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Message: <blockquote data-quote="Abbie Whitlock" data-source="post: 221837" data-attributes="member: 42112">Hey!Congratulations on reaching the AC! <img src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" class="smilie smilie--sprite smilie--sprite1" alt=":)" title="Smile    :)" loading="lazy" data-shortname=":)" /> That sounds like a really solid approach already, especially your issue-impact-solution structure. That's a clear and concise way to tackle the case study element. If you want to expand it a little further, you could also think of it as situation-analysis-recommendation-justification. That way, you start by setting context briefly (what the client wants or the key facts), then walk the assessors through your reasoning before landing on your proposal.A few other quick tips that might help:<ul> <li data-xf-list-type="ul">Prioritise, don't summarise - in the bundle, you won't have time to cover everything. Focus on identifying which issues matter most to the client and why. Framing your presentation around commercial priorities rather than purely legal details tends to matter the most!</li> <li data-xf-list-type="ul">Signpost clearly - partners often appreciate structure (and it helps you to avoid rambling!). Phrases such as "There are three key risks I'd highlight..." or "I'll start with X before moving on to Y..." can help show confidence and a clear idea of what you'd like to address.</li> <li data-xf-list-type="ul">Anticipate questions - after presenting, they are likely to challenge you on assumptions or risk trade-offs. It's perfectly fine to say something such as "That's a good point - if the client were particularly risk-averse, I might consider doing X instead". If you have a set justification for why you have chosen a particular route, it's perfectly fine to stick to your original plan and explain why to the partners. However, if they bring up something you hadn't considered, it can be a good idea to be open to changing your mind or discussing it further.</li> </ul>For the contract part, you're absolutely right - I was always advised that knowing common clauses helps. I'd also suggest practising how you explain them in plain English. The assessors might want to see that you can translate technical terms into practical advice a client would understand.As for the verbal Partner scenario, I'd say that the key is active listening. Note the facts, clarify anything unclear ("Just to confirm, is the client concerned about...?"), and when responding, make sure to structure your answer logically. I might follow something along the lines of: issue -> outline considerations -> suggest next steps. It's less about having the "perfect" legal answer and more about showing a clear, thoughtful process and your judgement in these situations.You're absolutely right about striking a balance - defend your position if it's reasoned and you can explain why, but be open to adjusting when presented with new facts or perspectives. It's definitely a tricky balance, but they'll be looking for how you think under pressure, not whether you know every detail.You're clearly preparing thoroughly already - sounds like you're in a great position going into the AC! Best of luck!! <img src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" class="smilie smilie--sprite smilie--sprite1" alt=":)" title="Smile    :)" loading="lazy" data-shortname=":)" /></blockquote>

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

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