Asking around the market for tributes to Scott Simpson, Skadden’s eminent M&A partner who died suddenly at the age of 65 on 29 May, soon confirmed what was long suspected. Scott was the kind of man who got everyone up dancing to rock music, the sort of man who put the shirt-related fear of God into German hoteliers, the consummate enthusiast, sportsman and loving family man. He was the kind of man who would not hear of allowing a legal journalist to go unescorted in a foreign city or flinch when she put her foot in it. Effortlessly kind, generous, clever and funny.
Michael Hatchard, the now retired partner who did much to make Skadden a US heavyweight in public M&A work in Europe, recalls fondly: ‘When called to Düsseldorf for what would become the defence of Mannesmann in the bid from Vodafone, Scott left London just before the New Year holidays without hesitation with an overnight bag. He didn’t surface until the spring, by which time he had become a central player in the defence team and the deal had become recommendable. The hotel eventually asked him to sign a waiver because the collars on his much over-laundered shirts were about to fall off.’
One of my own enduring, if slightly mortifying, memories came about when in January 2020 I visited Scott and executive partner Eric Friedman at Skadden’s erstwhile office in the Condé Nast building at 4 Times Square. Not unusually for the New York legal community, it was a late meeting, Scott and Friedman having graciously squeezed me in after a long day of annual financial wrap-up and partner performance reviews.
Ever the gentleman, Scott wanted to make sure I got back safely, insisting on walking me the five minutes to my hotel. En route we passed Jimmy’s Corner, a famous dive bar in Midtown that I had visited the previous night. I waxed lyrical about the unique clientele, atmosphere and exceptional value for money of this pub that was owned by a retired boxing manager, eventually asking Scott: ‘Have you ever been there? It’s really good – only $6 for a glass of wine, too!’ No sooner had the words left my mouth, I realised what a ridiculous question that was – obviously he was accustomed to more salubrious, if less cost-effective, watering holes. Without missing a beat or looking appalled, his answer was a short and sweet: ‘No’, but delivered without so much as a hint of disdain.
Mike Francies, Weil’s London managing partner, reminisces: ‘He was one of the people that was not only respected but also liked and who people liked to be with. I remember going to a Rod Stewart concert with him and his wife at the O2 many years ago and he made us get up off our seats and dance.’
Indeed, Scott was the kind of person who threw himself into society and fun with equal gusto to how he approached deals. Says Hatchard: ‘Scott was the consummate enthusiast. He reacted to any opportunity, whether social or professional, with energy and excitement. He broke received wisdom and refused to be bound by convention for convention’s sake. He hunted for the best outcome and in the process broke records and assumptions. He handled some of the most complex, contested transactions of the last three decades with courage, flair and utter commitment. In the process, he developed novel techniques and delivered outstanding results. He was a true star and magnificent friend.’
Pranav Trivedi, head of Skadden’s London office, observes: ‘Scott was such a big personality, profound force in the market, critical player in so many of our lives that it is difficult to capture his impact in a few words. The outpouring of condolences and sympathy from his Skadden family, clients and the market more generally give only a partial sense of what an impact he made and the legacy we will all strive to live up to. The most consistent themes from these tributes are that he was a cheerleader for, and a friend to, everyone he met and one of the most creative and strategic thinkers of our time. Yet he always seemed to find time to help anyone in need of guidance. His energy and optimism were boundless. We – as an office, a platform, a firm – owe Scott a tremendous debt of gratitude for all the building blocks he has put in place. It is incumbent on all of us to carry his legacy forward.’
That tribute certainly resonates with wider market sentiment. Many of the legal industry’s great and good numbered among the hundreds gathering on the morning of 10 June at St Columba’s Church of Scotland in London’s Pont Street to pay their respects.
Outpourings of grief from family, colleagues and friends bore testament to how keenly Scott’s loss has been felt by all who knew him, not only as Skadden’s influential co-head of global transactions but also as a man of character whose personality engendered respect, loyalty and affection in equal measure.
The funeral service saw heartfelt readings from Pranav Trivedi, Donna Gregg, Scott’s longstanding executive assistant, followed by an emotional family tribute from his children Mairead, Victor and Caitlin.
A eulogy delivered by Lorenzo Corte, Skadden’s London M&A co-head, contained a mixture of shared war stories on deals and funny personal anecdotes, capturing the sense that Scott was not one to silo his home life and professional career – but treated them both with equal import.
Skadden born and bred, having been a summer associate in 1981, joining the firm full-time in 1982 and making partner in 1988, Scott’s route into law was somewhat unorthodox.
On graduating high school, he indulged his love of surfing, living in a beach house in Hawaii near the big waves. Pragmatism eventually kicked in and he decided he’d better get a university degree and a career.
In 1990, having only been a partner for two years, Scott joined the then office leader, Bruce Buck, for what should have been a two-year sojourn in the new London office. He never left.
Speaking with Legal Business in 2020, Scott quipped of the adventure in his characteristic good humour: ‘People questioned why I left New York for London. Being asked to start the M&A business in Europe sounds dramatic, a wonderful honour the firm was bestowing… I learned two years later the firm asked everyone senior to me and they all said no.’
An enviable career has seen him act on some of the most famous and contentious takeovers in history, including Arcelor’s $33bn merger with Mittal Steel and Gucci’s defence against a hostile takeover attempt by LVMH, a mandate that was to lead to a longstanding relationship with the client.
In 2020, Scott recounted the failed hostile takeover of Gucci as a particular defining moment, calling to mind an era when transactions were both fraught and incredibly exciting. ‘Michael [Zaoui, of Morgan Stanley] and I were getting ready to address the board. The phone conversation started on my front stoop at 8pm as I was getting in the house. I never made it inside. I spent till about four in the morning on the phone with Michael screaming at me, me screaming back. At the end he had run out of steam and I had run out of arguments and finally I said: “If we don’t launch the [defence], what do you propose?” Since we didn’t have a plan B, he said, “Fuck it.” The next day we went into the boardroom and launched and it was one of the most effective takeover devices ever. The market loved it and hated it. The journalists all said we were evil, but Gucci enticed [French billionaire François] Pinault to be the white knight and LVMH was sent packing.’
Scott remained an avid surfer and enjoyed shooting, skiing, sailing, going to see Chelsea FC and attending Goodwood Revival with his beloved wife Kathleen.
When asked for tips for success during the 2020 interview, Scott observed: ‘A good M&A practitioner needs to think the unthinkable but, because we are a profession, make sure that fits in the ethical boundaries. People ask how I developed my reputation. I got to know young investment bankers and became friends with them. As their careers evolved, my career evolved. We would get invited into projects based on their recommendations.’
Daniela Conte, Skadden’s assistant director of marketing and communications, added: ‘It’s been a difficult time looking for words to adequately describe the enormous impact Scott had on so many of us. But there are no words to do him justice. It’s true he was a brilliant lawyer, a nurturer of talent and a friend to many. But I liked best his sense of humour, which always stayed on the right side of naughty. The world will be a less fun place without him. Just recently, we were discussing Joe Flom’s ability to look at and learn from the past, assess the present and anticipate the future. This was Scott’s talent as well, and part of the legacy he leaves.’
Scott was an M&A pioneer but more than that – he was a bon viveur, a gentleman and a class act. He will be sorely missed by all who knew him. Our deepest condolences go out to his family, colleagues and friends.