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Message: <blockquote data-quote="afazeli-nia" data-source="post: 217683" data-attributes="member: 37265">First, could you give me a specific example of how you were given work that is typically above the remit of a trainee?There aren't any trainees (yet) at the firm so all of our work is above the remit of a trainee. In terms of work above our level, I'll echo what Alex said on a similar question that, if you can do the simple things well, you'll be given more complex work. As a more specific example, juniors at other firms can often be limited to proofing, research tasks or other isolated support/admin work, particularly while they're learning the basics. My experience here has been that we need to have a view on every single document/clause/issue that comes through the door. Your supervisor is of course always there to steer you in the right direction but you are expected to have a plan regardless of your level, even if it might be wrong. Personally I think this is the best way to learn and creates a real sense of ownership over your work and the matter, rather than relying on your supervisor to tell you what to do. Second, could you give me a specific example of how you benefitted from having a small deal team? (e.g mentorship directly from a partner)Small teams are great and a big reason why I joined. My current team has one partner, two counsels and seven associates of varying levels. For me there are several benefits but the key one is knowing how everyone in your team likes to work, particularly since we all joined at similar times. It's a bit like playing football with a team you know really well. At a certain point, you learn each other's rhythms, styles and you often know what other people in the team need before they've even asked. As the team is maturing, it's also been great to develop ways of working and regularly check in with each other to understand what's working for the team, what can be improved and develop the team organically. This is generally really hard to do at other firms because the leadership has all been working in the same way for years, often decades. I think this more entrenched approach can make teams less receptive to innovation/change and can makes it harder to improve on existing ways of working. Third, could you give me a specific example of how your initiative has been rewarded at Paul, Weiss?For me it's probably BD and conferences. At 3 years' qualified, many firms aren't really prioritising BD activities or conferences at my level. Here, I can walk into my partner's office with ideas for potential clients and I will receive support and advice in how best I can build a relationship with that client. My partner has attended several BD meetings with me that I have originated and is always happy to chat about potential new opportunities for the team. It's the same for conferences. I'm a big geek so am generally very interested in tech-specific events. Before I'd even joined, my partner was telling me about AI/tech-specific conferences he thought I might enjoy and it's been great to see this continue during my time here. I'm off to another AI conference in Brussels next week!Fourth, are there specific private equity sectors that Paul, Weiss is particularly established in (e.g infrastructure) or is the firm sector agnostic?Will defer to my M&A colleague here but for us it's pretty varied. Obviously the deals we're involved on are more tech/IP-specific but even then it's been quite broad, spanning software, tech, pharma, blueberry cultivation(!), AI, industrials, film & media and more.</blockquote>

Verification: Our company is called, "The Corporate ___ Academy". What is the missing word here?

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