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McDermott Will & Emery

Author: Legal Week

14 Dec 2009 | 00:13

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Overview

Early posters point to significant turbulence at McDermott's City arm - a situation underlined by the departure of office founder William Charnley in September 2007.

"By the end of 2001, [McDermott] was touting itself as the coming London firm, with over 20 partners and William Charnley at its head," remembers one poster. "Five years on, more than 75% of those partners are no longer there, including Charnley himself. The reason is a case study for any non-UK firm wishing to open in London. Have realistic expectations. Open to meet a business need, as simply opening an office does not create that need (or make a domestic firm an international firm). Do not micro-manage in the style of the home ofice without modification to meet local conditions."

Another observes: "The partner attrition rate in this firm since it opened its doors in London in December 1998 must be one of the highest in the City and it's had a knock-on effect on associates too. Over that time the US leadership has, one might hope, had to learn some valuable lessons on managing cultural difference and their own naive expectations. The only beneficiaries of this level of staff turnover have been the recruitment consultants and those in the wider [McDermott] UK diaspora who have learnt some bitter lessons on how not to manage a law firm."

"Is there anyone left at the London office?" asks a third contributor. You get the idea.

History

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Key departments

National/international coverage

Key clients

Leading partners

Career prospects

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Recruitment

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Diversity

Click here to post your comments on the firm, or alternatively email community@legalweek.com with any information you think should be added to this page.

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COMMENTS (TOTAL 6 COMMENTS)

Is there anyone left at the London office?

Interested -10 Sep 2007 | 20:39

The partner attrition rate in this firm since it opened its doors in London in December 1998 must be one of the highest in the City - and it's had a knock-on effect on associates too. Over that time the US leadership has, one might hope, had to learn some valuable lessons on managing cultural difference and their own naive expectations. The only beneficiaries of this level of staff turnover have been the recruitment consultants and those in the wider MWE UK-diaspora who have learnt some bitter lessons on how not to manage a law firm.

partner, top 50 firm -11 Sep 2007 | 12:12

By the end of 2001 MWE was touting itself as the coming London firm with over 20 partners and William Charnley at its head. Five years on more than 75% of those partners are no longer there, including Charnley himself. The reason is a case study for any non UK firm wishing to open in London :- Have realistic expectations- Open to meet a business need as simply opening an office does not create that need (or make a domestic firm an international firm) - Do not micro manage in the style of the home ofice without modification to meet local conditions.

ANON -12 Sep 2007 | 16:55

Charnley and MWE were media darlings around the turn of the century, but they don't appear to have lived up to the hype. His move to MB is interesting as it will pit a former media darling with a very curent media hound who doesn't like to share the limelight.

MBILLP insider -12 Sep 2007 | 17:42

So with Lazza off, who's going to supply the credibility to the commercial aspects of this practice? His work fitted brilliantly with one the US firm's core strengths and provided a fig-leaf of a case for opening a UK office in the first place.

Anonymous -19 Oct 2007 | 17:10

Mr

Whilst there is high turnover in some parts of the firm, McDermott has a fantastic employment department and gets really top quality IP and litigation work as well.

MWE associate -25 Jul 2009 | 15:07

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