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Careers
We hire fewer people than firms of our size normally do, and we keep them longer. Both facts follow from the same decision about how a matter should be staffed.
Marlowe & Sterling staffs a matter with the smallest team capable of doing it well. That has consequences for a career here. Associates are on fewer matters and further inside each of them, they meet clients in their first year rather than their fourth, and there is nowhere to be quietly unremarkable.
It also means we cannot absorb a large intake. We hire eleven to fourteen associates a year across four offices, and we make lateral appointments only where the practice has a gap it can articulate.
What we expect
The firm's founding proposition is that a client is entitled to know what its lawyer actually thinks. That is not possible if the lawyer does not think anything. Associates are asked for a recommendation, not a memorandum of options, from the first year.
There is no back row on a four-person deal team. You will attend the client calls, and you will be asked questions on them.
Work here is handed over rarely and completed often. The lawyer who scoped a piece of work is generally the one who delivers it.
Fifty hours a year, counted identically to billable hours in every advancement decision, and expected of partners on the same terms as associates.
Open positions
Positions are listed only where a practice has a gap it can describe. We do not maintain a standing advertisement.
Carve-outs, joint ventures, and cross-border acquisitions, working directly with the partners running them.
Construction and energy arbitration across Southeast Asia, with early advocacy exposure.
Leading internal and multi-agency investigations, with responsibility for scoping and board reporting.
Fund formation and sponsor-led secondaries for managers raising across Europe and Asia.
Patent and trade secret litigation in devices and industrial systems, plus technology and data licensing.
Maintaining the practice's precedent library, procedural know-how, and the published insights program.
How hiring works
A résumé and a short note about why this practice rather than a similar one elsewhere. We read the note.
Forty-five minutes with two lawyers from the practice, one of them a partner. Not a competency interview.
A short, realistic problem taken from a closed matter, with two hours to produce a recommendation. We are interested in the recommendation, not the length.
Half a day in the office, meeting the team you would join, including the associates. We pay for travel and we expect you to ask them hard questions.
Within five working days of the practice day, from a named person, with reasons.