‘The Dickensian management role of closed doors is a thing of the past.’
Jonathan Kewley, partner and co-head of Clifford Chance’s tech group. Made up in 2017
What attracted you to partnership?
I’m working in tech, a space that didn’t exist 30 years ago. There are challenges facing clients that didn’t exist five years ago. The tech environment fits with the character traits of partnership. You have to be entrepreneurial, and it’s more exciting to be that way. It maintains interest.
What were your experiences of making partner?
The process at CC is built on a military model. It’s very gruelling. You get tested on marketing and speaking to clients, and having a global view on that. You get a role in the strategy of the firm straight away.
Is partnership harder for Millennials?
Millennials want more information and control of their careers. The Dickensian management role of closed doors and not asking the opinion of junior partners is a thing of the past.
I think about what it must have been like for partners who grew up without owning a BlackBerry, the world of fax machines and typewriters. You could think about that longingly. On the other hand, it is a dynamic job and technology offers greater flexibility. Clients don’t care where people work, especially in the tech business. Clients are changing and we are too.
What are the challenges?
There are problems with diversity in tech, questions as to why more women aren’t going into it. There needs to be more men advocating female partners – it’s a role for us too. I’m determined to make a big difference there.
‘I had to be passionate about what I did. Partnership was a consequence of that.’
Tara Waters, corporate partner at Ashurst. Made up in 2018
How did you get into law?
I graduated in 2000, studied design and electronic art in New York. I taught myself to code. Those skills were in high demand, it was the height of the dot-com boom.
A friend left to go to law school and convinced me my skills would translate into law. I found I could train in the US and work in other countries. That sounded awesome. I chose London because I’m a city girl and I’m hugely into music, art and the tech scene, obviously.
How does law compare with your previous career?
In New York in the tech industry I worked with a lot of other women. It was unusual to have meetings where it’s almost always men in the room. But I’ve never let it be a problem because I’ve never questioned my value as a woman. I like being able to show clients that I am the person in the room who knows their business fully.
Why did you want to be a partner?
Becoming a partner wasn’t a be-all and end-all goal, but I didn’t question my ability to function as a partner. I had to be passionate about what I did and tried to create that. Partnership was a consequence of that ambition, rather than the goal in itself.
How is being a partner different?
There is a lot more strategic thinking, building client relationships and winning business. I’ve made a conscious effort to build a team so that I can do those things. Before I was doing networking in my personal time. Now I have the luxury to spend the working day doing that.
How has your background impacted your career?
Ashurst refocused on the growth areas of tech. I had unique skills. I was able to raise my hand and differentiate myself. My tech background meant I was used to rolling up my sleeves. I have been very active in the local ecosystem. It’s so important to build your network.
‘There is much more emphasis on taking charge of your career.’
Peter Banks, corporate partner at Allen & Overy. Made up in 2017
Why did you want to be a lawyer?
I studied law at university but didn’t necessarily think I would become a lawyer. I’m interested in businesses; I like economics and understanding what companies do and how they work. Corporate law was a good fit for that.
Did you always want to be a partner?
I liked being a senior associate. I looked at the role of partner and asked myself whether I wanted it. I could see the parts of my job as a senior associate that I found most fulfilling getting bigger, especially developing client relationships and building the team. I enjoy interacting with people. I did weigh up other options. I wouldn’t have carried on if I didn’t enjoy it.
Does partnership still have the same prestige?
Yes. It is my proudest professional moment. It is a very enabling status. It shows you’ve reached a stage in your career and clients respect it.
How have attitudes to partnership changed?
There is still a perception that if you don’t want to be a partner it shows a lack of ambition, but that’s changing. People are much more vocal about their careers and there is increasing openness if partnership is not what you want.
People are much more aware of other avenues.
At A&O, some join alternative delivery businesses Peerpoint or aosphere. You can progress in the organisation without being a partner. There is much more emphasis on taking charge of your career. It’s a conscious decision, not just floating into something.
How has life changed now you’re a partner?
What is surprising is how much you immediately feel the ownership of the business. I have more visibility and more of a view on the pinch points but there is less of a sense of finishing a deal and going quiet for a while. Now you’re always straight onto the next thing.
‘There are massive benefits to people saying: “This is what I want with my career.”’
Dan Saunders, corporate partner at Watson Farley & Williams. Made up in 2017
What is your career history?
As you can tell I’m a Kiwi! I moved to Singapore with my wife and got a job with WFW in 2007. About six years ago I moved to London. I have been working here ever since.
What have been the biggest changes you’ve noticed since becoming a partner?
There’s more involvement in overall strategy and the hiring and pastoral care of associates – the latter being something I’m passionate about. There’s also a lot more admin. That’s not a gripe, just a fact of life.
You don’t really become the guy in charge, you become the bottom of a bigger pile. We have lovely associates but also lovely partners. I thought there would be a bit of a bedding-in period because I’m a fair bit younger than everyone else. From day one I was treated as an equal around the table.
How would you describe the typical ‘Millennial’ lawyer?
I went to my first partner meeting this year and I did a session called ‘how to treat Millennials’. I was born in 1985, and was surprised when told: ‘We count Millennials as anyone born after 1980.’
Millennials question people. There are massive benefits to people saying ‘This is what I want with my career’; it’s someone who knows where they are going. It takes a lot of thought to think about how to benefit from the different traits Millennials have but it’s worth it.
‘It’s different to 15 years ago when old white men would invite friends to the golf course.’
Valerie Kenyon, litigation partner at Hogan Lovells. Made up in 2018
What’s your career history?
I went to Oxford, and was the first person in my family to go to university. Having been impressed by the vacation scheme at Lovells I applied for a trainee scheme then qualified in February 2010. My first day at the firm was the day the firm became Hogan Lovells!
Have you always wanted to be a partner?
I remember looking at what the partners were doing and thinking it included so much travel and looked so complicated. Clients were calling them without even knowing who they are.
Have you noticed any changes since becoming a partner?
I started getting invited to conferences and people start noticing who you are. There’s an imposter-feeling at first.
What do you enjoy about your job?
I’ve always loved being part of the clients’ trusted team. Whether I’m talking to a client’s legal, engineering, marketing or design team it’s an easy conversation if you keep in mind that a great deal of what we do is about building trust and relationships. It’s a given that lawyers at top law firms in the City excel at providing legal advice: there’s got to be more to it than that to build a team and a strong and exciting client base. It’s different to 15 years ago when old white men would invite their friends to the golf course. If you recognise the business world has changed and what was successful 15 years ago is unlikely to be today, you’ll pick up more client relationships.
Do you identify as a Millennial?
I identify very much not as fuddy-duddy middle class. I was the sort of person who at university thought ‘I’m going to come up with loads of cool business ideas!’ but none of them came to fruition.
Was it difficult to transition from an associate social group to a partner one?
You become part of management and you have to be respectful of your senior associates having space to let off steam! You want them to look after each other and feel like colleagues.
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