* We know you love rankings. Here are the top 25 national universities and liberal arts colleges, according to the 2011 U.S. News college rankings. [TaxProf Blog]
* CHECK YOU ETHICS? In the seemingly endless Barbie/Bratz litigation, lawyers from Orrick, which now represents Bratz maker MGA, have accused Mattel lawyers from Quinn Emanuel of participating in an elaborate corporate espionage scheme. [WSJ Law Blog]
* Give her a gold-plated gavel: Wisconsin Law professor Victoria Nourse, nominated to the Seventh Circuit, has a net worth of almost $20 million. [The BLT: The Blog of Legal Times]
* Do you hate parking boots? So does this guy — and his taking a stand against them might bring about legal change in the U.K. [AltTransport]
We’ve gotten away from plowing through the latest Vault Rankings, but fear not. Your firm is coming up soon.
We’ve been through the top 30 firms. But now we’re getting into a group of firms that really utilized the cost-cutting measures of salary cuts and layoffs to weather the recession of 2009. Did these guys take a big prestige hit? Not really. Here’s the next batch of firms:
Let’s be honest: although we strive to bring you the inside scoop about major law firms around the country, we don’t usually report on new law firm Chief Financial Officers. But the new CFO at Orrick, Herrington & Sutcliffe, Linda Havard, is special. Check out her prior experience, from Orrick’s press release announcing the new hire:
Most recently, Linda served for 13 years as Executive Vice President and Chief Financial Officer for Playboy Enterprises, Inc. in Chicago where she oversaw all areas of finance and technology including accounting, treasury, tax, insurance, strategic planning, M&A, internal audit and corporate development. Approximately 40 percent of Playboy’s revenue came from outside of the U.S., where the company had significant business operations in the UK and Latin America, and licensing operations in Europe and Asia. The company also completed a number of acquisitions during her tenure, as well as public and private equity and debt offerings. Linda led all areas of due diligence, negotiation, execution, and subsequent integration of major global transactions.
I’m going to go out and limb and say that after 13 years at Playboy, Havard is more then ready to handle any sexism Biglaw might have to dish out…
A tale of three nominees (left to right): John Roberts, Harriet Miers and Samuel Alito.
Last night I headed across town to NYU Law School for a screening of Advise & Dissent, a new documentary about the Supreme Court confirmation process. Here’s a brief description of the film:
ADVISE & DISSENT is the first documentary to go behind the lines and into the trenches of the judicial confirmation wars. SCOTUSblog has called it “a fascinating, balanced insider look,” and Politico named it “a must see.” Timely and timeless, the film illuminates the collision of politics and justice.
Last night’s showing of the movie was followed by a conversation, featuring the following participants:
Are profits per partner the appropriate metric to measure law firm success? It’s been a long time since firms seriously looked at the question. I didn’t know my Skadden from my Sullivan back when American Lawyer founder Steve Brill first started shining a light on the black box of top American law firms back in 1987.
For as long as most of us can remember, PPP has been the definition of law firm financial success. And despite all of the pressure on the law firm business model over the past couple of years, PPP seems as resilient as ever. We can scream about the billable hour, we can change the nature of associate compensation, but there aren’t a lot of people giving us a better statistic than profits per partner to talk about when it comes to the success of the law firm business model.
Last summer, we reported that Orrick would be moving into fancy new offices in New York. Earlier this week, the office move took place. From the firm’s press release:
Orrick, Herrington & Sutcliffe LLP has moved its New York office to 51 West 52nd Street, the same building that houses CBS headquarters and which is also known as Black Rock. The innovative design of the space reflects Orrick’s progressive culture, integrating technological, environmental and social advantages that enable the firm to better and more efficiently serve its clients.
Non-traditional features for law firms are incorporated throughout the office. Numerous public spaces, transparent glass office fronts and an open floor plan, with low-height components for greater visibility and interaction among staff, contribute to a sense of community. To better connect with other offices and clients, Orrick invested in state-of-the-art telepresence conferencing equipment.
As it turns out, the Orrick offices have a Telepresence Room — not to be confused with the Cryogenic Room, where Ralph Baxter plans to live forever.
In yesterday’s post about the departure of D.C. power broker Lanny Davis from McDermott Will & Emery, a firm he joined a little over six months ago, we put out a request for more information. That request was promptly answered — by none other than Lanny Davis himself.
The drama lover in us was hoping for an epic tale of office intrigue and power struggle at McDermott Will (and commenters were happy to speculate). As it turns out, however, the parting of Davis and MWE is quite amicable — and far from total. As Davis explained to us, he’s setting up his own shop, but he will continue to work closely with McDermott lawyers, serving McDermott clients. In fact, Davis isn’t even leaving the building (so no office exorcism necessary).
What’s going on here? Information from our chat with Lanny Davis, plus the complete press release mentioned previously by the Washington Post, after the jump.
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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: firstname.lastname@example.org.
Deal flow has clearly picked recently up for most US associates, counsels and partners in Hong Kong/China and Singapore. We are on the phone with a lot of these folks on a daily basis, many of whom we have known for years. Further, the head of our Asia team, Evan Jowers, and Kinney’s founder and president, Robert Kinney, frequently meet in person with leading US partners in Asia to assess their needs and keep on top of the inside scoop at as many firms as possible. The need for legal recruiting help in Asia from experienced recruiters appears to be live and well. In March, Evan and Robert were in Beijing at such meetings, in April, Evan was in Hong Kong, and for half of June Evan will be in Shanghai and Hong Kong. Thus its pretty easy for us to tell when there has been an across-the-market pick up in capital markets and corporate work.
On an average day in Asia when Evan and Robert visit firms, they typically have 5 to 9 meetings a day, mostly with US partners in the market. The reason they have these meetings is not simply because Kinney makes a lot of US attorney placements in Asia and that a particular firm may have openings; instead these are just visits with friends. After years of working together as business partners, the folks at Kinney are actually these peoples’ friends. The firms Kinney work closely with in Asia (which is just about every law firm – call us if you want to know the one firm in the world we will never place anyone with again, ever, and why) look forward to the visits, or at least act like they do. After seven years in the market, many of the client partners are former associate candidates. Also, these US partners see Kinney as a very good source of market information as well, because they know how deep their contacts are in the market and how frequently they are speaking to counterparts at peer firms.
In a land that is right here and in a time that is right now, a technology has arisen so powerful that it can replace basic human document review. Is it time to bow down before our new robot overlords?
First, here’s a little story about me: my life in the legal world began as a paralegal. My first case was a GIANT patent infringement case that was already six years old and had involved as many as five companies, multiple US courts, the ITC and an international standards committee. I knew nothing about any of this.
On my first day, my supervisor (a paralegal with at least eight other cases driving her crazy) sat me down in front of a Concordance database with a 100,000+ patents and patent file histories. “Code these,” she said. I learned that “coding”, for the purposes of this exercise, meant manually typing the inventor’s name, the title of the patent, the assignee, the file date, and other objective data for each document. I worked on that project – and only that project – for at least the first six months of my job. After a week or so, time began to blur.
What I know, in retrospect and with absolutely certainty, is that as time began to blur, so did my judgment. So did my attention to detail. If you could tell me that I did not make at least one mistake a day – one inconsistent spelling, one reversed day and month, one incorrectly spaced title – I frankly would need to see your evidence. I would not believe it. The human mind is trainable but it is not a machine.
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