2025

What do you find attractive about BCLP's sectors/departments and which area(s) are you interested in having exposure to in your Training Contract and why? (500 words)

BCLP’s expertise in the real estate sector is particularly attractive to me, the firm has obtained a band one ranking for its real estate work £150 million and above by Chambers Student, and is at the forefront of the sector. A recent example is the firm's work representing Qatari Diar in facilitating a £400 million green loan for the development of the Chelsea Barracks residential project. This transaction was particularly intriguing to me as someone with an interest in high-profile real estate transactions. Sitting in a commercial property seat as part of a summer internship at Taylor Emmet, where I enjoyed completing tasks such as the refinancing of a commercial property has cemented this interest. With the loan being provided by a consortium of five lenders, it is clear that this was a complex and high-profile real estate transaction. Therefore, it was one that naturally drew my interest, Chelsea Barracks is also one of the most significant residential schemes, further demonstrating the significance of BCLP's work in the sector. Another aspect of this transaction which intrigued me and illustrates another one of my reasons for having an interest in the real estate sector at the firm is the innovative nature of the deal. Involving a green loan, the transaction aligns with the recent trend of green loans in the real estate sector and the importance of ESG, something I witnessed when attending a recent webinar hosted by Taylor Wessing called 'The Real Estate ESG Transition'. This illustrates BCLP as an innovative firm at the forefront of the real estate sector. 

The breadth of the firm’s real estate offering is also attractive, the thought of having exposure to many different aspects of the real estate sector during a Training Contract appeals to my intellectual curiosity. With the real estate practice area being divided into five different teams, there is a variety of work, offering the opportunity to develop an overall understanding of and in-depth expertise of the real estate sector. This sector expertise is something that differentiates BCLP from other firms. Additionally, I believe it provides a full offering in the sector for clients who need not look any further than BCLP for any of their real estate needs.

On top of BCLP’s excellent work in the real estate sector, its position as one of the few elite UK firms offering both commercial real estate and private client work is attractive to me. As someone who enjoys building and maintaining personal connections, the opportunity to gain exposure to this type of work as well through a Training Contract is appealing. This is something I have found I enjoy through my previous role as a cricket coach, working with individuals on a personal level and being their point of call for any issues they encounter. Building and maintaining these personal connections is also something that my work as a freelance gardener depends on. These interpersonal skills will be required when conducting intimate tasks such as succession planning and family governance.

What is your understanding of how a business generates and maintains a profit? (Please provide examples) (500 words) 

At its simplest, a business generates and maintains a profit by ensuring revenue exceeds costs. To generate this revenue, (for it to exceed costs) a business must offer either a product or a service for which there is a demand that they can monetise. A perfect example of this process in action is the online learning tool company Quizlet which I will discuss. 

Firstly, there must be a demand for this product or service. This is achieved through a business establishing who its clients are and why they will choose their particular product or service over competitors. In the context of Quizlet, it is an online learning tool designed for students. It stands out from its competitors due to its simplicity and ease of use, along with its established reputation as the leading online study tool. Therefore, Quizlet has a consistent demand for its services from an established clientele which sees it as the best online study tool for their needs. To start generating revenue though, as previously discussed, a business must be able to monetise this demand. Quizlet provides a premium version in exchange for a monthly subscription fee and has also introduced adverts into its free version. This premium service comes at a competitive price to ensure that monetisation does not negatively affect demand for the service and therefore profitability. Thus, Quizlet can generate revenue and profitability by effectively monetising demand for its services. 

When it comes to maintaining profit, businesses must be able to maintain or increase the demand for their product, which can be difficult when the market around them becomes more competitive. This can be accomplished through innovation by businesses to distinguish themselves from competitors and attract more clients. In Quizlet’s case, AI was implemented to enhance the efficiency of the learning process for clients. This has enabled them to differentiate themselves from competitors further and keep up with popular market trends. Additionally, a business can maintain a profit by making strategic hires, where new individuals are employed who will add value to the business through their expertise and experience. Quizlet recently appointed Kurt Beidler as its CEO who has significant experience and a track record of scaling businesses, his leadership will help Quizlet continue to grow, increase revenue, and ultimately boost profits.

Businesses can also ensure they maintain a profit by cutting costs through ways such as restructuring. In this case, a business can do some self-analysis and identify which of its areas it can reduce costs in and then proceed to make these areas more cost-effective through measures such as laying off employees or reducing overheads. A recent example of this is Tesco, a client of BCLP, who recently released plans to cut around 2,000 staff and close remaining counters and hot delis. Tesco identified hot delis as not generating sufficient profit and being costly to run and staff, so made the decision to close them, cutting what they deemed to be unnecessary costs in an attempt to maintain profitability.

Please describe a time where you have received constructive feedback? How did you react and how did you utilise this feedback to ensure your own positive self-development? (500 max)

Over the course of my first year at University, I struggled with adjusting to the University writing style. As a result, I received various constructive feedback comments relating to two key areas; not demonstrating enough critical analysis, and having too wide of a focus in essays. Initially, I responded to this feedback with confusion and disappointment, not being aware of how to demonstrate critical analysis and still convinced that the writing style I had used in A-levels, which had given me an A* in History, was the right way forward. After these initial feelings had subsided though I put things into context, I understood that the first year was there to learn and make mistakes, as it did not go towards my final degree classification. I recognised that there was no better time to learn from these mistakes and promptly reflected on the constructive feedback I received in order to learn from these mistakes and take the things I had learned into my next two years at University, which counted. I knew a few changes to my writing would make a huge difference and sought answers to ensure my positive self-development in achieving the grades I knew I was capable of achieving.   

Firstly, I collated all the constructive feedback comments I had received into one document next to the markers who gave that feedback. I then contacted all of the markers and arranged meetings with them to go over my essays and the constructive feedback they gave me. From these meetings, I gained a general understanding of what I was doing wrong and sought to implement what I had learned in practice by asking the markers if I could write a paragraph for them to mark using the tips they had given me. I then had a further review with the markers, going over these new paragraphs and asking for additional feedback from them. In addition to this, I looked at sample essays which received high marks and spoke with my friends who achieved high marks and asked them for tips. 

As a result of receiving all of this feedback in response to the initial constructive feedback I received, I now had a solid understanding of how to consistently write first-class essays, with a much more effective writing style. In my second year, I implemented everything I had learned into writing my essays and managed to achieve a first-class average by the end of the year and achieved 7 first-class essay marks out of the 11 essays I wrote over the course of the year. This is something I am proud of, and I am very grateful that I was able to see past my initial disappointment and confusion, successfully utilising the constructive feedback I received and turning it into my personal development in achieving the grades I knew I was capable of achieving.  

Please describe a time where you showed courage in the face of adversity. What was the situation and how did you react? 

In September I completed the Great North Run for the Samaritans, this was a difficult task in itself, but considering all the other commitments I already had this summer, choosing to take this on was an example of courage in the face of adversity I believe. This was because my schedule was already busy, and choosing to participate in the Great North Run with the goals of raising as much money for charity as possible and running a personal best in the distance would make things even more hectic. Having the courage to say yes to this when it would have been easy to say I was busy enough as it was, and taking on the additional mental and physical burden is something I am quite proud of myself for doing.

As I mentioned, I already knew my schedule was very busy when I chose to take this on. I had to find a way to balance cricket, work, fundraising, and training over the three months preceding the race. Cricket is a non-negotiable for me, having played it all my life and played at a high level, alongside professionals in the North Yorkshire South Durham Premier League, and previously for North Yorkshire and Cleveland Schools. It is a commitment which is particularly time-consuming, as I play multiple times a week and train. Additionally, there was also work to consider, over the summer (and also last summer) I worked as a freelance gardener, advertising my services and working for local clients in the village. This also took up time, mainly during the week. Therefore, I only had one or two free days a week and would normally use these to rest given cricket and gardening are both tiring commitments, regardless of what some non-cricket fans might say!

Choosing to take on the challenge of the Great North Run would require at least three training runs a week and a few hours a week to dedicate towards fundraising. I knew this would be difficult to fit into my schedule, so I started devising weekly timetables to roughly plan my time out and ensure I could dedicate the time. To fit everything in I had to run before work and say no to quite a few social commitments over the course of these three months to ensure I was hitting my goals. Those three months were particularly challenging times and I had to be very careful with my time planning to ensure I was not too fatigued and picked up an injury. 

In the end, I was very grateful I had the courage to take on this additional challenge and that I had the determination to do so, and stick to a plan. In the face of the adversity of such a busy schedule, I had the courage to continue pursuing my goals, raising over £500 for the Samaritans and completing the half-marathon in a 10-minute personal best of 1:25:14. 

2025

Q1 - What do you find attractive about BCLP's sectors/departments, and which area(s) are you interested in having exposure to in your Training Contract and why? (500 words)

I find it attractive how strong BCLP's work in the real estate sector is, specifically in real estate litigation. At the Aspiring Solicitors' Commercial Awareness Competition semi-final at BCLP, I had the opportunity to meet partners and associates from across the firm's Real Estate development, finance, and litigation teams. I had a fascinating conversation with a partner who worked in property litigation, where I learned about the firm’s work with the National Grid on infrastructure energy projects as well as acting for clients like Aviva and Landsec. During a training contract at BCLP, I want to be exposed to real estate litigation, as I developed strong argumentation skills during my degree at [redacted], which are essential for litigation. In my history modules, I evaluated the validity of historical evidence and used analytical thinking to assess the merits of arguments. I excelled in this area, achieving the highest marks in my year across two modules and a first in my overall degree result.

I am also attracted to BCLP’s strength in Mergers & Acquisitions, especially the “One Firm” approach, which ensures that clients benefit from seamless integration across practice areas and jurisdictions. This has allowed the firm to work on fascinating deals like advising Driscoll’s as part of a consortium to acquire Costa Group, as well as advising Lumen Technologies on the sale of their EMEA business to Colt Technology Services. These deals demonstrate to me that I would have the opportunity to work on complex, multinational transactions during a training contract at BCLP, an ambition that I developed whilst shadowing a partner at [law firm]. I had the opportunity to witness the sale of a large European bank’s custody business across multiple jurisdictions. I also learned about the complexities involved in coordinating deals across countries and practice areas. This experience inspired me to want to train at an international commercial law firm like BCLP, where I would work on high-profile deals that shape global markets.

When I visited BCLP, I also had the opportunity to speak with trainees and learn about the work the firm does in advisory services related to heavily regulated industries. A training contract at BCLP will give me the opportunity to work in areas like financial regulation, antitrust, corporate governance, and infrastructure. As the burden of regulation increases and grows more complex, businesses will need solicitors more than ever to assist with compliance, investigations, and guidance. This aspect of commercial law interests me due to my experience as a Parliamentary Assistant to a UK Government minister. In my role, I’ve had the opportunity to work closely with policymakers and industry stakeholders, such as EDF and Lloyds, and have observed how regulatory decisions shape industries. I’m eager to apply my passion for government regulation to a career as a solicitor, and I believe that BCLP is the right firm for me to explore my interest due to the plentiful opportunities on offer.

Q2 - What is your understanding of how a business generates and maintains a profit? (Please provide examples) (500 words)

There are four key factors to consider when exploring how a business generates and maintains a profit. Throughout this answer, I’ll reference my favourite brands to illustrate how each of these factors work in practice.

The first factor to consider is the creation of a ‘unique selling point’, or USP. Businesses generate profits by creating products that consumers want to buy. To do that, they often need to have a USP to differentiate themselves from the competition. In the case of Tony’s Chocolonely (my favourite chocolate brand), the company was founded to provide ethically sourced chocolate that offered consumers a product that was free from child labour. By building the brand around fair trade and ethical values, Tony’s Chocolonely distinguished itself from competitors, allowing it to charge premium prices that reflect the higher costs of ethical sourcing. This commitment to fair trade provided a compelling reason for customers to choose Tony’s over other brands that relied on supply chains with human rights violations.

Strong profits are also created by effectively managing profit margins. A profit margin is the portion of revenue that remains as profit after all expenses are subtracted. A company with strong profit margins is better placed to invest, improve products or services, weather financial downturns, and reward shareholders. A company that exemplifies strong profit margins is Lego. Lego operates on a gross margin of 68.8% (which factors in the direct cost of manufacturing) and an operating margin of 27.7% (which factors in the costs of marketing, administration, and logistics). Lego has achieved these margins due to brand pricing power. Because their brand has incredibly high demand, they can charge higher prices, which widens their profit margins.

Profits are maintained through cultivating brand loyalty and repeat purchases. Loyalty is achieved when consumers repeatedly choose a particular brand. Durable demand is created through repeat purchases, which maintains profitability over time. This is no better exemplified than by Apple, whose customers consistently buy new versions of products such as the iPhone, MacBook, and Apple Watch. The business has the highest customer loyalty among smartphone brands, with 89% of iPhone users sticking with the brand for repeat purchases. Apple has cultivated this brand loyalty by developing a reputation for high-quality products, sleek designs, and simple user interfaces. By creating loyal customers, businesses can ensure demand for their products remains high, guaranteeing long-term profitability.

Profits are also maintained by diversifying product ranges and adapting to new market trends. This entails creating new brands, expanding into different categories, and catering to the changing preferences of consumers. A classic example of this is Coca-Cola, which has grown beyond its flagship soft drink by diversifying its product range. In the US, Coca-Cola has products such as Dasani water, Minute Maid juices, Powerade sports drinks, and Honest Tea. This diversification has allowed Coca-Cola to reach consumers who are seeking alternatives to sugary drinks, ensuring the business has adapted to market trends despite consumer preferences evolving over time.

Q3 - Please describe a time where you have received constructive feedback? How did you react and how did you utilise this feedback to ensure your own positive self-development? (500 words)

A time when I received constructive feedback was when I completed my first policy response to a constituent while working for my MP. When I first joined my MP’s office, one of my first tasks was to draft policy correspondence, which involves responding to constituents' questions on government policy.

The first response I wrote pertained to a complex query about pension tax relief. A constituent had asked about my MP’s stance on providing greater tax relief to pensioners, specifically advocating for an increase in the lump-sum tax allowance. As a recent graduate, I had limited experience with pensions and was unfamiliar with the intricacies of government pension incentives. I also found this assignment difficult because I was eager to impress on one of the first tasks I was assigned in my new role.

My first step was to research the party’s stance on pension tax relief and explore the broader policies on pension credit. I then drafted a response that was factual but somewhat rigid and overly technical. Furthermore, it didn’t fully address the constituent’s concerns. My MP provided constructive feedback, advising me to focus on our party’s position on the issue, rather than simply presenting information about pension credit. She highlighted that I had missed the point of what a response from an MP should convey. Additionally, she noted that my response didn’t capture her voice or style, making it feel too formal and formulaic.

Initially, I felt disappointed and frustrated with myself for not meeting the standard expected on one of my first tasks. However, after discussing this with a colleague, I was reassured that it’s common to learn and grow through experience in a professional setting. Through this experience, I learned that it isn’t possible to get every task done perfectly on my first try, but that it is essential to gain more experience and improve over time.

I utilised this feedback to learn how to write more professionally. Most importantly, this experience taught me the key differences between professional and academic writing. Unlike my university essays, which could consider a broad range of facts, policy responses require clarity, directness, and a focus on the constituent's core question. This experience sharpened my attention to detail and improved my ability to address constituents’ concerns succinctly. Over time, my responses became more focused and aligned with my MP’s voice and stance, to the extent that my writing requires very few revisions.

I also utilised this experience to become a more confident and independent employee. In the responses I wrote afterwards, I kept the feedback in mind and referred to my drafts alongside the exemplar response I wrote for my MP after receiving feedback. From this, I nailed the correct style. I now feel confident in addressing any policy issue that crosses my desk, regardless of complexity. Developing the ability to work autonomously has been essential in my role, as I am now able to independently manage my MP’s inbox and correspondence.

Q4 - Please describe a time where you showed courage in the face of adversity. What was the situation and how did you react? (500 words)

A time when I showed courage in the face of adversity was at the 2023 British Universities and Colleges Sports (BUCS) Boxing Championships. Despite boxing since I was 13, I often struggled with technique, which cost me points in matches. In 2022, I lost a closely contested fight in front of 1,300 spectators, leaving me questioning whether boxing was truly for me. My journey with the sport had led me to a point where I seriously considered giving it up entirely.

Despite the disappointment, I found the courage to commit to a new goal: to return and compete again at the BUCS Championships. For me, the biggest challenge was to overcome mental barriers and self-doubt. When I returned to training, I dedicated myself to improvement, balancing two-hour training sessions six days a week while managing a full university workload. When I wasn’t studying or training, I was watching old fights and analysing my favourite boxers. Each day, I confronted the doubts that lingered from my previous loss, pushing myself to believe in my own strength and ability.

A crucial part of my journey was to focus on specific areas of my technique that were lacking. I often lost points through small mistakes, such as being slightly within range for quick jabs from my opponents and leaving my hands down. On the recommendation of my coach, I decided to learn the Soviet style of boxing, characterised by a high guard and long, looping punches. This meant fundamentally changing my rhythm and footwork, which required long hours of practice in the gym.

In the lead-up to the Championships, there were times when exhaustion and self-doubt made it tempting to give up. After multiple bad training sessions, during which I had taken a few too many punches, I began to believe that I was an impostor and that I wasn’t a real boxer. However, I reminded myself that the real victory was in persevering, even when the outcome was uncertain. This mindset shift required me to find a new inner resilience, allowing me to focus on self-improvement and courage rather than just winning.

When I stepped into the ring, I was incredibly nervous. But after the first bell rang, all my fears melted away, and I focused solely on beating my opponent. The new guard worked, and I was able to exploit my opponent’s poor stamina by targeting shots to the body. Winning the fight and advancing to the semi-final was an incredible achievement, but it was the journey—the courage to face failure, push past it, and believe in myself again—that made it truly meaningful. For me, courage wasn’t needed to get into the ring for that final fight; I needed courage to step into the ring again after my big loss. This experience taught me the importance of inner strength, resilience, and the courage to pursue a challenge, regardless of the outcome.

2024

Q1 - What do you find attractive about Bryan Cave Leighton Paisner's sectors/departments and which area(s) are you interested in having exposure to in your Training Contract and why? (500 words)

It is attractive how international the firm’s corporate work is. I researched  Bryan Cave Leighton Paisner’s (BCLP) involvement in Ocado’s acquisition of Myrmex which contained numerous cross-border elements given that Myrmex operates its research arm in Greece which required the support of a local relationship firm, KGLaw. I interned at a consulting firm in India and the interactions with colleagues and clients from diverse backgrounds were enriching, as I learned about the cultural and historical roots of certain laws. This prompted me to examine English regulations and I believe that in order to offer clients informed insights into potential corporate landscape changes, lawyers must understand the reasons behind the creation of laws. This understanding evolves through international engagement. 

I also find it attractive how BCLP has carved out a stellar reputation across the breadth of the real estate sector. I was interested to learn that the firm offers counsel to private equity firms involved in the purchase, management and divestiture of real estate and that depending on how these transactions are structured, there can be substantial collaboration between the firm’s real estate finance and real estate tax teams. Such synergies lead to an enhanced client experience as lawyers in this practice area won’t just be experts in their legal subgroup but sector experts, familiar with the competitive context in which clients operate. Moreover, this presents a competitive advantage for the firm as clients prefer one-stop legal shops for their needs as this is practical from a project management and pricing point of view.

I am interested in gaining exposure to the real estate department within my training contract. BCLP has assisted clients in developing some of the most iconic points on the London skyline like the ‘Cheesegrater’ and the tangible results that stem from this area of law appeal to me. I spoke to BCLP lawyer X at the Legal Cheek Virtual Law Fair and learnt about how trainee responsibility was particularly high in this area as from the start you are negotiating documents and conducting your own mini deals. I am keen to expose myself to as much responsibility as possible in my training contract in order to develop in-depth industry knowledge that will serve me well in my newly qualified role.   

I am also interested in gaining exposure to private client law. BCLP is one of the few elite UK firms that offers seats in both private client law and corporate and real estate work. I find it rewarding to form connections with individuals and help them achieve their goals. I experienced this when I taught GCSE students English Literature. In order to make the content more stimulating, I created podcasts of the plot of Macbeth to make learning more accessible. My students thus received top marks as they could revise consistently at their own pace. Relationships are particularly generational and trust-based in this practice area, especially in subgroups like family asset protection and I wish to develop similarly meaningful client relationships. 

In your first 3 months as a trainee at BCLP, who would you seek to build relationships with, and what strategies would you implement to ensure that these relationships are long-lasting? (500 words)

I would seek to build relationships with my fellow trainees. Establishing these bonds is crucial because it provides us with a mutual support system as we embark on our professional journeys. For example, we could share our experiences from our recent seat rotations and exchange insights on more efficient ways of working. Additionally, these relationships offer a camaraderie which is invaluable, especially considering the demanding hours that lawyers work. Having a trusted team of colleagues is indispensable in maintaining well-being and sustaining motivation.  

I would pursue mentorship relationships, particularly with individuals who share my background as a woman and an Asian-British individual. It is empowering to connect with mentors who share your cultural background as it provides you with a positive role model. A mentor could also play a pivotal role in introducing me to pertinent professional organisations, events or conferences within our shared cultural community so I could in turn work to make the industry more inclusive. 

I would seek to build relationships with law firm partners in practice areas I find interesting as I recognise that they frequently have the authority to allocate complex tasks. Additionally, these connections are instrumental in the realm of client development. It is important to build client relationships early on in one's career and partners can provide valuable guidance on strategies for acquiring and retaining these relationships. These are soft skills that are not frequently taught upfront in a training contract.  

To ensure that these relationships are long-lasting I would prioritise maintaining regular communication. Relationships are not built overnight and are based on trust and consistent interactions can help to solidify this foundation. Moreover, frequent communication demonstrates ongoing interest and commitment to the relationship and sends the message that you view it as something worth investing time in. This could include updates on my progress on a project I am working on which is also of interest to them and inputs about resources that are relevant to both of us.

To further ensure the longevity of such relationships I would engage in reciprocity as it is not solely about receiving support but also about actively extending assistance when appropriate. Reciprocity can create a positive feedback loop where each person’s actions inspire similar behaviour from the other, in a harmonious cycle. This might encompass offering to help with the other’s workload when they have a lot on their plate or volunteering for firm initiatives that they are spearheading. 

In order to ensure that such relationships are enduring I would make an effort to get to know my colleagues on a personal level. This can greatly improve communication as you can understand their communication styles and nuances which can lead to more effective interactions. In addition, personal connections can reduce workplace stress. Having colleagues you can confide in or seek support from can be emotionally beneficial. I would do this by arranging casual coffees and attending firm social events together so we can engage in lighthearted and games-based activities. 

Q3 - Imagine you are a trainee at BCLP and you have been working on a task for an associate in the Finance department. The associate is away and a partner in the department urgently wants a summary note of the research to send to a client, and has asked you to send it to them by tomorrow morning. How would you react? (500 words)

Firstly I am proceeding on the assumption that the task for the associate does not have a similarly imminent deadline. I am secondly assuming that whilst I have not finished the task for the associate, I have made my way through a substantial portion of it. Proceeding from these assumptions I would first prioritise the task given to me by the partner given its urgency. Even though the timing of the request is awkward given the tight timeframe and task that I already have on hand, meeting deadlines for clients and responding promptly to requests is crucial in a law firm environment where last-minute actions are expected to crop up. 

I would then briefly plan out the task and think about the fact that it is in fact a summary note of the research, meaning that it should not exceed a page at most. This is important as it would waste time to write out a long detailed note given that there is a tight deadline. I would organise the research findings into a clear and concise summary format. This might involve highlighting the most relevant information identifying key issues and structuring the note in a logical manner. Even though I would have not completed the research in totality I would ensure that I had not missed any salient points in the research that would affect the note substantially. It would be important to make sure that minor or irrelevant details were edited out of the summary note so as to not waste the partner's or client's time. I would pay attention to the tone, language and format, ensuring that it was clear, brief professional and easily understandable in lay terms given that the client likely would not be able to understand complex legal terminology. After completing the draft I would carefully review and edit the content to eliminate grammatical errors, improve clarity and ensure that it aligns with the firm’s standards for quality and professionalism. I would send the summary note to the partner, informing them of the fact that I had not been able to finish all the research, but that I had created a comprehensive note with all the main points so that their expectations were managed. I would also send a separate email to the associate informing them that I had been requested to deviate from their task briefly, copying them in the partner email for reference to the scope of the work I had to undertake. 

I would then send a follow-up email to the partner the following day in order to inquire if any further action was required or if they had any feedback on the work or if there was any other way I could get involved in the project after I had finished the prior task for the associate. 

Q4 - Please tell us about a time where you failed at something; what was the situation and how did you react?(500 words)

I failed once when I campaigned for the position of Community Outreach Officer in my university’s Writers Society. The role involved reaching out to authors, journalists and poets and organising events for the society as well as receiving feedback and speaking to society members about what external initiatives they wanted to see promoted within the society, such as writing competitions. I find it exciting to interact with different kinds of people and help organise large-scale events, thus I felt that the role suited me. However, my campaign was ultimately unsuccessful and my vote share was significantly lower than the other individual who won the position. This was disappointing as I was eager to implement my ideas and help shape the direction of the society. I was dejected at first, but I reminded myself that I was only in my second year and that I had the chance to try again in my third year. I evaluated my campaign personally and asked a few society members what they felt I could have done better. I realised that my competitor had started campaigning the day that the vote opened. They had prepared beforehand by printing out posters, creating a website and developing a coherent manifesto. My approach had been much more disorganised. I had only campaigned at the society hustings and had uploaded my manifesto on my social media only. Naturally, the reach of my campaign was much more limited given that many society members did not follow me on social media. I wrote down what had limited my campaign's success and the following year I made a detailed plan of action, breaking down my tasks into manageable goals, for example by creating the graphics for my campaign posters over the weekend. When the campaigning started I was ready with eye-catching posters that I placed around the popular spots of the university such as the library entrance and cafes. I also practised my hustings speech with friends and got them to pose questions to me so I became familiar with the format and with speaking publicly in general. I also help a drop-in stand twice a week with the provision of free cake and sweets. This gave me a chance to talk informally with society members in depth and learn about what they wanted from their community outreach officer as well as giving them the chance to get to know me as an individual. This all culminated in me winning the election. Upon reflection after winning I realised that my initial loss, though hard at the time, had been a valuable opportunity for growth. Through it, I realised the importance of persistence and preparation. Few wins are the result of last-minute efforts, rather it is preparation and accumulative hard work. These are valuable skills that are applicable to all areas of life, particularly in a legal career where preparation and the efforts of many years result in victories like the closing of a deal, or the construction of a building. 

2023

What do you find attractive about Bryan Cave Leighton Paisner's sectors/departments and which area(s) are you interested in having exposure to in your Training Contract and why? (200 words)

The Real Estate sector and in particular, the Commercial Real Estate department interests me. My interest was piqued by following the negative trends the pandemic particularly had on the sector. I followed this interest by attending the 'future of cities' where Justin Oldale discussed how regardless of the death of the high street, and a sharper move towards online shopping, universities are looking to utilise such commercial places, causing an increase in demand. I was equally impressed to learn that BCLP not only ranks Tier 1 according to legal 500 for the Real Estate sector but also the Commercial Real Estate departments, meaning I would be able to learn from leading lawyers in the practice area.

With the rise of FinTech and an increase in digital payments and transactions, I developed an interest in the Fintech department. I read about the firm advising Apto payments on the launch of its first crypto-based debit card.Being at the forefront of advancements and revolutionary work such as this is an enticing prospect for me, especially in light of a world which is increasingly relying on digital payments through crypto for purchases and transactions. This draws me to the Fintech department at BCLP. 

In your first 3 months as a trainee at BCLP, who would you seek to build relationships with, and what strategies would you implement to ensure that these relationships are long-lasting?(200 words)

I would seek to build strong relationships with my trainee cohort. This will help ease the transition from university to professional life and create an invaluable support network for any challenges I would be facing that my fellow trainees can help with and vice versa. To do this, I would utilise various networking events. Equally, I would use lunches to learn more about them as individuals from diverse backgrounds and their experiences across different seats and practice areas. Appreciating the value they add and making it a priority to know the paralegals, IT and support staff, would also help me to establish strong relationships across various areas of the firm.

To ensure maximum personal development, I would develop a strong relationship with my supervisor and partner mentor. To ensure this, I would either organise a small catch-up or drop in. This would also allow me to learn their individual styles and build rapport based on that, ensuring a solid relationship. This would be highly beneficial as my supervisor and partner mentor would be able to know me as an individual, and my styles of work, and give constructive feedback for me to act upon in order to progress and succeed. 

Imagine you are a trainee at BCLP and you have been working on a task for an associate in the Finance department. The associate is away and a partner in the department urgently wants a summary note of the research to send to a client, and has asked you to send it to them by tomorrow morning. How would you react? (200 words)

Firstly, I would get in touch with the partner, telling them I will make it an absolute priority to get the summary note done, whilst also ensuring I let them know that the associate is away. It would be important for the partner to know this as they may have to check it more thoroughly before sending it to the client. Additionally, I would ask if there is anything in particular that the associate may not have mentioned that they would like on the summary note, allowing me to have a checklist and produce the most favourable note. 

Once this is complete, I would look at my calendar and prioritise the summary note of the research. This would then allow reorganise tasks, whilst also ensuring time is allocated to other tasks. I would work on the research as early as possible as it means that should any difficulties arise; I can consult another associate for guidance. I would stay in the office for longer to ensure it is of the best quality with minimal errors, proofread and sent off to the partner so it is ready for them in the morning and so any last-minute changes can be made promptly. 

Please tell us about a time where you failed at something; what was the situation and how did you react? (200 words)

A recent failure which has proved to be an excellent learning opportunity was in my General Secretary role for the Negotiation Society. This was my first committee role involving securing sponsorships and communicating with large organisations, whilst also balancing my academic workload. 

It was initially challenging as I frequently reached out to selected targeted organisations who requested that I draft a proposal, which often took me 2 hours to draft. I received 5 rejections to my proposals after spending countless hours on them. This was quite demotivating initially. However, by changing my outreach approach and revising the way I drafted the proposals, I managed to secure sponsorships from Vantage, Corporate Law Academy and The Commercial Law Academy.  I am proud of this achievement as it proved the importance of tenacity to me.It also proved how far determination, hard work, and resilience will take you. This also had a personal impact as I knew the difference the sponsorships would make to the members of the society. As a result of this, the members of the society have benefitted from enhanced social and career events and better career support through the TCLA platform which was immensely satisfying for me to see. 

2023

What do you find attractive about Bryan Cave Leighton Paisner's sectors/ departments and which area(s) are you interested in having exposure to in your Training Contract and why? - Max 500 words 

- Firstly, BCLP balances its vast expertise across thirty offices with a culture that incorporates staff as part of one team. This allows for more depth in solutions and multi-jurisdictional deals, and requires that the firm delivers innovative and high-quality legal advice that combines global business and diplomatic insights with jurisdictional knowledge. When I worked as a supply teacher, I learned that I love responsibility, working with people, and that I thrive with intellectual challenges and finding solutions. Therefore, this quality of BCLP and what working here would entail, is part of what attracts me to the firm.

- For example, the exposure to Financial Technology (fintech) that the firm provides interests me. Exposure to the fintech area during my training contract is invaluable because this area seems to only grow in influence, and I have an interest in its evolving nature. Innovations present interesting opportunities for banks, companies, and consumers alike and can be seen as part of a larger move towards digitalisation within commercial sectors. BCLP is known for its innovative fintech approach, its dedicated teams being a first amongst London commercial law firms. BCLP has a dedicated team working with blockchain applications and digital currency, which is exciting as a prospect. As a wills paralegal at [redacted law firm], I have learnt more about leveraging legal tools to streamline our workflow and increase overall turnover. Document automation software is an example of this. Through designed algorithms, I am able to produce even complex wills more accurately and efficiently, whilst accurately representing client wishes. I want to train at a firm which evolves with the sector, building my skills to provide value to clients which is why I want exposure to this area at BCLP.

- The environmental and energy sector is another area I want to be exposed to. BCLP has more than 30 years of experience here representing clients in various matters including approvals and project development. Further, BCLP has received National Tier 1 (Best Law Firms, 2018) and Tier 3 (Chambers UK, Legal 500 UK 2019) rankings, exemplifying the firm’s excellence and expertise. Climate change and sustainability are pertinent challenges that affect every aspect of businesses and markets, as well as the world at large. I chose to take part in [redacted environmental programme] last year to understand its commercial effects from its foundations. Here, I notably planned a social action campaign, where I handled its internal organisation. As the relevancy of environmental, social and governance issues grows, working with clients to facilitate environmental risk management and compliance with changing regulations becomes increasingly vital. I believe collaborating with businesses can drive lasting change and contribute to a more sustainable future. Being a highly technical and developing field with a lot of nuances, the firm’s evident presence in the area ensures consistent growth in my experience and skills while working with the team during my contract. Therefore, I am interested in exposure to this area during my training contract. 

Q2 - In your first 3 months as a trainee at BCLP, who would you seek to build relationships with, and what strategies would you implement to ensure that these relationships are long lasting? - Max 500 words 

- Firstly, I would want to build relationships with my trainee cohort, my immediate peers. Having a supportive environment as we work together is paramount. Commercial law is rigorous and competitive by nature of the challenges it deals with, and having a support system within my cohort ensures that everyone can find the space to bring out their best. During my time at [redacted university] I have found it enormously important to have supportive relations with my coursemates, as we have looked out for each other throughout the year. For example, we had organised study groups to discuss more complex legal concepts ahead of our exams, developing fuller understandings and building resilience. I believe you can learn a lot from your peers, with reciprocal support helping us reach our full potential. As a trainee, I would regularly catch up with my cohort in our spare time to discuss experiences and offer workload support to establish a genuine trusted network between us.

- Secondly, I would seek to build relationships with people at all levels in my immediate sector. Being a trainee, my colleagues would be my first points of insight in the team and how it functions. I would do this by scheduling frequent catch-ups with my team members and supervisors, noting feedback on what works well and further improving my approach, as well as offering my ideas. By completing my tasks to the best of my ability, I would increase my reliability. Building relationships with senior associates and partners to learn from their experience, share new ideas, and receive tasks better suited to my skill sets is another priority. Seeking a variety of perspectives, I believe, would allow me to learn more about the business and its needs, which in turn would let me develop my skills quicker, and become a better lawyer and colleague. I hope to curate strong and diverse professional relationships across each sector that I am in.

- Further, to familiarise myself with colleagues throughout the firm, I would also join affinity networks such as Enable. As a previous [redacted EDI position] at my university, I care deeply about inclusivity and recently met members of the network at the AS Ability event. I would therefore seek to build relationships with colleagues with similar passions.

- Finally, I would like to build relationships with any clients that I work with. From my experience in [redacted extracurricular activity] and working as a paralegal, I have learned that it is easier to achieve a favourable outcome when I have a thorough understanding of the position and perspectives of the side that I am representing. I believe I will gain a better understanding of the clients’ needs if I can establish a professional relationship keeping their interests in mind, delivering the best solution for them. Thoroughly researching the client’s business, its legal needs and challenges, open communication and consistent etiquette are key in establishing this relationship, proving the firm’s high standard and dedication. This builds long-term trust too. 

Q3 - Imagine you are a trainee at BCLP and you have been working on a task for an associate in the Finance department. The associate is away and a partner in the department urgently wants a summary note of the research to send to a client, and has asked you to send it to them by tomorrow morning. How would you react? - Max 500 words 

- In this situation, I would let the partner know that the associate is not in today, and briefly discuss the urgency of finalising the summary note given the time constraints. Whilst I always let urgent tasks take priority, finalising the summary note might be unrealistic in the client’s time frame. I would keep in mind how long the associate is away and why they are away: If it is for a few hours, it might be more realistic to finish the note within the time frame. If not, the deadline could need to be revisited. If the note urgently needs to be finalised after this conversation, I would let the partner know that I can complete the first draft based on my knowledge of the deal and the research that has already been completed. In any case, I would maintain open dialogue with the partner and associates on the team, ensuring that team members and stakeholders are kept informed.

- To ensure that I have enough time to finish the summary note, I would move around any other tasks and meetings depending on urgency and availability, as we have to constantly prioritise tasks to ensure that everything gets done well and on time. To address this urgency, I would leverage my past experiences, specifically my experiences as Vice President of the [redacted university United Nations extracurricular experience]. Here, I frequently encountered situations that required re-prioritising tasks and effective decision-making. For example, I prepared a 3-hour training session for 40+ delegates within a tight 2-day deadline. Such experiences have honed my ability to work under pressure and my time-management abilities. I would then briefly step away from my desk to clear my head and potentially grab a cup of coffee allowing myself to approach the task with renewed energy.

- I would look over the client correspondence to remind myself of what exactly the client is asking for and to have this fresh in my mind. I would then look over the research which has already been completed to gain an understanding of what needs to be included in the summary note to ensure that I include the most relevant information, regulations, and cases. In this process, I would consult any internal resources and documents to guide my approach, as I want to take initiative on tasks. I would check my approach with another associate or a member of the team to ensure that I am on the right track and potentially confirm the format of the summary note with the partner, as any research and summaries should be tailored to the receiver, their needs, and their preferences. In this case, I would want to make sure that the summary note would be of use to the client. Next, I would draft the note and proofread it to avoid grammatical errors and spelling mistakes. Lastly, I would send the summary note to the partner.

Q4 - Please tell us about a time where you failed at something; what was the situation and how did you react? (max 500 words)

- I have worked as a paralegal at [redacted law firm] in October 2022. Here, I draft wills to comply with English law and Islamic law paying strong attention to detail and frequently interacting with clients to ensure that the wills are accurate and specific. My main concern is to ensure that clients feel supported in the process, as this community service is an important branch of the business.

- There has been a steep learning curve, especially at the beginning of the process, where I would fail to draft bequests sections with enough clarity or miss certain assets. My manager then had to take additional time to re-draft certain sections when reviewing the wills.

- At first, when I became aware of the mistakes, I was disappointed in myself. To bounce back, I first went for a walk to clear my head and regain focus and perspective. I soon realised that due to the challenging nature of our work, mistakes were bound to happen initially. I decided to view the situation as a learning opportunity instead. After I came home, I proceeded to pay closer attention to the final documents, rigorously comparing my drafts with the amended drafts, where I would make a note of any changes. I actively sought out internal and external resources as well as started to ask more questions about the different processes, whenever I needed more information. I would then re-check these notes and answers when drafting the wills to ensure that the wills I currently work on do not include the same mistakes and that I would only ever make a mistake once.

- Because of this approach, I have noticed fewer edits and amendments from my drafts to the finalised edits and received positive feedback from my colleagues and my manager. I have therefore been able to speed up the process for the clients that I handle, as the wills I work on require less editing and I work much more independently. I have since then been trusted to process any urgent wills and perform tasks of more senior colleagues, whenever they have been away. I have been involved in a larger amount of client contact and have even reviewed documents and resources. After new members joined our team in March, I have frequently received messages from them, when they have had issues or points for clarification.

2021

How does BCLP align with your ambitions for your Training Contract and beyond?

The full financial integration merger between BLP and Bryan Cave in 2018 has facilitated great reach and opportunities for trainees at BCLP. Now, BCLP’s global expansion has enabled the legacy firms to knowledge-share about their respective top markets and amalgamate key practice areas. 

BCLP’s International arbitration seat appeals to me, due to my experience in dispute resolution. An arbitration academy at [redacted], and successful mediation concerning a breach of duty of care dispute at [redacted], to settle at a figure which saved the client £1.5 million, developed my dispute resolution skills. So, BCLP’s wealth of experience in international arbitration, evidenced by George Burns and Claire Morel de Westgaver’s recognition in the ‘Legal 500 International Arbitration power list’ deems the firm an unambiguous first choice. Additionally, BCLP has experience in 20 different sets of arbitral rules, including UNCITRAL ([redacted] national arbitration law). Indeed, being an aspiring solicitor of [redacted] heritage with a desire to shape Africa’s future, researching Segun Osuntokun’s (Head of BCLP Africa group) keynote speech about international investment arbitration as a tool for growth and development in Africa, influenced me to see a long-term future for myself at the firm.

BCLP’s genuine commitment to diversity appeals to me. My legal placements and collaborations with musicians have taught me a [redacted] of diverse perspectives and ideas often leads to a combination of the best ideas. So, I was pleased to see the success of initiatives such as Race for Change in the BCLP's diversity and inclusion report. The legal sector is subject to continuous change and competition. 

What can BCLP do to stay profitable and what should BCLP be highlighting to clients when pitching for work? 

BCLP should keep equipping their employees with tools to foster a collegiate environment and ensure profitability. BCLP has recognised the importance of fostering a collaborative environment, as evidenced by ‘DMS bridge’ which merged the two initial firms’ systems and created an efficient and secure workflow. BCLP should build on this, by conducting quarterly reviews across the whole firm to ensure ease of communication between employees, no matter where they are located. 

My certification from [redacted] has helped me understand the importance of legal technology for profitability. Initiatives such as BCLP’s CrossLITE and SwiftAgree, which are key parts of the firm’s digitisation strategy, are essential to increasing efficiency. However, BCLP should continue to invest in legal technology to remain profitable since technology is constantly evolving. As evidenced, by startups such as Priori Legal, which have begun aggregating and analysing data to replace the billable hour with fixed fees. 

BCLP should streamline its internal processes to remain profitable. BCLP should review process efficiency and effectiveness of their services, such as ‘BCLP cubed’ to ensure ease of information exchange between solicitors, volume delivery teams, and Cantilever.

When pitching for work to clients, BCLP should highlight their accolades and experience in the relevant field they are operating in. For example, the energy and infrastructure team would highlight their 2019 ‘team of the year award’ (at the Legal Business Awards). Additionally, BCLP should also showcase their general understanding of the relevant sector and nuances of the particular work involved. 

Imagine you are a first seat trainee at BCLP. Your supervisor has asked you to present to a client in a week’s time on a matter that you have been working on. You feel that you have gaps in your knowledge on the subject area and you are already busy with other matters; how would you react? 

I would react positively since I find it stimulating to work under pressure. My experience in part-time work during my A-Levels and at university has taught me planning and proper time-management would ensure that I do not panic. Firstly, I would examine what the gaps in my knowledge are, and cross-reference with my initial instructions to ensure I have not missed anything. Secondly, I would recognise the need to implement primary and secondary solutions to fill the gaps in my knowledge and deliver my other tasks on time. The primary solution must concern ensuring I am not engulfed by being busy with other matters, a secondary solution may concern the efficiency of the platform I am using for research. Thirdly, I would prioritise tasks that are urgent and important, over tasks which are important and not urgent (primary solution). Later, I would implement potential secondary solutions, such as changing the way that I conduct my research by switching platforms to guarantee optimal efficiency. For example, during my time as [redacted] at the [redacted], I constantly switched between lexis, Westlaw and Eur-Lex since the differing interface/tools on each platform facilitated varying degrees of efficiency depending on the task at hand. Fourthly, I would weigh the consequences and costs of each solution to determine which combination allows me to fill the gaps in my knowledge and deliver despite being busy. Finally, if I had any final queries, I would ask for my supervisor’s advice and approval.

2020/2021

What do you find attractive about Bryan Cave Leighton Paisner’s sectors/departments and which area(s) are you interested in having exposure to in your Training Contract and why? (500)

I am drawn to Bryan Cave Leighton Paisner’s ‘M&A and Corporate Finance’ practice area. I attended insight days at UBS and Ruffer LLP where I gained insight into asset management and equity markets. Additionally, a Herbert Smith Freehills presentation introduced me to M&A transactions and a talk by an associate from Sidley LLP shed light on private equity. These corporate cornerstones interest me because they underpin the existence and functioning of different companies, be that through raising funds or lateral growth and expansion. These in turn uphold modern society by enabling fundamental services like employment, pensions, and real estate.

In 2018, Berwin Leighton Paisner sent ripples through the legal world by announcing its merger with US-based Bryan Cave: strategic mastery as the firm’s respective specialisms, real estate, and finance, combined forming the diversified ‘one-stop-shop’ and financial maverick BCLP is today. Unsurprisingly, the firm holds prestigious ranking in Chambers UK for work in the Alternative Investment Markets (AIM). The advice BCLP provided Trident Resources plc regarding its $20 million share placement on the London Stock Exchange’s AIM market is testament to the department’s high quality. 

No analysis of BCLP is complete without the mention of real estate. Legal 500 named BCLP as the ‘Real Estate Firm of the Year’ in 2019 and the department is ranked tier 1 in Legal 500 and Chamber UK rankings. The firm’s real estate projects have also amounted to $75 billion in the past two years, so training at BCLP is synonymous with gaining excellent exposure in the sector. While real estate insight has thus far eluded me, I have been exposed to conveyancing during my parents’ attempted sale of their commercial premises and to the process of setting up a lease specifically for a class E(b) (previously A3) takeaway restaurant property. Real estate is indispensable to daily life, both commercial and personal, so I am keen to gain insight into the sector.

BCLP is an especially good place to do this because, in addition to its accolades, the firm maintains a legal competitive advantage in this multi-disciplinary sector by leveraging its 31 offices to provide clients with a cross-border approach that draws on the firm’s full-service nature. The firm’s work with HGR Liquidating Trust exemplifies this. Three jurisdictions were involved in HGR’s sale of its companies owning “The Cabot” in Canary Wharf: London, Luxembourg, and Hong Kong, but the deal also had corporate, real estate, and tax prerequisites. All obligations were fulfilled by BCLP Partners and Associates because of the firm’s full-service and international nature; the client needn’t have looked elsewhere. 

Finally, the firm’s Lex 100 award for International Secondments (2018/2019) bolsters all its sectors. The underlying guarantee of providing trainees with unmatched international experience is alluring. I travelled to the UAE and China in the past two years to complete a leadership and Mandarin course respectively. In addition, I completed my Erasmus exchange in the Netherlands last year, so I am enticed by globality, and find working in international teams stimulating.

Please detail any academic awards, positions of responsibilities and/or any interests or hobbies outside of academics and work experience (please list in bullet points). (300)

In 2017 I founded Penryn campus’ Law Society and became its co-President. Penryn Campus is far detached from commercial nexuses like London meaning students erstwhile were disconnected from legal networking and career advice. In my first full year as President, I used my entrepreneurial spirit to partner with Herbert Smith Freehills and Allen & Overy to remedy students’ lack of engagement with the commercial world. Both firms invited us to their firm presentations in Exeter and following my negotiation, sponsored our travel from Cornwall to the city. The sponsorships exceeded £1000 in value. Additionally, with news of Penryn campus housing a new Law School from 2019, I pushed for close collaboration before leaving for my study abroad. We became constitutionally bound which among other things, facilitated mooting support for future committees and secured extra capital. 

·In 2017 I became the Holocaust Educational Trust’s Regional Ambassador for London. In my role, I was responsible for raising awareness of the Holocaust’s contemporary legacy. I delivered six assemblies in five days to year 7-13 cohorts on memorialising Auschwitz’s victims and the danger of Holocaust denial. Additionally, I gave a speech to around 200 students centred on speaking out against anti-Semitism. By reciting this sensitive period of history through confident and persuasive public speaking, I contributed to inspiring the next generation of witnesses.

·I received a place on Study China 2018 following a competitive application process. I was tasked with an intensive three-week Mandarin language program, complemented by culture exploration in Shanghai and Hangzhou. I felt significant culture shock being in China for the first time, however, I remained positive and enthusiastic which arguably resulted in my interview with a Chinese news outlet later being published. My drive also facilitated my distinction in the language course.  

In your first 3 months as a trainee at BCLP, who would you seek to build relationships with, and what strategies would you implement to ensure that these relationships are long lasting? (300)

Trainees are allocated an Associate Supervisor and a Partner Mentor at BCLP. As Jonathan Hall pointed out during a recent Exeter employer presentation, your Partner Mentor will not necessarily be in your team during your seat, so while it is still important to build rapport with them, making sure you click with your Supervisor is particularly essential because they will be a relatively readily accessible person, who most likely will already share knowledge on to the ins-and-outs of your problem. To strategize a positive relationship, I would prioritise going to them only with complex tasks, as not to waste their time with trivial questions, to which I would seek answers elsewhere. I would make every attempt to pre-empt the answer through research so that our problem-solving discussion is guided as opposed to erratic.

Building a sense of team spirit with your fellow trainees is also vital. BCLP is a collaborative place where trainees foster camaraderie and help one another by spreading out workload – the ‘if you are there for them, they will be there for you’ outlook certainly seems applicable. I would ensure to be proactive in my approach, expressing my ability to help whenever possible, without unproductively overloading myself. Plus, I have always enjoyed meeting colleagues in a social context after work because it helps in bond-building; during my training contract, I would think I would do the same. Finally, I would apply this type of relationship building and strategy with my assigned PA who, as pointed out by Jonathan, is immensely helpful.

Imagine you are a trainee at BCLP and you have been working on a task for an associate in the Finance department. The associate is away and a partner in the department urgently wants a summary note of the research to send to a client and has asked you to send it to them by tomorrow morning. How would you react? (300)

I would first make sure I am properly briefed. It is all well and good to send the Partner a summary note that is not up to scratch, hoping it will make a good impression. If you are inadequately aware of the requirements of this task and the wider deal, then the final product will not satisfy the client, meaning both the Partner and the firm will come off badly. This would be counterintuitive to the advice we need to be providing. Assuming I deem myself to be insufficiently briefed, I will check with the Associate when they will be back. If it is soon, and we will still have time to put together the note, I will wait for their return. 

If waiting is not an option, I will be open about my unreadiness with the Partner. I will ask how they want to move forward making my level of awareness and prior involvement on this deal clearly known. If after evaluating my standing, the partner notwithstanding gives me the green light to proceed, I will utilise my knowledge on writing legal advice notes I gained from a talk on ‘legal drafting’ given by a lawyer from Herbert Smith Freehills. I will also use research skills gained from my history degree to compose a concise note comprising: 1) an executive summary 2) background and relevant problems 3) the relevant law 4) how the law applies to the facts and 5) a conclusion. I will use diagrams to help the client with visualisation. If, however, the partner opts to look elsewhere for the note, I will not take this personally. I will ask to see the note once it is finalised so I know what would be expected from me should this predicament arise a second time.