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Hello lovely people,

I'm delighted to say that Reed Smith's graduate recruitment team is live in the forum right now. You can ask Becca Schrod (@ReedSmithBecca) and Rik Palmer any questions you want to know about the firm.

This might include:

• How to decide whether Reed Smith is right for you
• What the training is like at Reed Smith
• What graduate recruitment looks for when assessing applications
• How to stand out in the online assessment, video interview or assessment day

---

Interested in Reed Smith?

Apply for the Spring and Summer vacation schemes by 6 January 2025.
Apply for the First Year Scheme by 10 February 2025

scored centile 99 on the reading speed index of a stroop test during a English WAIS-IV and then centile 99.9 at the verbal comprehension index during a French WAIS-IV, am I a natural for law school?

Hey everyone! I hope your weekends are going great so far.

In this thread, I have included a list of law firm practice areas with descriptions under each. The list is non-exhaustive, but it covers the main practice areas law firms typically deal with. I decided to create the thread because I believe it’s essential to know how each practice area operates. Even if one has a strong interest in the contentious side of law, it’s equally essential to understand how transactional law operates in practice as well (vice versa). Additionally, the first way to show demonstrated interest in the law firm application process is by referencing the work. In other words - the firm’s practice areas.

Hope you enjoy the read!

I have broken down the separate practices into 9 headings:

1. Corporate
2. Litigation and Dispute Resolution
3. Corporate and Regulatory
4. Financial and Investment
5. Intellectual Property and Industry-Focused Areas
6. Public, Human Rights, and Specialised Areas
7. Emerging Technologies and Digital Transformation
8. Environment and Sustainability
9. Infrastructure and Global Trade

1. Corporate Practice Areas


Restructuring and Insolvency:

Restructuring and insolvency involve assisting companies or individuals facing significant financial difficulties. Restructuring typically occurs when a business is struggling to pay its debts but wants to remain operational. Lawyers in this area work to renegotiate repayment terms with creditors (the entities the company owes money to), restructure the organization’s operations, and improve cash flow. Insolvency comes into play when a business cannot repay its debts and needs to wind down. This might involve selling assets to settle debts or liquidating the company entirely. Lawyers also help ensure compliance with complex insolvency laws and protect the interests of all stakeholders, including employees, creditors, and investors.

To put it simply: when a company owes too much money, lawyers either help it find a way to keep going by making better deals or, if it’s too late, they help close the business and divide what’s left fairly among everyone owed money.



Capital Markets:

Capital markets lawyers specialize in helping companies raise funds by offering their stocks (shares of ownership) or bonds (loans with interest) to investors. When a company decides to go public through an IPO (Initial Public Offering), these lawyers prepare and review documents like prospectuses, liaise with regulatory authorities to ensure compliance with laws, and collaborate with financial institutions managing the offering. They may also work on private placements, where securities are sold to select investors rather than the public.


In simpler terms: this is about helping companies get the money they need by selling a piece of themselves (shares) or borrowing (bonds), all while making sure everything is done legally and fairly for investors.



Private Equity:

Private equity lawyers work with investors or funds that buy and invest in private companies, often to improve their performance and sell them later for a profit. This practice involves negotiating purchase agreements, structuring transactions (such as leveraged buyouts, where funds borrow money to buy companies), and advising on regulatory issues. Lawyers also assist with managing the acquired company, ensuring it complies with laws and meets investor expectations. Exit strategies are another key part, whether through selling the company, merging it with another, or taking it public.


At its core: private equity is like fixing up an old house to sell it for more money later. Lawyers ensure everything—from buying the house to selling it—is done smoothly and within the rules.



Mergers and Acquisitions (M&A):

M&A lawyers help companies combine (mergers) or purchase others (acquisitions). These deals often involve complex negotiations, drafting contracts, and ensuring the transaction aligns with the client’s goals. For example, they conduct due diligence to check for potential risks in the target company, such as legal disputes or hidden debts. Cross-border M&A adds layers of complexity with varying laws, tax implications, and regulatory approvals. Post-merger, lawyers help integrate the companies, addressing issues like combining teams, systems, and assets.


Essentially: think of two puzzles being combined to create a bigger picture. Lawyers make sure all the pieces fit and nothing is missing.



2. Litigation and Dispute Resolution


White-Collar Crime and Investigations:


White-collar crime lawyers handle cases involving financially motivated crimes like fraud, bribery, insider trading, and money laundering.


Commercial Litigation:

This area involves resolving disputes between businesses, whether it’s about breaches of contract or disagreements between shareholders. Commercial litigators represent clients in negotiations, mediations, or court trials. Lawyers often aim to settle disputes before trial, saving time and resources, but are prepared to argue the case in court if necessary.


International Arbitration:

International arbitration is a specialized way of resolving disputes across borders without going to court. Lawyers represent clients before arbitration tribunals, presenting evidence and arguments about issues like breaches of contract or disputes over trade agreements. This process is often preferred for its confidentiality, flexibility, and enforceability in multiple jurisdictions. Arbitration requires expertise in different legal systems and industries.



3. Corporate and Regulatory Practice Areas


Employment Law:

Employment lawyers help both employers and employees navigate workplace-related legal issues. This includes drafting employment contracts, advising on hiring and termination practices, and addressing workplace disputes, such as discrimination, harassment, or wrongful dismissal. They also ensure companies comply with labor laws, such as minimum wage requirements, working hours, and health and safety regulations. On the employer side, they may handle large-scale issues like restructuring a workforce or managing disputes with unions. For employees, they assist in protecting their rights and securing compensation for unfair treatment.


Simply put: if the workplace were a game, employment lawyers make sure everyone knows the rules and steps in when someone breaks them or thinks the rules aren’t fair.


Media and Entertainment Law:

Media and entertainment lawyers specialize in the legal aspects of creative industries, such as film, television, music, publishing, and digital content. Their work involves drafting contracts for artists, producers, and studios, protecting intellectual property rights like copyrights, and resolving disputes over royalties or creative control. They also advise on issues like defamation, privacy breaches, and regulatory compliance in broadcasting or online platforms. With the rise of social media, these lawyers increasingly deal with influencer agreements and content disputes.

To simplify: these lawyers make sure creators, like filmmakers or musicians, get credit and money for their work while protecting them if others try to copy or misuse it.


Data and Technology Transactions:

This practice area involves helping businesses handle legal issues related to technology, data usage, and intellectual property. Lawyers draft agreements for software licensing, cloud computing, and technology outsourcing. They also advise on data privacy laws, such as the GDPR, ensuring companies collect, store, and use personal data legally. With the rapid growth of artificial intelligence and blockchain, these lawyers work on cutting-edge issues like AI ethics, smart contracts, and cybersecurity compliance.


Competition/Antitrust Law:

Competition lawyers ensure businesses play fair in the marketplace. They advise on mergers and acquisitions to prevent companies from becoming too powerful, which could harm competition or consumers. They also handle cases where companies are accused of anti-competitive practices, such as price-fixing, market-sharing, or abusing a dominant position. This involves representing clients in investigations by competition authorities and advising on compliance with laws like the EU Competition Law or the Sherman Act in the U.S.

In simpler terms: think of them as referees in a game, making sure no company cheats to win by blocking others or setting unfair rules.



4. Financial and Investment Practice Areas


Banking and Finance:

Banking and finance lawyers work on transactions involving loans, credit facilities, and other forms of borrowing. They help draft and negotiate loan agreements, ensuring lenders (banks or other institutions) and borrowers understand their rights and obligations. This practice also covers regulatory compliance, project finance (raising funds for large infrastructure projects like highways or airports), and restructuring debt for troubled businesses. Lawyers must balance the lender’s need for security with the borrower’s desire for flexibility.


To simplify: imagine borrowing money to buy a house, but on a much larger scale, like building a city. These lawyers make sure everyone agrees on how the money will be used and repaid.


Real Estate Law:

Real estate lawyers handle legal matters related to property ownership, development, leasing, and sales. They assist clients in buying or selling land, drafting leases for commercial spaces, and navigating zoning laws and permits. This area often involves large-scale projects like building shopping malls or office complexes, where lawyers ensure compliance with local regulations and protect their clients' investments. Disputes, such as over property boundaries or unpaid rent, are also part of their work.


Put simply: they help with the legal side of buying, selling, or renting property.


Tax Law:

Tax lawyers help individuals and businesses navigate complex tax regulations. For companies, this includes advising on corporate taxes, VAT (Value Added Tax), and international tax rules. They also assist with tax planning to minimize liabilities and ensure compliance with laws in various jurisdictions.


5. Intellectual Property and Industry-Focused Areas


Intellectual Property (IP) Law:

Intellectual property lawyers help protect creations of the mind, such as inventions, logos, brand names, designs, music, books, or software. This area includes patents (for inventions), copyrights (for creative works), trademarks (for brand identity), and trade secrets (for confidential business information). Lawyers assist clients in registering IP rights, licensing their use, or enforcing them through litigation against unauthorized use or counterfeiting. They also advise on issues like IP transfers during mergers or acquisitions and navigating international IP laws.


Energy Law:

Energy lawyers focus on the legal aspects of energy production, distribution, and consumption. They work on projects involving renewable energy sources like solar or wind farms and traditional energy like oil, gas, and coal. Key tasks include negotiating contracts for energy supply, advising on environmental regulations, and handling disputes over resource ownership or usage rights. With the shift towards clean energy, lawyers in this field are increasingly involved in sustainability initiatives and regulatory compliance for green technologies.


Healthcare Law:

Healthcare lawyers assist clients in navigating the complex regulations governing the healthcare industry. This includes advising hospitals, pharmaceutical companies, and insurers on compliance with laws related to patient care, data privacy, and medical research. They also handle disputes, such as medical malpractice claims or disputes over drug patents. With advancements in biotechnology, this area increasingly involves advising on cutting-edge topics like gene editing, telemedicine, and AI in healthcare.


Construction Law:

Construction lawyers advise on legal issues arising during building projects, such as drafting contracts between developers, contractors, and suppliers. They also help resolve disputes over delays or defective work. Regulatory compliance is another key aspect, ensuring projects meet safety standards, zoning laws, and environmental regulations. Large-scale projects, like building airports or skyscrapers, often require construction lawyers to coordinate with multiple stakeholders and manage risks.


6. Public, Human Rights, and Specialised Practice Areas


Public Law:

Public law deals with the relationship between individuals or companies and the government. Lawyers in this area often challenge government decisions through judicial reviews, ensuring they comply with constitutional or administrative laws. For example, they may argue that a government policy is unfair or unlawful. Public law also includes advising on regulatory frameworks for industries like telecommunications or transportation.


Human Rights Law:

Human rights lawyers focus on protecting fundamental freedoms, such as the right to life, freedom of speech, or equality before the law. They represent individuals or groups in cases involving abuses like discrimination. This practice often involves working with international courts or organizations, such as the European Court of Human Rights or the United Nations, to hold governments or corporations accountable.


Family Law:

Family lawyers deal with legal issues related to personal relationships, such as divorce, child custody, adoption, or prenuptial agreements. They often mediate disputes between family members to reach amicable solutions, but they also represent clients in court if necessary. Emotional sensitivity is key in this area, as lawyers often work with clients during stressful times in their lives.


Aviation and Aerospace Law:

This specialized field addresses legal issues in the aviation and aerospace industries. Lawyers here work on contracts for aircraft sales, leasing agreements, and disputes over airport operations or airspace usage.



7. Emerging Technologies and Digital Transformation


Fintech Law:

Fintech lawyers specialize in legal issues related to financial technology companies, such as digital payment platforms, cryptocurrency exchanges, and online lending services. Their work includes navigating complex financial regulations, such as anti-money laundering (AML) requirements or securities laws, and advising on licensing or compliance with industry standards.


Cybersecurity and Data Protection Law:

Lawyers in this field help organizations secure their digital assets and comply with data protection laws, such as the GDPR.



8. Environment and Sustainability


Environmental Law:

Environmental lawyers work on laws and regulations related to protecting the environment. They advise companies on reducing pollution, complying with climate change legislation, and obtaining permits for activities like mining or building factories. With growing emphasis on sustainability, these lawyers are often involved in advising on green energy projects and corporate social responsibility initiatives.



9. Infrastructure and Global Trade

International Trade Law:


International trade lawyers help businesses navigate the rules of importing and exporting goods and services across borders. This includes advising on trade agreements, tariffs, and customs regulations. With globalisation, these lawyers play a key role in resolving conflicts between countries or companies in different jurisdictions.



Thanks for reading! I hope you found this thread useful and see you next time

Hey all!

In this thread, I’ve included a list of 100 terms I believe are essential to building that commercial awareness. I’ve made a 50/50 split, covering financial and legal terms. Feel free to add any more terms and definitions you feel are essential !


50 Financial Terms


1. Asset: Anything of value owned by an individual or organisation, such as cash, stocks, or property.

2. Liability: A financial obligation or debt owed by an individual or organisation to another party.

3. Equity: The value of ownership in a company, typically measured as assets minus liabilities.

4. Bond: A fixed-income investment representing a loan made by an investor to a borrower.

5. Dividend: A portion of a company's profits distributed to its shareholders.

6. Capital: Financial resources or assets used to fund a business's operations or investments.

7. Liquidity: The ease with which an asset can be converted into cash without affecting its value.

8. Hedge: A strategy used to minimise risk in investments by offsetting potential losses.

9. Inflation: The rate at which the general level of prices for goods and services rises, eroding purchasing power.

10. Deflation: A decrease in the general price level of goods and services, often indicating reduced demand.

11. Gross Domestic Product (GDP): The total monetary value of all finished goods and services produced within a country's borders in a specific time period.

12. Monetary Policy: Central bank policies aimed at controlling money supply and interest rates to influence economic activity.

13. Fiscal Policy: Government decisions on taxation and spending to influence economic conditions.

14. Exchange Rate: The value of one currency in relation to another.

15. Interest Rate: The percentage charged on a loan or paid on savings over time.

16. Yield: The earnings generated on an investment over a specific period, expressed as a percentage.

17. Stock: A share in the ownership of a company, representing a claim on its assets and profits.

18. Market Capitalisation: The total value of a company's outstanding shares, calculated as share price multiplied by the number of shares.

19. IPO (Initial Public Offering): The process by which a private company offers shares to the public for the first time.

20. Mergers and Acquisitions (M&A): The consolidation of companies through combining (merger) or purchasing (acquisition).

21. Derivatives: Financial instruments whose value is derived from an underlying asset, such as stocks or bonds.

22. Option: A contract that gives the holder the right, but not the obligation, to buy or sell an asset at a specified price.

23. Futures Contract: An agreement to buy or sell an asset at a future date and a predetermined price.

24. Leverage: The use of borrowed funds to increase the potential return on an investment.

25. Portfolio: A collection of financial investments like stocks, bonds, and cash equivalents.

26. Risk Appetite: The level of risk an investor or organisation is willing to accept to achieve financial goals.

27. Arbitrage: The simultaneous purchase and sale of an asset to profit from price differences.

28. Venture Capital: Financing provided to startups and small businesses with growth potential in exchange for equity.

29. Private Equity: Investments made in privately held companies, often involving buyouts or restructuring.

30. ESG (Environmental, Social, and Governance): Non-financial factors considered in investment decision-making.

31. Balance Sheet: A financial statement showing a company’s assets, liabilities, and equity at a specific point in time.

32. Income Statement: A financial statement that reports a company's revenue, expenses, and profit over a period.

33. Cash Flow Statement: A financial report detailing cash inflows and outflows during a given period.

34. Working Capital: The difference between a company's current assets and current liabilities, indicating liquidity.

35. Blue-Chip Stock: Shares in a well-established and financially stable company.

36. Bull Market: A financial market characterised by rising prices and optimism.

37. Bear Market: A financial market characterised by declining prices and pessimism.

38. Short Selling: A trading strategy where an investor sells borrowed shares, aiming to buy them back later at a lower price.

39. Margin: The difference between the cost of a product or service and its selling price.

40. Credit Default Swap (CDS): A financial derivative used to transfer the risk of default on a loan or debt.

41. Quantitative Easing: A monetary policy tool where a central bank purchases securities to increase money supply.

42. Sovereign Debt: The money borrowed by a country's government, typically in the form of bonds.

43. Foreign Direct Investment (FDI): Investments made by a company or individual in one country into business interests in another.

44. Trade Surplus: A situation where a country exports more than it imports.

45. Trade Deficit: A situation where a country imports more than it exports.

46. Hard Currency: A stable currency widely accepted in global trade, like the US dollar or euro.

47. Soft Currency: A less stable currency prone to depreciation, often limited to domestic use.

48. Economies of Scale: Cost advantages gained by producing goods in larger quantities.

49. Subprime Mortgage: A type of loan offered to individuals with poor credit history, often at higher interest rates.

50. Collateral: An asset pledged by a borrower to secure a loan, forfeited if the loan is not repaid.


50 Legal Terms


1. Tort: A civil wrong causing harm or loss, leading to legal liability.

2. Contract: A legally binding agreement between two or more parties.

3. Breach of Contract: Failure to fulfil the terms of a contractual agreement.

4. Consideration: Something of value exchanged between parties in a contract.

5. Offer: A proposal to enter into a contract, which becomes binding once accepted.

6. Acceptance: Agreement to the terms of an offer, forming a binding contract.

7. Negligence: Failure to exercise reasonable care, resulting in harm or damage.

8. Damages: Monetary compensation awarded to a party who has suffered harm or loss.

9. Equity (Law): A branch of law providing remedies not available under common law.

10. Injunction: A court order requiring a party to do or refrain from doing something.

11. Judicial Review: A process by which courts review the legality of decisions made by public bodies.

12. Precedent: A legal principle established in previous court cases, used as guidance in future cases.

13. Statute: A written law passed by a legislative body.

14. Common Law: Law developed through judicial decisions rather than statutes.

15. Fiduciary Duty: A legal obligation to act in the best interests of another party.

16. Corporate Governance: The system of rules and practices by which a company is directed and controlled.

17. Merger: The combining of two companies into a single entity.

18. Acquisition: The purchase of one company by another.

19. Due Diligence: A comprehensive appraisal of a business before a transaction to evaluate its assets, liabilities, and potential risks.

20. Arbitration: A method of dispute resolution outside the courts, with a binding decision by a neutral third party.

21. Mediation: A non-binding dispute resolution process facilitated by a neutral third party.

22. Litigation: The process of taking legal action through the courts.

23. Jurisdiction: The authority of a court to hear and decide cases.

24. Intellectual Property (IP): Legal rights protecting creations of the mind, such as inventions, trademarks, and copyrights.

25. Patent: A legal right granted to an inventor to exclude others from making or selling their invention.

26. Trademark: A symbol, word, or phrase legally registered to represent a brand or product.

27. Copyright: Legal protection for original works of authorship, such as books, music, and art.

28. Confidentiality Agreement: A contract protecting sensitive information from being disclosed.

29. Partnership: A legal relationship between two or more people to operate a business.

30. Shareholder: An individual or entity owning shares in a company.

31. Directors' Duties: Legal obligations directors owe to a company and its stakeholders.

32. Limited Liability: A legal structure limiting an individual's financial responsibility for a company's debts.

33. Subsidiary: A company controlled by a parent company through majority ownership.

34. Insider Trading: The illegal practice of trading securities based on non-public information.

35. Force Majeure: A contract clause excusing performance due to extraordinary events beyond control.

36. Indemnity: A contractual obligation to compensate for a loss or damage incurred.

37. Liquidation: The process of dissolving a company by selling its assets to pay debts.

38. Receivership: A legal process where a receiver is appointed to manage a company’s assets to repay creditors.

39. Securities: Financial instruments, such as stocks and bonds, representing ownership or debt.

40. Prospectus: A formal document issued by a company detailing its financial health and operations, used to attract investors.

41. Articles of Association: A document outlining a company's internal rules and regulations.

42. Memorandum of Association: A legal document stating a company’s purpose and the scope of its operations.

43. Employment Contract: A legally binding agreement outlining the terms of employment.

44. Data Protection: Legal rules governing the use and storage of personal information.

45. Competition Law: Regulations promoting fair competition and preventing anti-competitive practices.

46. Bribery: Offering, giving, or receiving something of value to influence the actions of another party.

47. Anti-Money Laundering (AML): Laws and regulations designed to prevent the illegal generation of income through criminal activities.

48. Whistleblowing: Reporting unethical or illegal activities within an organisation.

49. Corporate Social Responsibility (CSR): A company's commitment to ethical practices and social responsibility.

50. Breach of Trust: Failure to fulfil the duties or obligations of a trustee.


Hope this was of help! Goodluck with the applications and interviews!

Hello,
I am a 2nd-year student in a 4-year law programme (law with French law). Does anyone know which law firms I can apply to for vac schemes this year?

So I was initially admitted to the sorbonne faculty of law with the malakoff campus but realised after 15 minutes that I had registered for a econometrics degree and not pure and applied law studies, so I continued in that direction and attended ISG grande ecole de commerce and eventually the tromso school of economics for a BBA a distance.

Also finished a certificate in multidisciplinary studies and continuing my quebec law certificate a distance with sporadic ICT modules trough university of the people (had graphic design with basic HTML, CSS and javascript and now I'm into OSINT and investigation tools).

Worked private security in Norway then applied for the military (parachute commando), got in, and worked private security in quebec before I also applied for the military (intelligence), got in.

I will be entering work as a casino croupier on an remote island and doing my UK LLB a distance.

Any tips on how to succeed?

@Jessica Booker have subscribed to the gold membership. Can you approve my access to the premium database as I have an application coming up in 4 days so would like to use the premium resources. Thanks!

Hi
My name is Anjali, I’m a second year law student going through my first application cycle. I have recently purchased premium but I am unable to access the resources. Can anyone advise?

Hi all,

I was hoping someone could advise me on what to include in the work experience section of the application. I have worked in 2 different full-time roles since graduation. Naturally, this is the main component of my work experience answers. I had also previously done some legal work experience, and I include this as it's directly relevant.

However, there are a couple of other non-law internships that I had undertaken while at school/university. I figured they might come across as superfluous compared to my actual full-time roles, and the little legal work experience I have. However, I'm having second thoughts, and was wondering if it's worth including them in the work experience section after all?

Thanks!

I have been invited to Bird and Bird AC. So far there is very little information about what the day might consist of. The email stated that there would be an interview, a timed written assessment, and a group exercise but no information about the tasks involved in each of these or the type of interview (commercial, competency ect). D

Has anyone done an AC at Bird and Bird or knows of what could come up so I can better prepare as the AC is in less than a week!

Hi everyone,

Some of you may have seen me on the vac scheme forum, but I decided to make a new thread with a different kind of post. I graduated with a first-class law degree in July 2024. I have a journal publication as well. This is my second application cycle, and I am targeting vac schemes. My main issue is work experience!! While I accumulated lots of extracurriculars, volunteering, and even marketing/events planning roles during uni, I am now struggling in the graduate job market. When I say 'graduate job market' - I'm not solely referring to vac schemes/TCs, I am also referring to ANY type of role e.g paralegal, legal assistant, or even retail. I've even submitted a few applications to legal advice centres, but have received no answer. Reaching out on LinkedIn has been futile as well. I hate the feeling of being unemployed so I need a job for at least some fulfilment and to demonstrate work ethic while I apply to vac schemes.

So, anyone, if you have any opportunity going or know someone who needs admin support/paralegal support/ any support in any capacity (it doesn't even have to be legal) - please feel free to DM me or let me know, and then I can exchange personal details accordingly. I realise I am essentially begging here, but it has gotten to this point, unfortunately. Thank you all, and your general advice on this matter is also appreciated.

Any help appreciated from people doing/not doing LS applications.

How does the change of government create opportunities for Lewis Silkin as a law firm?

The question sounds like it wants me to speak broadly of what the change of government would bring.
I would pick out a specific change, say, increased taxation and then speak about what policies they have implemented and what work that creates in the firm in relation to its sectors. Does this sound wise? or would a broader approach be needed?

Hi, I am currently in the process of refining my work experience section and wanted to get some insight on the length/content of it.


"I had the opportunity to shadow a team of lawyers, primarily focusing on medical negligence cases. This experience provided a comprehensive view of legal practice, from case preparation to courtroom proceedings. My role was to observe daily tasks, including contract drafting and case preparation, and to attend court sessions to gain insight into how lawyers approach hearings and trials. I immersed myself in each task, closely observing the precision required in drafting documents and the meticulous preparation needed for cases. What I found most engaging was attending court, where I could see the dynamic nature of legal argumentation. I was struck by how lawyers adapted their tone, body language, and choice of words to suit different audiences, from judges to opposing counsel. The balance of assertiveness, respect, and strategic adjustment in their delivery inspired me, and I appreciated the skill required to present complex information with clarity and impact.

This experience reinforced my enthusiasm for the legal profession, particularly in roles that require both analytical skills and effective communication. I gained a deeper appreciation for attention to detail and strategic adaptability. My supervisor recognised my keen interest and dedication, giving me additional opportunities to observe client meetings."

Most of my work experience details are very similar to this, structure and length-wise.

I would appreciate any piece of advice or any reccomendations.

Hi everyone! I hope you’re all having a wonderful Sunday.

As we get closer to more interviews and assessment centres (AC’s) I thought it would be helpful to include a new fictitious Mergers & Acquisitions (M&A) case study analysis. Hope you enjoy the read, and feel free to pop any questions down to keep the conversation going!


Case Study: The Acquisition of PrimeWare Ltd. by SkyTech Group

Background

SkyTech Group (SkyTech), a global conglomerate headquartered in the UK, has a significant presence in the technology and consumer electronics industries, with a strong market share in Europe and North America. Seeking to diversify its product offerings, SkyTech is considering the acquisition of PrimeWare Ltd. (PrimeWare), a UK-based software company specialising in cutting-edge enterprise software solutions that have achieved rapid growth in several European markets. PrimeWare has an existing client base in the finance, logistics, and healthcare industries, which aligns with SkyTech’s expansion strategy.

SkyTech’s leadership team has identified PrimeWare as an ideal acquisition target to enhance their capabilities in artificial intelligence and data analytics, areas where PrimeWare is particularly strong. However, PrimeWare operates with complex IP portfolios, a diverse array of third-party contracts, and a history of rapid product development cycles, raising potential business and legal risks.


Due Diligence

A critical aspect of SkyTech’s acquisition of PrimeWare will involve a rigorous due diligence process to identify any risks or liabilities that could affect the deal’s success. The law firm representing SkyTech will need to engage in a comprehensive due diligence exercise, covering legal, financial, operational, and strategic areas.

Key Areas of Due Diligence


1. Intellectual Property (IP) Audit

- Objectives: To verify the ownership, validity, and scope of PrimeWare’s intellectual property rights.

- Risks: PrimeWare’s proprietary software includes multiple patents and trade secrets, some of which may be tied to licensed third-party technologies. There is a risk of IP disputes with former employees or contractors who may claim ownership or royalty rights.

- Approach: The law firm will review IP registration documents, assess the exclusivity of the technology, evaluate existing licenses, and ensure no outstanding IP infringement claims.


2. Third-Party Contracts

- Objectives: To review the terms of major client contracts, partnerships, and supplier agreements.

- Risks: PrimeWare has several long-term contracts with industry leaders in highly regulated sectors, such as finance and healthcare. Termination clauses, change-of-control provisions, and exclusivity agreements could restrict SkyTech’s post-acquisition flexibility.

- Approach: The firm will review contract terms, focusing on potential restrictions, penalties for termination, and any provisions triggered by a change in ownership.


3. Employee and Labour Issues

- Objectives: To assess employment contracts, especially with key technical personnel, and evaluate compliance with labour laws.

- Risks: SkyTech relies on PrimeWare’s skilled workforce, especially in software development and R&D. If key employees leave post-acquisition, this could weaken SkyTech’s new technology division. Additionally, any existing labour disputes or violations could bring reputational harm.

- Approach: The legal team will examine employment agreements, focusing on non-compete clauses, retention agreements, and terms relating to benefits or equity compensation.


4. Regulatory and Compliance Risks

- Objectives: To ensure that PrimeWare complies with all relevant regulatory requirements, especially given its operations in regulated sectors.

- Risks: PrimeWare’s software solutions are used in the finance and healthcare sectors, subjecting it to data protection and cybersecurity regulations like the UK Data Protection Act and GDPR. Non-compliance could lead to substantial fines or operational restrictions.

- Approach: The law firm will verify compliance records, evaluate cybersecurity measures, and confirm data handling policies are consistent with GDPR. Any past regulatory breaches or fines will be closely scrutinised.


5. Financial Due Diligence

- Objectives: To verify PrimeWare’s financial health, revenue sources, and liabilities.

- Risks: PrimeWare’s financial stability is essential to justify SkyTech’s purchase price. Issues like inconsistent revenue recognition or liabilities from pending lawsuits could affect the acquisition’s valuation.

- Approach: The team will analyse financial statements, revenue models, debt obligations, and any tax-related liabilities.


Key Issues and Risks

Business Risks


1. Integration Challenges

- Issue: Integration of PrimeWare’s software and systems into SkyTech’s infrastructure.

- Risk: Incompatibility between existing systems could lead to inefficiencies, requiring additional investment in infrastructure and training.

- Mitigation: The firm can draft integration clauses to allow phased integration and outline accountability measures.



2. Client Retention and Market Perception

- Issue: PrimeWare’s clients may view the acquisition as a risk, particularly in sectors where trust and stability are crucial.

- Risk: PrimeWare’s established client relationships could be disrupted if clients feel that the acquisition will impact service quality or product focus.

- Mitigation: SkyTech may include provisions for retaining key clients post-acquisition and introduce communication strategies to assure clients of continuity.



3. Data Protection and Cybersecurity

- Issue: PrimeWare handles sensitive client data, particularly for clients in regulated industries like finance and healthcare.

- Risk: Any past data breaches or inadequate security measures may lead to legal repercussions or fines.

- Mitigation: The law firm can mandate detailed representations and warranties regarding data protection, as well as indemnities for any unknown breaches discovered post-closing.



Legal Risks

1. Intellectual Property Disputes

- Issue: PrimeWare’s portfolio includes proprietary technology that may overlap with third-party IP or patents, leading to potential disputes.

- Risk: Infringement claims could arise if PrimeWare’s software uses unlicensed third-party technology.

- Mitigation: Indemnities for IP infringement can help protect SkyTech. An escrow fund can be set aside to cover any post-acquisition IP claims.



2. Change of Control Clauses

- Issue: Many of PrimeWare’s client contracts contain change-of-control clauses that require client consent for the acquisition.

- Risk: Non-consenting clients may terminate their contracts or demand renegotiation, affecting SkyTech’s revenue projections.

- Mitigation: The law firm should work with SkyTech to understand this further.



3. Warranty and Indemnity Limitations

- Issue: The scope and limitations of warranties and indemnities provided by PrimeWare’s sellers.

- Risk: SkyTech may face unforeseen liabilities if warranties provided are limited in scope or too narrowly defined.

- Mitigation: Extensive warranties should be drafted, with clearly defined limitations. Additionally, SkyTech can obtain Warranty and Indemnity (W&I) insurance to provide extra protection against unforeseen risks.



4. Anti-Trust and Regulatory Approval

- Issue: The acquisition may trigger anti-trust scrutiny due to potential market share concerns in Europe.

- Risk: Anti-trust authorities could impose restrictions or block the acquisition if they determine it will harm competition.

- Mitigation: Pre-emptive analysis of market share and early consultation with regulatory authorities will help anticipate potential hurdles.



Structuring and Financing the Deal

Given the risks associated with PrimeWare’s contractual obligations and intellectual property, structuring the deal effectively will be paramount. The law firm representing SkyTech should consider various structuring options to mitigate risks and enhance tax efficiency.


Possible Deal Structures



1. Asset Purchase vs. Share Purchase

- Option 1: Asset Purchase - SkyTech purchases specific assets of PrimeWare, such as intellectual property, client contracts, and equipment.

- Advantages: Limits SkyTech’s exposure to unknown liabilities.

- Disadvantages: Requires renegotiating contracts with PrimeWare’s clients and suppliers.


- Option 2: Share Purchase - SkyTech acquires all of PrimeWare’s shares and assumes its assets and liabilities.

- Advantages: Streamlined process with minimal disruption to contracts.

- Disadvantages: Assumes all liabilities, including unforeseen ones.


- Option 3: Earn-Out Structure

- Explanation: SkyTech could agree to an initial payment with further payments contingent on PrimeWare achieving specific financial targets post-acquisition.

- Benefits: Incentivises PrimeWare’s founders to stay involved and reduces the risk of overpaying if financial targets aren’t met.



Advanced Financial Structuring Considerations


In complex M&A transactions, effective financial structuring can create significant cost savings and reduce financial risks. SkyTech’s acquisition of PrimeWare presents opportunities to explore advanced financing options.



Financing Options and Debt Structuring



1. Debt Financing vs. Equity Financing

- Debt Financing: SkyTech could use debt to fund the acquisition, taking advantage of low interest rates. This option would allow SkyTech to retain full ownership but increase its debt burden.

- Equity Financing: By issuing new shares, SkyTech could raise funds without adding to its debt load. However, equity financing could dilute existing shareholders’ control.

- Hybrid Structures: Combining debt and equity financing (e.g., convertible bonds or mezzanine financing) may allow for flexible repayment terms and lower overall capital costs.



Tax Structuring and Jurisdictional Considerations - another key point to be considered.



Cross-Border Legal Challenges and Regulatory Considerations - given PrimeWare’s operations in multiple European jurisdictions, cross-border regulatory challenges require careful planning.



Post-Acquisition Integration Strategy

Successful integration is key to realising the full value of the acquisition. SkyTech’s law firm can provide guidance on creating a robust integration plan that addresses human resources, technology, and cultural alignment.


HR and Cultural Integration

- Retention of Key Talent: Retaining PrimeWare’s R&D and technical teams is critical for the acquisition’s success.

- Cultural Assimilation: SkyTech and PrimeWare operate differently; PrimeWare is known for its agile, innovation-driven culture, whereas SkyTech is more process-driven.


Corporate Governance and Board Oversight


SkyTech’s acquisition of PrimeWare requires a governance framework that promotes transparency, accountability, and alignment with SkyTech’s corporate values.


1. Board Representation and Voting Rights

- Voting Rights and Committees: If PrimeWare’s executives join the board, clear voting rights will need to be defined.


2. Shareholder Agreements and Control Mechanisms

- New Shareholders: If SkyTech partially finances the acquisition through equity, new shareholder agreements will need to be clearly defined.

- Minority Shareholder Protections: If PrimeWare’s shareholders retain a minority stake, protections like drag-along and tag-along rights will ensure that minority shareholders are treated equitably in future transactions.



Environmental, Social, and Governance (ESG) and Corporate Responsibility Risks

Integrating ESG considerations into the transaction is vital for mitigating reputational risks and aligning with SkyTech’s sustainability commitments. The law firm should help SkyTech evaluate PrimeWare’s ESG practices and ensure post-acquisition compliance with environmental and social standards.


1. Environmental Compliance

- Green Software Standards: PrimeWare’s data-intensive software requires significant energy resources, contributing to its carbon footprint. SkyTech’s legal team should assess whether PrimeWare’s software meets industry energy efficiency standards and recommend strategies to reduce environmental impact.

- Sustainability Clauses: Including sustainability clauses in the transaction agreement will mandate ESG compliance, ensuring PrimeWare aligns with SkyTech’s environmental policies.


2. Governance and Transparency

- Whistleblower Policy: A robust whistleblower policy will promote accountability and ensure employees can report any unethical practices safely. The firm can review PrimeWare’s existing whistleblower policy to align with SkyTech’s governance standards.


See you next time!

That’s today‘s case study! Hope you all found it useful, and wishing you a lovely week ahead

Hi all,

Just did my WG practice test on the CC website and have gotten an overall mark of 80%. I am just wondering if the CC practice test is easier than the usual WG test across all firms that require WG? I have done some practice tests on websites like GraduatesFirst and AllAboutLaw where the questions seem a bit different in terms of the styles and were, in my opinion, more difficult as well.

This sounds a lot like self-doubt but I was thinking surely CC would put out an accurate WG practice test that matches the usual WG? But my high mark is telling me that it might have been easier than it is supposed to be :/

Could anyone please enlighten me on - (1) whether CC's WG practice test is an accurate measure? (2) If not, what are some websites that provide a standard WG practice test? Many thanks!!!

Going to post this here because I think posting it on Applications wasn't topic-related.

Here's what I asked on that post:

Hey everyone,

I'm thinking about signing up with a staffing agency that specializes in legal positions, but I'm not sure how common it is for law firms to hire through them. Has anyone here gone that route before? Do law firms actually use staffing agencies to find paralegals and other support staff? I've heard some good things but don't have any firsthand experience.

Hey does anyone know if Mishcon's deadline is 6th November at midnight or 5th November at midnight? (for the spring vac scheme) Thanks

Dear all,

I am applying for LLM in Kings, UCL and LSE. Preferably doing a specialism in corporate/ financial law. How would you compare the LLM offered by the three schools?

Hi, I have been invited to the A&O Shearman assessment day in two weeks and was just wondering if anybody had any advice on how to prepare, the sort of things to research and the sort of questions I will be asked?

Hey everyone,

I'm thinking about signing up with a staffing agency that specializes in legal positions, but I'm not sure how common it is for law firms to hire through them. Has anyone here gone that route before? Do law firms actually use staffing agencies to find paralegals and other support staff? I've heard some good things but don't have any firsthand experience.

Does anyone else find their prep course for SQE2 awful or are my expectations unrealistic? Three issues I have with them:

1) That they are using the SQE2 prep course as a module in their dubious masters degree, which in practice means there are constantly arbitrary deadlines to meet if you want any feedback. My understanding is that providers like Barbri are a bit more flexible about when you submit your practice work.

2) That when feedback arrives it rarely makes any sense. I got some kind of cryptic comments that were clear as mud.

3) For the most part, we're expected to assess our own progress against exemplars, which seems borderline pointless.

Anyone else have any comments on this provider?

Hi there,

I am currently in the process of completing the work experience section for an application.

I have a few key roles that I feel convey key skills and achievements. Beyond, them, I have a number of shorter work experience sections, usually relating to shadowing experience or volunteer roles where I highlight one key facet. For example, I was a social media volunteer for an asylum charity, and I wrote:

As a volunteer, I was responsible for researching and creating content on issues around asylum and immigration detention in the UK for the Forum’s thousands of social media followers. Requiring precise and compelling language skills, the role encouraged me to develop a clear and concise communication style; my posts had continued successful engagement. I believe I can transfer these written communication skills into my legal career.

Is it better to include shorter experiences where I had less tangible outcomes/ achievements if they convey a developed skill? Or should I just prioritise longer, more developed experiences?

Would be great to hear people's thoughts.

Hi everyone,

I'm new to this community and wanted to introduce myself. I'm a paralegal with several years of experience working remotely for different law firms. Due to some recent changes, I'm currently between jobs and thought I'd reach out here.

I've really enjoyed the flexibility and autonomy that come with remote work. It's taught me a lot about self-discipline and effective communication. I'm curious—are there others here who have worked remotely in the legal field? How have you found the experience? Also, if anyone has tips on navigating the current remote job market for paralegals, I'd love to hear them!

Looking forward to connecting with you all and sharing insights.

This is a guide for the purposes of preparing for competency interviews, be they in a VI, another intermediary step or an AC/final stage interview. The advice here is based on my personal approach, as I received VS offers from top US/MC firms 4/4 times I implemented it. This will include:

• A general step-by-step preparation guide
• Specific advice on preparing for VIs
• Specific advice on preparing for final stage competency interviews

A. The Step-by-step preparation guide

The essential method and process is the same, though you may want to vary the amount of time you invest in preparation at each step depending on the whether this is a VI, an intermediary or a final stage interview.

Step 1 - Preparing ideas for answers

The first and most difficult step in preparing for interviews is learning how to respond to a wide variety of questions. Of course, you cannot prepare beforehand for all potential variations of all potential interview questions. Furthermore, you do not want to learn answers by heart and then just repeat them in front of the interviewers - they are likely to sound robotic. However, by investing a substantial amount of time thinking about how you would go about answering to as many different questions as possible, you start learning how to describe your motivations and experiences in a flexible manner. This decreases the chances that you will be caught off-guard by any given question. It also increases the chances that, even if you have not prepared for a question you are being asked, you will find a somewhat sensible answer to it.

The first thing I would do when invited to an AC/interview (and for a video interview, but not in the same level of detail) would be to try to build a question bank to practice on. I would create a Word doc with a few big headings (like 'CV based questions’, ‘competency questions'; 'motivations/firm-specific questions', 'commercial awareness questions', situational judgement questions' etc) and firstly write down all the questions I could think of under each relevant heading. I would then look at my CV and find try to think of how I could leverage my experience to answer those questions. Finally, I would write 2-3 short bullet points answers under each question - I have found this helps with memorizing the ideas for your answers. This enabled me to (i) have the ideas ready to go in my mind for a high number of questions and (ii) to still sound natural as I had to go through the though process of formulating an answer in the actual interview (as I would not memorize a particular way to articular the ideas I noted down). It is also worth mentioning that at this step I would prepare particularly well for the questions I thought were very likely to come up (such as Why commercial law, Why the firm, Why me etc).

The second part of my preparation at this step involved searching for interview question banks on the internet - such as the one offered by TCLA here. While reading them, I would spend around 30 seconds on each question thinking of potential ways of answering them. I would then copy the questions I was having particular difficulty with and add them under the relevant heading in my word document. After finalizing this process, I would once again look at my CV and spend a longer amount of time thinking how to best answer each of them. Then, I would note down my ideas in short bullet points.

The final part was similar to the second, with the only difference being that I would search directly for examples of past questions asked by the firm I was interviewing at - resources that were useful were this TCLA forum and Glassdoor.


Step 2 - Practicing articulating your answers

Once I had found the right ideas as to how to answer most interview questions, the second step of preparation involved improving my ability to articulate them. Despite the initial awkwardness of this method, I have found it incredibly useful to simply turn my laptop's camera on, pick one question at random, give myself a few seconds to think, and then record my answer. Subsequently, I would watch the recording with as critical an attitude as possible to see the parts I was struggling with the most. Then I would repeat this process again and again until I was happy with the way I was answering a given question.

A point worth noting is that as I was deciding at random which question to respond to, I would try to tweak the specific phrasing of the question in my mind. Thus, instead of just learning how to answer 'Why do you want to pursue a career in commercial law?', I would learn to answer many variations of the same type of question, such as 'How did your interest in commercial law originate?', 'Why commercial law rather than another area of the law?', 'Why do you want to be a commercial solicitor rather than a commercial barrister?' and so on. Once again, by following this approach, I would learn how to be flexible in formulating my ideas to best suit the exact question the interviewer would be asking me.


Step 3 - Mock interviews

Especially for any AC/final stage interviews, mock interviews are an incredibly useful preparation tool. After you have improved your interview skills as much as you could by firstly preparing your best ideas for answers, and then preparing the best way to articulate them, you should now seek to further improve both your ideas and your capacity to communicate them by getting feedback from others. Hence, if you can find someone with VS/TC interview experience (or even just experience with commercial law/interviews in general), it would be helpful to get them to do a mock interview for you.

Moreover, getting more familiar with the 'interview experience' beforehand contributes a lot to your ability to calm your nerves and do your best on the big day. As such, I would advise you to reach out to people who could help you with this, even if they are not part of your immediate circle. You will be surprised how many people will be willing to help you out!


Step 4 - Getting into the right mindset

Finally, although this may sound a bit cliche, try to go into the interview with a positive attitude. Remind yourself that just by reaching this stage, you have demonstrated to be an exceptionally competitive candidate. Acknowledge the fact that since the firm chose to meet you out of so many other applicants, it means you have everything you need to succeed - whether that means success with this firm or another.

Finally, although I appreciate how hard it may be, try to not put an excessive amount of pressure on yourself. Meditate on your journey and how far you've come and accept that as long as you do your best, you will have nothing to blame yourself for. Going through these thought processes the night and morning before the interviews helped me a lot with reducing my anxiety and my improved my ability to show a composed yet enthusiastic attitude.


B. Additional advice for VIs

Although they do differ on a firm-by-firm basis, VI questions tend on the most part to be more formulaic and predictable than at final stage interviews. This is a factor that is worth taking into consideration when considering how to prepare. The questions that come up in VIs tend to be in one of the following categories:

• The classics: Why you, Why the firm, Why commercial law - these almost always feature in one form or another. Make sure to have a very well-prepared answer.
• Further motivational questions: Why did you initially decide to study law, What other careers did you consider, What do you like and dislike about different types of work, what practice areas/sectors are you interested in etc.
• Competency questions: Tell me about a time you demonstrated teamwork skills/time-management/innovation/creative thinking/integrity etc.
• Situational judgement questions: What would you do in X scenario (eg. you have multiple competing deadlines and you feel your work product will suffer as a result).
• General commercial awareness question: tell us about a news story you have been following and what are its impacts on the economy/the legal market/the firm/the firm's clients, what is a business you admire, who are the firm's competitors? why do the firm's clients keep coming back to the firm?
• Curveballs: Besides variations of these types of questions, the only other type of question you should prepare for is potential curveballs. However, you can't really predict a curveball, so the only thing you can do it to try to train yourself to think quickly and be flexible in how you leverage your experience. To prepare, search for curveball interview question banks, pick questions at random and do your best to try to come up with sensible answers.

My general advice would be to invest the most of your preparation time in practicing until you have really well-rehearsed answers for the most common questions in each category. Besides that, I have listed here two pointers which were significantly helpful in elevating my VI performances:

• One of the biggest issues most candidates face is being flexible with their pre-prepared answers around the specific time limit of each VI. Try to get to a point where you can, on the spot, answer both the independent questions and the broader combinations of questions in 1 minute, 1.5 minute, and 2-minute timeframes. Then record yourself and assess your performance. The more you do this, the more will you improve your ability to answer different variations of questions in varying timeframes.
• Do not overcommit when you first start answering a question. This was by far the biggest issue for me last year. I would try to be structured and signpost, so I would start my answer by saying 'I will give you three/four reasons why ...'. However, midway through articulating my answer I would realise I did not have enough time to comprehensively state what I indented to. Thus, I would have to either sacrifice on the quality of my explanations, or just not talk through everything I said I would, neither of which is a good look. As such, when in doubt, go for less rather than more. Your purpose should not be to blow away the recruiters, but to simply communicate good substantive points in a clear, concise, and composed manner.

C) Additional advice for final stage interviews:

The first pointer for more specific final stage interview preparation is about further researching the firm. At a final stage interview, you should expect a lot of scrutiny and sometimes pushback on your motivations for why the firm and your understanding of its operations. As such, you should invest time into refreshing and then researching the firm a lot more than you did for the purpose of the written application.

In terms of areas that you should focus on with the further research, I would include the following:

• The basic facts: these include some important pieces of information that you should simply know about the firm, as they can easily come up at one point or another in a final interview. This includes the firm’s London practice areas, spread of international offices, global practice area/sector reputation, core clients, financial results, history in the City and international expansion, any announced strategy changes etc.
• Facts around your motivations for why the firm: research to find out if the unique selling points (USPs) you have identified in your written application are actually truly unique, or it they apply (at least to a certain extent) to other firms as well. If they do, look for ways to further individualize the firm in that regard. You should also just look for any recent news or developments related to those USPs. Moreover, consider whether the personal substantive interests you have linked with the firm’s USPs can withstand scrutiny, and the degree to which any of your experiences support this. Anticipate follow-up questions and pushback and prepare for this.
• General firm-related news: essentially, you want to be informed around any important events that may be of relevance to your understanding of the firm. These include any big new deal/cases that the firm has recently advised, any big clients it has won, top partners poached from rival firms (whether here or in other important jurisdictions), partners the firm lost to its rivals, legal press awards/rankings, financial performance of different practice areas.

Unexpected but commonly encountered questions: I will list here some ‘categories’ of questions that I was personally surprised to see take such a significant part of my final stage competency interviews. In retrospect, I know these are some of the questions I would advise my past self to better prepare for:

• CV-based questions: the general advice here is to be prepared to explain and answer follow-ups about any experience or achievement you have written on your CV, even if you have not referred to it in your application or interview. This applies to experiences in the more distant past as well – around half of one of my VS interviews was based around two non-law related competitions I participated in when still in high school.
• Academic-focused questions: your interviewer will expect you to know your academic pathway well and to be highly reflective about it. Be prepared to talk about your GCSE performance, reasons behind your A-levels subject choices and performance, reasons for your university degree choice and module choices, and an explanation of your performance and general experience in individual modules and in the degree in general.
• Applications strategy: you should be able to explain to the interviewer what other firms you have applied for and lay out a cogent application strategy. The reasons behind your application to other firms should (to the greatest possible extent) also apply to the specific firm you are interviewing with. To the extent they do not apply to the chosen firm, you should be able to explain why your ‘why this firm’ reasons trump the ‘why the other firms’ reasons.
• Practice areas understanding: your interviewer will expect you to understand the operations and basic features of the firm’s most important practice areas. You should understand what exactly the legal service is that a particular practice provides, how it differs from services provided by the other practices, why do the clients need it, who the main clients in the space are, and what the usual tasks are at each level of seniority (trainee, junior associate, senior associate, partner).
• Legal market knowledge: while very detailed knowledge of the legal market is not necessarily expected, it is definitely desirable, and you will get bonus points if you are able to show it off. Regardless, you should still be able to place the firm in the context of the competition in three main ways: (i) know which are the most similar firms to the one you are interviewing with in terms of general features – what ‘type’ of firm it is, and how does it differ from the other ‘types’?; (ii) know who the firms toughest competitors are in each of its main practice areas – who else is a market leader?; (iii) are there any significant shifts happening in the market? Even if not directly related to the firm, moves like Pau, Weiss’ unprecedented London expansion, Allen & Overy’s merger with Shearman Sterling, Latham & Watkins’ string of exists, Slaughter and May’s problems with the ‘best friends’ model, and Freshfields’ US expansion and recent rebrand are all big changes which change the dynamics of the legal market and that you should therefore be aware of.

Hi everyone!

I’ve been inspired by a few on this forum to start my own thread on my TC journey.

I’m currently working full-time and I’m finding it quite exhausting balancing TC/VS applications with life and work. This is my second application cycle. Last year I passed three app stages but ultimately fell down at the test/vi stages. So I’ve decided to be a little more strategic this year and focus on firms with simpler processes. However, I think I’ll still attempt to apply to some firms with test/VI stages.

Applied:
Linklater’s open day
Paul, Weiss open day
Simmons & Simmons WVS
Fieldfisher TC
Travers Smith TC
AG TC

Pending:
Pinsent
Willkie
Covington
Gibson
Goodwin
HSF
Skadden
Slaughter and May
White & Case
Arnold & Porter
Akin

Rejected:
Taylor Wessing post test

I might apply to Sullivan & Cromwell because i like the sound of their generalist approach. However, a lot of their trainees are Oxbridge grads with first class and that’s just not me

I want to apply to Hogan Lovells but I find their application questions so longwinded but we’ll see. I also heard that now they review your app before sending the WG? Not sure how accurate that is