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The result is that senior attorneys are running transactions end-to-end - including structuring, client interface, execution, and key judgment calls - with meaningful responsibility for those decisions, but without the corresponding visibility or recognition of being seen as “in charge” absent the partner title. In practice, this also includes absorbing more junior-level execution where dedicated support is not available.
Have others seen this model in practice, particularly the lack of dedicated transactional junior support?
How is decision-making responsibility typically balanced with visibility in your teams?
Trying to understand what’s market
Yes, that’s the group I’m leaving. My group has enough volume but clients refuse to pay for junior work done in a VHCOL office (higher rate), so we need to borrow associates from other offices or use the general corporate associates in my own office. I really don’t like it because the quality of junior support is hit or miss, and way too often I end up doing everything myself because a junior just flat out does not do the work they are asked to do citing too busy (or they just ghost). I don’t know about your partners but I also get talked about “efficiency” all the time and not doing everything myself, but when I raise issues about juniors I always get told to learn to work with juniors. It’s a very crappy deal and ultimately shows the partner’s failure to sell the work and not being creative enough to craft a proper business solution (e.g., using staff attorney positions, etc.), rather than my failure to manage the budget as a senior associate. If you are at a true biglaw firm and staffing is like this, it’s also a sign that your group is not a strategic focus of your firm, which is not good for your development.
This is relatively common in specialist groups, I think