The qualities I value most are critical thinking and authenticity. With respect to the former, we find that while interviews can be rehearsed, case studies encourage candidates to think under pressure with an incomplete set of information, which is often exactly what being a lawyer involves. You can see who asks the right questions, balances competing commercial considerations and adapts to feedback. We favour candidates who show genuine curiosity about the commercial ‘why’ behind a legal point. Ultimately, intellectual flexibility and critical thinking are better predictors of a successful trainee than almost anything on paper.

In terms of authenticity, we want to know who the candidate is. Don’t underestimate the power of a genuine response to the ‘tell us about yourself’ question and ask meaningful questions that show what you care about at the end of your interview.

Not demonstrating enough critical thinking in the case study. This is a chance for candidates to be creative (whether they’re right or wrong on the technical aspects isn’t really the point). Another way that candidates let themselves down is treating the ‘why this firm’ question as a formality rather than the differentiator it is; answers that focus on what sets us apart from other firms really draw our attention.

That it’s primarily academic. Our academic threshold exists to ensure candidates can handle the intellectual demands of the work they’ll be doing but, beyond that, academics do little to differentiate candidates. Commercial judgement, composure and a genuine interest in practice areas and legal issues are far more indicative of a candidate who’ll thrive at a top-tier law firm.

Another common assumption is that there’s a standard template for a successful lawyer. At Fried Frank, we pride ourselves on our diverse talent and understand that success can be defined in different ways. Throughout the recruitment process, candidates with unique interests or non-traditional paths into law often grab our attention. Try to let recruiters see you for who you really are, not who you think they’re expecting to meet.

It’s essential. A strong approach would tie a current market development back to a specific implication for our practice – not just ‘I read about it’, but ‘here’s what I think it means for the firm’.

A weak approach would name a generic headline or say they ‘saw we advised on a deal’ without analysing why it was important.

Absolutely. We’d strongly encourage it. A strong example from a candidate’s non-legal experiences can often demonstrate commercial instincts, resilience or client management skills. What matters is the quality of the reflection on the experience rather than where it occurred.

We’re realistic rather than puritanical about it – so, we encourage its use where appropriate. If an answer includes no personal insight, that’s a red flag, regardless of how it was produced, as it signals a lack of engagement. Candidates should use AI to sharpen their own thinking, but not to replace it. 

The first stage considers academic performance and responses to the application questions, which explore previous work experience, reasons for pursuing a career in law and a candidate’s interest in Fried Frank.

The second stage is the Watson Glaser test, which assesses critical thinking and reasoning skills.

The third stage combines a formal interview focused on experience, motivations and competency-based questions with a commercial exercise. The exercise tests commercial awareness and assesses how effectively a candidate can review documents and identify the most important points.

The final stage is an in-person interview with myself and Michelle Tong, M&A and private equity partner. This builds on the earlier assessments and places greater emphasis on a candidate’s technical skills and fit within the firm.

Candidates should understand that each stage tests something different and isn’t simply a harder version of the last. Generally, the online assessments test baseline aptitude and the interviews test communication, motivation and judgement under pressure. 

Rather than running a separate vacation scheme, we recruit directly to our trainee programme. Our recruitment process gives the firm the opportunity to get to know candidates while allowing applicants to gain a real sense of Fried Frank, our work and people. Choosing where to train is a big decision, so we aim to make the process as engaging and informative as possible.

Yes, we attend a law fair in the autumn and took part in a virtual law fair last year. Our objective is to have genuine conversations that let associates spot candidates worth encouraging to apply and to give candidates an honest impression of the firm so that constructive self-selection happens early.

We also consider internal paralegals for qualifying work experience opportunities where appropriate. This reflects our commitment to developing talent from within the firm. We’ve seen several paralegals progress in this way and go on to qualify as associates, demonstrating the strength of the experience they gain and the opportunities available for internal career development.

I’ve had my pilot’s licence for a long time and flying is my passion, so a pilot, for sure!

Strong candidates understand that Fried Frank isn’t a generic firm with a US flag on it. They know we work on some of the world’s most complex and strategically meaningful transactions and matters, supported by a genuinely integrated US - UK platform and market-leading practices across the firm. Strong candidates can demonstrate why that matters to them and can clearly explain why they’d prioritise Fried Frank. They truly understand the difference between Fried Frank and other US firms in London or Magic Circle firms.

It’s foundational rather than a bolt-on initiative. The strongest legal teams are those that don’t all think alike, and homogenous recruitment is a competitive disadvantage. We focus on attracting and retaining the best people, regardless of their background.  

It’s really important that our people feel supported. We have a range of wellbeing initiatives, social events, flexible working arrangements and family-friendly leave policies, as well as an on-site counsellor who’s available to support employees when they need it. Trainees and associates have access to support from their teams, and we encourage open conversations around workload and priorities so they can develop sustainable ways of working from the outset.

However, in a demanding practice like ours, we don’t pretend that the hours are light. Our candidates must be aware of that, because, in our experience, the best lawyers (and those that climb the ranks at our firm) are those who learn to manage their time effectively early in their career.