Over the last month or so, the BigLaw lateral market has shown a clear and meaningful shift in terms of opportunities.

Across major markets like New York, Boston, Washington, D.C., and the Bay Area, there is more opportunity right now than there has been at any point in the last couple of years. This is not a return to the broad, fast-moving hiring environment of 2021–2022—but it is a noticeable change from the caution and limited movement that defined much of the recent past.

For associates who have felt underutilized, stalled, or simply ready for a change, the timing is no longer hypothetical.

Firms are hiring again—selectively, but with real intent.

What’s Driving the Increase

A significant driver has been the pickup in M&A activity and the confidence that it will continue. As deal flow has increased, firms have found themselves needing additional midlevel support. And importantly, that demand has not been limited to M&A associates alone.

New openings are appearing across:

• General corporate practices

• Capital markets

• Finance

• Tax

• Executive compensation

• Other deal-adjacent groups that play a critical role in transactional work

As transaction volume rises, pressure spreads across these related practices, leading firms to add headcount in multiple areas—not just in the core deal-related practices.

The Data Behind the Increase

This uptick in activity is not anecdotal.

According to high level data from Firm Prospects, January alone saw more than 420 new associate openings at AmLaw 100 firms for attorneys in their 4th, 5th, and 6th years. That figure spans multiple major markets and reflects a broader rebound in firm-side hiring demand across corporate and deal-related practices.

In short, there are simply more positions to fill than there have been in the last couple of years.

New York: High Interest, Real Opportunity

New York, by far the largest market for BigLaw associate opportunities, continues to see a high level of interest from associates considering a move after bonus season. Many candidates are actively exploring options, which is understandable given how constrained hiring has been across corporate practices for the last several cycles.

At the same time, firms in New York are opening more roles than they have in recent years, particularly across M&A, general corporate, and deal-support practices. The result is a market with movement on both sides: firms with genuine needs and associates taking a fresh look at their options. For candidates with the right experience—and a clear explanation for why they are making a move—New York remains a market where lateral transitions are very much achievable right now.

Why Targeting Still Matters

Even in a more active market, lateralling is not about volume.

From a BigLaw firm's perspective, hiring needs remain highly specific. If a firm is looking for an associate with specialized life sciences transactional experience, that role will still be filled by someone whose deal list clearly reflects that background. General deal exposure, no matter how strong, won’t substitute for missing specialization.

From the candidate’s side, the same discipline applies. A lateral move should only happen if it meaningfully aligns with why you’re considering a change in the first place. That might include:

• Better or more predictable compensation

• A stronger or more relevant client base

• A better platform for in-house opportunities

• Clearer advancement prospects

• Relocation to a location you genuinely want

If an opportunity does not offer something concrete along those lines, it is rarely worth making it a focal point of a search.

How I Approach the Market

My approach as a recruiter at Gridline Search + Consulting is intentionally selective. I don’t believe in submitting résumés to a long list of firms and hoping something sticks.

Instead, I work with candidates to build a tailored list of opportunities that:

• Closely match a firm’s actual hiring needs

• Align with a candidate’s experience and interests

• Have a high likelihood of producing interviews, not just activity

In a market that is active but still selective, precision is what turns opportunity into real momentum.

For 4th–6th year BigLaw associates in corporate and deal-related practices, this is one of the more promising windows we’ve seen in recent years. There is real hiring activity across major markets, driven by renewed deal flow and firm-specific needs. But the associates who benefit most are not the ones who rush to move. They are the ones who approach the market thoughtfully, stay focused on what they actually want, and treat a lateral move as a step forward—not just a change of scenery.

Every January, I hear a familiar refrain from BigLaw associates:

“I’m planning to get my bonus and then lateral.”

This year, that sentiment is especially common. After a long stretch of uncertainty, many associates feel restless, underleveraged, or simply ready for a change. And yes—there are lateral opportunities out there as we move through 2026.

But here’s the part that often gets glossed over: whether you can lateral after bonus season—and how quickly—depends heavily on who you are, what you do, and what you actually want next.

This is not a one-size-fits-all market.

Practice Area Matters (A Lot)

Some practices are consistently in high demand, regardless of broader market cycles.

Two examples I continue to see in New York:

• Specialized finance (certain structured, fund, or niche lending practices)

• Executive compensation / ERISA at specific experience levels

These groups are often understaffed with associates. Not because firms don’t value the work—but because these practices are under-selected from the very beginning, when first-year associates are choosing and matched with practices.

If this is your practice—and it’s the practice you want to stay in—you may genuinely have multiple firms to choose from, even outside peak hiring windows.

In those cases, post-bonus moves can happen very quickly. But even then, strategy matters.

Deal Practices: Optimism, With Real Constraints

There is cautious optimism around hiring midlevels in big deal practices like:

• M&A

• Capital Markets

• General Corporate

But this optimism is narrowly targeted.

Most of the interest is:

• For 4th- and 5th-year associates

• Driven by very firm-specific needs

• Subject to selective and picky evaluation

Yes, deal activity picked up in 2025—but we are still nowhere near the 2021–2022 surge.

As we enter 2026, firms are watching:

• Interest rate uncertainty and the cost of money

• Questions around a potential AI investment bubble

• Ongoing geopolitical instability

All of that translates to tailored hiring that can take some time, not broad lateral sweeps.

Litigation: Slow, Steady, and Specific

For litigators, the story hasn’t changed much—and that’s important to internalize.

Lateral litigation hiring tends to be:

• Highly specific

• Slower-moving

Many litigation needs—when they are open—are filled by:

• Associates coming off clerkships

• Candidates leaving government roles, especially in markets like D.C., where people often stay longer before moving

If you’re a litigator, your lateral timeline is usually the longest. That’s normal. It’s not a reflection of your value—it’s how the market works.

The Big Misconception: “Bonus First, Then Move”

For the average associate, lateralling is not as simple as:

1. Get bonus

2. Decide to lateral

3. Start new firm shortly thereafter

That might be possible if you’re willing to accept almost any firm.

But you shouldn’t do that.

What if the new firm:

• Has the same problems you’re trying to leave?

• Doesn’t support your longer-term goals?

• Limits your advancement, exit options, or geographic flexibility?

A lateral move only makes sense if it actually improves your position—whether that means:

• Different or higher-quality work

• A better client base or platform

• Healthier culture or working group dynamics

• Stronger partnership prospects

• A clearer path to in-house or government roles

• Relocation

• More consistent or transparent compensation

Not every firm can offer that.

This Is Why Timeline and Strategy Matter

The most successful lateral moves I see are methodical, not reactive.

They involve:

• Honest conversations about what you want

• Narrow, thoughtful firm lists

• Timing that aligns with both the market and your profile

• Patience to wait for the right opportunity—not just the first one

This is especially true in a market that is selective rather than expansive.

A Final Thought

If you’re thinking about getting your bonus and lateralling, the right first step usually isn’t sending out résumés.

It’s asking better questions:

• What do I want more (or less) of in my practice?

• What does “better” actually mean to me?

• Which firms can realistically deliver that?

That’s the work I do with candidates—building lists with real specificity, stress-testing assumptions, and advancing conversations intentionally, not opportunistically.

Because a lateral move should move you forward, not just somewhere else.

Are you a midlevel BigLaw associate who’s been trying to move in-house for many months? Maybe over a year, even? As hiring across the legal market has slowed down a bit over the past couple of years, many corporate and transactional associates have found it harder than expected to make the jump in-house.

That might surprise you — after all, isn’t going in-house supposed to be the easier path for corporate associates? It’s true that corporate attorneys tend to have more opportunities than their litigation peers. But even for deal lawyers, the path to an in-house role is rarely as smooth or straightforward as people assume. There are structural challenges in today’s market that make the move slower and more competitive than it once was.

Let’s look at why that is — and why, in some cases, it might make sense to lateral to another firm first before making that long-term in-house move.

Why It’s Harder Than You Think to Go In-House as a Midlevel

First, there is the reality that most in-house openings do not go through recruiters like myself. They’re filled through other channels:

• Existing outside counsel relationships. Many companies hire directly from the firms that already represent them.

• Secondment programs. These short-term placements often lead to full-time offers.

• Internal referrals. Many in-house openings go to lawyers who already have in-house experience.

That last group — attorneys already working in-house — has grown substantially. Many of them stay longer than expected because advancement in-house tends to be slower and less structured than in a firm environment. At a law firm, the elevation points are clear: Junior Associate to Midlevel Associate to Senior Associate to Counsel to Partner, etc.. In-house, the structure is flatter, and promotions are less automatic.

The result: a crowded pool of experienced candidates for every in-house opening.

So, if you’re a 4th or 5th year corporate associate who’s been trying to go in-house without success, you’re not doing anything wrong. You’re just up against limited openings, steep competition, and a hiring market that often prefers candidates who’ve already made the jump.

That’s why for many associates, a strategic lateral move to another firm first can actually be a good decision— not a detour, but a bridge to your ultimate goal.

Why a Lateral Move Might Be the Right Move

Lateralling to another BigLaw (or strong mid-market) firm as a midlevel associate can open up new doors — both immediately and over the long term. Here are five reasons why that might make sense if your in-house search has stalled.

1. Your client base doesn’t match your target industry.

Think carefully about where you ultimately want to go in-house — and whether your current firm’s clients align with that world.

For example: you may be representing financial services clients in your current corporate practice, but your goal is to work in-house at a tech or life sciences company. That mismatch makes it difficult to get noticed by hiring managers in the industries you actually want to join.

Why? Because the most common path in-house starts with client relationships. Companies often hire directly from their outside counsel. When a new role opens, the GC or Deputy GC often reaches out to their trusted outside partner at a law firm asking, “Do you have anyone great on your team who might be interested?”

If your firm’s client base doesn’t include those types of companies, you’re missing that crucial pipeline.

By contrast, moving to a firm whose client list includes your target industries can give you much stronger exposure and credibility. You’ll work on the kinds of matters those companies actually handle — and you’ll build relationships that can lead directly to an in-house opportunity later.

2. Your current practice doesn’t match well to in-house practice needs.

Not all corporate experience translates equally well once you move inside a company.

Many corporate associates spend their years as “deal runners” — working on teams and eventually managing those deal teams for M&A, capital markets, or private equity transactions. That work is valuable, but it’s not what most in-house lawyers actually do on a daily basis.

In-house counsel manage deals but don’t typically execute them in detail — that’s what outside counsel are for. The internal legal team’s focus is more on areas like:

• Day-to-day commercial contract negotiation

• Vendor and customer agreements

• Data privacy, marketing, and regulatory issues

• Corporate governance and compliance

• Internal stakeholder advising (HR, finance, product, etc.)

If your entire resume is "deal running"-heavy, it may be difficult to convince an in-house employer that you are experienced in the variety and volume of work that comes with being an internal legal corporate generalist.

Sometimes you can broaden your experience at your current firm — but not always. Some firms simply don’t have the mix of work to offer that kind of exposure. If that’s the case, a lateral move can be a strategic move— a way to join a firm or practice group that gives you more relevant experience before you eventually move in-house.

3. You’re in the wrong geography.

This one’s simple but critical: location still matters.

If you’re in New York but trying to move in-house in Boston, Chicago, or San Francisco, that transition is much easier if you’re already based there.

While BigLaw practices have become increasingly nationalized, the in-house market remains local at its core. Companies tend to hire new in-house lawyers from law firms and other companies in their region. Partners in those local law firm offices usually have deeper, more personal relationships with the local business community. A Boston biotech company is more likely to hire an associate from a Boston firm than from a New York one. The same holds true in other markets.

If you know you want to end up in a particular city or industry hub, lateralling to a firm in that geography can be the most direct step toward building those connections and increasing your visibility with local clients.

4. Your current group doesn’t have the right connections to in-house openings.

Not every BigLaw practice or working group is equally well-connected to the in-house world.

You might be in a respected practice doing great work, but if your clients keep their legal departments extremely lean — or rarely hire from their outside firms — your exposure to in-house opportunities will be limited. Some companies simply don’t hire much in-house. Others have low turnover and small legal teams.

That’s not a reflection on your ability. It’s a structural limitation.

By contrast, joining a firm or practice group that’s known for being a “feeder” to in-house roles can make a huge difference. Those partners have clients who actively hire, and those clients trust them enough to ask for referrals when they do.

If your current group doesn’t have those connections, lateralling may be the most practical way to get closer to your long-term goal.

5. More time in practice will strengthen your in-house marketability.

Finally, it’s worth remembering that in-house roles are incredibly competitive, and hiring managers tend to favor attorneys who have a lot of experience and can operate independently.

If you look closely at in-house job postings, you’ll notice a pattern: even when the listing says “4+ years of experience,” the person who actually gets the job often has 6, 7, or 8 years.

That’s because companies want lawyers who can jump in with minimal hand-holding.

If you’re a 4th or 5th year associate, you might simply be a bit early. And that’s okay. Spending another year or two in private practice — ideally in a setting that builds the right skills and relationships — can make you a much stronger candidate when you try again.

A lateral move at this stage can also help you reposition your brand: new firm, new client base, new story. That’s often what separates the candidates who eventually land in-house from those who keep getting close.

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When you’re deep in the BigLaw grind — the long hours, the late-night closings, the endless doc review — it’s easy to think that going in-house is the magic answer. And for many lawyers, it does bring a welcome change: more predictable hours, a closer connection to the business, and new kinds of challenges.

But timing and positioning matter just as much as the desire to move. The in-house market is tighter than ever, and the most successful transitions happen when you’re intentional about when and how you make that move.

A lateral move doesn’t mean you’ve failed to go in-house. It can actually be the smartest intermediate step — one that positions you to succeed when the right opportunity arises.

If you’ve been targeting in-house roles with little progress, take a step back and ask:

• Does my current client base align with my target industries?

• Am I getting experience relevant to what in-house counsel actually do?

• Am I in the right geography for my long-term goals?

• Does my practice group have meaningful in-house connections?

• Would a carefully chosen lateral move actually accelerate, not delay, my path?

If you answered “no” to one or more of those questions, it’s worth exploring what a lateral move could do for your career trajectory.

If you’re a midlevel corporate associate — a 4th, 5th or 6th year — who’s been trying to move in-house without traction, don’t get discouraged. Take a moment, reassess your positioning, and consider whether one more strategic firm move could get you where you want to go faster.

In an the competitive lateral market for BigLaw associates, legal resumes are expected to be precise, persuasive, and tailored to the expectations of the specific firm and the specific position. While resume writing remains a fundamentally human exercise—requiring strategy, judgment, and knowledge of the market—generative AI tools like ChatGPT can serve as a valuable resource when used with discretion.

For BigLaw associates seeking to refine their materials, ChatGPT offers practical advantages: rapid drafting, linguistic refinement, and formatting assistance. But effectiveness depends entirely on the quality of the prompts and the clarity of the user’s goals.

The most effective approach is to treat ChatGPT not as a resume writer, but as an editorial assistant. Rather than asking it to “write a resume,” users should provide concrete experience and then prompt the tool to revise or reorganize that material.

AI tools like ChatGPT are most useful when drafting the job description bullet points—the part of the resume that matters most when tailoring your experience to a specific firm or position.

For example, consider the following raw bullet from a litigation associate: “Worked on discovery in securities class action; handled document review; helped draft motion to dismiss.” An effective prompt for editing this might be: “Refine this bullet to emphasize active verbs, scope of responsibility, and outcome. Keep it under 25 words.” ChatGPT might return: “Managed document review and contributed to drafting motion to dismiss in $200M securities class action.”

Tailoring resumes to specific practice areas is another useful application. A corporate associate targeting a healthcare M&A role might enter: “Advised private equity clients on transactions across various sectors.” and then prompt: “Revise to emphasize healthcare sector experience, regulatory familiarity, and deal volume.” This results in a more strategic presentation: “Advised private equity sponsors on multiple healthcare transactions, coordinating regulatory due diligence and managing all phases of deal execution.”

For intellectual property associates, prompts such as: “Highlight patent litigation, Hatch-Waxman/ANDA matters, and technical subject matter expertise in molecular biology,” can help position the resume more effectively for specialist roles.

ChatGPT can also assist with formatting and proofreading tasks that are time-consuming but essential. Examples of useful prompts in this area include:

• "Review the attached resume and provide a list of all major grammar and spelling errors."

• “Identify and fix inconsistent date formatting, punctuation, and spacing.”

• “Tighten each bullet point by 15% without losing clarity or specificity.”

• “Remove all personal pronouns and passive constructions from these resume bullets.”

Associates concerned with length can enter a prompt such as: “Condense these four experience bullets to three, prioritizing leadership, complexity, and client-facing work.” Or for style consistency: “Edit all bullets to begin with strong action verbs and maintain parallel structure.”

Of course, discretion remains essential. While ChatGPT can streamline language and structure, it cannot replace professional judgment. Associates should carefully review all AI-generated output to ensure accuracy, clarity, and alignment with their actual experience. Overuse or uncritical acceptance of AI suggestions can result in generic or inflated language that detracts from credibility.

Used strategically, however, ChatGPT can significantly accelerate the resume drafting process, particularly for associates who are clear on their experience but benefit from editorial assistance. The most effective resumes still reflect an attorney’s authentic work—framed with purpose and polish. When used with intention, ChatGPT can support that goal, helping candidates better position themselves for lateral success in the BigLaw world.

The lateral hiring market is navigating headwinds in nearly every direction. From shifting geopolitical conditions and economic slowdowns to new tariffs and executive orders that have directly impacted BigLaw firms, it’s understandable if you’re unsure whether this is the right time to explore a move — or whether working with a headhunter makes sense at all. Here's a candid FAQ addressing what’s happening in the market and how (and when) a legal recruiter like myself might be helpful in your job search.

Is now a good time to make a lateral move?

Yes — with caveats. While the market is uncertain, uncertainty doesn't mean inaction. In fact, many firms are quietly and selectively hiring, particularly for targeted needs across litigation, corporate, IP, and regulatory groups. The volume of openings is lower than in boom times, and hiring cycles are longer, but there are opportunities — especially for associates at the right experience level. That said, casting a wide net thoughtfully is more important than ever. A smart lateral move now can position you well for long-term growth.

What associate class years are best positioned to move right now?

Like most years, midlevel associates — typically in their 4th, 5th, and 6th years — are the most marketable. That’s because firms are looking for attorneys who can hit the ground running without a lengthy ramp-up, but who also have enough runway left to grow within the firm. Across nearly all practice areas, this is where demand tends to concentrate.

There aren’t infinite openings. But if you’re in this experience range and your credentials align with what firms typically expect (e.g., a top law school alum, BigLaw or well-regarded boutique experience, relevant training), you’ll have real opportunities — and a recruiter can help you move strategically rather than reactively.

Do headhunters work with in-house employers?

Rarely. Most legal recruiters, myself included, do not have robust in-house pipelines. Some of us may work with one or two in-house clients on a limited basis, but this isn’t the norm.

The truth is that most in-house opportunities come through informal networks: partners at your firm who hear from clients, mentors who’ve moved in-house themselves, or friends and former classmates who’ve landed at companies with legal openings. Many corporate clients also reach out to law firm partners soliciting candidates for a new in-house position or asking for a secondee — and that secondment can evolve into a full-time offer.

Bottom line: If you’re focused on going in-house, spend your energy on networking, direct outreach, and internal firm connections — not on waiting for a recruiter to call.

What about junior associates — can recruiters help them lateral?

Cautiously, maybe — but this is where the market is thinnest. If you’re in your 1st, 2nd, or even 3rd year, many firms are not hiring laterals at your level. They’re already staffed up, or they’re planning to be by onboarding their incoming class of new associates.

That doesn’t mean it’s impossible. But recruiters are typically only able to help juniors who are moving laterally within the same practice area with excellent academic and firm credentials. If you’re hoping to retool into a new practice, be extra careful: firms are reluctant to pay recruiters for junior attorneys they’ll need to retrain from scratch.

If you’re a junior looking to relocate geographically, it may be worth speaking to a recruiter — but with eyes wide open. Firms are wary right now about candidates who will need to take a new bar exam or who may face licensure delays. You’ll have the best chance of success if you can waive into the new jurisdiction via the UBE or through admission by motion as a senior candidate.

How do I know if a recruiter can actually help me?

That’s where I come in — and where I try to set myself apart.

I’m a legal career advisor first and foremost (see more about my background here). I won’t push you into a process just to pad my stats or “get your résumé out there.” If I think I can help, I’ll explain exactly how. If I think I can’t help — whether because of timing, your practice area, your goals, or the market — I’ll say that too.

One important thing to keep in mind: once you attach yourself to a recruiter, you’re “attached” for a long time — often six months or more — to any firm that recruiter sends your materials to. That’s why I approach every potential search with a high level of thoughtfulness and transparency.

If you’re thinking about making a move and want real talk about whether a recruiter will help or hurt your chances, reach out. I’ll give you an honest take — and if I’m not the right person to help, I may be able to point you to someone who is.

As uncertainty around federal government hiring continues, attorneys in Washington, DC may be evaluating their career options. While the DC area is a significant legal market, it is not the largest, and many other markets offer opportunities where your experience could be highly valued. Additionally, depending on your industry and practice area, certain legal markets may be a better fit for the next step in your career.

If you’re considering lateraling from a federal government position in DC to another market, here are some key steps and considerations to keep in mind.

Determine Your Preferred Practice Setting

Start by identifying the type of legal work and environment that best aligns with your goals. Do you want to remain in government but transition to state or municipal roles? Are you interested in moving in-house? Would you consider working for a nonprofit or policy organization?

If your answer is yes to any of these directions, your job search will likely be self-directed. Utilize state government job boards and online aggregators such as LinkedIn Jobs, goinhouse.com, and the PSJD job board to identify openings. When applying, leverage your personal and alumni networks to increase your chances of securing interviews.

For those considering private-sector roles, recruiters like myself can help identify relevant opportunities. However, the bulk of your search will involve direct applications and networking.

Identify the Right Legal Market for You

If you’re relocating outside the DC area, start with a personal assessment. What locations make sense for your lifestyle and family? The largest legal markets in the U.S., in order of size, include:

• New York City (by far the largest)

• San Francisco Bay Area

• Houston, Dallas, and Austin

• Chicago

• Boston

• Los Angeles

• Miami

• Seattle and the Pacific Northwest

Discuss potential locations with your family, factoring in personal connections, cost of living, and bar admission requirements. Many states offer reciprocity or waive-in options for experienced attorneys, allowing you to practice without retaking the bar exam.

It’s also important to evaluate your professional network in any market you’re considering. If you lack any connections or prior ties to a city, is it really the best choice for relocation?

Work with Recruiters and Career Advisors

For private-sector roles, recruiters and career advisors can be valuable resources. Engage in introductory conversations with multiple recruiters until you find someone you trust.

Keep in mind that most recruiters specialize in certain types of searches and locations. For example, I focus primarily on lateral associate moves on the East Coast but also assist with West Coast placements. A good recruiter should provide strategic advice on how your federal government experience translates to private-sector roles—not just send you a list of openings without consideration for fit.

If you’ve never worked in the private sector before, some opportunities will not align with your background, while others will be a natural fit. Before working with a recruiter, ensure they understand the nuances of your experience and are being thoughtful about your candidacy. If a recruiter seems indiscriminate in their approach, do not allow them to submit your materials.

Tailor Your Resume for a New Market

Whether your federal government experience has been broad or highly specialized, your resume must be carefully tailored to your target market and practice area.

• Highlight relevant skills and experience. If you are shifting practice settings, some aspects of your government work may not translate well—focus on what does.

• Include geographic ties. If you’re targeting a specific market, incorporate anything that connects you to the area (e.g., alma mater, prior residence, family ties). Even if you haven’t lived there since high school, mention it.

Plan Your Timeline and Manage Expectations

The transition from a federal government role to private practice—or any new sector—requires strategic planning and patience. Consider the following:

• Hiring cycles vary. Some firms and employers hire year-round, while others follow distinct cycles based on practice area needs.

• Broaden your initial search. Cast a wide net across job types, locations, and practice settings. You can always decline an interview or offer, but the more opportunities you pursue, the faster your search will progress.

• Your next job isn’t your last. A career move doesn’t have to be permanent. Focus on securing a position that aligns with your current goals while keeping an eye on long-term opportunities.

Connect with a Career Advisor or Recruiter Early

If you're considering a transition, it’s never too early to have a conversation. Federal government attorneys often have highly specialized experience—typically in litigation or regulatory work—that doesn’t always translate directly to BigLaw or corporate roles. A recruiter can help you:

• Understand how your experience fits into the private sector.

• Navigate the legal hiring market and timeline.

• Identify the right law firm or in-house opportunities rather than wasting time on positions that aren’t a fit.

Additionally, don’t overlook your existing network. Former government colleagues who have already transitioned into private practice or other sectors can offer invaluable insights—often more than a recruiter can.

Since I always keep a free and open calendar to talk to BigLaw associates about their career plans, I end up talking to many attorneys who are far along in their search. Often, they have already started working with another recruiter, but the attorney has not had much luck with interviews. This can be the result of a limited number of opportunities that fit the attorney's search parameters (as I noted in my last newsletter, the lateral hiring market is still somewhat slow but could get more active as the year goes on). But it can also be the result of using a recruiter that does not fully understand your practice and how it matches (or doesn't) to the available openings that are out there.

When it comes to making a lateral move, having experience that closely matches the practice and needs of your target firm(s) is essential.

As an experienced BigLaw lateral recruiter, I suggest the following steps to ensure that a lateral law firm search aligns with an attorney's background and the type of work they do while also meeting their goals for a new opportunity.

Discuss with your recruiter the full details and specific of your practice.

Whether you are a bank regulatory attorney, a capital markets attorney, a product liability litigator, or something else, this should be just the starting point for any discussion about your practice with your recruiter. The specifics of your representation and specialization matter significantly in determining which firms and openings could be a good match for you.

Your recruiter should be able to drill down in your first conversation and ask questions like this:

• If you're a transactional deal attorney, are you working seller-side or buyer-side? Do you represent banks, private equity firms/sponsors, companies or a certain kind of mix?

• If you're a litigator, what has been your trial experience and motion practice, if any? Are you a generalist or do you specialize? Is your work completely corporate defense or do you do plaintiff-side work? Any class actions?

• If you're a regulatory attorney, what relevant state and federal laws do you know and how well do you know each of them? Has your work been strictly advisory or have you also actively participating in deals and/or cases?

Have your recruiter prepare a detailed list of possible firms with background on each.

One of the worst things you can do is hand your résumé to a recruiter and let them decide which firms to apply to without your input. The result is always the same—the recruiter will blanket the market with your résumé, hoping luck will generate interviews. Instead, collaborate with your recruiter to create a tailored search list.

Once your recruiter understands your goals and practice background, they should be able to provide a realistic list of opportunities and firms for you to consider. If a specific practice area does not align with an opening or a firm in general, it should not be pursued.

Prepare a base resume and matter list that is specific and overinclusive.

When I work with a lateral associate on their application materials (e.g., resume, deal list, matter list, etc.), I always say, "Give me the long version of both—an overinclusive version that covers every substantive matter or deal you’ve worked on." The purpose of this approach is to ensure we have a comprehensive record and understanding of your experience, allowing us to identify the work that is most relevant to each firm and opportunity.

From there, we refine and tailor your résumé to highlight the specific matters and skills that align with the needs of each prospective firm. A well-crafted, targeted résumé demonstrates to the firm that your experience directly supports their practice and business needs, making you a stronger candidate for the role.

You should approve each and every firm to which your materials are going to.

At the end of the day, this is your job search—not your recruiter’s. You should have full control over where your materials are sent and ensure that any firms being considered align with your career goals and practice area. If a recruiter proposes firms that don’t feel like the right fit—whether due to a practice mismatch, cultural concerns, or any other reason—they should not be submitting your materials to those firms on your behalf.

To avoid any miscommunication, be clear about your expectations from the start. It’s a good practice to put this in writing with a message such as: "Please do not send my materials to any firm without my express and specific permission." Setting this boundary upfront ensures that your search remains strategic and intentional, rather than a broad, unfocused submission process.

In conclusion, it is essential to work with a lateral firm recruiter who not only understands what you do but also what you want to do in your next role. A strong recruiter should take the time to grasp the nuances of your practice, your skill set, and the specific areas of law in which you have built expertise. Equally important, they should listen carefully to your career goals, whether that involves shifting to a different practice focus, moving to a firm with a stronger platform in your area of specialization, or seeking a better work-life balance.

All of their research, law firm recommendations, and strategy should be built around this foundational understanding. A recruiter who truly knows your practice and aspirations will be able to present tailored opportunities that align with your experience and long-term career trajectory, rather than simply casting a wide net and hoping for the best.

The right recruiter is not just an intermediary submitting applications; they are a strategic partner who helps you navigate the lateral market with precision and purpose. By ensuring your recruiter understands both where you are now and where you want to go, you maximize your chances of securing a position that is the right professional and cultural fit.

With the recent election concluded, albeit with some remaining uncertainty, one thing is clear: significant shifts are on the horizon at the federal level. For attorneys currently in federal government roles, this period of change might be an ideal opportunity to reassess and possibly transition your career. Whether you’re considering a return to BigLaw or exploring it for the first time, it’s essential to be thoughtful and strategic about the steps you take. Below are some important considerations to help you navigate your next career move:

Connect with a Career Advisor or Recruiter Early

Federal government lawyers often work in highly specialized fields, primarily within litigation or regulatory functions, which may not align directly with all BigLaw roles. The opportunities that best suit your expertise and experience will likely be very specific, so starting with a recruiter can help you focus on the right options. A skilled recruiter can provide honest insights into the current hiring market, explain realistic timelines, and discuss the types of BigLaw roles that might be a fit. This is especially helpful if you’re coming from a public sector environment and are less familiar with the private sector's dynamics. Additionally, a knowledgeable recruiter can discuss potential practice areas or specialties within BigLaw that align with your background and may even help identify alternative paths you may not have considered.

Organize and Update Your Application Materials

When applying for BigLaw roles, especially as an experienced attorney, it’s crucial to have all necessary materials prepared well in advance. These materials include:

• Your Resume: This should be meticulously detailed and targeted, highlighting relevant achievements and experiences that align with BigLaw’s expectations. Tailor it to demonstrate how your government experience translates into valuable skills for a law firm setting.

• Law School Transcript: An unofficial copy of your law school transcript is typically required, as law firms often weigh academic achievements in their evaluations.

• Matters List (if feasible): A matters list is a comprehensive summary of cases and projects you’ve worked on, detailing your role and responsibilities. While this might be challenging to compile based on the nature of your government work, especially with confidentiality restrictions, it’s useful for recruiters and prospective employers if you are able to prepare one.

• Writing Sample: Many firms require a writing sample as a demonstration of your analytical and writing skills. If you don’t have a formal piece of legal writing from your government role that you can share, discuss alternative options with your recruiter. In some cases, firms may accept redacted versions of public documents or other forms of written work that showcase your expertise.

Work Closely with Your Recruiter to Target Specific Roles

Once you have a clear sense of the BigLaw roles that interest you, your recruiter can curate a list of potential opportunities tailored to your skills and experience. Take the time to walk through this list carefully, discussing each opportunity in detail to ensure it aligns with your career goals. It’s crucial to maintain control over where your resume and materials are submitted. Reputable recruiters should not submit your resume or information to firms without your explicit, written consent. This is especially important for government attorneys moving into BigLaw, as you’ll want to ensure that the firms you target are genuinely interested in candidates with your public sector background. A good recruiter will be transparent about which firms are more receptive to such transitions and can provide insights into the types of experiences that appeal to each firm.

Consider a Broader Range of Career Paths

While many recruiters focus primarily on placements in BigLaw due to its established recruiting structure, don’t overlook opportunities in state government, corporate in-house positions, or the nonprofit sector. While large law firms regularly pay recruiters for strong candidates, in-house roles tend to do so less frequently, and state government and non-profit employers rarely engage outside recruiters at all. However, an honest and experienced recruiter or career advisor can guide you in exploring these options if they align with your career goals. Moving into state government or the nonprofit sector can offer rewarding opportunities to continue your public service mission while gaining unique experience, while in-house roles provide direct client-focused work and a different perspective on legal practice.

Plan Your Timeline and Manage Expectations

The transition from a federal government position to BigLaw (or any new sector) requires strategic planning and patience. Understanding the timing of hiring cycles, especially in BigLaw, can make a significant difference in your search. Some firms hire on a rolling basis but may have distinct peak periods or hiring cycles based on practice area needs. Others may hire much less frequently.

Tap Into Your Government Network

As a federal government attorney, you likely have access to a valuable network of colleagues and contacts. Consider leveraging your network to gain insights from peers who have successfully transitioned into private practice or other fields. This can provide you with firsthand perspectives and practical advice that goes beyond what any recruiter can provide. Your network can also open up additional job leads, professional recommendations, and networking opportunities that could prove invaluable.

Understand Your Transferable Skills and Value Proposition

Attorneys in government roles often have strong regulatory, litigation, and analytical skills that can be highly valuable to firms and organizations outside of government. Be prepared to articulate how your specific skills, such as managing complex cases, interpreting regulatory statutes, or drafting formal litigation documents, translate to the private sector. Work with your recruiter to hone this narrative so that prospective employers clearly understand the unique strengths you bring from your government experience.

I was struck this week by an article in the American Lawyer entitled "'More Deals and Larger Deals': Big Law Dealmakers Weigh In on Rate Cut Impact." The author speaks with several BigLaw corporate practice leaders across sub-practices like private credit, private equity, M&A, funds and venture capital. Across the board, the practice leaders said that the recent decision by the Federal Reserve to cut interest rates should have a largely positive impact on all of their respective corporate practice areas. Less expensive money leads to more deal activity in a lot of respects.

So, to borrow a phrase from the article, a trend in declining interest rates means it's only a matter of "when," not "if," lateral corporate associate positions will increase.

This does not mean that you should necessarily wait for this undetermined time to consider making a lateral move as a BigLaw corporate associate.

Here are some things to keep in mind during our current moment for corporate associates:

Corporate associates still have many options right now, especially mid-level associates. If you are a 4th year corporate associate or slightly more senior, then the opportunities are out there for you in the market (see relevant article here). There are always a good number of firms in the major legal markets who lose too many midlevel corporate associates to other firms or in-house jobs. When the increase in lateral corporate associate hiring comes, it will most likely impact more junior-level openings.

If New York City is your destination, consider looking now. When it comes to corporate BigLaw openings, it is hard to underscore just how much bigger the NYC legal market is than any other. New York corporate lawyers have remained busy since the pandemic. Additionally, the other big market for corporate BigLaw, California, is still recovering from events like the Silicon Valley Bank collapse. Add in the sheer number of BigLaw firms doing corporate work in NYC and the opportunities are there if you're thinking about a lateral move.

Firms will still cover lost year-end bonuses for strong candidates. I talk to lots of corporate associates around this time of year who self-select themselves out of looking now. They think it is better to wait until the new year after a possible year-end bonus will be paid. But if you're a strong candidate for a move that successfully gets an offer with a new firm, then it is very possible that the new firm will make arrangements to cover your year-end bonus.

Start working with a recruiter now to develop your materials and strategy, even if a move for you is not until next year. In the article cited above, most of the practice leaders quoted agree that an increase in corporate deal activity due to interest rate cuts will not come right away. It will take time for the market and their clients to adjust. As a result, the accompanying increase in corporate lateral hiring will likely take some time as well. But instead of waiting for an unknown future time where this increase in hiring will come, it makes sense to start talking to a recruiter now. Every person's search is different and perhaps the opportunities that match your goals are already available. If you are in a situation where you are not fitting into the firm culture, where you are not having good opportunities for advancement or where you are not in the location that you want to be, then you may not have the luxury to wait for a move. Additionally, while opportunities are forecasted to increase, this does not mean that every firm will be hiring at the time you are looking to move. It's better to work with a recruiter to assess what is available now that matches your goals. You can always come back to the search in earnest at a later date if need be.

While the prospect of increased deal activity may make future opportunities more abundant, it’s crucial to remember that timing isn’t everything in a lateral move. Firms are already assessing their long-term needs and looking for top talent who can navigate this transition period effectively. In fact, positioning yourself as an associate who is prepared to lead and handle the complexities of a shifting economic landscape could make you a more attractive candidate now, rather than later. Strategic moves are often made not just when the market peaks, but when it’s on the verge of growth.

Even if your last "back to school day" was long ago, chances are you still have that same feeling around Labor Day every year. As a result, now is a natural time for many BigLaw associates to think about their next steps.

There is a wrong assumption that most BigLaw associates make their lateral moves in January or February, after most associates receive their annual bonuses.

But this is not the case.

Historically speaking, the fourth quarter of every year tends to be the busiest for BigLaw lateral activity. This is likely to be particularly true in 2024 as work at large law firms continues to steadily increase and the demand for lateral associate talent picks up.

Here are some tips on how to get "back to the job search" as a BigLaw associate thinking about a lateral move:

• Sharpen Your Pencils (Update Your Resume): Just as students stock up on supplies, make sure your tools are in top shape. Take the time to update your resume, ensuring it reflects your most recent deal/case achievements and responsibilities. Later on, you will work with a recruiter like myself to super-tailor your resume to individual firms. Check out my tips for "super tailoring" your legal resume.

• Review Your Syllabus (Assess Your Career Goals): Every successful student knows that understanding the course syllabus is key to a good semester. Similarly, reassess your career goals and trajectory. Are you on the path you want to be on? What gaps exist between where you are and where you want to be? September is the perfect time to evaluate and adjust your plans. Read over my article "Should I Stay or Should I Go?" on Chambers Associate.

• Meet with Your Teachers (Network with Key Contacts): Just as students benefit from building relationships with their teachers, you should focus on networking. Reconnect with mentors, former colleagues, and recruiters who can provide insights or open doors for your next move. Building these connections can offer guidance and opportunities when you decide to take the leap.

• Join After-School Clubs (Engage in Professional Development): Much like after-school activities that enhance a student's experience, participating in professional development can set you apart. Consider attending conferences, webinars, or law school alumni events to enhance your knowledge and visibility within your field.

• Do Your Homework (Research Potential Firms): A successful lateral move begins with thorough research, akin to a student diligently doing their homework. Work with a recruiter that has your goals in mind to identify firms that align with your values, practice area, and long-term goals. Understand their cultures, their strengths, and how you can add value to their teams. Read my Above the Law article "Leaving BigLaw vs. Changing Your BigLaw."

• Check-In with Your Guidance Counselor (Consult with a Recruiter): Just as students rely on guidance counselors for advice, working with a recruiter can be invaluable in your job search. They can offer insights into the market, provide feedback on your resume, and connect you with opportunities that align with your goals. Read my Above the Law article "Relocating As A BigLaw Lateral Associate: An FAQ."

• Plan for Exams (Prepare for Interviews): Interviews are your final exams in the job search process. Start preparing by reviewing common interview questions, brushing up on your knowledge of potential employers, and practicing your responses. The more prepared you are, the more confident you'll be when the time comes. Take a look at my prep worksheet for legal interviews.

• Stay Flexible with Your Schedule (Keep an Open Mind): Just like a student’s schedule might change with new classes, be open to unexpected opportunities. Sometimes the best career moves are the ones you didn’t initially plan for, so remain flexible and ready to adapt.

September is not just a return to routine; it's an opportunity to recalibrate and set new goals. By applying these "back to school" strategies, you'll be well on your way to making your next lateral move with confidence and clarity.

At this point in 2024, there has been a somewhat constant stream of lateral associate openings for antitrust practices. While most of these openings can be found in the DC and New York markets, some openings are available nationally. I have placed multiple associates into antitrust practices at BigLaw firms.

There are many reasons why antitrust associates might consider a lateral move. For some, the reasons are similar to what you might find for associates in other BigLaw practices - for example, making a geographic move or moving to a firm with great advancement prospects. But when it comes to an antitrust practice, there are also associates that move in order to change the nature of their very specific practice. Maybe they have been specializing in more litigation regulatory work and would like to do more transaction-advisory work in order to have better prospects for corporate in-house positions. Or maybe their current work is very specific and they would like to have a broader, more holistic antitrust practice. Additionally, each antitrust practice has its own work environment, expectations, and opportunities for professional development. Maybe there is a firm that has a stronger mentorship program or a more flexible work from home policy.

Whatever the reason an antitrust associate might consider a lateral move, there are opportunities right now for them to consider. Here's a closer look at some trends I have noticed:

1. Demand for Antitrust Associate Talent is Across Regulatory, Transactional and Litigation Lines. The need for antitrust associates includes those with a specialized regulatory practice (e.g., those with Hart-Scott-Rodino (HSR) filing experience), those who advise on antitrust issues for large transactional matters and those who have experience litigating antitrust issues. The type and breadth of the need will depend on the specific firm and opening. But there are openings out there across these different subspecialties.

2. Most Demand is for Mid-Level Associates. Like lateral associate openings in other BigLaw practices, most antitrust associate openings are for mid-level associates. This means that antitrust associates with 3 to 5 years of experience have the most options available. However, there are also positions for junior associates and more senior roles, depending on the firm's needs and the associate's experience.

3. Opportunities are Concentrated in NY and DC with Some Firms Open to Any Office. Antitrust practices are concentrated in the two largest legal markets in the U.S. - New York City and Washington, DC. Given NY's preeminence for transactional work and DC's focus on litigation and regulatory work, this makes a lot of sense (though antitrust positions out there are not necessarily segmented by market in this way). However, as a result of the increase in remote and national hiring starting in 2020/2021, more firms are open to filling positions such as antitrust associate needs in any of their national offices.

In conclusion, antitrust associates considering a lateral move have a range of opportunities available, especially if they have mid-level experience and are open to working in major legal markets. By carefully considering their career goals and the specific opportunities available, associates can find positions that align with their professional aspirations and personal needs.

The summer is an excellent time to start strategizing and thinking about a lateral move if you're a BigLaw associate, especially given the slower hiring market.

Here are some things you can do as a BigLaw associate over this summer to set you up for a move later in the new year or going into next year:

• Get your materials up to date and in good shape. For a BigLaw lateral submission your recruiter will need an updated resume and a copy of your unofficial law school transcript, and then possibly a representative deals or matters list, a writing sample and unofficial transcripts from your other higher ed institutions. The resume is obviously the most important and you will want to ensure that you are including good amount of detail about your current BigLaw position, especially regarding drafting experience.

• Make sure you are getting more of the work that you enjoy. I talk to lots of BigLaw associates that want to retool to a different BigLaw practice. This is not easy to do. However, to the extent you can obtain exposure to more interesting work at your current job, it will be easier to make a move that helps achieve your lateral goals when it comes to practice. For example, a corporate associate may be only working on M&A deals, but their group has been getting busier with SEC advisory and corporate governance work. To the extent the associate is planning a move to a firm where they can get a broader corporate experience, it will make sense to take on assignments in these busier areas to strengthen their candidacy for corporate generalist openings.

• Consider whether geographic relocation makes sense and when. Maybe you are working in a city that you and your family did not plan on living in forever. If you are thinking about a geographic relocation in the future, there are important steps to take to make this type of move easier. First, what steps do you need to take to get admitted to the bar in the state to which you want to relocate? Can you get admitted via a score transfer? Admission by motion? Or will a new bar exam be necessary. (The National Conference of Bar Examiners has jurisdiction-specific information to answer these questions.) Second, you might need to shift your practice at your current firm or work to get assignments in practice areas that are larger or more popular in your target geographic destination.

• Enhance your professional online presence: Update your LinkedIn profile and other professional social media accounts to reflect your current experience. Make sure to include descriptions about your work product as well as community activities and volunteer work that may be relevant. Start connecting with friends, colleagues and fellow alumni on LinkedIn. Follow the accounts of LinkedIn posters who share updates on opportunities and the market in general.

• Network within your own firm: Take advantage of the summer months to build stronger relationships with partners and associate colleague. Some of the best advice for next steps in your career as a lawyer come from the people with whom you work for and with. With your closer co-workers, express your interest in new opportunities and seek out mentors who can provide guidance and support for your career goals.

• Start talking to recruiters and industry professionals. Even if the timing is not right for a BigLaw lateral move this summer, it makes sense to start having conversations with recruiters and industry professionals. When BigLaw associates who are considering a lateral move reach out to me, I provide tailored and specific advice regarding what they can do to set themselves up for success.

If you or someone you know needs advice on making a lateral move, feel free to schedule a career advising appointment with me at calendly.com/gridline to explore potential opportunities and career pathways tailored to your goals and aspirations.

When I speak with BigLaw associates thinking about a lateral firm move, they often don't know what it is like to work with a recruiter. Maybe they have responded to a couple cold calls or messages on specific positions. But it's rare that they've worked with a single legal recruiter on a strategic lateral move or relocation.

It goes without saying, but understanding how to communicate with your legal recruiter is essential.

Clear communication can be the difference between getting a position of interest or getting noting at all.

Here are my essential tips:

1. Start your conversation with a recruiter by telling them about your career and job search goals. I start every interaction with a BigLaw associate considering a lateral move with a 15-30 minute phone or Zoom conversation to discuss job search goals. Why is the associate looking to move? What types of employers are of interest and in what order of priority? What types of practice does the associate have and what are they interested in changing/shifting (if anything)? What are the associate's reputation and compensation goals? What are the geographic bounds? In order to be helpful, it's important to know the scope and boundaries of the associate's search.

2. Make sure the recruiter will be helpful in the type of job search that you want to do. Recruiters cannot assist every BigLaw associate on every move that they are trying to do. Recruiters are paid by employers to fill positions, but employers won't pay to fill every position. Maybe there is not high demand for your practice area at employers. Maybe you are too junior or senior for the openings that exist. Maybe certain qualifications will make it difficult to be successful in a recruiter-supported search. As a recruiter, I'm always up front about when I think I can be helpful and when I cannot. Ensure that the recruiters you speak to are confident in their ability to provide assistance. Ask about their employer connections and specific positions that come to mind. Ask how they plan to be helpful in terms of material preparation and review, mock interviews and offer evaluation and negotiation. If you don't feel a connection with the recruiter, do not move forward with them.

3. Ask the recruiter how they plan to communicate and keep you updated. One common complaint I've heard from candidates working with other recruiters is their lack of responsiveness, often requiring constant follow-ups. This issue can be mitigated by establishing clear expectations with a recruiter before fully engaging with them. Personally, I use various communication methods with candidates such as shared Google Spreadsheets, emails, phone/Zoom calls, and texting to maintain contact. For less urgent updates, I utilize the spreadsheet; for moderately urgent matters, I may choose email, and for immediate responses (like scheduling interviews), I prefer calling or texting. It's important for recruiters to recognize that candidates have busy schedules and to communicate accordingly. However, they should also be prompt in addressing your questions and providing updates since it's your job search at stake.

4. Tell the recruiter about every job, position and employer to which you have already applied, either directly or through another recruiter. A recruiter can only help you with positions to which you have not already submitted. Some candidates mistakenly believe that a recruiter can use their contacts to advance a self-submitted application, but this isn't the case. Employers will consider these types of applications already submitted and they will not compensate the recruiter. It is the same case when another recruiter has already submitted to an employer. It is completely fine to work with multiple recruiters - just make sure you are clear who has submitted what so wires don't get crossed and complicate your candidacy.

5. Approve recruiter submissions on your behalf with specificity. Before you send a resume to a recruiter, make sure to include a note in your email that says something to the effect of "Do not recirculate or submit this resume to any employer without my express and specific permission." Once you talk to a recruiter and provide a resume, they may be operating under the assumption that they can submit on your behalf to any employer, lead or job posting that fits within your career goals. Do not let recruiters do this. Ask them to provide a list of job opportunities and leads (I often do this through a shared Google Spreadsheet that is always accessible to the candidate). Once you provide the above note in your initial email, the recruiter will understand that they will need your written authorization each time they submit your materials. This will ensure you retain control of your job search

6. If communication consistently fails, seek another legal recruiter. Maybe a recruiter submits you for a position or two. You don't hear anything so you follow up. You don't hear back from that for days or weeks. It's time to move on. The recruiter is implicitly telling you that they have heard nothing and they don't have any other positions for you. But another recruiter may have

In my time as a legal recruiter and career advisor, I have spoken with many associates who give notice to their BigLaw firm and when they do so, they hear the following from their main partner or supervisor:

Partner X: "I'm very sorry to see you go. I had no idea you were unhappy here!"

And when the partner says this, they mean it! The departing associate may have gone through mid-year reviews, year-end reviews, late night honest conversations and more - all without giving any indication whatsoever that they were unhappy or considering leaving their firm.

Before you make a decision to simply given notice to your BigLaw firm, consider taking the following 5 steps first:

1. Have an honest, direct conversation about your unhappiness with your mentor/supervisor partner. Law firms prioritize client service over everything else. This can mean that it's difficult to make time to discuss your progress at a law firm, let alone your frustrations and concerns. But at the end of the day, if you're doing good work, a law firm (specifically, an individual partner that likes you) will find a way to keep you. Write down an outline of the concerns you need to address and ask the partner if you can set aside at least 30 minutes to talk them through.

2. Get your work from the people you like. If you are working at a BigLaw firm, chances are you are working in a particular working group with a particular practice area. Within that working group, there must be partners and more senior associates who you like working with better than others. Have candid conversations with those attorneys about getting staffed on their projects and getting more work. Of course it's easier said than done, but generally speaking, if you're making your hours working for and with the people you like, it is much easier to say "no" to the people that you don't wish to work with.

3. Ask for a part-time or flex schedule. Just like that. Just ask. Think of the partner that you work with the most that has the most influence within the firm. Someone who interacts frequently with the firm's management would be great. Say that you enjoy your work, and you want to stay, but this is the piece that you need to change. The worse that they can do is say no. If you are successful in negotiating a flexible schedule, it may not be perfect. You may still have long hours for your "on-days" and may need to switch your schedule around. But this kind of change can still be great for someone who wants to get themselves more runway while they think more strategically about their next steps.

4. Take advantage of the professional development department. The amount of professional development support at large law firms increases every year. New positions like internal career advisors are being added. This is a new type of PD professional who often provides job-related advice on a confidential basis. Even if your firm does not have a position like this, chances are they do have a professional development advisor of some kind. They can help you develop a strategy to make your existing job work better for you.

5. Talk to a recruiter like me! A good recruiter will ask you whether you have done the previous steps and walk you through how to do them. Recruiters would rather have you critically evaluate your current job than have you look at opportunities hurriedly and back out of the job seeking process later down the line. And if it ultimately sounds like a move makes sense at this point, then you have someone that can help.

It's the start of a new year. This is a time when someone naturally thinks about making a change, and that includes BigLaw associates and their careers. But if you've been contemplating a lateral move - to shift your practice or client base, to change your compensation, to relocate geographically, or otherwise - it can take some time to execute a successful lateral move in the world of large law firms.

Time is needed to prepare a for a successful lateral BigLaw move for a number of reasons:

To discuss the state of hiring and your search goals

When it comes to BigLaw lateral opportunities for an associate, the type and quantity very much depend on the associate and what they are looking for next. Candidates often ask whether lateral hiring is "booming" or "slow" and the answer always depends. If you are an associate in a niche practice that is slow and you want to move to a firm doing that same kind of work in the same market, then it is likely that opportunities will be few and far between. On the other hand, if you are in a somewhat busy practice area and have some flexibility regarding the type of work and location, more opportunities may be available.

To time outreach to firms thoughtfully

Once you and your recruiter have aligned your search goals with the market's status, it's crucial to time your outreach to firms carefully. Your recruiter should provide a tailored list of firms that align with your goals. Some firms may have urgent openings where timing is critical, while others may not have immediate openings but could consider a candidate with your background. Your recruiter might also recommend starting the search at a later time when the hiring market for your target position is more active.

To prepare strong materials, especially a tailored resume

Materials required for a lateral move typically include a resume, law school transcript, and a writing sample. While a cover letter may also be necessary, your recruiter might handle contextualizing your interest with their firm contacts. References may be needed later, but a request from your current employer is very rare. The primary focus should be on creating a highly tailored resume that effectively communicates your relevant experience to potential employers. Depending on the target firm, you may need to make slight adjustments to your resume. New firm employers often rely on the resume to learn about candidates, so collaborating closely with your recruiter on this is vital.

To refine your messaging and to prepare for interviews

Regarding lateral interviews, many candidates believe, "I know how to talk about my work. I think I'm all set." However, before making a lateral move, it's essential to approach interviews thoughtfully. Firstly, be clear and consistent about your interest in transitioning to a new firm. Identify what attracts you to the potential new employer and why it's a better fit than your current one. Additionally, be prepared to discuss your experience succinctly yet comprehensively. Your recruiter should work with you to craft compelling narratives about the projects you've worked on and your role in them.

To make sure you are making the right choice

The timeline for many lateral BigLaw candidates is often ASAP!, driven by factors at their current firm. Still, particularly in the context of lateral moves within BigLaw, careful consideration and preparation are essential. While there are differences between large law firms, there are also many similarities. Taking the time to thoroughly evaluate new firms ensures that a potential new employer offers a significant enough departure from your current one.

When it comes to making a lateral move within BigLaw, it's important to work with a recruiter that will take the time to consider your goals and only approach firms that make sense for those goals. You can learn more about my approach to legal recruiting on my website, www.gridlinesearch.com. And if you want to have a free call to discuss your thoughts and plans for a lateral move, you can grab time on my calendar at calendly.com/gridline.

The nature of a BigLaw lateral associate interview is conversational in style and tone. Typically, the interviewer, whether a partner, associate or internal recruiter, will ask you straightforward questions to learn about your experience, your interest in the firm/position and your career goals. Your answers will provoke new questions and the resulting interview should feel more like a talk than an inquisition.

However, some questions that you receive in a lateral associate interview may surprise you. Maybe you have never received them before or did not think they would come up. In the moment, you might be concerned about how to answer properly and completely.

In my experience as a BigLaw career advisor and recruiter, there are some common-enough unexpected questions. Here are some strategies for answering them successfully:

How did you pick your practice / specialty? When you lateral as an associate, you may have been in your practice so long that it might not be easy for you to recall the answer this question. But it's important to be prepared to answer it - employers frequently want to know what connects you to the work and what keeps you motivated in the practice. Ahead of any interview, think back to when you made your practice area choice. Maybe you knew before you went to law school, motivated by a prior work experience or undergraduate class. Or maybe you discovered it later as a summer associate, drawn to the culture and dynamics of a particular working group. Maybe it was something different altogether. In any event, be prepare to answer what motivates you to do the work that you do.

Tell me something about yourself that isn't on your resume. This is really just a "getting to know you" type of question, but when asked, it can feel like it is completely out of left-field. There is no perfect way to answer this question, but you can go in a couple directions. Consider an answer that explains a little about your professional personality - something honest about your soft skills with examples that prove it. Others talk about something outside of work that they are passionate about. Either way, once you have answered, don't be afraid to ask whether this satisfies the interviewer's question or whether they were looking for something else.

Tell me about your most challenging legal project / case / deal. In any lateral associate interview, you can expect that the bulk of questions will be about your legal experience. With this specific question, employers are trying to get at how you personally handle difficult work assignments as a lawyer. Be prepared with a real and specific example of your most challenging project as a lawyer so far. Write up some bullet points summarizing the project. Include specifically what made the project so challenging. Then write up more bullets on how you and your team addressed these challenges, as well as what you learned from the project and how it better prepares you to address similar challenges in the future.

I've heard from my colleagues so much about you already, so I don't have many questions for you; instead, what can I answer for you about the firm? Especially if you have already had a lot of individual interviews with a potential firm employer, this type of question can come up from time to time. You may be caught of guard because you have 30 minutes with this person and it will be up to you to use the time. This is why it is so important to go into interviews prepared with questions for the interviewer that will provoke conversation - How did you decide on this firm? How did you get into this practice? What do you think makes for a successful associate in your group? I saw you work primarily with clients in [X] industry; how did you develop this industry specialty? It's always good to ask questions of your interviewer that will get them talking about their work. These are questions that are easy for them to answer and you will be actively showing them your interest and engagement in the practice in real time.

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These are just a few of the "unexpected" questions you may get in a lateral associate interview. Your recruiter should work with you to prepare for the unexpected. Additionally, always de-brief with your recruiter after your interviews, especially if you get unexpected questions. There may be steps you can take through your recruiter or with their advice to address them with the potential employer after the interview.

Advising on the formation and function of investment funds is a large and growing practice at BigLaw firms. It take a lot of nuanced and specific legal advice for a private equity firm or other company to set up an investment fund. Additionally, once a fund is set up, companies may require ongoing legal compliance advice for their fund, especially when it's classified as a "registered fund." As a result, funds work is wide, varied and different by firm. The majority of associate position openings fall under the category of "investment funds," but firms can also be looking for "private funds" associates, "registered funds" associate, "fund formation" associates, "fund finance" associates and "Investment Company Act / 40 Act" associates.

Funds attorneys are often busy, even when connected deal practices like M&A or capital markets have slowed. For example, a lot of funds practices are busy now setting up real estate funds (such as REITs or real estate investment trusts).

If you're a funds associate at a BigLaw firm, there are lots of different reasons why you might consider lateralling to a different firm's funds practice. Here are some of them:

1. To change your type of funds practice. In BigLaw funds practices, there are two major types of attorneys: a) those that advise on private funds created for the purpose of a major transaction (like the purchase of a company); and b) those that advise "registered funds" like mutual funds on government regulatory issues. There are considerably more attorneys that work in private funds than registered funds. Therefore, particularly if you are a junior associate that has been working as a registered fund attorney, but want to move into private funds, a lateral move makes a lot of sense.

2. To change the types of funds that you advise. In addition to the different types of funds practice groups, there are also different types of specific funds that attorneys advise on. For private funds practice in particular, you may advise on private equity funds, venture funds, hedge funds or a mix of all of the above. For example, I've talked to several associates that want to focus their funds practice on working with venture funds because this means working more with emerging and start-up companies. But this type of focus is not available in every BigLaw funds practice.

3. To move to a firm with a larger or more reputable funds practice. If a BigLaw firm has a corporate practice, chances are they have at least a few funds lawyers. Yet, because of the nature of some corporate practices, the funds group itself could be quite small. Other firms have large multi-office fund practices that work with some of the biggest and most reputable fund sponsors and investors in the world. Therefore, in order to represent the most sophisticated fund clients or to have really strong advancement opportunities as a funds associate, you may need to make a lateral move.

4. To increase the level of your responsibility at a faster rate. If you're an associate that has worked in private fund formation, there's a good chance that you have been able to be solely or mostly responsible for a particular fund deal early on. Fund formation can be a volume-based legal practice. And once you've worked on a couple fund deals, partners may trust you to work independently one. Others will not. If you're not getting the amount of responsibility that fund associates at other firms are getting, the lateral move makes a lot of sense.

5. To relocate. Fund practices exist in many major markets across the U.S., including markets as varied as New York, San Francisco, Boston, Chicago and DC. Additionally, a lot of funds groups are multi-office and are often open to associates working remotely or very flexibly.

Technology and intellectual property transactions ("tech trans") has been a growing practice area at BigLaw firms for several years. Generally speaking, the practice refers to advising large companies on transactions that involve the purchase, sale and licensing of major intellectual property assets. Depending on the firm, the work can be very broad or very specific. Some firms have "tech trans" lawyers that act as full service corporate attorneys for the firm's technology clients. Other firms have their tech trans lawyers specialize in (sometimes complicated) licensing transactions for clients in industries like tech and life sciences. Many firms are somewhere in-between.

While the practice is growing in strength and numbers, it is still relatively small in terms of headcount compared to practices like private equity M&A and commercial litigation. Nevertheless, often because of this limited supply of associates in this practice, "tech trans" lateral associates are in high demand.

Here are some reasons to consider lateralling as a tech and IP transactions associate:

1. To broaden or narrow the type of work that you do. As already mentioned, tech trans practices can differ greatly from firm to firm. Maybe you are at a firm that has a very broad practice and you find yourself working on all different types of corporate transactions (M&A, capital markets, finance, etc.) for your tech clients. But you'd rather narrow your focus to just licensing transactions in order to help with a strategic in-house move later on. Or, on the other hand, maybe you are working on highly specialized licensing transactions for life sciences client, but you don't enjoy the super-technical nature of the work and want to be a more full service deal lawyer. These are both very common reasons why tech trans associates move.

2. To change the types of clients that you service. Because so many different types of companies have IP interests and assets, tech trans associates can represent clients across industries as varied as life sciences and biotech, software and computing, financial services and more. If you are interested in broadening or widening the types of clients that you service as a tech trans associate (maybe for a strategic in-house move?), then a lateral BigLaw move may make sense.

3. To move to a firm with a larger or more reputable tech trans practice. Because this is such a new practice in the BigLaw world, some firms may not have a very large or reputable tech trans practice. Therefore, in order to represent the most sophisticated client or to have really strong advancement opportunities, you may need to make a lateral BigLaw move.

4. To pivot into the practice from another area (like patent prosecution). While a practice like tech trans is getting larger at many BigLaw firms, a practice like patent prosecution is getting smaller. The process of filing and defending new intellectual property patents is becoming more mechanized and/or moving to smaller firms and boutiques. Tech trans groups like to hire associates with a patent prosecution background as they usually have technical degrees and therefore a sharp understanding of the industries that they serve. I have seen several associates over the years make the move from a dispute-based IP practice to a corporate one.

5. To relocate. Tech trans practices exist in many major markets across the U.S., including markets as varied as New York, San Francisco, Boston, Seattle, Philadelphia and DC. Additionally, given the culture around this type of work and the types of clients, it can be very possible to work remotely in this practice at firms that have national practice and offer this type of flexibility.

6. To set up a very specific in-house move. Tech trans may be the singular most in-demand practice when it comes to in-house attorney hiring by U.S. companies. In fact, tech trans groups often stay small at the large law firms as companies like to have in-house attorneys do a lot of this type of work instead. If you are interested in working for a very specific large company (an Apple, an Amazon, a Meta, etc.), you will be best set up to do so if you move to a firm that does the tech trans work for said company. (When hiring in-house attorneys, companies always look to their outside firm advisors before posting the opening.)

7. To change the types of people with whom you work. Because tech trans work can vary so much across law firms, the types of attorneys that do it can be very different as well. There are attorneys who come from a technical background and have a deeper understanding of the technical side of the work. And then there are others who came from a more traditional liberal arts background and learned the details of the practice on the job. Either way, there may be a tone or approach to the practice that does not fit with your own personality. This is a good reason to consider a move.

One of the benefits of being a BigLaw lateral associate recruiter that also works as a career advisor is that I am able to connect people for honest advice and insights. At the end of the day, there is nobody who knows what it is like to work at a particular firm or with a particular person than a person who has already worked there. They are the only ones who will know what the day-to-day looks like, as well as the nature of the personalities of supervisors and colleagues.

When lateral associates are considering a new firm, they look to the people they meet in the interview process to provide honest advice about their new potential employer. What type of work is actually keeping the group busy? Who are the frequent-flier clients? What is the communication style of the partners? How often are people working late nights and weekends?

But it's not always easy to get honest answers to these questions. Current employees always feel more allegiance to their employer than a candidate they only recently met - even if they are not very happy at the firm.

For this reason, I suggest that lateral associate candidates seek to connect to attorneys that used to work as associates at the potential employer.

How do you identify these types of people and what do you ask?

Start with your recruiter. Your recruiter should want you to get an honest sense of what it is like to work at your potential new firm. If nothing else, they have a financial incentive for this to be the case. You will need to be at your new firm for six months to a year in order for your recruiter to keep their placement fee. As a result, ask your recruiter if they know anyone in their network that used to work at the firm that can provide good insight on the firm. See if the recruiter can make an introduction.

Look deep at your LinkedIn connections. If your recruiter does not have a suggestion for someone who used to work at the firm, take a deep dive into your LinkedIn connections. You can search connections using the "Past Company" filter to see if there is a friend (or a friend of a friend) that used to work at the potential employer. Ideally you would have their email address, so reach out to them that way. But if not, try a LinkedIn message. See if you can get 10-15 minutes of their time by phone to talk about their former employer.

Ask open-ended questions about your potential employer and listen. When you connect, avoid asking leading questions that will result in the person only giving you answers that they think you want to hear. Simply say that you are considering the potential employer for a lateral move and can you ask them some questions about their experience. Ask them what they did at the firm and who they worked with. Ask what was their most favorite part of working there and what was their least. Ask why they ultimately decided to leave the employer. If you ask any follow-up questions to their answers at all, do so only for clarification. Again, you want to avoid leading them towards a certain answer.

Acknowledge when insights into the employer are too personal or non-applicable. While talking to former employees of a potential new employer is certainly helpful, you should not take all the insights provided as gospel. The reasons that a person may have left may be completely specific to them, their personality, their working relationship and/or a very specific point in time. Maybe they worked primarily with people who are no longer at the firm or in a group with which you will have no contact. Additionally, like current employees, former employees may actually feel so positive about their former employer that they paint too rosy of a picture.

Use connections to potentially connect with more people for insight. If you have a good conversation, see if the person has any suggestions for other former employees or other people with whom you should connect for insight into the employer. They may also be helpful with guiding you on the people that still work at the firm and the types of questions that make sense to ask them.

The BigLaw need for finance associates always seems to be high. Firms have a hard time staffing their finance departments because it is frequently an "underselected" practice when associates choose their specialization. But finance should not be overlooked. It is a broad practice that generally refers to attorneys who work with borrowers (companies) and lenders (banks) on large and complicated loan transactions. And finance is ultimately a great practice for going in-house or making partner.

In certain cases, a lateral move to a new (or different) finance practice may be necessary to achieve your long-term career goals.

Here are some reasons to consider lateralling as a finance associate:

1. To change your type of finance practice. The specialties within BigLaw finance practice are endless: general debt finance, leveraged finance for private equity deals, securitization, venture finance, project finance, etc. In the New York City market especially, there are many subspecialties. But not all firms have all specialties. And, for example, after a couple of years in a general debt finance practice, you may realize that you are actually more interested in working on specialized securitization. If your firm does not have this other specialty, a lateral move is very sensible.

2. To change the types of clients that you service. Many finance lawyers represent financial lending institutions, but not all. There are certain finance specialties like project finance or aviation finance that involve working with both lenders and borrowers within a very specific industry. Developing this kind of focus is key when you are interested in making a move in-house to a certain type of company. For example, it will be much more possible to lateral into a solar or renewable energy company if you are working in a project finance group that focuses on cleantech companies.

3. To increase the level of your responsibility at a faster rate. Some finance groups at the large firms are staffed in a similar way to capital markets and M&A groups: big teams working on big deals that have a lot of lawyers at different experience levels. Many associates start at firms like this where they can take time to build their skills and get trained. Other finance groups and teams are staffed more leanly with associates given the ability to run deals on their own very early on. This results in more meaningful client contact which is very helpful for internal advancement or making an in-house move.

4. To change the types of people with whom you work. Because finance practice is so wide and varied, it also draws a wide variety of personality types. There are attorneys who come from a finance or business background and have a deeper understanding of the business side of the work. And then there are others who came from a more traditional liberal arts background and learned the details of the practice on the job. Either way, there may be a tone or approach to the practice that does not fit with your own personality. This is a good reason to consider a move.

5. To relocate. Just like with other practice areas, certain types of finance practice are available in specific locations and not in others. Venture finance and project finance for cleantech companies is largest in the San Francisco Bay Area. Securitization and derivatives finance is particularly big in New York City and not many other major markets.