I map the lateral market at peer and feeder firms. Who is at the 3-5 year mark, who has been passed over for a promotion, who just finished a major trial and might be ready for a change. I build a target list of 40-60 names before I make my first outreach. Job boards are the last place I look.

My first call with a candidate is 20-30 minutes. I confirm their experience matches their profile, understand why they are open to a move, and get a read on their communication style. For litigation I ask specifically about trial experience and complexity of matters. I screen out anyone who cannot articulate why they want this specific opportunity.

I compare each candidate against what the hiring manager actually told me, not just the job description. Fit means the right experience, strong writing, courtroom or deposition exposure, and someone whose trajectory makes sense for this firm. I look at comp expectations early so nothing gets wasted. I typically advance 3-4 from a pool of 15-20 screened.

I do not send resumes. I send candidate summaries. Each one covers what they have done, why they fit this specific role, comp expectations, and why they are interested in this firm. I include one honest note about any gaps. I submit 3 at a time with a clear recommendation on who to prioritize.

I coordinate the full interview process, prep the candidate before each round, and stay in the middle when the offer comes. I present the offer, get the candidate's honest reaction, and manage any negotiation. My goal is a signed offer, not just an extended one.

I am targeting the 6-8 year class at peer and comparable firms. I reach out directly and personally. A form message does not work at this level. I know the market, I know what this firm offers, and I say that upfront. Referrals at this level are more valuable than any database search.

This is a real conversation, not a checklist. I want to understand what is actually driving their interest: partnership trajectory, deal quality, culture, or compensation. I ask about recent transaction complexity and client development. I listen for whether they have realistic expectations about what a lateral move can and cannot solve.

Fit is about deal experience, trajectory, and culture match. I look for someone whose transaction history aligns with what this group does and whose class year puts them on a realistic partnership track. There is no room for surprises on comp. I have that conversation before I submit.

My submission includes a deal list summary, an honest assessment of their partnership trajectory at their current firm, and my real read on what is driving the conversation. A hiring manager is making a significant investment and they want my honest assessment, not a polished pitch.

Senior lateral interviews run long. Multiple rounds with partners across the group. I manage all of it and debrief after each round. When the offer comes I am already a few steps ahead. I know what the candidate needs to say yes, I have flagged any competing offers, and the hiring manager is never surprised.

OCI is the primary channel for most firms, but not the only one. I track the interview schedule across target schools, build a list of students who fit the class profile, and flag anyone who might not surface through OCI but deserves a direct look. For firms doing direct outreach to underrepresented students or students from non-target schools, I help build that pipeline separately. I work closely with the firm's law school liaisons and know which career services offices move fast and which ones you have to chase.

Callback screening for summer associates is about fit as much as credentials. Grades and journal membership matter, but so does how a student carries themselves, how curious they are about the firm's work, and whether they can hold a real conversation with a partner. I prep the firm's interview teams before callbacks so every interviewer knows what they are looking for and the experience is consistent across candidates.

Fit at the summer associate level is about long-term potential, not just where someone clerked or what their GPA is. I look for students who are genuinely interested in the firm's practice mix, not just collecting offers. A student who has done their homework on the group they want to join is a better bet than a higher-ranked student who could not tell you what the firm is known for. I flag that distinction in every candidate summary I put in front of a hiring committee.

My callback summaries go to the hiring partner and the recruiting director. I include the student's academic record, callback interview notes across all interviewers, and my honest read on enthusiasm and fit. I flag any competing offers and any timing pressure so the committee can make a decision with full information. I do not pad the packet with filler. If a student is borderline I say so and explain why they are worth the risk or why they are not.

Offer management for summer associates is its own project. I track every offer extended, stay in close contact with each student, and flag any wavering early. Exploding offers are rare now and students know it, so the close is a relationship conversation, not a deadline. I make sure every student who gets an offer has a clear point of contact at the firm, knows what their summer will look like, and feels like the firm actually wants them there. That is what moves the needle on acceptance rates.