Supreme Court clerks continue to flood the NYT wedding pages this month, creating grim LEWW odds for mere-mortal Cornell grads and Skadden associates. Like Troy playing Florida or North Texas playing Alabama, these folks are welcome to suit up, but the only question is how bad their whuppin’ is going to hurt.
Here are your three finalist couples for the week:
We bring you an addendum to Monday’s post about the latest in Supreme Court clerk hiring. And we’re pleasantly surprised to see that we have this news before Wikipedia.
Recently hired to clerk for Justice Stephen G. Breyer in October Term 2008: Brianne Gorod, currently in the D.C. office of O’Melveny & Myers. Gorod is a 2005 Yale Law grad and a former clerk to the judicial tag team of Jed S. Rakoff (S.D.N.Y.) and Robert A. Katzmann (2d Cir.).
Those who obsessively follows SCOTUS clerk hiring know that Judges Rakoff and Katzmann have jointly sent clerks to the Court before. But contrary to some rumors, they’re not always a “package deal” when it comes to hiring (although there is a significant degree of overlap among their current and former clerks).
Judge Katzmann prefers to hire individuals who have clerked on the district court (or have some other kind of post-law school work experience), so he regularly turns to Judge Rakoff, for whom he has a great deal of respect, as a source of clerkly talent. Judge Katzmann sometimes also helps promising applicants to his own chambers to secure interviews with Judge Rakoff. Conversely, Judge Rakoff also refers and sends clerks to Judge Katzmann, as well as to other Second Circuit judges, and he has also hired some clerks after Second Circuit clerkships. In short, both judges think it’s valuable for people to have both district and circuit clerkship experiences, and they try to help make that happen for their clerks. But they don’t hire 100 percent of their clerks jointly.
The current tally of OT 2008 SCOTUS clerks, with Brianne Gorod added, appears after the jump.
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…