By way of introduction, I am the founder and managing partner of Duval & Stachenfeld LLP. We are a 70-ish lawyer law firm in midtown NYC that focuses strongly on real estate; indeed, we refer to ourselves as “The Pure Play in Real Estate Law.”
As managing partner I have spearheaded numerous unique initiatives that have distinguished us from other law firms. Many of these ideas were very scary when we tried them out — there was always a fear that we would not only fail but, worse yet, be laughed at. Some of these ideas did not work out so well, I admit; however, the ones that succeeded have been the fulcrum to attract both lawyers and clients to our firm and indeed been the bedrock of our success.
As a relatively small firm playing with the big boys and girls, one would think that our size could be a disadvantage. But that would be incorrect. Smaller players can be flexible and move in different directions. We can take risks and seize opportunities that large law firms cannot logically capitalize on….
* The $160K-Plus Club welcomes its newest member: Duval & Stachenfeld, a real estate firm in NY, is more than doubling its starting salary for associates to $175K. Look for them recruiting at your “tier one” school soon. [New York Law Journal]
* In this economy, bankruptcy firms are being hit hard: Stutman Treister & Glatt, a top L.A. firm that once assisted in cases against Lehman Brothers and Enron Corp. in their Chapter 11 proceedings, is closing up shop. [WSJ Law Blog (sub. req.)]
* “Do I think he thought he was gonna beat it? Yeah.” The district attorney who brought charges against Stephen McDaniel thinks the law school killer was too big for his chainmail britches. [Macon Telegraph]
* From catcalling to “jiggle tests,” NFL cheerleaders have to put up with a lot of really ridiculous stuff. Not being paid the minimum wage is one thing, but having to put up with being groped is quite another. [TIME]
Following the lead of Kilpatrick Stockton, Orrick, and other Biglaw firms, Greenberg Traurig has created some new non-partnership-track attorney positions. They pay less than traditional partnership-track — or, in GT parlance, shareholder-track — positions, but the billable-hour requirements are lower and the training is better.
What do these positions look like? Let’s find out….
When combined with the January layoffs, which hit around 35 lawyers, CWT has axed upwards of 130 attorneys. This makes it “America’s firingest law firm.” (We can’t claim credit for that turn of phrase, which was coined by a tipster, but we will try to popularize it through frequent usage.)
As we reported earlier this week, résumés from Cadwalader refugees are flooding the market. But will they find a welcome reception?
Maybe not. Here’s an email that a boutique law firm in New York sent to a legal recruiter who tried to submit CWT résumés for an opening:
CORRECTION: Actually, the email was sent to the recruiter UNSOLICITED, not in response to anything. It was apparently sent, out of the blue, to a group of legal recruiters.
Sent: Tuesday, August 05, 2008 To: [Legal Recruiter] Subject: FW: Resumes
Thank you for staying in touch with our firm. Please note that we are not going to be accepting resumes for Cadwalader candidates.
Duval & Stachenfeld | 300 East 42nd Street New York NY 10017
Ouch. Are Cadwalader lawyers now the Untouchables of the law-firm caste system?
(It should be noted, however, that the Duval firm is more elitist when it comes to its lateral hiring. As discussed here, for entry-level hiring, the firm looks well beyond the top-tier law schools. But for midlevel and senior associates, it tends to poach from the Skaddens and Lathams of the world — and pay accordingly.)
UPDATE / CLARIFICATION: We have received a letter from Bruce Stachenfeld, founding partner of Duval & Stachenfeld, clarifying the situation. An excerpt:
When I (the managing partner of D&S) heard about the CWT layoff news my immediate reaction was that I felt very bad for my friends at CWT. It is a great firm suffering from some market turmoil and all of us running law firms know that adverse market forces can happen to any of us.
My other reaction was that since we are hiring junior lawyers a possible win/win/win would be for us to talk to CWT directly about whether we could hire some of their adversely affected people. This would permit us to find some super-star-high-quality associates – would permit CWT to help its people locate new jobs – and would permit some of the adversely affected associates to get new jobs promptly.
So I did the logical thing and contacted one of my friends at CWT to discuss this. After my discussion I sent a letter to be sent to some of the associates who had the requisite background to fit into our real estate group. It remains to be seen if we will end up hiring CWT associates. My hope is yes.
Since resumes had started to come in (through legal recruiters) I instructed our recruitment coordinator to inform legal recruiters that I would not be accepting resumes through legal recruiters due to our close relationship with CWT. I thought it appropriate to let the legal recruiters know this promptly to avoid misunderstandings with them about recruitment fees.
The 50-lawyer firm, based in New York but with a small L.A. office, starts first-year associates at $60,000 — or $100,000 below the starting salary at many Am Law 100 firms.
Mid-year and senior associates, however, are promised the same total pay — or more — that they’d earn at Latham & Watkins or Skadden, Arps, Slate, Meagher & Flom.
For third-years on up, the firm says it checks what top New York firms like Cravath, Swaine & Moore are paying in base salary and bonuses, and matches that. Last year, the firm added a $10,000 sweetener.
So what exactly is the point of this unusual system?
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: [email protected].
Since late last year, things have been booming in Hong Kong / China in cap markets, especially Hong Kong IPOs. M&A deal flow has recently been getting a bit stronger as well. Although one can’t predict such things with any certainty, all signs are pointing to a banner entire 2014 for the top end US corporate and cap markets practices in Hong Kong / China. This is not really new news, as its been the feeling most in the market have had for a few months now and things continue to look good.
The head of our Asia practice, Evan Jowers, has been in Hong Kong for about 10 days a month (with trips every other month to both Shanghai and Bejing) for the past 7 months, and spending most of his time there meeting with senior US hiring partners at just about all the major US and UK firms there, as well as prospective candidates at all associate levels and partner levels, and when in the US, Evan works Asia hours and is regularly on the phone with such persons, as our the other members of our Asia team. Our Yuliya Vinokurova is in Hong Kong every other month and Robert is there about 5 times a year as well. While we have a solid Asia team of recruiters, Evan Jowers will spend at least some time with all of our candidates for Asia position. We have had long standing relationships, and good friendships in some cases, with hiring partners and other senior US partners in Asia for 8 years now.
The evolution of relationships between the genders continues. Currently, in law firms, there is an interesting conundrum; balancing the desire for a gender-blind workplace where “the best lawyer gets the work and advances” and the reality of navigating the complicated maze created by the fact that, in general, men and women do possess differences in their work styles. These variations impact who they work with, how they work, how they build professional connections and how organizations ultimately leverage, reward and recognize the talents of all.
Henry Ford sat on his workbench and sighed. A year earlier, he had personally built 13,000 Model Ts with his own hands. Fashioning lugnuts and tie rods by hand, Ford was loath to ask for help. Sure, there were things about the car that he didn’t quite understand. This explains the lack of reliable navigation systems in the Model T. But Ford persevered because he knew that unless he did everything, he could not reliably call these cars his own.
“Unless my own personal toil is responsible for it, it may as well be called a Hyundai,” Ford remarked at the time.
The preceding may sound unfamiliar because it is categorically untrue. And also monumentally stupid. Henry Ford didn’t build all those cars by hand. He had help and plenty of it. Almost exactly one hundred years ago, Henry Ford opened up the most technologically advanced assembly line the world had ever seen. Built on the premise that work can be chopped up into digestible pieces and completed by many men better than one, the line ushered in an age of unparalleled productivity.
Today, an attorney refers business because he can’t do everything the client asks of him.
There are three reasons why this is way dumber than a made-up Henry Ford story…