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<blockquote data-quote="Daniele" data-source="post: 16490" data-attributes="member: 3920">Dear Paul, Thank you very much for your response,It is very interesting - I have attended a few events organized by Magic Circle firms, and I realized that they tend not to compare with US firms, or explain the differences a bit more in depth, in the way you did in specific events together with James. At least in my experience, they did so only when they were asked to explain these differences, but still, that was not crystal clear. They mentioned that there is &quot;a competitive battleground taking place in London among US and British firms&quot;, highlighting &quot;the differences in type and variety of deals globally&quot;. But these again were quite generic responses.I haven't got much from their side on the practical differences in the day-to-day work. For example, in the case of Shearman, Korey Fevzi mentioned the freedom to network and generate work, and again Jonathan Swil mentioned the possibility of participating with ideas about the business development and improvement of the firm.I might be wrong, but it sounded to me that they have a more rigid structure in comparison to US firms. Do you have any thoughts in this regard?Thanks again,Daniele</blockquote>

[QUOTE="Daniele, post: 16490, member: 3920"] Dear Paul, Thank you very much for your response, It is very interesting - I have attended a few events organized by Magic Circle firms, and I realized that they tend not to compare with US firms, or explain the differences a bit more in depth, in the way you did in specific events together with James. At least in my experience, they did so only when they were asked to explain these differences, but still, that was not crystal clear. They mentioned that there is "a competitive battleground taking place in London among US and British firms", highlighting "the differences in type and variety of deals globally". But these again were quite generic responses. I haven't got much from their side on the practical differences in the day-to-day work. For example, in the case of Shearman, Korey Fevzi mentioned the freedom to network and generate work, and again Jonathan Swil mentioned the possibility of participating with ideas about the business development and improvement of the firm. I might be wrong, but it sounded to me that they have a more rigid structure in comparison to US firms. Do you have any thoughts in this regard? Thanks again, Daniele [/QUOTE]

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