Category: Interviews

I became a lawyer because I like thinking creatively and wanted to work in a discipline that rewards innovation. There’s always a grey area, and I like exploring and pushing the boundaries of that.

I knew that I wanted to work in an advisory capacity, helping clients with the big-picture regulatory and governance issues. In late 2011, the firm established a dedicated group of lawyers to advise on regulations enacted after the global financial crisis. As a second-year associate, I saw an opportunity to get in on the ground floor and build my reputation as a go-to resource across the global network. Taking that chance was the best decision I’ve made so far.

Connecting with clients and internal teams

Being an effective communicator is critical to my practice. It’s one thing to be a good lawyer, but you also have to be able to connect with people in terms that make sense to them.

For that reason, I never shy away from using an idiom. Lawyers can get lost in the weeds of law … while clients are just thinking, “Can I do this?” It’s important to be personable and know how to make your advice relatable. Be curious; read the newspaper, including the business section, and be able to present a 360 view on the issues. My own mantra is to think expansively but work specifically.
Learn how to write well too, and especially know when it’s time to switch that legalese button off – write punchy, write clearly and don’t get overwrought. Assume your audience isn’t going to read past the third line. Come to your conclusion early and then follow with the analysis. The headline is key.

Internally, I think of everyone as a client. Your clients could be first- or second-year associates or the partner assigning you work. Everyone and everything is a deliverable, and we’re all working toward the same goal: executing.

Managing larger expectations

There will come a moment in your career when it’s time to take more responsibility. When you’ve successfully established your reputation and people start calling you, it’s time to get out of your comfort zone and consider your available resources.

In certain cases, you will need guidance – that’s okay. No one expects you to know everything (and no one does!), but it’s important to be resourceful and complete at each stage. Be willing and able to run the ball down the field as far as you possibly can before you pass it off. The most successful among us are those who take ownership while also knowing when to exercise discretion. It’s easier said than done, but it’s an important step to take early in your career.

*Since publication, Ashwini has been promoted to counsel.

Becoming a lawyer wasn’t a lifelong dream. Like many, I fell into it by happenstance. When I finished college, having a graduate degree was seen as a good career move, and it is even more so today. I also looked at skillsets and chose graduate studies that would play to my strengths, writing in particular.
Having sampled both litigation and transactional work as a summer associate, I soon realized that I preferred the corporate side. I spent my first years out of law school in New York City primarily working on mergers and acquisitions and securities offerings. By 2000, I was with Clifford Chance in London on the US securities team.

It was the dotcom boom. I remember that my office mate wanted very much to go in-house at a tech company and was urging me to do the same – new paradigms and all. Ironically, around the same time a former colleague who had previously moved to XL Capital called to ask if I was interested in an in-house role. I wasn’t, but I was curious so agreed to meet them, despite that the company was a far cry from the ultra hip dot-com world!

When I found that I liked the people and the company environment, I decided to make the move – both in-house and to Bermuda. It was quite a sea change as the roles are so different. Luckily, my private practice involved a wide variety of matter types; having a generalist view is good grounding for the in-house counsel role, which involves a lot of issue spotting.

I would encourage young lawyers to get exposure to different practice areas, which will round you out and provide a better sense of where you truly wish to concentrate down the road.

In terms of accomplishments, navigating the global financial crisis in 2008 was one of my greatest professional achievements. Our company’s stock price dropped from $90 to under $3; we experienced a ratings downgrade and the need to negotiate a very complex deal with key stakeholders.

I learned that I actually thrive in stressful situations … and under challenging circumstances. I also learned leadership in a new context. Colleagues were looking to me for answers, and I had to make very painful decisions around staff reductions. Getting through the crisis required all of my energy and skills but also instilled a sense of responsibility for others and a mindset of developing them. This is the most important part of a leader’s job.

Another side of that learning is team building. When interviewing job candidates, I look at substance and focus on diversity as a basis for developing my slate. I pay close attention to energy level, attitude and EQ. The latter speaks to a person’s curiosity and flexible frame of mind, both of which I value highly.

Looking back, I would advise my “younger self” to find the right work-life balance and actively seek out mentors and role models. Young lawyers are perfectly right in looking for guidance from colleagues – not necessarily a formal mentorship, just someone you trust and respect to help you bounce ideas around, especially when making career decisions.

I always wanted to be a lawyer. It crystallized for me in eighth grade, when Bill Clinton was running for his first term as President. I was a huge fan of politics, and knowing that he was a lawyer set me on a path toward a legal career. I went to law school in DC thinking I would become a lobbyist. But then everything changed.

9/11 happened during my first term at Georgetown. The fear that day inspired led to my interest in national security. The following summer, I worked at the Financial Crimes Enforcement Network, fighting money laundering and terrorist activities. My post-graduate career went from there.

I had no idea about business development until I became immersed in working with a commercially-focused litigation partner. I took my cues from him and actually found business development interesting. How do we sell? How do we sell bigger pieces? What constitutes a “win” in my practice? My grandfather, a scrap yard salesman, also inspired me. So I had two great role models for integrating business development into my practice.

There were pain points early on, such as finding the right balance in communications. I wanted people to know what I was up to, but I didn’t want to be a nuisance. I also had to learn how to respond when being peppered with questions in a partner’s office. You don’t always have to know the answer, but you do need to be prepared as far as knowing what steps are required to formulate the answer. Where the latter is concerned, collaboration is the key to delivering a better product.

It’s all about relationships. Everyone has the potential to give you work; junior colleagues will move on to senior positions, and staying in touch is critical. With clients, I want them to know that I am on their team. We’ve developed friendships and sometimes pick up the phone just to chat about our kids. So for me, the personal relationship is just as important as the business relationship.

My mentors and sponsors have been indispensible. Being homegrown at my firm, I’ve always had the benefit of their help, from building my practice to navigating the partnership process. Don’t sell yourself short; get a good support system and use it.

I chose not to wait to start a family. I had my first child at age 29 and transitioned to working part-time as a fourth-year associate. Flexibility has been essential to finding the right balance. It also helped that people were honest about my partnership track and helped me develop skills. Ultimately, being part-time mattered far less than the business I was bringing in. Flexibility allowed me to focus on business development, which then freed me from having to log so many billable hours.

My father had a phrase that I have lived by. As a young lawyer, you should keep this on your wall: If someone else can do it, so can I.

When I moved from Melbourne to London to settle here permanently, the timing wasn’t great from a career perspective. I was an experienced associate, it was midway through the financial crisis and the law firm recruitment market had dried up. Also, I hadn’t followed a straight path to partnership – I’d flip-flopped once before between Melbourne and London when family circumstances called for me to be closer to home. The odds were against me.
Looking back on that time now, I realize that in some ways it helped me become more focused on achieving the goal of partnership. I became much more determined and more honest with myself and others about my aspirations to become a partner. Sometimes setbacks can prove to be very positive in the long run.

It took all the confidence I could muster to make my way at a new firm. Confidence is something I’ve had to work at along the way. It hasn’t always been easy for me to quiet the little voice saying, “I’m not senior enough” or “It’s not my area of expertise,” which can really affect your ability to build relationships with clients and colleagues. But in truth we all have a huge amount to contribute, no matter how junior or senior we may be. I’ve come to learn that some of our strongest attributes are those that come very naturally – it is easy to underestimate the personal qualities of being authentic, open and honest, and a good listener. Although good preparation is always key.

Finding fantastic mentors has made the biggest difference for me by far. True mentorship isn’t easy to come by; being allocated a mentor as part of a formal mentorship program is obviously a great start, but I’ve found that sometimes it’s harder to build a mentoring relationship from such a standing start. My closest mentors are people I have worked with, whom I clicked with and who took a genuine interest in my career progression. When you pare it all back, mentoring is just another word for building relationships. Don’t underestimate the importance of popping in on someone or going out for a coffee. If you do that with many people, you are much more likely to find a true mentor.

But it really does take two to make a successful mentoring relationship. One particular partner is more than a mentor; he is my sponsor, and we’ve become close friends. But I don’t rely on him to pop in to check up on me. If I need a sounding board or shoulder to cry on I will schedule time with him and prepare for our meeting as I would any other.

The other thing that really stands out for me is initiative. The very best lawyers always seem to be able find that little chunk of time to do something that pushes them forward professionally and helps create business opportunities. It’s not about more face time or working harder. Some of the best initiatives are those that are high-impact but also easy to execute.

My final advice is to enjoy your career and make the most of it. Opportunity abounds in firms that are meritocratic and diverse, but you have to be up for it. And when setbacks take you off course, believe in yourself and you will overcome them.

I studied ancient Greek and Latin in high school and, upon graduation, saw two options for further study: Law and Economics. I thought “why don’t I start with law and, if I don’t like that, change to economics?”

I finished law school in 1989. At that time, the legal market in Italy was composed mainly of domestic law firms, with one … maybe two international firms. But I wanted to practice international law, so I had to come up with a plan. I never wanted to become a litigator, but I also believed that, at least in the Italian market, it would be quite important to have a base of litigation skills – to be able to go into court and manage a case. It turns out that was a good choice, and one I would advise others just starting out to make.

I practiced litigation locally for four years as a way to develop skills and prepare myself for the Bar exam. After passing the Bar exam, I decided to take a master’s program in international law at King’s College London. When I finished that, it was 1994, and the market for international firms had started to grow in Italy. That’s when I joined Clifford Chance.

The next 22 years were full of changes and challenges, not least of which were a strong evolution in the legal industry and more than one financial crisis. My current practice is completely different from the possibilities I imagined early on, and I grew up with my firm in this sense.

Having established a transactional practice in corporate finance, I became a partner quite young, after three years at the firm. Of course, being a good lawyer helped, but I credit my success to much more than that. Working as part of a global network helped me develop good relationship-building skills, and it was absolutely essential for the market I entered when I returned to Italy, due to widespread privatization of its corporate and banking systems.

Many of my colleagues had expertise in the international financial markets, and they knew how to manage transactions of all kinds: from privatizations and capital raisings to tender offers and IPOs. So I was able to look around and soak up what I needed to build substantive legal skills, develop client relationships and learn the art and craft of negotiating complex deals. Learning from my colleagues was essential to advancing my career, and the firm really encouraged that.

Looking back, I can honestly say that I’ve had it both ways: easy and difficult. It was my good luck to find a smooth path to success: I made tactical choices early on and paid my dues easily enough, and when I came back home, there was a vibrant legal market for my chosen field. While today’s legal market is quite different, the difficult part remains unchanged: it’s all about hard work and patience.

My advice? Treat your career as any entrepreneur would treat her business. Do the work, make strategic connections and find your market. And don’t forget the importance of family.

I joined the New York office as a summer clerk in 2008 and started practicing in 2010, shortly after the peak of the global financial crisis. I was interested in arbitration and litigation, but the only position available at the time was in capital markets. While it felt like a setback, it turned out to be just the opposite:
it allowed me to discover the firm as a vessel for my professional adventure.

Give it 100 percent

When I look back at the last six years, I think of the advice a colleague (and now
good friend) gave me during my first week at work: “Whatever you do, even if you don’t like it, give it 100 percent.” He promised me that it would pay off – and I think it has.

I spent my first three years in the capital markets departments of the New York and Singapore offices and discovered what has kept me going through the years: a firm culture that is open-minded, diverse, challenging – and one that encourages thinking outside the box.

The best example of this mindset is when the litigation department in Hong Kong, supported by the capital markets team in Singapore, allowed me to transition into litigation. They believed that many of my corporate skills were transferable, and those that were not could be learned on the job.

Find your space

It has taken me some time to realize that while we become lawyers at our jobs, we also grow as individuals. And perhaps that is why it has been so important for me to be true to myself.

To me, that has meant finding happiness at work, from enjoying the long hours spent drafting a 150-page investment arbitration submission, to participating in office-wide door decorating contests; from pulling an all-nighter at the printers with colleagues who have a good sense of humor, to helping my pro bono client get asylum status after years of persecution.

Find your space and keep it safe. And when you are comfortable with who you are at the firm, then you are able to build relationships with clients and colleagues and help build your practice.

The importance of mentors

But all of this would not be possible without one essential ingredient: mentors. If you find someone who inspires you and whom you respect, someone senior who knows how the firm works, get to know them. Soak up everything you can. If they’re willing to give you the gift of their own experiences and expertise, take it.

My mentor has provided advice on every professional step I’ve taken these past six years – he is my rock. Because when you think about it, it’s the people who make a firm the special place that it is.

*Since publication, Montse has become a Clifford Chance alumna. She is currently a senior legal advisor at TRIAL International, a Geneva-based non-governmental organization focused on human rights.

What drew me to cross the Rubicon from private practice to the public sector was a very strong sense of mission that aligned with my values system. I was engaged by the challenge of improving the profile and impact of the Office of Fair Trading, and wanted to help deliver a successful change.

I was not entirely prepared for the transition – it was significant. However, I was assisted by what I learned from private practice: how to think creatively and innovate, how to spot opportunities and craft solutions through a commercial lens and how to be fleet of foot when dealing with the unexpected. Over time, I also learned the value of truly listening to clients and peers, and being wide open to constructive feedback.

One benefit of public service is working within a community of shared values. When there is disharmony or a lack of cohesion, we understand the importance of breaking down the issues – because we do not fundamentally disagree on a mission or our goals, just on how to achieve them.

I am very much a team-based leader. You cannot bring about change, particularly cultural change, without a supportive team. Dictators are not great leaders. However, you do have to be decisive, which occasionally means stepping up and making a difficult decision.

Good leaders take ownership for the tough choices while letting others stand and take the glory for collective achievements. It is a difficult balance to strike, but imperative to get right.

Although I came to Whitehall in a relatively senior position, developing a peer network was still essential. It helped me progress my career – to hear about upcoming opportunities and to get involved in the latest cutting-edge project. At all stages of your career, so much depends on your networks; whether via sponsors, mentors or coaches, or via a peer network of colleagues. However, you reap what you sow – it is important to invest at least as much as you take from your network. So, you should always prepare for a session with a sponsor or mentor to maximize your time together. You should always return supportive favors when peers have helped you on your way.

Equally, you have to find ways to derive support for yourself. Personally, this strength comes from my own sense of perspective, which is largely founded on my activities beyond the work context – my commitments as a mother of three primary school children, a school governor or as a trustee of Target Ovarian Cancer. I am also fortunate in being resilient and in having a positive disposition in life. A Charlie Chaplin quote sums it up well: “You’ll never find a rainbow if you’re looking down.”

As for the perfect work-life balance, I don’t believe you ever reach that nirvana state where you don’t have at least one tricky issue at work or at home. However, you can still be completely content because you are able to deal with them. I prefer to ask myself: “Is there any reason at all not to be content with where I am right now?” Almost always, the answer is, “Everything is fine.” So nurture your resilience and accept the flaws in life – perfection is a myth.

Changing direction

Originally, I thought I would study Law and then move into business; I didn’t want to be a “proper” lawyer. But history interfered.

During my first year at university, Perestroika happened and ultimately led to the collapse of the Soviet Union, which changed the whole business environment. At that time, the British Council offered a program for Russian financiers: I passed the tests and went to London to do an internship at Clifford Chance. This was the turning point in my life and career.

What I found exciting back then still excites me today: in the field of law, there is something new every day. Your brain is constantly on the go, solving problems, creating unique solutions and thinking about what will best serve your clients.

Bringing in business

Moscow was a small office when I joined, so associates were required to bring in work. I am by nature a very open person, I enjoy meeting new people and establishing relationships, so networking wasn’t difficult.

My advice to young lawyers is not to view business development as a chore; doing so will prevent you from getting comfortable with it and enjoying the process.

Another key to success is active listening and being present in situations with clients. Coming to grips with what your clients actually need and understanding their business goals and motivations is vital.

Creating your own opportunities

Junior lawyers have a tendency to wait for instructions, but that approach will
not help you reach your potential. It is each lawyer’s job to create opportunities.
For junior lawyers who fear overstepping their boundaries while dealing with a client, I recommend observing your colleagues – then decide which approaches might work well for you.

Partners are habitually busy people, and may not have time to praise every bit of good work; however, they are required to address all bad work. Be your own publicist: when you’ve done good quality work, go and ask a partner for feedback. This will keep your spirits up and help create a positive impression that just might stick in that partner’s mind.

Getting there by a different route

My advice to my younger self would be: do not be afraid of change and embrace opportunities. As Milton Berle once said, “If opportunity doesn’t knock, build a door.” For example, in a global firm, secondments provide opportunities to practice temporarily in other jurisdictions. Take as many of these assignments as you can while you are young.

Also, don’t be afraid of the work-life balance issue. As the mother of four children, I found a way to have a normal family life too. Time management is fundamental − work smarter, not longer.

Finally, be open to where life takes you. Looking back, it’s ironic that I wanted to be a business woman, not a lawyer … and now, as Managing Partner of the Moscow office, I practice the business of law.