TCLA Vacation Scheme Applications Discussion Thread 2024-25

[emma.d]

I think the point is that these things benefit the firm, e.g., collaborative can help get better quality work for clients, nice place to work can mean clients can build relationships with the same lawyers over decades, instead of the firm focusing on poaching other people's talent.

Thank you so much!!!! This is super helpful! If I PMed you my answer to this question when I finished would you be able to take a look at it? No worries if not

 

[trainee4u]

Hey, just going to post my answer to the first question in response to this. Would appreciate to hear people's thoughts on what went wrong, would be helpful for the next cycle

Paul, Weiss maintains its competitive advantage in three key ways.

Firstly, the firm attracts top-tier talent in practice areas crucial to successful private equity (PE) transactions, such as debt finance and mergers and acquisitions (M&A). High-profile lateral hires such as Neel Sachdev and William Aitken-Davies have been recognised by the IFLR1000, with Sachdev acknowledged as a ‘market leader’ and Aitken-Davies as a ‘notable practitioner.’ These ‘Galáctico’ hires led Paul, Weiss during KPS Capital’s €3.5 billion acquisition of Innomotics from Siemens. Moreover, this commitment to securing the best talent extends internationally; for example, the firm leveraged its ‘best friend’ relationship with Gleiss Lutz in this transaction.

Secondly, this talent is heavily invested in across all levels of seniority. The M&A team has established mentoring pods, comprising two partners and eight associates, providing a channel for guidance. This will extend to the inaugural cohort of ten trainees, with Christopher Sullivan emphasising that mentoring junior lawyers is crucial, as they represent the firm’s next generation and are essential to its organic growth. Notably, what sets Paul, Weiss apart is its holistic approach to development, which goes beyond legal skills. The firm offers monthly coaching sessions in writing and public speaking, with Neel Sachdev benefiting from the latter. Overall, such investment produces highly skilled lawyers, maintaining the firm’s competitive advantage.

Finally, Paul, Weiss offers an excellent client service. At the Paul, Weiss Open Day, Arun Sohan-Pall highlighted the firm’s lean, carefully curated teams that consistently deliver excellence. He contrasted this with his previous experience at a larger US firm, where the quality of service was less guaranteed. Paul, Weiss has a distinctive approach to lawyering, characterised by short, crisp, commercial advice from small, responsive teams.

This is a good answer apart from the second clause in this sentence

"The firm offers monthly coaching sessions in writing and public speaking, with Neel Sachdev benefiting from the latter. "

I'm not certain what you are trying to express there but I assume Neel Sachdev, who in the previous paragraph you've said is a high profile lateral hire, stated that he found it useful. It would therefore make sense to say something like "public speaking. Lateral hires such as Neel Sachdev have expressed how beneficial they find these sessions."

At present it reads a bit oddly as it's not quite clear why you're mentioning one specific person when presumably many will have benefited

 

[Wannabe_Lawyer]

Just needing a bit of closure wrt to my Paul, Weiss PFO, so that I can move on with my life.

Did everyone's rejection email say:

"We encourage you to apply again in the next cycle, which will open in September.

Thank you once again for your interest in Paul, Weiss. We wish you the very best in your future endeavours and look forward to the possibility of receiving your application next year."

 

[NCTC2025]

Hey, just going to post my answer to the first question in response to this. Would appreciate to hear people's thoughts on what went wrong, would be helpful for the next cycle

Paul, Weiss maintains its competitive advantage in three key ways.

Firstly, the firm attracts top-tier talent in practice areas crucial to successful private equity (PE) transactions, such as debt finance and mergers and acquisitions (M&A). High-profile lateral hires such as Neel Sachdev and William Aitken-Davies have been recognised by the IFLR1000, with Sachdev acknowledged as a ‘market leader’ and Aitken-Davies as a ‘notable practitioner.’ These ‘Galáctico’ hires led Paul, Weiss during KPS Capital’s €3.5 billion acquisition of Innomotics from Siemens. Moreover, this commitment to securing the best talent extends internationally; for example, the firm leveraged its ‘best friend’ relationship with Gleiss Lutz in this transaction.

Secondly, this talent is heavily invested in across all levels of seniority. The M&A team has established mentoring pods, comprising two partners and eight associates, providing a channel for guidance. This will extend to the inaugural cohort of ten trainees, with Christopher Sullivan emphasising that mentoring junior lawyers is crucial, as they represent the firm’s next generation and are essential to its organic growth. Notably, what sets Paul, Weiss apart is its holistic approach to development, which goes beyond legal skills. The firm offers monthly coaching sessions in writing and public speaking, with Neel Sachdev benefiting from the latter. Overall, such investment produces highly skilled lawyers, maintaining the firm’s competitive advantage.

Finally, Paul, Weiss offers an excellent client service. At the Paul, Weiss Open Day, Arun Sohan-Pall highlighted the firm’s lean, carefully curated teams that consistently deliver excellence. He contrasted this with his previous experience at a larger US firm, where the quality of service was less guaranteed. Paul, Weiss has a distinctive approach to lawyering, characterised by short, crisp, commercial advice from small, responsive teams.

I'm no expert but the third para sounds a bit surface level and can be said about many other firms. The last sentence of the second para is similarly underdeveloped as saying the monthly coaching sessions 'produces highly skilled lawyers' doesnt really draw it back to your point. Maybe specify how the monthly coaching in writing and public speaking could improve the service lawyers provide to their clients, attracting repeat mandates?

First para is clearly well researched but maybe specifying that Paul, Weiss' emphasis on lateral hires in the PE sector makes them a go-to advisor for PE houses, establishing a competitive advantage and setting them apart from other firms, would better link the response to the question!

(I really like your writing style!)

 

[pleasepleaseplease]

Hi @Andrei Radu, how do you recommend preparing for an hour long analytical interview where I will be given an article to read for 30 minutes and after that two interviewers will ask me questions for an hour?
The article may be fictious and unrelated to current commercial issues and I will have to take business considerations into account and wider implications.

Interview is on Thursday so will be really grateful if you could share your thoughts at your earliest convenience.

 

[Jessica Booker]

if a firm hasnt called on the day of an ac (when their policy is day of/next) should i assume pfo email tomorrow?

I don’t think you can make that assumption.

 

[floral.tcla]

Hi, when graduate recruitment says that some candidates fail a competency-based interview because they didn't understand the full question/didn't fully answer what the question was getting at, and say that they strongly recommend candidates to have a strong understanding of their values, the firm and business, what might they mean? Please can you advise? I appreciate that this vague, sorry! @Jessica Booker

 

[camrxc]

Hi, if a firm attempts to call someone one day to let them know about a first stage interview outcome, what is usually the policy if the candidate misses the call? - does it usually mean good news + would they be likely to call back the next day ?

 

[BBsharkk]

Hey, just going to post my answer to the first question in response to this. Would appreciate to hear people's thoughts on what went wrong, would be helpful for the next cycle

Paul, Weiss maintains its competitive advantage in three key ways.

Firstly, the firm attracts top-tier talent in practice areas crucial to successful private equity (PE) transactions, such as debt finance and mergers and acquisitions (M&A). High-profile lateral hires such as Neel Sachdev and William Aitken-Davies have been recognised by the IFLR1000, with Sachdev acknowledged as a ‘market leader’ and Aitken-Davies as a ‘notable practitioner.’ These ‘Galáctico’ hires led Paul, Weiss during KPS Capital’s €3.5 billion acquisition of Innomotics from Siemens. Moreover, this commitment to securing the best talent extends internationally; for example, the firm leveraged its ‘best friend’ relationship with Gleiss Lutz in this transaction.

Secondly, this talent is heavily invested in across all levels of seniority. The M&A team has established mentoring pods, comprising two partners and eight associates, providing a channel for guidance. This will extend to the inaugural cohort of ten trainees, with Christopher Sullivan emphasising that mentoring junior lawyers is crucial, as they represent the firm’s next generation and are essential to its organic growth. Notably, what sets Paul, Weiss apart is its holistic approach to development, which goes beyond legal skills. The firm offers monthly coaching sessions in writing and public speaking, with Neel Sachdev benefiting from the latter. Overall, such investment produces highly skilled lawyers, maintaining the firm’s competitive advantage.

Finally, Paul, Weiss offers an excellent client service. At the Paul, Weiss Open Day, Arun Sohan-Pall highlighted the firm’s lean, carefully curated teams that consistently deliver excellence. He contrasted this with his previous experience at a larger US firm, where the quality of service was less guaranteed. Paul, Weiss has a distinctive approach to lawyering, characterised by short, crisp, commercial advice from small, responsive teams.

It's currently my 3rd cycle for TCs and I have read (literally) hundreds of apps for various firms both from online databases and my peers. I can honestly say that this answer alone is one of the best I've seen in an app (although I can't compare it to successful PW apps, obviously). So by logical deduction, the chances of your rejection based on this answer alone, or your grades/work experience, are slim to none - you mentioned attending the open day which rules out grades/work experience as possible causes.

So my guess is it might have something to do with your other two answers(?) If not, then maybe it really has something to do with your amberjack test scores (although it's actually pretty decent from what we've seen on this forum so far) or PW apps are really just that competitive lol 😂

 

[NCTC2025]

This question doesn’t require reflecting your personality/achievements/motivations in the answer. There’s plenty of opportunity to do that in the remaining two questions. This question is a test of your commercial awareness, research skills and understanding of law firms as a business.

Totally agree! Everytime I try to inject some personality into these types of questions it always ends in a very swift rejection!

 

[legal18]

I'm no expert but the third para sounds a bit surface level and can be said about many other firms. The last sentence of the second para is similarly underdeveloped as saying the monthly coaching sessions 'produces highly skilled lawyers' doesnt really draw it back to your point. Maybe specify how the monthly coaching in writing and public speaking could improve the service lawyers provide to their clients, attracting repeat mandates?

First para is clearly well researched but maybe specifying that Paul, Weiss' emphasis on lateral hires in the PE sector makes them a go-to advisor for PE houses, establishing a competitive advantage and setting them apart from other firms, would better link the response to the question!

(I really like your writing style!)

Thank you so much!!! And no, looking back at it I agree with you and how it could be applied to other firms

 

[legal18]

It's currently my 3rd cycle for TCs and I have read (literally) hundreds of apps for various firms both from online databases and my peers. I can honestly say that this answer alone is one of the best I've seen in an app (although I can't compare it to successful PW apps, obviously). So by logical deduction, the chances of your rejection based on this answer alone, or your grades/work experience, are slim to none - you mentioned attending the open day which rules out grades/work experience as possible causes.

So my guess is it might have something to do with your other two answers(?) If not, then maybe it really has something to do with your amberjack test scores (although it's actually pretty decent from what we've seen on this forum so far) or PW apps are really just that competitive lol 😂

Thank you, that means a lot!

 

[Chris Brown]

Hey, just going to post my answer to the first question in response to this. Would appreciate to hear people's thoughts on what went wrong, would be helpful for the next cycle

Paul, Weiss maintains its competitive advantage in three key ways.

Firstly, the firm attracts top-tier talent in practice areas crucial to successful private equity (PE) transactions, such as debt finance and mergers and acquisitions (M&A). High-profile lateral hires such as Neel Sachdev and William Aitken-Davies have been recognised by the IFLR1000, with Sachdev acknowledged as a ‘market leader’ and Aitken-Davies as a ‘notable practitioner.’ These ‘Galáctico’ hires led Paul, Weiss during KPS Capital’s €3.5 billion acquisition of Innomotics from Siemens. Moreover, this commitment to securing the best talent extends internationally; for example, the firm leveraged its ‘best friend’ relationship with Gleiss Lutz in this transaction.

Secondly, this talent is heavily invested in across all levels of seniority. The M&A team has established mentoring pods, comprising two partners and eight associates, providing a channel for guidance. This will extend to the inaugural cohort of ten trainees, with Christopher Sullivan emphasising that mentoring junior lawyers is crucial, as they represent the firm’s next generation and are essential to its organic growth. Notably, what sets Paul, Weiss apart is its holistic approach to development, which goes beyond legal skills. The firm offers monthly coaching sessions in writing and public speaking, with Neel Sachdev benefiting from the latter. Overall, such investment produces highly skilled lawyers, maintaining the firm’s competitive advantage.

Finally, Paul, Weiss offers an excellent client service. At the Paul, Weiss Open Day, Arun Sohan-Pall highlighted the firm’s lean, carefully curated teams that consistently deliver excellence. He contrasted this with his previous experience at a larger US firm, where the quality of service was less guaranteed. Paul, Weiss has a distinctive approach to lawyering, characterised by short, crisp, commercial advice from small, responsive teams.

I’m not an expert on applications at all as this is only my first cycle. What has crossed my mind however, is that these points seem more suited to address why someone would want a career at Paul, Weiss (training, mentoring, coaching, lean team structure, small trainee intake and greater responsibility, etc.) and doesn’t seem to address the specific question which asks ‘as a premier law firm, what enables Paul, Weiss to maintain its competitive advantage’.

There is no mention of Paul, Weiss being a premier law firm, or how it maintains its competitive advantage against other premier law firms (I don’t know if this is needed necessarily). For example, I have seen Milbank (a New York HQ firm like Paul, Weiss) refer to themselves as a premier law firm on LinkedIn and on their website/legal directories. Perhaps reference to Paul, Weiss’ other competitors would have been good here as well (e.g., Kirkland & Ellis, Latham & Watkins, Skadden, etc.).

Also, I think since Paul, Weiss is so new in London (it’s pretty much still in growth mode as they are building up a dispute resolution practice), it may have been good to highlight what gives Paul, Weiss a competitive advantage on an international scale or in the US. If it needed to be more UK focused, perhaps discussion of the London office being PE focused (most of Paul, Weiss’ clients in London are PE firms) would have been good. To expand on this, you could have added the points from the first paragraph:

By hiring top-tier, high-profile PE partners and being a full service firm across the breath of transactional practices, Paul, Weiss can offer the best service to its PE clients. This results in Paul, Weiss securing large-scale mandates like the KPS Capital deal (€3.5bn). This will allow Paul, Weiss to maintain its competitive advantage against other PE focused firms in the UK. Paul, Weiss’ strategic move to Soho means the firm is now closer to its PE clients. In the long term, this could allow Paul, Weiss to continue to maintain its competitive advantage against its closest competitors in London specifically.

I don’t know whether these points are right or wrong at all. They simply crossed my mind, so I might actually be fully waffling here. 😂😂​

 

[tosin4774]

This question doesn’t require reflecting your personality/achievements/motivations in the answer. There’s plenty of opportunity to do that in the remaining two questions. This question is a test of your commercial awareness, research skills and understanding of law firms as a business.

ooh okay. that would be helpful when apply next year

 

[MR10]

do firms take into account your application when reviewing your video interview or is it just the VI

 

[congrades]

have people heard back (good or bad news, anything) from Dechert for their summer scheme? or for Cleary summer - I believe I saw some WG invites recently?

 

[kuuks_]

do firms take into account your application when reviewing your video interview or is it just the VI

I assume your application was used to get you to the video interview stage so the next threshold is passing the video interview. Unless everyone who submits an application gets to do a video interview, i doubt it. someone else please correct if I’m wrong here

 

[Hana ♥]

I’m not an expert on applications at all as this is only my first cycle. What has crossed my mind is that these points seem more suited to address why someone would want a career at Paul, Weiss (training, mentoring, coaching, lean team structure, small trainee intake and greater responsibility) and doesn’t seem to address the specific question which asks ‘as a premier law firm, what enables Paul, Weiss to maintain its competitive advantage’. There is no mention of Paul, Weiss being a premier law firm, or how it maintains its competitive advantage against other premier law firms (I don’t know if this is needed necessarily).

Also, I think since Paul, Weiss is so new in London (it’s pretty much still in growth mode as they still need a dispute resolution practice), it may have been good to highlight what gives Paul, Weiss a competitive advantage on an international scale or in the US. If it needed to be more UK focused, perhaps discussion of the London office being PE focused (most of Paul, Weiss’ clients in London are PE firms) would have been good. To expand on this, you could have added the points from the first paragraph (hiring top PE talent and having a full service transactional focus to offer the best service to PE clients, which results in positive outcomes like the KPS Capital deal and how this will allow Paul, Weiss to maintain its competitive advantage against other PE focused firms in the UK). They also moved to Soho strategically to be closer to their PE clients.

I don’t know whether these points are right or wrong at all it’s just what crossed my mind, so please bear in mind I might actually be waffling here. 😂😂​

I completely agree, I would have read that question like that too - i.e., what are PW’s competitive advantages and strategic positioning vs. competitors. However, the answer focuses heavily on existing expertise (the only point I got was that the teams are high quality, and each paragraph gives a different angle of what that looks like) without fully addressing how PW can leverage this expertise strategically going forward.

The first paragraph outlines really well PW’s strengths but misses a chance to connect them to market trends. The second paragraph’s focus on mentoring and development is good too, but it feels like an extension of the ‘talent’ theme rather than a distinct advantage. Similarly the final paragraph reads as a little too underdeveloped.

The answer could have better focused on only two points and frame these as key strengths that PW could use to capture future growth (eg not just current expertise and how it's used - a little too descriptive).

I hope this is helpful @legal18 !

 

[tarty23]

have people heard back (good or bad news, anything) from Dechert for their summer scheme? or for Cleary summer - I believe I saw some WG invites recently?

I received written exercise today

 

[desperateTCseeker1998]

Has anyone done K&L Gates verbal analysis test? Can't find anything on it at all

When did you hear?