Seward & Kissel LLP

Our Survey Says

VAULT'S VERDICT:

Seward & Kissel associates love their firm’s lean approach to staffing, which allows them to get in the trenches with partners from day one. While a laid-back culture and focus on work/life balance also earn high marks, associates say the lack of transparency from management can be frustrating and that market bonuses would be very welcome.

Associates at Seward & Kissel value the close relationships they have with partners--and it would seem that the partners feel the same way, given the firm’s emphasis on personality and fit during the interview process. However, you must first look good on paper before you get the chance to let your personality shine.

ASSOCIATE REVIEWS:

GETTING HIRED

Hiring Process

• "Seems like fit is a very important factor aside from school. We are a very collegial, friendly place and that is emphasized.”
• “Individuals from top tier law schools with ambitious but easy going personalities.”

Interview Questions

• “What are you interested in? Why us?”
• “No hypotheticals—much more like a conversation about your interests.”

ASSOCIATE LIFE

Satisfaction

• “The job experience has been wonderful—I feel so at home. I get substantive work and everyone is friendly, brilliant, and fun.”
• “There is great unofficial mentoring; I am given challenging work but am free to ask questions.”
• “I get to do substantive work and have a lot of client contact, which is great. The one thing I wish is that our clients did more deals. Since we represent issuers in the capital markets space, we advise on a lot of Exchange Act issues. There aren't as many deals as when representing underwriters. Still, that makes for a more even pace of work, which is nice.  ”
• “Very satisfied, with occasional lapses.”

Firm Culture

• “Most people at the firm are great to work with. When you are a junior, partners and senior associates are very willing to teach you. When you are more senior, the juniors seem eager to learn. The firm does a great job of recruiting students who are intelligent but humble. Generally, this is not a firm of big egos.”
• “Everyone is extremely down to earth and makes you feel comfortable asking questions. Partners will take the time to explain something to you rather than just give you an assignment and expect you to figure it out.”
• “Groups have occasional outings, whether only for internal purposes or for client development/networking purposes. Most of the daily interaction is unofficial and based on class year.”
• “Lawyers socialize together frequently outside of work, both at formal events organized by the firm and at informal events organized by the associates. This helps foster a friendly work environment during office hours.”

Associate/Partner Relations

• “Partners’ doors are always open and we are encouraged to just come by and ask questions we may have. Partners often come to our offices to chat about current events or work related matters. Relations are great, professional and friendly.”
• “The environment is generally very congenial and friendly. Partners are generally respectful of the associates.  Partnership is focused on associate retention and happiness. However, the decision making process and internal workings of the firm are not really transparent.”
• “Most partners are very good. The firm tries to take into account an associate's ability to work with associates and treat them well when deciding who will become partner. This is not to say there aren't any difficult partners, but they are more the rare exception than the rule.”
• “The partners in our group care about associate career development, even if there isn't much formality to it. I think management has recently made some strides toward increasing transparency in decision-making, especially in the updates that it provides to the associate liaison committee. However, they share little information relating to the firm's finances other than the fact that things are going well.”

Hours

• “Work is steady, but you'll rarely feel overwhelmed. Face time is encouraged, but you're not expected to stay if you don't have any work to do.”
• “Pro bono and certain non-billable work count towards the billable hour requirement. There are no consequences of not meeting the billable hour requirement. In fact, a number of associates don't.”
• “Hours have been very manageable. People usually leave at 6:30 if they are done for the day or if they can finish work at home.”
• “Work is generally evenly distributed; although inevitably, some associates tend to be given more work than others, based on the quality of their work product and on how well they work with the various partners.”

Compensation

• “Firm does not pay market bonuses and around third/fourth year also starts to taper off market lock-step. The flip-side though is that most associates are not billing 2000+ hours and most attorneys are not working away their weekends. So there is a lifestyle trade.  However, there are certain groups (Investment Management and certain Corporate Finance practices) where associates can bill 2000+ on a regular basis.”
• “Bonuses and salaries (after the fourth year) are not market. However, we do have better hours than most firms.”
• “Salaries are at market level but bonuses are a bit under. The firm contributes to 401k, which is pretty rare and appreciated.”
• “Bonuses are generally given strictly based on hours worked.”

Work Assignments

• “The more senior the associate, the more substantive the work. Like all jobs, there is some element of ‘grunt work’, but as the associate becomes more senior, there is very little. Even as a first year though, the associate is given a significant amount of substantive work.”
• “Because the firm is less hierarchal than others, senior associates sometimes do work that would usually fall to juniors. In general, associates at all levels have a lot of independence and their opinions are respected, even with respect to the most challenging legal issues.”
• “I am engaged in answering substantive questions for clients, drafting agreements, and providing comments to opposing counsel's drafts. I get little supervision on closings of deals and am responsible for the first review/draft of agreements for deals that I work on.”
• “Too much substantive work—sometimes I work on things that I think are above my level.”

Training & Mentoring

• “There is a tremendous amount of informal training, since partners make themselves available for questions, discussions and calls with the associates. Doors are always open and partners make it known that they are available to help. The firm also conducts periodic CLE's on topics relevant to associates.”
• “Most of the training my group provides is informal—learn as you and ask questions. The other groups—like Investment Management—provide extensive training/CLEs. I wish the firm/group did more structured training to complement the extensive informal training received by associates.”
• “Outside of the investment management group, most training is informal.”
• “Lots of on the job training—you learn by making mistakes.”

Career Outlook

• “Career outlook seems great. The firm's size and style makes it seem that promotion to partnership is not unrealistic, but if that does not work out, people do not have trouble finding great opportunities elsewhere. People usually leave the firm due to moving out of the city, and rarely do they go to a different firm within the city.”
• “Our firm is small so only a handful of partners are promoted each year—which amounted to a little under 10% increase in partners last year. If someone does not make partner or counsel, the firm has been known to place people in-house.”
• “Great exit opportunities.”
• “I think partnership is realistic for a number of associates in our group, and to the extent it's not, partners have historically helped outgoing associates with in house job placement.”

Outlook

• “Seems like the firm has been holding steady through the recession and after, which is great. No signs of slowing.”
• “Each of the partners at the firm seem to excel at their respective fields; there appears to be a lot of cross-selling as well for business development. The firm does well and rumor has it that partners get compensated very well. Employee morale is strong.”
• “Demand for fund work, which we excel at, is growing rapidly.”
• “Feels like business is growing but hard to tell.”

PRO BONO & DIVERSITY

Pro Bono Commitment

• “Pro bono is whatever you make of it. The firm does not have any requirement.”
• “Litigation does a lot of pro bono. The rest of the firm does not.”
• “I had over 400 pro-bono hours last year.”
• “The litigation group is extremely committed to pro bono work, but there aren't as many opportunities in other groups.”

Diversity Efforts

• “Diversity is a weak link.”
• “Could use more diversity or specific efforts to retain diverse attorneys.”
• “I think the firm is diverse in terms of gender but not at the partnership level. There are not many minorities at the firm. I would be surprised, however, if this was due to bad hiring practices. But, the firm does need to pay more attention to diversity.”
• “Diversity does not seem to be a priority.”