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Aspiring Lawyers - Applications & General Advice
Applications Discussion
TCLA Vacation Scheme Applications Discussion Thread 2025-26
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<blockquote data-quote="Abbie Whitlock" data-source="post: 246792" data-attributes="member: 42112"><p>Hey!</p><p></p><p>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.</p><p></p><p>For example, legal risks might include:</p><p></p><p><strong>1. </strong>Regulatory compliance</p><p><strong>2. </strong>Employment law differences and worker protections</p><p><strong>3</strong>. Tax exposure</p><p><strong>4.</strong> Corporate structure and governance risks</p><p><strong>5. </strong>Data protection</p><p></p><p>On the other hand, as you have mentioned, commercial risks could include:</p><p></p><p><strong>1.</strong> Over expansion leading to cash flow strain</p><p><strong>2.</strong> Overestimating demand or underestimating competition</p><p><strong>3.</strong> Operational and supply chain challenges</p><p><strong>4. </strong>Macroeconomic risk and political instability in new markets</p><p></p><p>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.</p><p></p><p>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</p><p></p><p>I hope that helps! <img src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" class="smilie smilie--sprite smilie--sprite1" alt=":)" title="Smile :)" loading="lazy" data-shortname=":)" /></p></blockquote><p></p>
[QUOTE="Abbie Whitlock, post: 246792, member: 42112"] 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: [B]1. [/B]Regulatory compliance [B]2. [/B]Employment law differences and worker protections [B]3[/B]. Tax exposure [B]4.[/B] Corporate structure and governance risks [B]5. [/B]Data protection On the other hand, as you have mentioned, commercial risks could include: [B]1.[/B] Over expansion leading to cash flow strain [B]2.[/B] Overestimating demand or underestimating competition [B]3.[/B] Operational and supply chain challenges [B]4. [/B]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! :) [/QUOTE]
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TCLA Vacation Scheme Applications Discussion Thread 2025-26
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