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TCLA Vacation Scheme Applications Discussion Thread 2025-26

nonlawstudent98

Valued Member
Premium Member
Apr 8, 2021
108
271
did sidley grad rec tell anyone when they'll hear back from TI or has anyone heard yet? trying to gauge if/when they might send more TI invites!! (delusional atp)
I am in the same position. They do seem to be sending PFOs in batches rather than in mass through so that indicates to me that they are likely to be sending more TI invites.
 
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Applicant7874652

Distinguished Member
Sep 20, 2024
53
85
I am in the same position. They do seem to be sending PFOs in batches rather than in mass through so that indicates to me that they are likely to be sending more TI invites.
I did winter vac - I got TI invite not long after the deadline passed so they move in batches I think
 

Abbie Whitlock

Administrator
Staff member
Gold Member
Premium Member
Sep 11, 2025
882
970
@Abbie Whitlock having some issues with wrapping my head around AC’s and case studies. I know it’s usually M&A, but if a business is looking to expand internationally with an aggressive expansions, what would be the legal and commercial risks for the business?

For legal I have: consumer laws, employment laws, tax compliance and corporate structure risk etc?

Commercial risks: over expansion and underperforming-> lose money; market demand/ competition risk; supply chain and operational risks.

Am I understanding this well? I’m not too sure.. thank you so much 😊
Hey!

You're definitely thinking about it the right way, and your categories make sense! The key in an AC is to think commercially and highlight the most important risks to the client, rather than trying to list every possible risk. If a business is expanding internationally, I would frame it under legal and commercial (as you have), but keep it focused.

For example, legal risks might include:

1. Regulatory compliance
2. Employment law differences and worker protections
3. Tax exposure
4. Corporate structure and governance risks
5. Data protection

On the other hand, as you have mentioned, commercial risks could include:

1. Over expansion leading to cash flow strain
2. Overestimating demand or underestimating competition
3. Operational and supply chain challenges
4. Macroeconomic risk and political instability in new markets

In your answer, I would prioritise the most serious risks, and link them to the strategy that the firm is adopting (e.g. if the company expands through a joint venture rather than setting up its own subsidiary, things such as governance and control risks become more significant as decision-making is shared). You can also briefly suggest how the client could mitigate against theses risks - this might include due diligence, phased rollout, local partners, etc.

It looks like you are on the right track to me! I would just focus on prioritisation and structure, rather than trying to cover absolutely everything

I hope that helps! :)
 
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