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Message: <blockquote data-quote="afazeli-nia" data-source="post: 217721" data-attributes="member: 37265">1. I've touched on this already but yes we work very closely with Harvey (and other providers). Through our knowledge and innovation teams, we can work with Harvey directly to pass on feedback and be involved in product development. Maybe I've misunderstood your question but I don't think this is really a BD thing as PW is a client of Harvey here. On the legal side, we do of course represent the usual big names you'd expect on a range of AI matters across the US, UK and EU, with UK/EU matters generally run out of the London office.  2. Perhaps I'm out-of-touch but I haven't heard of the Emoji Detector or Flash Search tools and I'm not aware of us using them at the firm. I generally don't come across many emojis in my work life but maybe you can enlighten me!3. Excellent academics, enterprising and approachable. You'll know better than me how competitive training contracts are right now and that's doubly so at a firm like Paul, Weiss. This firm has a real concentration of very high-performing people and our trainees need to be able to keep up with these people without missing a beat. Your academics will show that you've been working hard consistently for the past 10+ years of your education. Your extra-curriculars will show that, on top of your education, you are working hard to get work experience, network and learn about the field you're interested in. Being approachable and friendly will allow us to work long hours and do stressful work with you without creating an unpleasant work environment for us. 4. Generally you'll see city firms follow one of two models. The first is that they'll have lots of offices across several jurisdictions. The benefits here are that it can lower internal costs, the end-product is in theory unified and offices can cross-refer work to each other and take on matters with an international focus. The main downside is that you are 'stuck' working with your own offices. This can have some negative knock-on effects such as slower service or local firms being good for general tasks but lacking expertise in niche or specialist areas. The other way of doing things is to have one office, or fewer offices, and a network of firms that you pick from in different jurisdictions. This probably costs a bit more and you don't have the benefit of everyone working with the same systems and under the same banner. The key benefit is that you have much more leverage as you are more a client than a colleague. I think this incentivises local firms to work faster and provide higher-quality work-product in order to secure your business. It also allows you to pick the best, most-qualified firm for the specific job at-hand in each jurisdiction, rather than being 'stuck' with your own office. I think PW is probably somewhere in the middle of the road, leaning to the latter model. We have our own offices and our own lawyers in key jurisdictions and, where we need specialist or local advice, we engage local counsel who are qualified in the area we need them and who provide services at a competitive price.</blockquote>

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

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