlinWater

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T H E F I R M S

Trust. Represents major motion-picture studios in the formation of a joint venture to develop uniform technical standards for digital cinema t echnology. > 2000: Peter Karasz succeeds Ned Stiles as managing partner. Insider Scoop The Democratic Process. Cleary operates as a participatory democracy. Important firm matters are decided by the partners, while the day-to-day management is done by a series of committees of partners and special council under the guidance of the managing partner. This is no meritocracy. Compensation is based on seniority, so everyone knows what their colleagues earn. Cleary partners feel this system promotes unity and avoids internal dissension and competition. The firm operates from the principle that each partner of the same seniority can and should make an equivalent contribution to the firm’s success. Let Your Hair Down. Cleary’s working environment is casual and informal. Insiders describe their colleagues as a diverse group of individuals who are allowed and encouraged to be themselves. Attorney relations are friendly, and while some like to socialize after work, those with families head home at the end of the day. A business-casual dress code adds to the environment of casual comfort. To Specialize or Not to Specialize. There are no rigid practice departments at Cleary—lawyers practice in several different groups. However, the firm does emphasize developing high levels of expertise in areas of the law where specialization is necessary. It’s up to you if you want to have a broad or narrow focus. Time Flies When You’re Having Fun. While there is no minimum billable hours requirement, associates say you still have to put in the time. You may not always have to show your face in the office, but that doesn’t mean you don’t have to work your tail off. Expect high demands on your time—this is the price you pay for working on challenging and sophisticated assignments. Reduced schedules are available for lawyers with primary childcare responsibility.

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F I R M S T H E

Getting Hired Outstanding academic and professional achievements will get your foot in the door for an interview. But once there, it’s all about your personality. Cleary looks for interesting, if occasionally quirky candidates with diverse academic, professional, and personal backgrounds. Foreign-language skills are also a plus, given the international nature of the firm. Participation in law journals or judicial clerkships is also appreciated. Opportunities for Law Students Summer associate classes at Cleary have been somewhat reduced, but not to a significant degree. For example, the 2001 summer class in New York had 101 students, whereas the 2002 class had only 80. Once accepted into the program, your chances for receiving an offer are pretty good. In recent years, all the New York summer associates received offers of permanent employment. Cleary’s New York and Washington offices conduct separate on-campus recruiting sessions. The New York office visits approximately 30 schools each year while the Washington, D.C., office visits about 15. Students unable to schedule on-campus interviews are encouraged to send their application materials directly to the appropriate firm. Opportunities for spending a sixweek period in an overseas office are often available. Opportunities for Midcareer Candidates Cleary occasionally hires qualified midcareer candidates according to the needs of the firm. The firm’s website does not list openings, so contact a recruiter to see what opportunities are available. Recruiting Contacts New York Norma Cirincione 212-225-2000 [email protected]

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Washington, D.C. Georgia Emery 202-974-1500 [email protected]

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F I R M S

5 Palo Alto Square 3000 El Camino Real Palo Alto, CA 94306-2155 Phone: 650-843-5000 www.cooley.com

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Cooley Godward LLP

Overview Cooley Godward has been at the forefront of several emerging industries, most notably information technology, life sciences and venture capital. The firm got a head start in venture capital and information technology as early as the 1950s, by helping to establish Draper, Gaither & Anderson, the first venture capital partnership on the West Coast, and high-tech companies Raychem Technologies and National Semiconductor. Cooley established itself as a player in virtually all of the nation’s technology centers early in their inception, including Silicon Valley, the Rocky Mountain Corridor, and in the new technology hotbed of Reston, Virginia. Well established by the 1980s, Cooley got involved in the biotech industry by taking Genetech public in 1980 and Amgen in 1983. Cooley continues to make waves in biotech by advising such corporations as Onyx Pharmacueticals and AtheroGenics in licensing agreements with other companies. With a firm position in two industries that have been exploding since the early 1990s, Cooley grew very big very fast. Between 1990 and 2000 the firm doubled its size, to more than 700 lawyers while profits per partner quadrupled to $904,000, and total profits topped out at $119.7 million, up 53 percent from 1999. But by the middle of 2001, the firm’s growth had slowed., and profits per partner fell by 21 percent. Hiring in some areas is at a standstill, but the litigation and life sciences practices are active enough to see some hiring in the next few years. While summer classes are now smaller, they do offer promising hiring prospects for students accepted into the program. In 2001, despite the financial strain, the firm offered jobs to 80 percent of its summer associates. Recent Milestones > 2002: Scored a summary judgment in favor of client Excel Pharmaceuticals, against a patent-infringement suit brought by competitor GlaxoSmithKline. Won a favorable ruling on behalf of NBC, against patent infringement allegations brought against Flyswat, a subsidiary of an NBC-owned company. Won a case for eBay, which absolved the online auction service of responsibility for products sold on its website. > 2001: CEO (that is, managing partner) Lee Benton resigns; Stephen C. Neal replaces him as chairman and CEO, and Mark Pitchford becomes COO.

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> 2000: Wins verdict in favor of National Semiconductor, in a federal securities jury trial brought by a class of shareholders. > 1999: Represents Qualcomm Incorporated in a dispute with Ericsson Mobile Communications. > 1998: Represents the Oakland Athletics baseball team in contract negotiations to keep the team in the city until at least 2004. Insider Scoop A Modern Pace. Long involved with Silicon Valley, Cooley is accustomed to a fast-paced working style. When working with start-ups, it tends to take the innovative route, always wanting to be on the leading edge. You will be sure to use your creative juices if you get hired. Corporate Style. The firm says its leadership structure is designed to mirror that of its clients. The managing partner goes by the title CEO and is supported by a chief operating officer, just like most of the corporations the firm represents. Leaders in the firm earn their roles. Attorneys heading up practice groups are in those roles because of their proven legal abilities and the quality of their work. Top-notch Training. Cooley is consistently ranked among top law firms in the country for attorney training. The hallmark of the training program is Cooley College, a six-to eight-day course for new associates. The program is usually held in one location, allowing new attorneys to get to know each another. Additional training sessions are held throughout the year, to supplement the Cooley College program. Getting Hired Cooley has traditionally maintained very high criteria for hiring. Academic credentials play a big role—Cooley likes good grades from good schools. But the firm is also conscientious of its culture and day-to-day life at the firm, and looks to hire diverse, engaging personalities that will be easy to work with.

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Insiders say that interviews can be fairly rigorous at Cooley. Be prepared to answer a few substantive legal questions. Fortunately, the firm offers lots of tips and suggestions for preparing for interviews on its website. Opportunities for Law Students Cooley’s summer classes are smaller than before. In 2001, Cooley hired 89 summer associates, but in 2002, the summer class numbered just 54 students. Still, the summer program continues to be a significant hiring tool, and the

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The summer program starts with a three-day on along the California coast. It features in-depth training on legal practices involved in conducting IPOs, M&A deals, intellectual-property licensing, and patent litigation. After the initial retreat, shorter training sessions are offered throughout the summer.

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firm conducts annual campus recruiting at about 30 campuses nationwide. Cooley is popular with students; the firm boasts an offer-acceptance rate of about 75 percent.

Each summer associate is teamed with two attorneys—one acts as an assignment coordinator and the other as a mentor. Assignments relate to ongoing client matters and are representative of work typically given to a first-year associate. Assignments may include drafting and participating in the negotiation of venture capital investment documents, drafting motions and pledges, and preparing for depositions. Whenever possible, summer associates may attend negotiation sessions, depositions, court appearances, closings, and other events related to assignments. The assigning attorney gives feedback on each project. Opportunities for Midcareer Candidates Midcareer opportunities are much scarcer than they were a few years ago. In late summer of 2002, the firm had just 12 openings for midcareer or new associates, primarily in litigation at West Coast locations. The firm is currently in a hiring lull, but you can expect opportunities to increase in the next couple of years. Recruiting Contacts Broomfield Andrea Perryman 720-566-4000 [email protected] Menlo Park, Palo Alto Teri Dutcher 650-843-5000 [email protected] San Diego, Kirkland Septina McDonnell 858-550-6000 [email protected]

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San Francisco, Reston Lindsay Foulk 415-693-2000 [email protected]

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Gray Cary Ware & Freidenrich LLP 400 Hamilton Ave. Palo Alto, CA 94301 Phone: 650-833-2000 www.graycary.com Overview Gray Cary Ware & Freidenrich is relatively new on the national scene. A 1994 merger between San Diego litigation firm Gray, Cary, Ames & Frye and Silicon Valley tech specialists Ware & Freidenrich created the firm. Focusing on the information technology and biotech industries, Gray Cary proceeded to expand along the West Coast, growing up along with the technology industry to become one of the largest legal practices in Silicon Valley and one of the ten largest firms in California. The firm rose to prominence by taking established and start-up high-tech and biotech companies public. In 1998, the firm ranked 21st in the nation in U.S. IPOs. By 2000, Gray Cary had completed 52 public offerings totaling approximately $7.1 billion. Some of the firm’s more prominent clients include Agile Software Corporation, Chase H&Q, Credit Suisse First Boston, Salon.com, NetRatings, and Protein Design Labs. Like most Silicon Valley firms, Gray Cary was hurt by the recent economic downturn. As the steady stream of new-economy business dried up, Gray Cary suddenly had too many lawyers and not enough work. By August 2001, the firm laid off 46 attorneys and 68 staff members; it also froze associate salaries. But the sun seems to be shining once again in Gray Cary’s skies. Mergers and acquisitions have picked up the slack left by waning public offerings, and the firm has completed 90 transactions since 2001. In January 2002, the firm developed an East Coast presence by merging with a small Washington, D.C., firm specializing in public-policy law. Gray Cary continues recovery efforts by focusing on expanding areas of its practice such as corporate and intellectual property.

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Recent Milestones > 2002: Advises long-time client NetRatings in its $17 million acquisition of NetValue SA, an international provider of Internet audience-behavior measurement services. Merges with Washington, D.C., firm Blumenfeld & Cohen. Serves as counsel to Invitrogen Corporation in a $500 million convertible-debt transaction. > 2001: Represents Microtune in the offering and sale of shares of its common stock, resulting in gross proceeds of $161 million. Counsels IKOS Systems in its acquisition of Synopsys. Launches Gray Cary Venture Pipeline, LLC, a subsidiary focused on providing nonlegal business services to the national technology venture community.

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> 2000: Leads DSL service provider Telocity through its $132 million IPO. > 1999: Advises Agile Software in its $72 million IPO. > 1998: Receives 1997 “Pro Bono Law Firm of the Year” award by the San Diego Volunteer Lawyer Program. Reaches a settlement on behalf of Samsung Electronics in a patent dispute with Fujitsu. Insider Scoop Go-getters. Like the Silicon Valley companies that have become a mainstay of its client list, Gray Cary is an aggressive, competitive firm that encourages a hard-driving mentality among its attorneys. Timid types may find it difficult to get comfortable here. But while Gray Cary attorneys have a no-nonsense attitude about their work, internal competition is frowned upon. The firm makes an effort to hire team players who will respect and support their colleagues. Sophisticated Attorneys. Gray Cary likes to say that its lawyers are not only counselors, but business consultants and industry experts as well. Many client cases require sophisticated knowledge of specific areas. So the firm tends to hire people with diverse backgrounds outside of the law. Gray Cary lawyers display a mix of degrees, previous professional experience, and personal interests. Come On In. The firm employs a literal open-door policy, meaning office doors stay open unless someone is on a conference call or in a meeting. This is to keep partners approachable and to encourage a spirit of collaboration and mentorship among attorneys. Manageable Hours. This firm expects its attorneys to work hard, but not kill themselves. The billable hours requirement is 1,950 per year; most attorneys average around 2,000. To make attorney’s workload as rewarding as possible, the firm allows up to 50 pro bono hours to count towards billables. In special cases, attorneys can count up to 100 pro bono hours, with the approval of the regional managing partner. Getting Hired Gray Cary looks for candidates from diverse backgrounds with good writing and interpersonal skills, strong technical abilities, a creative approach to solving problems, and a strong work ethic. The firm also prefers people who show a desire to work very hard for their clients. While the firm provides a lot of training, new hires are expected to hit the ground running and take on client responsibility from the get-go. The firm also favors candidates with

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strong academic backgrounds—preferably those who graduated in the top half or top third of their class. Each practice group also has specific knowledge requirements. For example, attorneys practicing in the intellectual property group need a background in electrical engineering or computer science. A PhD is helpful for lateral positions in some cases. Gray Cary recruiters see the interview as an interactive session. Expect to be asked some resume-based questions, but be prepared to ask questions of your own. Like most major firms, it is essential to do your homework before the interview. Gray Cary wants to know why you want to work there, which practice you’re interested in, and which office you prefer. Be as focused as possible during the interview. The firm encourages interested and qualified students or lateral candidates to send a resume, transcript, cover letter and writing sample (optional), to the appropriate contact. Opportunities for Law Students Gray Cary conducts campus interviews at approximately 20 law schools nationwide. Summer classes have been cut back slightly and are expected to remain at about the same size in the coming two years. If the class sizes do change, they will increase rather than decrease. The summer programs are based in the Palo Alto and San Diego offices. Summer associates can work a variety of projects. An attorney is assigned to each summer associate to act as mentor and provide feedback on each project. Evaluations and offers are made at the end of the summer session. Opportunities for Midcareer Candidates Gray Cary looks for experienced laterals year-round, based upon the needs of specific practice areas. Experience or specialized education is crucial. Some position listings desire a PhD. In late summer of 2002, the firm listed nine openings for experienced candidates, mostly in the intellectual property and technology patent practice. Expect the availability of openings to fluctuate throughout the next two years. Recruiting Contacts

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Austin, San Diego, Washington, D.C. Laurel Megna 858-677-1400 [email protected]

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Palo Alto, Sacramento, San Francisco, Seattle Leslie Colvin 650-833-2000 [email protected]

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1221 Brickell Ave. Miami, FL 33133 Phone: 305-579-0500 www.gtlaw.com

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Greenberg Traurig LLP

Overview Greenberg Traurig is one of the winners among legal firms of late. While other firms were losing ground or treading water during the economic slump of the last few years, business is booming for Greenberg Traurig. The firm has consistently maintained a full load of cases, including some newsworthy clients like the George W. Bush presidential campaign and plaintiffs in the Catholic Church sexual-abuse scandal. Meanwhile, its ranks have been increasing to accommodate its expanding business. One insider says, “While it seems that every other big firm is quietly laying people off, Greenberg is actually growing in size.” Lateral hiring is currently the firm’s main priority. So law students may have to be patient. But for those midcareer lawyers who have been hoping to sidestep into a well-respected, up-and-coming firm with excellent prospects— what are you waiting for? Recent Milestones: > 2002: Represents vodka producer Stolichnaya against the Russian government’s threat to reclaim the company’s trademark. > 2000: Advises Spanish Internet service provider Terra Networks in its purchase of U.S. portal Lycos. Represents Presidential candidate George W. Bush in the recount deadline dispute. > 1999: Acquires the business-law firm of Minkin & Snyder. Opens office in Wilmington, Delaware. > 1998: Merges with Katz, Smith & Cohen, an Atlanta-based entertainment firm. Opens office in Tysons Corner, Virginia. > 1997: Grows in prominence by completing ten IPOs during a good year for stock new issues. Insider Scoop We’re All in This Together. Insiders describe the atmosphere as highly collaborative. Employees are motivated by a sense of teamwork rather than competition, probably a result of the fact that, well, “people seem to like each other,” according to one attorney. No Slouches, Please. There’s a reason why Greenberg has maintained a prestigious reputation and displayed exponential growth in the past several

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years—the attorneys work really hard. Billable hours are highly emphasized, to the tune of around 2,400 per attorney annually. So be prepared to put in your time, and then some. Diversity Matters. Minority Law ranked Greenberg second in its 2002 survey of U.S. minority hiring and diversity. The firm’s much-celebrated CEO and president Cezar Alvarez continues to make diversity a priority in hiring practices. Getting Hired “We’re looking to grow,” says one Greenberg attorney characterizing the firm’s current hiring outlook. “It would not surprise me if we were to do a disproportionate amount of hiring in the next year.” This is great news, but not necessarily for law students. Greenberg is pursuing what it calls “a targeted growth pattern” of building out areas of the practice one attorney at a time. That means the current emphasis is on lateral hiring rather than law school graduates. Meanwhile, Greenberg has been staffing up on clerks and paralegals to support the new crop of attorneys in its ranks. Opportunities for Law Students Despite the emphasis on lateral hiring, Greenberg’s summer program is highly regarded and was ranked among the top five in the nation based on a survey compiled by L Magazine and American Lawyer. But because “laterals are the rule,” and Greenberg only hires as many summer associates as it has room to offer permanent positions for, there are significantly fewer spaces for summer associates than at other firms of similar size. Of those hired, Greenberg boosts of a nearly 100 percent acceptance rate. Greenberg recruiters have some aversion to hiring directly from law school, so there is little or no campus recruiting. If interested in beating the odds and scoring a position anyway, make sure you have an excellent academic record, and contact the appropriate recruiter.

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Opportunities for Midcareer Candidates Laterals at Greenberg are hired mainly through in-house referrals and recruiters. Experience in a specific area of the law is the main factor in hiring, since Greenberg builds out its practice areas on an as-needed basis. There is currently a preference toward hiring those who went to better schools, but fear not if you didn’t graduate from an Ivy League school or its equivalent, as prestige is not always the most important factor. One attorney says, “It really depends on who is doing the hiring.” Says another, “If the attorneys you will be working with like you as a person, they will overlook some blemishes on the resume.” All insiders note the interview as the most important part of the

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Recruiting Contacts Florida and Georgia Janet McKeegan 305-579-0500 [email protected] Boston Stephen Burr 617-310-6000 [email protected]

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recruiting process. Attorneys work very closely on projects, so the ability to get along and collaborate towards a shared goal is absolutely crucial.

For summer associate positions: New York Mara Yaffe 212-801-9200 [email protected] All other offices: Janet McKeegan 305-579-0500 [email protected]

Chicago, New York, Philadelphia Melissa Wally 312-456-8400 [email protected] Denver Angie Pohl 303-572-6500 [email protected] Los Angeles Lupe Mendoza 310-586-7700 [email protected] Phoenix Paulette Bateman 602-445-8000 [email protected] Tysons Corner, Washington D.C., Wilmington Jeanine Willey 703-749-1300 [email protected]

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Heller Ehrman White & McAuliffe LLP 333 Bush St. San Francisco, CA 94104-2878 Phone: 415-772-6268 www.hewm.com Overview San Francisco-based Heller Ehrman White & McAuliffe found its niche 40 years ago when Dr. Alejandro Zaffaroni contacted the firm for personal and tax matters involving the new Palo Alto office of Syntex Research (the Mexican company that invented the birth-control pill). That was the beginning of Heller Ehrman’s long-standing commitment to the life sciences. The firm has continued to play a pivotal role in shaping life sciences law and has provided legal services to such key biotech companies as MorphoSys AG, Roche Bioscience, GlaxosmithKline, Maygen, Bayer AG, Genentech, and others. Heller Ehrman has been involved in one of the most visible legal battles in recent years, by representing the Wisconsin Alumni Research Foundation in its stem-cell suit against Geron Corporation, winning a favorable verdict in January 2002. Though many national firms jumped on the technology bandwagon—and are now paying the price—Heller Ehrman remained focused on its life sciences practice. This has proven to be a smart move, as the biotechnology and pharmaceutical industries have greatly expanded in the past several years. Throughout the recent economic downturn, Heller Ehrman has been quietly watching its profits rise. From 2000 to 2001, the firm had a 26 percent increase in gross revenue and a 30 percent increase in net income. And layoffs? What layoffs? The firm continues to grow its life-sciences practice and recently opened offices in Madison, Wisconsin, and suburban Maryland. The firm is also currently active in antitrust and trade regulation, securities litigation, intellectual properties litigation, and real estate law. Heller Ehrman expects that the 2003 and 2004 summer associate classes will remain at about the same size as recent years. The firm plans to continue hiring lateral associates and shareholders according to the needs of the various practice areas.

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Recent Milestones > 2002: Obtains a jury verdict in favor of Amtel against Silicon Storage Technology (SST) by proving that SST copied Amtel’s patents in one of its circuit designs. > 2001: Represents long-standing client ALZA Corporation in its $12 billion merger with Johnson & Johnson. Collaborates with the Oregon Department of Justice to succeed in extending a temporary restraining order preventing the federal government from prosecuting health care providers acting in accordance with Oregon’s Death With Dignity Act.

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> 2000: Represents Excalibur Technologies in its $1 billion merger with Intel’s Interactive Media Services Division, resulting in the formation of a new company, Convera Corporation. > 1999: Combines with New York firm Webel & Carnelutti. Insider Scoop West Coast Casual. Heller Ehrman is primarily based on the West Coast, which seems to have resulted in a corporate culture more laid-back than at New Yorkbased firms. Insiders tend to describe Heller’s culture as diverse and relaxed, with a reputation for embracing individuality. “There are people with long hair and who dress a little more eccentric,” says one insider, noting the business casual dress code at the firm. “It encourages you to be who you are, rather than whom you think you should be for the firm.” No Feudal Lords. Insiders describe a “flat” hierarchy at Heller Erhman where junior associates are treated no different than senior associates. “There’s not any sense of intimidation or superiority,” says one insider. “It makes everybody people, rather than their position.” Further, the firm has a consensus-based management style that considers opinions from throughout the firm. Associates and shareholders can participate in the firm’s governance locally and firmwide. Has a Heart. Heller Erhman is proud of its long history of pro bono service. In 2000, the American Bar Association awarded Heller the Pro Bono Publico Award, established to identify and honor firms that have made extraordinary pro bono contributions. Some insiders, however, have noticed that the firm seems to be “pushing pro bono down the totem pole of priorities,” as one insider puts it. There is now a greater emphasis on the bottom line. Still, insiders note this is probably due to market conditions and say the firm will only discourage pro bono work if an attorney begins to devote as much as 20 percent to 30 percent of his or her professional time towards pro bono activities, a phenomenal allowance compared to many other large firms. Variety Is the Spice of Life. Heller Erhman consistently receives high marks for attorney and staff diversity. Members of minority groups, including gays and lesbians, make up 7 percent of shareholders, 31 percent of associates, and 32 percent of summer associates firmwide. The Minority Law Journal ranked the firm in the top 25 for diversity. Women comprise 18 percent of shareholders, 41 percent of associates, and 53 percent of summer associates. The American Lawyer ranked Heller Ehrman among the top five law firms in America for women.

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Getting Hired Competitive academic credentials and participation in law review or moot court will help get your foot in the door. But once there, be sure to emphasize those qualities that you feel make you a well-rounded person. “There’s a lot of importance placed on people’s personalities and interests, so I think we have a pretty diverse group of people with lots of different backgrounds,” says one insider. The firm also claims that a good sense of humor is really important. Those with a particular interest in the firm have a much better chance of being hired. Be familiar with the firm’s work and practice areas and do a little research into its recent projects and outside activities, such as pro bono work. Prior work and legal experience is also taken into consideration in hiring. Opportunities for Law Students Heller Ehrman conducts on-campus recruiting nationwide. Contact a Heller Erhman recruiter to see if the firm will be visiting your campus. The firm primarily hires second-year students for its summer program, but a limited number of positions are available for students who have completed their first year of law school. Check for current openings on the firm’s website. Heller also considers summer candidates through a write-in process if it does not visit your school. Send a resume, law-school transcripts, and a letter indicating if applying for an associate or summer associate position and which practice areas you are interested in to the appropriate recruiting manager. Summer associates have the opportunity to work in several practice areas throughout their time with the firm. A substantial portion of assignments tend to be research related, but summer associates also draft documents, pleadings, discovery requests, and client letters. The firm will try to accommodate your specific area of interest, given available projects. To the extent possible, summer associates are included in depositions, hearings, closings, negotiations, conference calls, or court appearances, either to observe or participate. Each summer associate is offered a review midway through the program and at the end of the summer.

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Opportunities for Midcareer Candidates Heller Erhman hasn’t slowed down a bit with the economic downturn, so lateral opportunities should be available regularly. In late summer of 2002, the firm had almost 25 openings for midcareer attorneys, mostly at West Coast offices. The firm expects to continue lateral hiring as needed.

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Recruiting Contacts

Anchorage Karen Ponsness 907-277-1900 [email protected]

San Francisco Craig Blumin 415-772-6000 [email protected]

Los Angeles Deanna Wilkinson 213-689-0200 [email protected]

Seattle Kelly Forsyth 206-447-0900 [email protected]

New York Eileen White 212-832-8300 [email protected]

Silicon Valley Lee Kite 650-324-7000 [email protected]

Portland Debbie Johnson 503-227-7400 [email protected]

Washington, D.C. Erin Dettoni 202-912-2000 [email protected]

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United States

San Diego Rhonda Grayson 858-450-8400 [email protected] Asia Hong Kong Simon Luk 011-852-2526-6381 [email protected]

Singapore Richard Cassin 011-65-6538-1756 [email protected]

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Jones, Day, Reavis & Pogue North Point 901 Lakeside Ave. Cleveland, OH 44114-1190 Phone: 216-586-3939 www.jonesday.com Overview Clients of Jones, Day, Reavis & Pogue are easy to spot. All you have to do is look around you—snacks you eat, your nearest grocery chain, and the car you drive. More than half the companies on the Fortune 500 are clients of Jones Day. Prominent clients include RJR Nabisco, General Electric, Johnson & Johnson, and AOL Time Warner. The firm’s most active area is litigation, which makes up for nearly 40 percent of its practice. In 2000 and 2001, Jones Day tried 43 U.S. cases, 28 overseas trials, and 100 labor proceedings. In recognition of the firm’s regular victories in the courtroom, American Lawyer named it “Litigation Department of the Year.” But that’s not all. According to Thompson Financial, Jones Day ranked number one in 2002 in mergers and acquisitions, for the second year in a row. The best adjective to describe Jones Day is “stable.” This firm has been steadily growing since the 1980s and continues to do well year after year, even in slow economic times. Insiders continually cite Jones Day’s diverse international practice as the main factor in the firm’s stability. With a client base that includes nearly every continent and industry under the sun, the firm is insulated to a certain degree from fluctuations in regional economies. With such a stable practice, recruiters estimate that hiring for the next several years won’t change much. Summer classes will either remain the same size or increase slightly. That said, lateral hiring is currently not high on the agenda.

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Recent Milestones > 2002: Represents iBiquity Digital, a technology company working to merge digital and radio mediums, in its $45 million round of private equity backing. > 2001: Voted number one in client service and customer satisfaction in a survey conducted by BTI Consulting Group. Advises Kellogg Company in its purchase of Keebler Foods. > 2000: Assists in the $1.14 billion sale of Beringer Wines of California to Australian beer maker Foster’s Brewing Company. Advises on antitrust issues related to the $160 billion merger between AOL and Time Warner. > 1999: Represents French oil company, Total Fina in a $48.7 billion merger with Elf Acquitane—resulting in the world’s fourth largest oil company. > 1998: Advises on antitrust matters related to AT&T’s $44 billion acquisition of Tele-Communications.

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Go Team! Insiders consistently describe Jones Day’s culture as team-based. Projects are staffed leanly, so associates get a lot of responsibility and client interaction. Different offices and practice groups frequently collaborate and all attorneys working on projects are expected to make a contribution. “The teamwork mentality here makes a really supportive environment,” says one insider. But while Jones Day supports career development and expects the best work possible from its attorneys, it does not encourage superstars. Attorneys are expected to exhibit a kind of selflessness in their dedication to the firm and the firm’s clients. If you tend to prefer working independently and like direct personal credit for the work you do, you may not find the culture at Jones Day very satisfying.

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Insider Scoop

The World Within Reach. While most global firms tout a “one-firm” philosophy—meaning all offices function as smaller units of a larger body— Jones Day actually lives by this. “I can pick up the phone and dial four numbers and reach anyone at any office in the world,” says one insider. The firm is organized by practice area, rather than location, so work is spread across various offices. “If the best person for the job is in Tokyo, that’s the person who does it,” says another. This is great for applicants because location and the practice areas you’re interested in don’t necessarily need to match. Corporate Management Model. Jones, Day’s management is set up more like a corporation than a traditional law firm. The managing partner, Patrick McCartan, acts as the CEO and has sole decision-making authority. A partnership committee works underneath him and has the power to override his decisions, though this has yet to happen. Get a Life. Jones Day encourages its attorneys to have a life outside of work. Like any large firm, it is often accused of working its attorneys very hard, but on the average, lawyers work between 1,900 and 2,100 hours. The firm also supports family life by allowing maternity leave and part-time scheduling. Getting Hired Jones Day recruiters don’t live by a specific set of criteria when looking at candidates, but look for general qualities such as “motivated, hardworking, and team oriented.” The best way to describe successful Jones Day applicants is “high achieving,” whether in regards to academic credentials or work history. However, recruiters claim that they “don’t believe paper credentials are the answer,” noting that there is often little correlation between a good lawyer and

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his or her law-school grades. Don’t get us wrong: they won’t ignore your credentials, but they won’t worship them either. Interviews are described as “friendly and casual,” so relax—you won’t be grilled. Recruiters assume your credentials speak for themselves and the interview is designed to indicate how candidates behave on their feet. Recruiters say they favor an interactive interview, so come prepared with plenty of intelligent, well-conceived questions. Opportunities for Law Students Jones Day sets long-term goals for its summer program, so the size of classes is pretty consistent year to year. The number they hire is based on how many people they think they can train and integrate. The firm offered permanent positions to 120 new associates from the 2001 summer program and hired 200 students for the 2002 summer class. The firm did not provide an estimate as to the number of students they expect to hire in 2003 and 2004. Jones Day conducts on-campus recruiting at more than 50 campuses nationwide and actively recruits outside the U.S. Check the firm’s website for the oncampus interview schedule and apply through your campus recruiting center. If the firm does not visit your campus, apply using the firm’s online application or send in a resume, a cover letter, and law-school transcripts to the office of your choice. Be sure to indicate which office you are interested in on the upper right-hand corner of your resume. Applicants are free to send in resumes any time, but the firm recommends specific time periods for first, second, and third-year students. Check the website for these dates. Opportunities for Midcareer Candidates Jones Day recruits lateral hires to fill associate or partner positions on an asneeded basis. As with most lateral hiring, experience is the bottom line. The firm also occasionally hires staff attorneys in specific practice areas. These include managing discovery in connection with complex litigation as well as handling the documentation of particular types of transactions. In either case, lateral hiring is irregular, and the firm’s website does not list openings.

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Recruiting Contacts

F I R M S

United States Law students: Atlanta Burch Arvin 404-581-8477 [email protected]

New York Shari Friedman 212-326-3939 [email protected]

Chicago Jane McAvoy 312-782-3939 [email protected]

Pittsburgh Deborah Keller 412-391-3939 [email protected]

Cleveland Paula Nylander 216-586-3939 [email protected]

Washington, D.C. Law Students: Lisa Levin Reichmann 202-879-5565 [email protected]

Columbus M. Jane Shields 614-469-3939 [email protected]

Laterals: Charlotte John Siegler 202-879-4692 [email protected]

Dallas Kathy Shea 214-220-3939 [email protected] Houston Naomi Marshall 832-239-3939 [email protected] Los Angeles Olga Cohen 213-489-3939 [email protected]

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Europe

Asia

Brussels Patrick Demey 001-32-2-645-14-11 [email protected]

Hong Kong Kevin D. Cramer 001-852-2526-6895 [email protected]

Frankfurt Viktor Wetzel 001-49-69-9726-3939 [email protected]

Shanghai Adele He 001-86-21-5298-6568 [email protected]

London Law students: Julie Tuttle 001-44-20-7236-3939 [email protected]

Tokyo John C. Roebuck 001-81-3-3433-3939 [email protected] Australia

Lateral hires: Katie Harrington 001-44-20-7236-3939 [email protected]

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Sydney Andrew S. Reilly 001-61-2-9210-6921 [email protected]

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Aon Center 200 East Randolph Dr. Chicago, IL 60601 Phone: 312-861-2000 www.kirkland.com

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Kirkland & Ellis

Overview Among blue-chip corporations, Kirkland & Ellis is known as the go-to firm for tough litigation cases. Every year since 1995, the National Law Journal has ranked Kirkland among the five firms most frequently used by Fortune 250 companies. One reason may be its reputation as one of the nation’s most combative firms, which has attracted some of the more difficult legal assignments in recent history. In the late 1990s, the firm defended General Motors in hundreds of cases involving alleged defects involving fuel-fed fires in GM vehicles. In 2001, the firm represented Motorola against residents of Scottsdale, Arizona, who claimed the company had contaminated groundwater in the area, which lowered property values. In hundreds of cases like these, the firm has distinguished itself as a staunch defender of corporate clients. Often, Kirkland comes through for them. With a steady stream of new business over the last few years, the firm has proven nearly immune to the slumping economy. It has so far avoided layoffs and continues to hire steadily. The litigation department remains strong and active; so are other departments, including intellectual property, antitrust law, and international trade. “The firm as a whole is growing,” says one insider. Recruiters say that lateral hiring is slightly down from recent years, but summer classes remain at the same levels. Meanwhile, a new San Francisco office is scheduled to open in January 2003. The new office will be staffed by four Kirkland partners and several associates, but will be looking for a few hires to work in corporate and intellectual property litigation and transactions. Recent Milestones > 2002: Defends Kubota Corporation, a maker of lawn and utility tractors, against patent infringement accusations leveled by rival company Deere & Co. > 2001: Wins $64.5 million, one of the largest verdicts that year, for Cable & Computer Technology, a high-tech defense contractor, against a Lockheed Martin company. > 1999: Represents Shering-Plough against Copley Pharmaceutical in a case involving the allergy drug Claritin. > 1998: Handles Chiquita Banana’s claims against the Gannett Company and the Cincinnati Enquirer. The claims result in front-page apologies to Chiquita and $10 million in damages.

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Insider Scoop Tough Crowd. One insider describes the Kirkland corporate culture as a “very hard-working place, with driven, career-minded people,” a view shared by others we interviewed. They say the high level of intensity sometimes results in competition among Kirkland attorneys, but overall it reflects the firm’s great enthusiasm for the practice of law. Band of Brothers and Sisters. Notwithstanding a bit of rivalry between the more competitive attorneys, Kirkland insiders enjoy a supportive environment with colleagues who frequently socialize together. “Everybody here is very good friends and we do have that collegial team mentality,” says one insider. Another insider described this collegiality as reminiscent of a fraternity or sorority that “allows you to show your quirks. It doesn’t necessarily go against you to be different from the norm.” Step to the Right. Kirkland attorneys hold a variety of political and ideological affiliations, but as a whole the firm is considered to be politically conservative. Robert Bork, the influential free-marketer and Reagan-nominated U.S. Federal Court judge, was once a partner. The firm has also actively recruited a number of lawyers who held clerkships for conservative U.S. Supreme Court justices Clarence Thomas and Antonin Scalia. Power of Choice. Kirkland’s “free market” work distribution system allows attorneys to choose which assignments they want to work on and who they want to work with. Not only does this keep the work interesting, it forces attorneys to behave. “It weeds out those who have a reputation for being difficult to work for,” says one insider. “They see they will have to change.”

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Getting Hired Kirkland maintains high standards for its recruits. It typically draws candidates from top law schools but will consider applicants who are at the top of their classes at lesser-named institutions. Some insiders say the firm places too much emphasis on academic credentials, sometimes passing up more qualified candidates because they didn’t attend a brand-name school. In contrast, laterals must demonstrate a broader range of qualifications. Insiders say they look for candidates to show initiative, leadership abilities, and a passion for the law. Those lawyers who make the hiring cut at Kirkland are bound to have an interesting ride at the firm. Among the perks: Excellent training, involvement in high-profile cases and the opportunity to put your legal skills to the test. Maybe that’s why the firm consistently ranks near the top in junior and midlevel associate satisfaction surveys given by American Lawyer.

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Opportunities for Law Students Kirkland takes on a fairly substantial summer class each year. The 2002 summer class numbered 103, including associates in the London office. In addition, 105 new associates are slated to start in the fall of 2002. The firm estimates these numbers should remain fairly consistent in the next several years. Kirkland visits 40 college campuses each year to conduct on-campus interviews. Check the recruiting website for dates and locations and apply through your campus career center. The website also lists names and biographies of the interviewers and which office they represent. Take the opportunity to do a little research before you meet with recruiters. Students from schools not visited by Kirkland recruiters are encouraged to contact the recruiting manager directly at the office where they are interested in working. Like permanent Kirkland attorneys, summer associates can choose their assignments. Wherever they end up in the firm, however, these young attorneys gain exposure to as many aspects of the practice as possible, such as attending trials, depositions, closings, hearings and client meetings. They also participate in extensive training programs, including trial skills workshops in a moot court setting. On the lighter side, summer associates are invited to social events throughout the term. Opportunities for Midcareer Candidates Insiders say the firm is hiring fewer laterals of late than in previous years, but more opportunities could open up in 2003 and 2004. If you do apply, be prepared to really sell yourself. This is a popular place to work, so there’s stiff competition for midcareer positions. Candidates must show that they will fit well in terms of temperament and experience. Personal compatibility is a key factor. “The hours here are pretty intense,” says one insider. “You have to get along with people that you spend that much time with.”

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Recruiting Contacts United States Chicago Kimberley Klein 312-861-8785 [email protected] Los Angeles Cherie Conrad 213-680-8436 [email protected] New York Susie Elitzky 212-446-4680 [email protected] Washington, D.C. Turkessa Thompson 202-879-5000 [email protected] United Kingdom London Jennifer Konz-Alt 001-44-0-20-7816-8842 [email protected]

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633 West Fifth St. Suite 4000 Los Angeles, CA 90071-2007 Phone: 213-485-1234 www.lw.com

T H E

Latham & Watkins

Overview As the nation’s fourth largest law firm, Latham & Watkins is recognized for a number of practice areas but is best known as a top-quality corporate practice. On the mergers and acquisitions scene, Latham was ranked 15th worldwide by Thompson Financial, based on an aggregated deal value worth $122 billion. Latham also scores high rankings in corporate finance, including its work in equity, IPOs, transactions, project finance—the list goes on and on. These high rankings are matched by high-profile clients who come to Latham with some of the biggest legal jobs around. Latham made news this year as an adviser in Amgen’s purchase of Immunex for $16.9 billion, the largest biotech deal in history. Other big-name clients include Ford Motor Company, for which Latham served as independent council in the controversial Firestone tire recall, and Nintendo of America, which Latham defended in a $1 billion patent infringement case. In the last three years, the firm has become a major player in the international arena. It has opened five new offices globally since 2001. The newest office opened in Brussels, making it Latham’s 20th worldwide and the sixth in Europe. The firm was rewarded for its efforts in June of this year when Commercial Lawyer named Latham the “International Law Firm of the Year.” One insider says, “Latham wants to be the Starbucks of law firms.” With that in mind, there are sure to be opportunities for both lateral and new associates through 2004. Recent Milestones > 2002: Advises Amgen in its $16.9 billion acquisition of Immunex in the biggest biotech deal in history. > 2001: Represents Informix, top rival of business software developer Oracle, in its $1 million acquisition by IBM. > 2000: Advises Vivendi Universal in its $372 million acquisition of MP3.com. > 1999: Defends Nintendo of America against $1 billion suite alleging patent infringement. > 1988: Advises Kohlberg Kravis Robert’s acquisition of RJR Nabisco.

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Insider Scoop A Fun Group. Latham attorneys work hard, play hard, and generally have a lot of fun together. Some offices are more social than others—the Los Angeles office is known for having a “frat” atmosphere—but in general the firm tends to attract very outgoing, youthful, and energetic individuals who respect and watch out for each other. Open Communication. Latham attorneys enjoy a fairly privileged knowledge of the inner workings of the firm. They may not know what their fellow colleagues are earning, but insiders note the “open and frank” attitude towards revealing the firm’s finances and business strategies. This helps to create a communicative environment overall. Sweatshop or Just a Bunch of Workaholics? This firm is known for working its lawyers pretty hard. Attorneys typically exceed 40 hours per week, logging up to 80 hours during especially busy times. “People call Latham a sweatshop,” an insider says. “It is a sweatshop.” Other insiders say they work on some weekends but don’t really mind doing it. One thing is for sure: Latham keeps its attorneys very busy (and well compensated with bonuses, by the way). Diversity-challenged. While Latham can proudly claim leadership in a number of areas in the legal industry, diversity is not one of them. Many insiders say the firm doesn’t do enough to encourage minority and female applicants. To be fair, this is a problem shared by many large firms, but insiders say that Latham seems especially challenged in this area. However, things may improve in coming years. A flood of internal and external criticism seems to have spurred management to improve the firm’s diversity record.

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Getting Hired Graduating from a top-tier school will get you noticed by Latham, just as it will get you noticed by any large prestigious firm, but it is by no means a prerequisite for getting an interview. Your grades, however, are. Insiders describe Latham recruiters as “grade Nazis.” With the right marks, someone from a second-tier school can be hired over a Harvard graduate with mediocre grades. But that’s not all. Recruiters say you need to have the dynamic personality and self-confidence to back up your credentials. Laterals need strong “legal” skills—you should have distinguished yourself in an area of specialty in which Latham is looking to grow.

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Opportunities for Law Students Latham conducts the typical annual recruiting process on campuses. Visit the website to find out when Latham will visit your school. If your campus is not listed, send your application materials to the appropriate contact listed below. After the on-campus interview, those selected will be invited to interview at the office to which they applied. Interview sessions last most of the day, usually beginning in the late morning and ending in the afternoon. One or two summer associates usually take the candidate out to lunch at some point as well. Once accepted into the program, summer associates are not assigned to any one department. Projects are based on your interests and time available. The work is representative of that given to any new associate, but of shorter duration due to time restrictions, so don’t count on assignments being particularly substantive. The hallmark of the program is a four-day Summer Academy retreat in which student groups from all offices gather in one location for training, stories, and fun. Summer associates are given a midsummer and end-of-term review to see how they did. If they did well, they will hear from Latham with a permanent offer. Opportunities for Midcareer Candidates Latham is currently in a growth stage, expanding targeted practice groups in select offices. I late summer 2002, the firm listed 24 openings in eight of its 21 offices. If you have a particular specialty, submit your resume; the firm is currently broadening its representation in as many practice areas as possible. There are sure to be more opportunities as Latham strives to become the “one-stop shop” in all matters legal.

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Recruiting Contacts United States Boston Ian Blumenstein 617-663-5700 [email protected]

San Diego Cindy Edson 619-236-1234 [email protected]

Chicago Karen Morris 312-876-7700 [email protected]

San Francisco Suzanne Kane 415-391-0600 [email protected]

Los Angeles Jamie Frick 213-485-1234 [email protected]

Silicon Valley Pilar Nelson-Owen 650-328-4600 [email protected]

New York Maureen Fontana 212-906-1200 [email protected]

Washington, D.C. Laurel Barnes 202-637-2200 [email protected]

Asia

Europe

Hong Kong Sabrina Fang 001-852-2522-7886 [email protected]

London Alison Trinnaman 001-44-20-7710-1000 [email protected]

Tokyo David Shapiro 001-81-3-5524-1900 [email protected]

Paris Xavier Farde 001-33-1-40-62-20-00 [email protected]

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190 South LaSalle St. Chicago, IL 60603-3441 Phone: 312-782-0600 www.mayerbrown.com

T H E

Mayer, Brown, Rowe & Maw

Overview The result of a mega-merger between two established law firms, Mayer Brown, Rowe & Maw emerges as a legal colossus straddling both sides of the Atlantic. The 2000 merger brought together the U.S.-based banking and finance experts Mayer, Brown & Platt with the London-based corporate specialists Rowe & Maw. Together, these two firms share a history that spans more than a century and includes decades-long relationships with clients like Bank of America, Inland Steele Company, and United Air Lines. With a strong London office to match its presence in several major U.S. cities, Mayer is well positioned to compete for international business. Insiders say the firm’s current hiring outlook is “steady.” The fact that Mayer pulled off such a large merger at a time when other firms were cautiously holding their positions or even downsizing testifies to its overall stability, not to mention the benefits of a diverse practice. Insiders note with pride the many subspecialties that exist within each division of the firm. This diversification allows Mayer to adjust to market fluctuations, they say. As a result, other than a slight reduction in billable hours and a trimmed down support staff, the firm has survived the recent economic slump with plenty of momentum. Summer classes are slightly reduced from recent years and lateral hiring will focus on targeted areas. “We’ve cut back a little bit,” says one attorney, “but we still anticipate bringing on the same amount and continuing the upward track and growth.” Most permanent hiring is targeted for the New York office, which is expanding its underwriting, securitization, antitrust, intellectual property and environmental law divisions, to name a few. Recent Milestones > 2002: Mayer, Brown & Platt merges with Rowe & Maw to form Mayer, Brown, Rowe & Maw. Receives the “Management of the Year” award hosted by Lawyer Magazine. > 2001: Mayer’s female lawyers top a Chicago lawyer-diversity survey. Advises on the Dow Chemical Company merger with Union Carbide Corporation.

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Insider Scoop Easygoing Atmosphere. With roots firmly planted in Chicago, Mayer maintains what insiders refer to as a laid-back, collegial atmosphere—more Midwestern than Manhattan. As one attorney says, the firm is “very anti-white shoe.” Bookworms, Unite. “This firm is a bit more eggheady than a lot of other firms,” says one insider. Other insiders have described Mayer attorneys as being “on the quieter side,” and “not particularly social beings.” Freedom of Choice. Mayer lets associates select their assignments and the partners who supervise them. Associates say this freedom of choice has its advantages. For one thing, it means they can pursue the kinds of cases that really interest them. For another, they can avoid working with partners they find difficult. The downside? Competition for plumb assignments can be fierce. Getting Hired In keeping with its prestigious track record, Mayer holds its recruits to a high standard. Law students must present nothing less than stellar academic credentials. Laterals, for their part, should have plenty of accomplishments listed on their resumes. However, most insiders agree that a candidate’s personality is not a heavily weighted factor; what’s more important is one’s a bility to do the work. If you do get hired, expect to hit the ground running. There aren’t a lot of heavy training programs at Mayer. Most learning occurs on the job. One insider says, “This firm tends to train people by having them do things. If you can make and learn from your mistakes, you will be successful.”

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Opportunities for Law Students Summer associate groups are projected to be smaller than in previous years. The New York office reduced its summer class from 28 in 2001 to 19 in 2002. The Chicago office, the firm’s largest, went from a group of approximately 60 summer associates in 2001 to around 40 in 2002. Most summer associates are offered permanent positions after their term. Getting in is the difficulty, as competition is fierce. Good academic credentials are the key to getting noticed. Opportunities for Midcareer Candidates Most lateral hiring is currently slated for the New York office. Recruiters say they are looking to staff particular practice or sub-practice groups not fully represented in New York, such as antitrust and intellectual property groups.

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The firm’s Chicago office is so large and varied that it tends to work on a lot of the New York deals, but Mayer is trying to build the New York office into a selfsufficient entity; hence the need for qualified hires. At least two years of experience in practice and admission to the bar in the state in which you apply are mandatory requirements. Great academic credentials and a prestigious firm name on your resume won’t hurt, either. Recruiting Contacts United States Charlotte Brooke Thomas 704-444-3603 [email protected] Chicago Laura Kanter 312-701-7003 [email protected] Houston Anne Thomas 713-546-0593 [email protected]

New York 212-506-2500 Students: Frances Vaughn [email protected] Laterals: Linda Bushlow [email protected] Washington, D.C. Ann Pelizzari 202-263-3312 [email protected]

Los Angeles Laryl Garcia 213-229-9575 [email protected] Europe Cologne, Germany Werner Hein 001-49-221-577-1100 [email protected] Frankfurt, Germany Dr. Christofer Eggers 001-49-69-79-41-0 [email protected]

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Paris, France Jean-Philippe Lambert 001-33-1-53-53-43-43 [email protected]

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McDermott, Will & Emery 227 West Monroe St. Chicago, IL 60606-5096 Phone: 312-372-2000 www.mwe.com Overview McDermott, Will & Emery began in 1934 as a small private-tax practice focusing exclusively on the needs of wealthy Chicago families. The firm maintained a local mid-size status until the late ’80s. In the past decade, McDermott has shown steady growth through mergers and acquisitions, becoming one of the largest and most profitable firms in the nation, with a total of ten offices, including one in London and a newly opened location in Munich. Staying true to its roots, McDermott now houses the largest tax practice in the United States and maintains its image as one of the classier and more highly polished firms in the business. In the past few years, McDermott has concentrated on developing its intellectual-property, biotech, private-equity, and venture capital divisions. It now employs 140 lawyers in intellectual property alone—”We’ve tried to recruit more intellectual property attorneys than any other firm in the country,” says an insider—and 70 lawyers in the private equity and venture capital divisions. McDermott has large biotech groups in all of its offices, which are bound to see a lot of action in coming years, as the biotech industry continues to expand and evolve. Recruiters say the firm will continue to recruit lateral hires, focusing on the New York, California, and London offices. Recent Milestones > 2002: Opens a new office in Munich, Germany. > 2001: Tax practice ranked second most prestigious in the nation by American Lawyer. > 1999: Advises Caterpillar in major generator business deal. London office advises on its first IPO for Domino’s Pizza UK. > 1998: Opens London office. > 1997: Opens offices in Silicon Valley and Moscow.

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Insider Scoop The Glass Is Half-Full. With a long history and a proven track record of survival during the most difficult of economic times, McDermott attorneys say the firm is always optimistic about the future. This positive outlook manifests itself in the firm’s steady hiring and growth patterns.

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It’s Limbo Time. All law firms say they cater to their clients, but McDermott truly seems to bend over backwards. “We will do everything for the client, whether it means flying people across the country or teleconferencing,” says one insider. “We can marshal resources and do things that surprise people.” Business Is Business. It doesn’t matter how well you can schmooze. Advancement is based on good old-fashioned personal achievements and hard work, rather than office politics. According to one insider, “McDermott is run more like a business than a political system.” Getting Hired McDermott, Will & Emery is the kind of firm where you can and are expected to spend most of your career once you come aboard. It has a strong commitment to associate development at the time of hire and throughout employment. The firm’s Professional Development Department manages continual training efforts to keep McDermott lawyers up to date on industry developments. In its hiring process, McDermott opts for quality over quantity. This means fewer associates are brought on annually than at other firms of similar size, but the firm invests heavily in those it does hire, with the hope that they will stay for the long haul. And rewards are sweet for those who stick around; promotion is common and bonuses increase with more years at the firm. McDermott recruiters look for team players who don’t make a lot of personal demands. As one insider puts it, “Frankly, we like nice people.” Opportunities for Law Students McDermott conducts on-campus recruiting at select schools nationwide. Your school’s ranking and your academic records are crucial factors in scoring an interview. An academic or professional background outside of the law is also helpful. Insiders say that the interview is informal and focuses on the candidate’s personality, social skills, and articulateness. Once hired, new associates attend a formal training session at the Chicago office, and then are placed directly into a department to start hands-on work. It is best to have an idea of which area you would like to work in. Otherwise, you might get staffed to a department that doesn’t suit your interests. Approximately 90 percent of summer associates are offered a permanent position. Those who have gone through the program say there’s a strong expectation that associates will continue their career with the firm if offered a position. Opportunities for Midcareer Candidates McDermott hires laterally on an as-needed basis, depending on the needs of specific departments. So keep your ear to the ground and get the word out about your area of specialty so that you’ll be ready to move if an opening

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becomes available. McDermott recruiters often rely on word-of-mouth in finding midcareer hires, so keep up your network of contacts and maintain a positive reputation in the industry.

T H E

Recruiting Contacts Boston Rachel Bartlett Rosado 617-535-4000 [email protected] Chicago Bo Kim 312-372-2000 [email protected] New York Danielle Peck 212-547-5400 [email protected] Los Angeles JoAnne Schroeder 310-277-4110 [email protected] Silicon Valley Rita Barnes 650-813-5000 [email protected] Washington, D.C. Brenda Kittay 202-756-8000 [email protected]

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425 Market St. San Francisco, CA 94105-2482 Phone: 415-268-7522 www.mofo.com

T H E

Morrison & Foerster LLP

Overview Considering that Morrison & Foerster is one of the world’s largest legal practices, with approximately 1,000 attorneys and 18 offices worldwide, the firm has a surprisingly consistent culture that is indicative of its roots in San Francisco: politically and socially liberal, laid back, diverse, and hardworking. Compared to other firms of similar size, Morrison is as close to a “lifestyle firm” as you can get, meaning that it actively seeks to help attorneys maintain a healthy work-life balance. One insider says, “We’re famous for being a different type of law firm—one that is concerned with issues other than billing. We’re interested in making it a good place for people to work.” In 1998, Fortune ranked Morrison as the only law firm to make the list of top 100 places to work in America. The firm has also been recognized as a leader in diversity for employing the largest number of minority attorneys in California. Among a full range of services, Morrison is recognized as a premiere litigation firm, especially in the areas of securities and patent litigation. Insiders also note the intellectual property and corporate finance groups as especially strong. The firm is currently trying to build up the corporate group after a lull in business necessitated redeploying some lawyers to other departments. But overall, the hiring outlook is positive. Subject to economic conditions, Morrison expects to increase its ranks of lawyers, particularly in New York, Washington, D.C., Los Angeles, Palo Alto, San Francisco, London, and Tokyo. Toward that end, it will continue recruiting from top law schools while also seeking qualified laterals in such areas as corporate finance, securities, patent litigation, and intellectual property. Recent Milestones > 2002: Receives the 2002 “American Bar Associate Pro Bono Publico” award. > 2001: Ranked second in diversity by The Minority Law Journal. > 1997-2000: Continues steady growth with new offices opening annually in Singapore, Beijing, San Diego, and McLean, Virginia. > 1991: Opens Sacramento and Brussels offices.

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Insider Scoop California Casual. Morrison’s firmwide culture is laid back, liberal, and hardworking. Attorneys follow a business-casual dress code, and insiders claim there are no “yellers and screamers.” Despite this easy-going attitude, professionalism is the bottom line. Focus on Community. Pro bono work is a priority at this firm. Pro bono hours count towards your billable minimum, and there is no limit as to how much you can do. One insider says, “We’re pretty much encouraged to do as much pro bono work as we want. It makes it interesting. You get to do more, and you get to do something that you feel good about.” All for One and One for All. Morrison practices a “one-firm philosophy,” which means that attorneys from different offices and groups frequently work together on the same projects. Documents are shared internationally through a company intranet. Getting Hired Morrison recruiters say they look for “interesting people” with a variety of life experiences, which is to say that there’s plenty of room for eccentricity in its ranks. We’re not just talking about leather pants and dyed hair, although you’re bound to see more of that here than at most firms. We’re also talking about people with a diverse range of backgrounds and interests, people who may not fit the mold at more traditional law firms. One recruiter says, “There is a huge variety of people who work here. That’s what we emphasize rather than any one personality type.” A strong academic record is important for summer associates and laterals alike, but once you’ve got your foot in the door, the interview process is fairly easy if you’re a nice person, insiders say. One lawyer says about his own interviews that it wasn’t really like being interviewed at all, but more like talking to different people about mutual interests. Foreignlanguage skills and liberal leanings are also helpful in getting hired.

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Opportunities for Law Students Summer classes for 2003 are slightly smaller than in the recent past. The San Francisco office had a group of 34 in 2000 and less than 20 in 2002. Nonetheless, the program remains an important hiring tool. Morrison recruits heavily from top-tier schools, and good grades are virtually the only way to get invited for an interview. Most offices do not offer positions for first-year students, but this varies from year to year, so check with the office in which you are interested in working. At the end of the term, summer associates are evaluated for permanent offers. Those with interests in a particular practice

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area will benefit most from the program, as the firm does everything possible to get you involved in the work you want to do. But if you’re still not sure, you may be by the end of the term, as summer associates are encouraged to get involved in as many activities as possible, including pro bono work. Opportunities for Midcareer Candidates If you didn’t graduate magna cum laude, you still have a chance at Morrison. Some insiders say that it is actually easier to get hired laterally due to the stringent grade requirements for summer associates. Recruiters for lateral attorneys look for relevant experience, high career achievement, and people who fit well with the culture. In the coming two years, the firm expects to hire lawyers with experience in corporate finance, securities, patent litigation, and intellectual property. Recruiting Contacts United States Los Angeles Jannette Lyon 213-892-5200 [email protected]

San Francisco Laura Alexander 415-268-7000 [email protected]

New York Sandra Corlett 212-468-8000 [email protected]

Washington, D.C. Dan Conway 202-887-1596 [email protected]

Palo Alto Teresa Dean-Tidwell 650-813-5600 [email protected] United Kingdom London Kristian Wiggert 001-44-20-7815-1150 [email protected]

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O’Melveny & Myers LLP 400 South Hope St. Los Angeles, CA 90071-2899 Phone: 213-430-6000 www.omm.com Overview Founded in Los Angeles in 1885, O’Melveny & Myers is the city’s oldest law firm, and over the years its growth has matched that of the sprawling metropolis it calls home. From its start as a small regional office serving the needs of land speculators, O’Melveny has morphed into an international firm with a total of 13 offices and 766 attorneys. Throughout its history, the firm has nurtured ties with the entertainment industry, at first representing such icons as Jimmy Stewart and Bing Crosby and more recently taking on clients like Fox Entertainment and Walt Disney. In the past decade, the firm has maintained a high profile in the media through its involvement in the Exxon Valdez oil-spill case, its defense of nuclear scientist Wen Ho Lee against charges of espionage, and the publication of senior partner and former Clinton secretary of state Warren Christopher’s book, Chances of a Lifetime, which remained on the Los Angeles Times bestseller list for seven weeks. Despite its successes, O’Melveny was late to the party during the boom years of the 1990s. While other firms were quick to capitalize on the soaring stock market and tremendous business growth of that decade, O’Melveny stumbled. The firm lost several key clients in the financial sector and missed opportunities in its own backyard, Silicon Valley. The opening of the firm’s Silicon Valley office near Menlo Park last year signaled an important—if belated—milestone. And with gross revenues for the first half of 2002 nearing $500 million, rankings comparable to the nation’s largest and busiest firms, it seems O’Melveny is back on its feet. Insiders say that the most active practice areas are litigation, which has always been one of the firm’s strengths, and corporate law. The Asian practice is seeing a lot of growth, and the firm is currently building up its New York representation by merging with a local equity firm, O’Sullivan LLP. Insiders predict a strong hiring outlook in most offices in 2002 and 2003.

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Recent Milestones > 2002: Announces its intention to merge with New York equity boutique firm, O’Sullivan LLP. > 2001: Represents Walt Disney in its longstanding battle against allegations of unpaid royalties to the licenser of Winnie the Pooh. Opens Menlo Park office. > 2000: Advises Gemstar International Group Limited in its $14.3 million purchase of TV Guide. Opens offices in Irvine, California, and Tysons Corner, Virginia. Copyright 2002 WetFeet, Inc.™

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> 1999: Represents nuclear scientist Wen Ho Lee against charges of espi onage in one of the most high-profile pro bono cases in the firm’s history. > 1998: Advises on sale of the Los Angeles Dodgers baseball team to Fox Entertainment. Insider Scoop Identity Crisis. O’Melveny seems to be struggling to reconcile competing visions of itself as both a traditional, old-school law firm and a more aggressive, hard-charging player in the international marketplace. “A lot of the older partners are very dismayed with where the legal industry is going,” an insider says. “There’s so much more emphasis now on billable hours and partner profits.” The firm named a new chairman in 2000 and has been undergoing some changes in management, compensation, and development. Still, insiders emphasize that despite changes in policy, the social atmosphere at O’Melveny remains built on mutual respect and collegiality. Get a Life. In the interest of maintaining a happy, well-rounded staff, O’Melveny partners are known for encouraging lawyers to maintain a life outside of the firm. Toward that end, billable hours are kept to a reasonable minimum and pro bono hours count towards billable totals. An insider says, “This firm has a good understanding of the work-life balance.” Never a Dull Moment. With big, important corporate clients—including many in high-profile industries such as entertainment and sports—and a strong emphasis on pro bono work, O’Melveny keeps its attorneys busy with plenty of challenging work. “The work at this firm is very interesting,” an insider says. “I like being involved in such high-profile cases.” Stand on Your Own Two Feet. O’Melveny does not put a lot of effort into associate development or mentoring. Training is primarily on the job. Some formal training opportunities exist, but those interested must actively seek them out. Insiders say that this lack of mentoring leaves associates out of the loop and without much help regarding their prospects for becoming partners. But the bright side is that people who thrive on independence can expect to fit well into this firm. Getting Hired Recruiters predict a strong hiring season for O’Melveny. Most of those hires will be found through the summer program, since the firm does very little lateral recruiting.

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If you’ve got eyes for O’Melveny, then do your homework and do it well. The firm accepts nothing less than stellar academic credentials—a GPA in the top 5 percent, attendance at a top school, and participation in law review and clerkships. A winning personality counts for a lot, but insiders insist there’s no particular personality type that O’Melveny is trying to fill. “It’s very clear that you’re qualified if you have the credentials to get in the door,” says one attorney. “They just want to make sure they can work with you at 3:00 in the morning.” Opportunities for Law Students O’Melveny conducts a typical on-campus interview process followed by a second interview at the firm. Those who shine in the campus interview will usually be invited for a second interview within a week. O’Melveny pays for lodging costs and other expenses associated with traveling to the interview. During the second interview, candidates meet with six to eight partners and associates, usually in the practice area in which they hope to work. After these interviews, which usually last half a day, junior associates treat job candidates to a meal. The summer program requires a minimum eight-week commitment, but summer associates can extend this if desired. You’ll be given a lot of work, and expectations regarding your performance are high. But the work you do is substantive and should be interesting. Summer associates are asked to handle several projects at once—not a big deal for students well accustomed to multitasking. Partners and associates work directly with members of the summer class to ensure students learn the right way to do things. Special training programs provide help with basics like writing, oral communication, and negotiation. Students also sharpen their skills by participating in mock trials and mock depositions.

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Opportunities for Midcareer Candidates Don’t despair if you’re interested in joining O’Melveny midcareer; they firm does have openings for experienced lawyers from time to time. In late summer of 2002, the firm had openings listed for seven of its 13 offices. Standards for lateral applicants are just as high as for students, with less emphasis placed on academic credentials. Insiders say that those who have really distinguished themselves in the legal field have the best chance of getting hired, so build up your record, and keep watching O’Melveny’s recruiting pages.

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Recruiting Contacts Asia

Century City Luly Del Pozo 310-553-6700 [email protected]

Hong Kong Dan Deshon 001-852-2523-8266 [email protected]

Irvine, Newport Beach Kathy Archambault 949-760-9600 [email protected]

Shanghai Larry Yee 001-8621-5298-5600 [email protected]

Los Angeles Michele Marinaro 213-430-6000 [email protected]

Tokyo Gary Smith 001-81-3-5562-2800 [email protected]

New York Cynthia Perrone 202-326-2877 [email protected]

United Kingdom

San Francisco Page Dreweolw 415-984-8700 [email protected]

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United States

London Gwen Griffiths 001-44-20-7256-8451 [email protected]

Washington, D.C., Tysons Corner Amy Mason 202-383-5300 [email protected]

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Piper Rudnick LLP 203 North LaSalle St. Suite 1800 Chicago, IL 60601 Phone: 312-368-4000 www.piperrudnick.com Overview Piper Rudnick, no one of the nation’s 15 largest law firms is the result of a 1999 merger between two very old and established firms, Piper & Marbury, in Baltimore, and Rudnick & Wolfe, in Chicago. Piper now boasts more than 800 lawyers and has offices spread across the country. With the resources of the two firms combined, Piper offers a full range of legal services specializing in business, technology, real estate, and litigation. In the wake of the merger, Piper is grappling with the challenges of functioning as a much larger organization. Insiders who have been with the firm since before the merger say the culture has become more bureaucratic and a bit more uptight. There are more rules to follow and less interaction between clients and superiors, they say. Amid these changes, the firm’s hiring outlook has turned conservative in a tight economy. Insiders predict recruiting will be slower than usual in 2002 and 2003, although there are some bright spots. The firm’s intellectual property and litigation divisions are active enough to suggest the need for lateral hiring in the near term. There are rumors that the firm may expand its operations in California, by merging it’s Los Angeles office with a regional firm.

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Recent Milestones > 2002: Washington, D.C., office receives the 2002 “Law Firm Pro Bono Award” in recognition of the firm’s increase in total pro bono hours and partnership with the Children’s Law Center, which provides legal services to help reduce the backlog of adoption cases in D.C. Superior Court. Firm name changed to Piper Rudnick. Opens an office in Edison, New Jersey. > 2001: Opens its first California office. > 1999: Rudnick & Wolfe and Piper & Marbury merge to form Piper Marbury Rudnick & Wolfe

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Who Am I? Insiders say that Piper is currently experiencing something of an “identity crisis” after the merger. Piper’s previously midsize mentality is shifting into a large-size attitude. Certain procedures such as billable hours are stricter, but many Piper attorneys stress that some of the benefits of a smaller firm culture still carry over from previous days.

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Insider Scoop

On My Own. Piper partners are described as approachable individuals who offer their associates plenty of respect—and independence. While some view this as a lack of concern towards associate development and mentorship, others thrive on the extra responsibility and independence such a relationship affords. One insider says, “I have a really good relationship with my superiors. I feel they give me a tremendous amount of respect and a relatively long leash.” They Call Me Mellow Yellow. Insiders describe Piper’s culture as laid-back and friendly, with a casual dress code to match. “It wasn’t very long ago that this was a firm of 80 lawyers, so you have a carry-over of mid-size culture and mentality,” says one insider. Maintaining a work/life balance has traditionally been a concern and billable hours are, at least for now, not emphasized over quality of life. Piper attorneys say they work less than their counterparts at a lot of other large firms do. Getting Hired Piper is looking for targeted expansion through gradual hiring of laterals in specific practice areas. Fewer opportunities lead to higher competition for the jobs that are available and a shift in hiring criteria. One insider says, “In the past, Piper emphasized interpersonal skills and academic credentials. Lately, they’ve swung, I feel, a little too far towards hiring only from top academic schools.” One insider suggested this shift reflects Piper’s efforts to grow from two regional firms into one large national firm: the firm is looking for morestandardized criteria for evaluating candidates. Despite this, the firm still claims to be interested primarily in people with strong interpersonal skills and diverse backgrounds. Insiders affirm that staff diversity is “definitely a priority.” Currently, Piper boasts 33 percent female lawyers and 8 percent minority lawyers, both numbers well above the national average. Opportunities for Law Students Piper’s summer associate program will continue, but with considerably reduced ranks. Three years ago, the summer class in the Chicago office was between 30 and 35 students; the 2002 class consists of only 12. Summer classes for the whole firm in 2002 numbered 40 students. Piper prefers a noncompetitive

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environment for summer associates, so they will only hire as many summer associates as they can extend offers to. Those who participate hold the summer program in high regard, noting plenty of constructive feedback on assignments from a handful of advisers. In fact, the New York office was ranked number one in a survey conducted by American Lawyer. Training programs and social events supplement the summer associate experience. Before applying, it’s a good idea to know what you want to do, as each office has a distinct summer program depending on the area of specialty. As mentioned already, candidates from top institutions are currently most favored. Those with a solid academic record and extracurricular activities, such as participation in law review or moot court, have an edge. Opportunities for Midcareer Candidates Laterals are currently being hired on an as-needed basis, and since growth has slowed, lateral hiring is targeted and cautious. Academic credentials still come into play in candidate evaluation, but it’s more important that your skills and experience match what area of practice they are hiring for. “Whatever your target position is, focus on emphasizing your strengths that fit that,” says one attorney. “Emphasize your relevant experience.” Recruiting Contacts

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Baltimore Lindy Hilliard 410-580-4664 [email protected]

New York Madeline Bermudez 212-835-6000 [email protected]

Chicago Marguerite Strubing 312-368-8928 marguerite.strubing@ piperrudnick.com

Philadelphia Jean Hadley 215-656-3300 [email protected]

Dallas Julie Garza 214-7430-4520 [email protected] Los Angeles Jeffrey Rosenfeld 310-595-3001 [email protected]

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Reston, Washington, D.C. Sheryl Manning 202-861-3900 [email protected] Tampa Ronald Holliday 813-222-5926 [email protected]

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599 Lexington Ave. New York, NY 10022-6069 Phone: 212-848-4000 www.shearman.com

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Shearman & Sterling

Overview Among the world’s oldest and largest firms, Shearman & Sterling has a history of involvement in major economic, governmental and social developments—in the U.S. and abroad. The firm played a key role in the development of the modern economy when it led Ford Motor Company through its first public offering in 1950. On the international scene, Shearman represented the Chinese government in negotiating aspects of its open-door policy in 1979. More recently, the firm worked on the high-profile bankruptcies of Enron and WorldCom, events that initiated major changes in U.S. corporate accounting practices. The firm has affected social change throughout its history, by taking on complex and significant pro bono cases, such as leading the five-year court battle against the Citadel Military Academy for entrance policies discriminatory against women, resulting in the first female cadet being admitted, in 1994. Shearman’s international practice has been expanding since the 1960s. The firm now operates in more than 80 countries and is a global leader in the areas of international arbitration, capital markets, and mergers and acquisitions. Shearman recently expanded a number of practice areas—including bank finance and bankruptcy and corporate finance and investments—to focus more closely on specialized industries. While it was less dependent on the tech industry than other firms during the late 1990s, Shearman did feel the pinch when the economy slowed. By the end of October 2001, it had laid off 10 percent of its associates, approximately 100 attorneys. But the situation seems to have stabilized; insiders report an increase in lateral hiring. The size of summer classes has been around 80 students in recent years. Recent Milestones > 2002: Appointed to represent WestLB in a landmark deal to rebuild England’s famed Wembley Stadium. > 2001: Advises in the sale of the Boston Red Sox for $700 million, the highest price ever paid for a major-league baseball franchise. Advises Allianz AG in its takeover of Dresder Bank, in a deal the Financial Times says “reshaped the German financial landscape.” Represents Citigroup in the collapse of Enron, the largest bankruptcy case in history. > 2000: Represents SmithKline Beecham in its $189 billion merger with Glaxo Wellcome, creating the world’s largest pharmaceutical company.

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> 1999: Represents Viacom in its agreement to acquire CBS for about $36 billion, one of the biggest media deals in history. > 1998: Represents Citicorp in its $140 billion merger with Travelers Group, the largest corporate transaction in history. Insider Scoop Polish Those White Shoes. Insiders typically describe Shearman’s culture as traditional and “white shoe,” in the sense that attorney relations tend to be very cordial and professional. But things aren’t too serious. Shearman attorneys have a business casual dress code. Associates Are People, Too. Shearman introduced its Associates Initiatives program in 1999 to curb associate attrition. The program includes part-time scheduling, long-term bonuses granted after the fourth-year, a one-month sabbatical or three-month transfer to a different office, comprehensive seventhyear review for partnership prospects. In 1997, Shearman started a partner review process in which associates anonymously review the partners, rather than the other way around, to encourage associate satisfaction. A year later, the firm upped the ante by making associate reviews a factor in partner compensation. Pro Bono. Shearman actively solicits attorney participation in pro bono activities. A full-time pro bono lawyer manages the program and regularly sends out e-mails announcing pro bono opportunities. The firm has no minimum billable hours requirement, but pro bono work is treated as if it were paid, leaving attorneys plenty of freedom to focus on charitable opportunities in which they are especially interested. The firm also has an ongoing program with the Corporation Counsel of the City of New York, in which lawyers spend six months working exclusively at the Corporation Counsel’s office (on full Shearman & Sterling salary) handling civil cases in which the city is named as a defendant.

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Getting Hired Insiders say that Shearman is selective in hiring and upholds a very high GPA requirement. Grades are usually more important than the name of the school the were earned at, so the firm will often hire someone from a second-tier school with a higher GPA, rather than someone from a first-tier school with a lower one. But requirements are not etched in stone. Shearman sometimes compromises its stringent requirements for a candidate it really likes; so personality is also a major factor. Participation in law review and clerkships may help get you noticed for an interview. Evaluation of lateral candidates is based on experience and the needs of the firm. The lateral interview is friendly and casual, with a few substantive

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Opportunities for Law Students Shearman conducts on-campus interviews at approximately 30 campuses and job fairs with particular emphasis on Chicago, Columbia, Cornell, Fordham, Georgetown, Harvard, Michigan, NYU, Penn State, Stanford, Virginia, and Yale. The 2002 summer program had 82 associates, and the firm plans to bump that up to 90 summer associates for the 2003 program.

T H E

questions about the candidate’s area of specialty.

Those admitted to the summer program will spend time in two to three practice groups or offices during the term. Group and office assignments are based on summer associate preferences; opportunities are available for working in the overseas offices and participating in pro bono projects. Each associate is assigned a partner adviser who distributes work and arranges assignments with other lawyers from his or her group. In addition to hands-on work, summer associates participate in Shearman’s renowned Continuing Legal Education courses. Each term’s courses are listed on the firm’s website. The highlight of the program is “Deal-O-Rama,” a full-day mock transaction in which summer associates are divided into two teams and coached by partners and associates to negotiate and litigate the hypothetical acquisition of a troubled company. Other perks of the summer program include complimentary lunch in the Lawyers Dining Room; discounts on health clubs, retail stores, movies and theme parks; apartment-search assistance; private banking; and social events. Summer associates receive regular feedback from lawyers they work with and an in-depth review at the end of the summer. Permanent offers are made at the end of the summer term. Opportunities for Midcareer Candidates Insiders say that the firm recently bolstered its ranks with a substantial amount of lateral hiring, so current opportunities are fewer. Those with geographic flexibility have a better chance as the firm is focused on building its international practice. With the addition of a new office in Rome, Shearman now has 13 offices overseas.

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Recruiting Contacts North America New York Suzanne Ryan 212-848-4592 [email protected]

Menlo Park Nina Haller 650-838-3600 [email protected]

Washington, D.C. Chandanie Botejue 202-508-8047 [email protected]

Toronto Brice Voran 416-360-2952 [email protected]

Europe Dusseldorf Marcus Brans 001-49-0-211-178 88-0 [email protected]

Paris Jacques Wantz 001-33-0-1-53-89-70-00 [email protected]

London Jacqueline Robins 001-44-0-20-7655-5983 [email protected]

Rome Michael Bosco 001-39-06-697-679-1 [email protected]

Asia

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Beijing Lee Edwards 001-86-10-6505-3399 [email protected]

Singapore Richard J.B. Price 001-65-6230-3800 [email protected]

Hong Kong Lillian McHugh 001-852-2978-8000 [email protected]

Tokyo David D. Deck 001-81-3-5251-1601 [email protected]

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Bank One Plaza 10 Stout Dearborn St. Chicago, IL 60603 Phone: 312-853-7000 www.sidley.com

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Sidley Austin Brown & Wood

Overview Sidley Austin Brown & Wood, one of the world’s largest law firms, is the sizeable offspring of last year’s mega-merger between Chicago-based Sidley & Austin and New York City–based Brown & Wood. The union of these two established firms combined Sidley & Austin’s expertise in transactions, regulatory law and litigation with Brown & Wood’s longstanding leadership in the representation of financial and investment institutions. As a combined force, Sidley Austin Brown & Wood advises such prominent clients as Lehman Brothers, Citibank, AT&T, and Merrill Lynch. Sidley has a history of resiliency. No cutbacks or layoffs took place during the recent economic downturn, nor did the firm reduce its staff during the recession of the early 1990s. Moreover, when one of the firm’s New York offices was destroyed in the World Trade Center attack, the firm rallied to support those affected. Within a week, the displaced employees were relocated to a Midtown office and operations were put back on track. On the international front, open a new office in Geneva, Switzerland (it is already seeing significant growth in the Asia and UK offices). As one insider remarks, “Business seems to be ‘booming.” Recent Milestones > 2002: Ranked number two for transactional work in American Lawyer’s Corporate Scorecard. > 2001: World Trade Center office destroyed. Firm relocates 600 employees. Sidley & Austin merges with Brown & Wood to form Sidley, Austin, Brown & Wood. > 2000: Sidley represents the Tribune Company in its $8 million acquisition of Times Mirror. > 1999: Hong Kong office opens. > 1996: Merges with Richards, Medlock & Andrews.

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Insider Scoop No Backstabbers Allowed. Insiders describe a friendly, collegial culture that is not internally competitive. The emphasis is on the good of the client or the firm, not on the advancement of an individual career. One lawyer says, “The way you advance at Sidley is by doing good work yourself, but also by helping others to do good work.” Another contact sums up Sidley’s culture as having a “low jerk-quotient.” Benevolent Dictatorship. For the most part, Sidley attorneys are happy with the firm’s management. “The place is impeccably managed. The reaction to 9/11 proves that,” says one insider. “It’s ruled by a few people, but that seems to work well.” Another insider says of Sidley’s management style, “Mutual respect starts at the top. We want you to stay for a really long time.” Quality of Life. While salaries are competitive with other firms its size, Sidley does not aspire to lead the pack in terms of compensation. After four years with the firm, salary increases are merit-based. Bonuses are fair, but not hefty enough to encourage attorneys to kill themselves by racking up tons of billable hours. Insiders say most Sidley attorneys work more than 1,800 hours a year, but the firm actually discourages billing more than 2,100 hours annually. Salary-driven applicants need not apply. Female Friendly. Sidley is reportedly a great place for women to work and grow professionally. Insiders say the firm makes an effort to hire, retain, and promote its female lawyers. With plenty of positive role models among the staff, the option of working part-time in order to attend to their families, and a “Women in Leadership” program that address specific issues related to their concerns, women at the firm have lots of support mechanisms. Getting Hired Sidley recruiters are always on the lookout for excellent third-year students, clerks, and lateral candidates, but rely most heavily on the summer program for hiring.

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Sidley’s hiring criteria are similar to any top law firm—intelligence, communication skills, energy, presence, teamwork, professionalism—with a particular emphasis on teamwork. One recruiter says that Sidley looks for “excellent lawyers who look at the practice of law as a team effort and not something where they have to step on somebody else to get ahead.”

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Opportunities for Law Students Except in New York, where the firm occupied a temporary space through midsummer after the loss of the World Trade Center offices, the 2002 summer programs were relatively large, even by Sidley’s standards. Recruiters estimate that by next year the New York office’s summer class will return to its typical size, while classes in other offices should remain the same or shrink slightly. Sidley conducts annual recruiting efforts at 66 campuses and job fairs nationwide. Some offices require a writing sample, so check with a recruiter before turning in your application materials. First-year students may apply directly to the firm by sending in a resume and transcript. Check the website or with a recruiter to see when you should send your materials. Those invited for interviews are flown to the relevant office for one-on-one meetings with six to eight associates and partners. The firm covers reasonable airfare and accommodation costs. After the hiring is done, Sidley holds orientation and training sessions to acclimate new associates. Projects include legal work such as briefs, research, memoranda, and agreements. Each summer associate is paired with an associate adviser who looks over his or her work and acts as a mentor. Plenty of social activities are also planned to supplement the summer associate experience. Opportunities for Midcareer Candidates Lateral hiring varies based on the needs of individual offices and practice groups. Interested candidates should send a letter, a resume and law school transcript to the legal personnel department in the appropriate office.

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Recruiting Contacts United States Chicago Jenny Hernandez 312-853-7000 [email protected] Dallas Cheryl Bobbitt 214-981-3300 [email protected] Los Angeles, San Francisco Susan McGrady 213-896-6000/415-772-1200 [email protected] New York Shana Kassoff 212-839-5300 [email protected] Washington, D.C. Niki Kopsidas 202-736-8000 [email protected] United Kingdom

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London For qualified London lawyer and graduate London trainee enquiries: Isabel Drummond 001-44-20-7360-3628 [email protected]

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4 Times Square New York, NY 10036 Phone: 212-735-3000 www.skadden.com

T H E

Skadden, Arps, Slate, Meagher & Flom LLP & Affiliates

Overview If you’re looking for a brand-name firm, this is it. Skadden, Arps, Slate, Meagher & Flom is one of the biggest, most prestigious, and most profitable law firms in the world. Much of this success is due to the firm’s thriving mergers and acquisitions practice, an early strength by which Skadden rose to stardom. In 17 of the 19 years in which American Lawyer has published its annual Corporate Scorecard, Skadden has placed first in M&A deals. In the first half of 2002, Skadden completed a total of ten deals, worth approximately $45.2 billion. Some of Skadden’s most recent M&A clients include Compaq, Immunex, and Citigroup. Skadden also dominates in securities class-action litigation. Recent class-action clients include Daimler Chrysler, Xerox, Health Net, and Associates National Bank. Skadden has only experienced some minor ripples due to the recent economic downturn. A slight decline in M&A business has affected profits. For example, the Washington, D.C., office’s revenue per lawyer dropped from $800,000 in 2000 to $760,000 in 2001. The firm initiated some belt-tightening measures, such as shrinking associate bonuses. But Skadden seems to have quickly recovered from market conditions. Increased workload for the litigation and bankruptcy departments has compensated for the loss of M&A business. As a result, the firm announced earlier this year that it would increase associate bonuses to the $5,000 to $30,000 range. The firm was unable to provide a hiring outlook for coming years, but did issue a statement saying it would not overreact to short-term economic fluctuations by laying off employees. So far, Skadden has kept its word. We can reasonably expect summer classes to stay the same size and lateral hiring to continue on an as-needed basis. Recent Milestones > 2002: Represents IBM in its acquisition of PwC Consulting, in a deal valued at approximately $3.5 billion. Named “North American Law Firm of the Year” by Chambers & Partners and voted “Best Law Firm in America to Do Business,” for the second consecutive year, in a survey conducted by Corporate Board Member. Acts as Enron’s special counsel regarding the sale of assets to the firm handling the company’s bankruptcy. > 2001: Represents biotech company Immunex in its $16 billion acquisition of Amgen. Represents Compaq in its acquisition by Hewlett-Packard, earning the firm approximately $6 million.

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> 2000: Represents Warner-Lambert in its acquisition of Pfizer for $90.3 billion, the largest pharmaceutical deal in history. Insider Scoop Workaholics Anonymous. Skadden has a reputation for demanding extremely long hours from its attorneys. But insiders say that Skadden’s hours are no more demanding than any large firm doing work for major corporations. A hard-working precedent was set by one of the firm’s first associates, Joseph Flom, who is still with the firm today, but Skadden by no means chains its lawyers to their desks. In fact, the firm does not even have a minimum billable hours requirement. Razor’s Edge. Skadden has gained its stellar reputation by performing cuttingedge legal work, which remains a major draw to job seekers. With a broad base of practice areas, you can count on getting involved with plenty of significant, news-worthy projects. Expect to be challenged by the work at this firm. Sink or Swim. While Skadden does provide in-house training and CLE courses, attorneys are expected to man their own ships, so to speak. If you’re good at navigating your way through the unknown, you’ll probably shine at this firm. If not, you may end up at the bottom of the ocean. Getting Hired Skadden has typically upheld selective hiring criteria. But while the firm does focus on typical top-tier schools, applicants with strong credentials from second-tier schools still have chance a at getting hired. Insiders say that Skadden’s hiring criteria has become stricter in the tight job market, so try to get involved with law review or another extra curricular activity, to improve your chances. Personality is equally if not more important than academics when it comes down to actually getting hired. Skadden looks for actionoriented, creative individuals who display strong initiative, creativity, and interpersonal skills.

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Opportunities for Law Students The summer program is Skadden’s main recruiting tool, so summer classes are expected to remain at similar, if slightly reduced, sizes from recent years. The summer 2002 class numbered 200. A high percentage of summer associates receive permanent job offers. Skadden conducts on-campus recruiting during the fall and spring at more than 50 schools nationwide. Alumni from each campus typically conduct

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on-campus interviews. Callback interviews take place at the office to which the candidate has applied. Whenever possible, the firm will set up call back interviews with lawyers from the practice group in the candidate’s desired practice area. What you get out of the summer program depends on what you put into it. One insider reported having little responsibility or work, despite the generous pay, while another described Skadden’s summer program as “elaborate,” with endless opportunities to learn and grow. Opportunities for Midcareer Candidates Skadden is always looking to grow through adding experienced and accomplished lawyers to its practice. The firm hires midcareer candidates firmwide according to the needs of each practice area. The firm lists worldwide lateral opportunities on its website. Recruiting Contacts Job seekers can access Skadden’s online application system at www.treeba.com/skadden/apphome.asp, or send application materials to the appropriate recruiter. United States Boston Michelle Benoit 617-573-4800 [email protected] Chicago Ann Cohen 312-407-0700 [email protected] Houston Paula Goodson 713-655-5100 [email protected] Los Angeles Kendall Nohre 213-687-5000 [email protected]

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New York Carol Lee Sprague 212-735-3000 students: [email protected] experienced attorneys: [email protected] Palo Alto Jazmin Cabrera 650-470-4500 [email protected] San Francisco Roxane Gabrielle Hall 415-984-6400 [email protected] Washington, D.C. Kimberly Barry 202-371-7000 [email protected]

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Asia Hong Kong Jon Christianson 001-852-2820-0700 Tokyo Mark Bronson 001-813-3568-2600 Europe London Karen Pritchett 001-44-20-7519-7000

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1155 Avenue of the Americas New York, NY 10036-2787 Phone: 212-819-8200 www.whitecase.com

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White & Case LLP

Overview For job candidates interested in the legal aspects of international finance and dispute resolution, White & Case is a major draw. With 41 offices worldwide— more abroad than in the United States—this 101-year-old white-shoe firm has a strong global focus. Its team of approximately 1,500 lawyers specializes in crossborder financial transactions with an emphasis on debt management, privatization, domestic and international banking, securities, and project finance work. This international bent is nothing new for White & Case, which opened a Paris office in 1926, long before most other U.S. firms were thinking globally. Moreover, the firm’s reputation as a player in banking and finance law is also longstanding. Founders J. Dupratt White and George B. Case had business dealings with many of Wall Street’s early heavy-hitters, including the legendary banker J.P. Morgan. During the recent economic downturn, White & Case experienced slight reductions in workflow related to hard-hit industries like energy and telecommunications; other areas, such as bankruptcy and litigation, picked up steam. With this in mind, you can expect a somewhat conservative hiring outlook for 2003 and 2004, with slightly smaller summer classes. Recruiters report that lateral hiring is not currently planned, but keep your ears open. Recent Milestones > 2001: Opens new offices in Rome and Milan through integration with the Italian firm Varrenti e Associati. > 1998: Merges with Forrester, Norall & Sutton in Brussels. > 1995: Merges with McClure, Trotter & Mentz in Washington. Insider Scoop Old, but Not Over the Hill. As a white-shoe firm, White & Case has a reputation for being formal, polished, and perhaps a bit stuffy. But insiders say that the firm is not quite so uptight. Policies like a business-casual dress code and greater flexibility in work scheduling reflect a desire to lighten things up, they say. Insiders also say that as younger partners gain influence and older partners retire, the culture has gradually become more relaxed.

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The Door’s Always Open. White & Case employs an open-door policy that means exactly what it says—unless in a meeting or in a conference call is in progress, all office doors are left open. Insiders say that this creates a good atmosphere that is, well, open. Open doors signal approachability and open communication, encouraging a highly collaborative environment. Choose Your Own Adventure. Lawyers who show initiative are often given considerable responsibility early in their careers at White & Case. The more work a person can handle, the more he or she will get, regardless of status or seniority. “You will sometimes see a junior associate with almost shocking amounts of responsibility,” says one insider. “But once you talk to them, you see they are perfectly capable of what they’re doing, and that’s fine here.” The firm has an unregimented assignment system that allows associates to move at their own pace and choose their own projects. If interested in a particular project or division, they are encouraged to knock on the door of whoever is in charge and ask to help out. Getting Hired In its recruitment process, White & Case tends to gravitate toward high achievers from Ivy League schools and other top institutions. However, being smart and having good grades aren’t enough to get you hired. You also have to have a bit of charisma. One lawyer says, “You have to be a pretty engaging person. It really comes down to what else you can bring to the table besides brain cells.” Insiders add that once in the door, the interview process is fairly subjective. Often, the decision comes down to the following questions: Does the person seem confident? Did he or she do well in school? Does he or she have an interest in international affairs? If the answer is yes to all three, then there’s a good chance of a second look. That said, a little initiative can do wonders. One insider says he was hired after sending an unsolicited resume to the firm, despite the fact that the job wasn’t listed as open. So send in that application.

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Opportunities for Law Students The summer associate program is White & Case’s main method of recruiting entry-level candidates. Standards are very high. Campus recruiting focuses on top-tier schools, and candidates below a certain grade level are not considered for positions. The 13-week program begins in mid-May and ends in early August. Each student is assigned a partner and an associate advisor to act as mentors throughout the term. Summer associates participate in all aspects of the practice, including client meetings, conference calls, business trips, court appearances, and depositions. They are encouraged to take assignments in several practice areas, spending three to six weeks in each area.

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Opportunities for Midcareer Candidates Lateral hiring is currently very slow. Rather than expanding practice areas by hiring new attorneys, White is redeploying existing staff to fill out departments as needed. The firm assesses its hiring needs at the beginning of each calendar year, so shortly after January is the best time to check for openings. Recruiting Contacts United States Los Angeles Tara Klein 213-620-7700 [email protected] Miami Meria Elena Camps 305-371-2700 [email protected] New York Dana Stevenson 212-819-8200 [email protected] Palo Alto, San Francisco Gail Ohlsson 650-213-0300 [email protected] Washington, D.C. Sue Lobkoff 202-626-3600 [email protected] Mexico Mexico City Torre Optima 001-5255-5540 9600 [email protected]

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Wilson Sonsini Goodrich & Rosati 650 Page Mill Rd. Palo Alto, CA 94304-1050 Phone: 650-493-9300 www.wsgr.com Overview For aspiring lawyers interested in representing high-technology companies, Wilson Sonsini Goodrich & Rosati is the place to be. No other law firm is more closely linked to the titans of the tech world than Wilson, whose offices are located in Palo Alto, the heart of Silicon Valley. During the last two decades, the firm has represented the likes of Apple Computer and Hewlett-Packard, not to mention many of the start-ups that made headlines through IPOs, and mergers and acquisitions during the high-tech boom of the 1990s. Now that the boom is over, Wilson isn’t riding quite so high. It has endured layoffs and other painful cost-cutting measures. All that has hurt morale, insiders say. Lately the firm has struggled to keep its employees not only happy, but busy as well. As one insider puts it, “It’s just not as interesting or fun when there’s not as much work.” Not surprisingly, this has put a damper on the hiring outlook. Summer associate classes are significantly reduced, and lateral hiring is at a standstill, recruiters say. Still, Wilson remains a player, especially with respect to technology representation. If history is any guide, these areas can’t stay down forever. When they do start improving, Wilson will be poised to strike. “Technology will always be the primary industry here in the Valley,” says an insider. “As long as the tech companies are here and the venture capital firms are here, there will always be business.”

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Recent Milestones > 2001: Leads the nation in number of IPOs for technology companies completed—13 IPOs out of a total of 79 IPO deals nationwide. > 1998: Represents Netscape in its merger with America Online. > 1996: Works on IPOs for Infoseek and The North Face, and serves as underwriters' counsel for Yahoo. > 1995: Helps build the infrastructure of the Internet by representing clients such as Netscape, Infoseek, USWeb/CKS, and Inktomi. Insider Scoop The Wild West. Wilson attorneys have been characterized in the media as “cowboys” in comparison to associates at more old-school firms, but that reputation may be overblown. Insiders say the atmosphere at the firm is a healthy mix of seriousness and fun.

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Exercising Free Choice. The firm employs an open partner system whereby associates can choose which partners and which departments they want to work for. Attorneys speak highly of this system, as it allows them to concentrate on areas of the practice that interest them the most. It’s also helpful in terms of career development.

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You’re So Nice. Senior associates and partners are characterized by insiders as very approachable. The most common word they use to describe the culture is “friendly.”

Getting Hired While the economic slowdown has reduced Wilson’s typically high turnover rate, current hiring has also ebbed considerably. The summer associate program is still in effect, but classes are much smaller than in years past. Offers are not necessarily permanent either, as summer associates who had their offers rescinded last year could tell you. On the plus side, recruiters say the summer program remains the firm’s primary source for hiring new lawyers. Your academic record and the ranking of your school are major factors in terms of scoring an interview with Wilson, even for lateral hires. But beyond these somewhat generic criteria, the real test will be the interview itself. That’s when you’ll have to prove your fit for the job, and it doesn’t just come down to skills and experience either. It’s also about how well you can schmooze. Says one insider, “There’s always been an emphasis on looking at personality as well as achievements. If someone has great achievements but no personality, they will not be as likely to get hired as someone with more personality and fewer achievements.” Opportunities for Law Students Wilson puts a lot of thought and effort into developing its summer associate program. A special committee oversees the operation and monitors the progress of participants. Associates are assigned partners who act as advocates and mentors throughout the summer. Taking assignments from different areas of the firm is highly encouraged, and projects are kept brief—usually no longer than a week—to ensure the associate a variety of experiences. Opportunities for Midcareer Candidates Lateral hiring at Wilson is currently very slow and restricted to an as-needed basis. The firm is recovering from a period of excess growth and consequently has scaled back many of its operations. As a result, lateral hiring should remain minimal for the foreseeable period. Those laterals that are hired are considered on the basis of their academic credentials and experience in relation to the firm’s needs.

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Recruiting Contacts Lateral Recruiting Nancy Lieberman Esq. 650-493-9300 [email protected] Summer Program Jennifer Webb 650-493-9300 [email protected]

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Who We Are WetFeet is the trusted destination for job seekers to research companies and industries, and manage their careers. WetFeet Insider Guides provide you with inside information for a successful job search. At WetFeet, we do the work for you and present our results in an informative, credible, and entertaining way. Think of us as your own private research company whose primary mission is to assist you in making more informed career decisions. WetFeet was founded in 1994 by Stanford MBAs Gary Alpert and Steve Pollock. While exploring our next career moves, we needed products like WetFeet Insider Guides to help us through the research and interviewing game. But they didn’t exist. So we started writing. Today, WetFeet serves more than a million job candidates each month by helping them nail their interviews, avoid ill-fated career decisions, and add thousands of dollars to their compensation packages. The quality of our work and knowledge of the job-seeking world have also allowed us to develop an extensive corporate and university membership. In addition, WetFeet’s services include two award-winning websites (WetFeet.com and InternshipPrograms.com), Web-based recruiting technologies, consulting services, and our exclusive research studies, such as the annual WetFeet Student Recruitment Survey. Our team members, who come from diverse backgrounds, share a passion about the job-search process and a commitment to delivering the highest quality products and customer service. WetFeet is headquartered in San Francisco. You can visit us any time at www.wetfeet.com, by calling 1-800-926-4JOB (or 415-284-7900 from outside the U.S.), or by sending an e-mail to [email protected]. We would love to hear from you, whether you have a job success story, information about a company, new product ideas, or a suggestion for improvement. Thank you for your support!

About Our Name One of the most frequent questions we receive is, “So, what’s the story behind your name?” The short story is that the inspiration for our name comes from a popular business school case study about L.L. Bean, the successful mail-order company. Leon Leonwood Bean got his start because he quite simply, and very literally, had a case of wet feet. Every time he went hunting in the Maine woods, his shoes leaked, and he returned with soaked feet. So, one day, he decided to make a better hunting shoe. And he did. And he told his friends, and they lined up to buy their own pairs of Bean boots. And L.L. Bean, the company, was born . . . all because a man who had wet feet decided to make boots. The lesson we took from the Bean case? Lots of people get wet feet, but entrepreneurs make boots. And that’s exactly what we’re doing at WetFeet.

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