THE CHEETAH BRIEF – 37th EDITION
Bloomberg Law data shows that top firms like Kirkland & Ellis, Paul Weiss, Davis Polk, and Paul Hastings are rapidly expanding their litigation teams—each growing headcount by at least 22% since early last year—as demand for high-stakes disputes continues to rise. Texas is emerging as a major litigation hub thanks to the new Texas Business Court, prompting firms such as Jackson Walker, Baker Botts, Norton Rose Fulbright, and Gibson Dunn to capitalize on new filings and increase hiring. Meanwhile, the legal market is also seeing movement on the talent front, with leaders from Seyfarth Shaw’s immigration practice and 27 team members joining Vialto Law, reflecting the growing presence of consulting firms in legal services and a strategic shift at Seyfarth toward more complex immigration and global mobility matters.
MARKET MOVEMENTS
Weil hires tax partner, Josh McLane, from Sheppard Mullin in Los Angeles.
Former A&O Shearman Financial Regulatory head, Damian Carolan, resurfaces at Reed Smith.
Gibson Dunn hires Freshfields M&A partner, Sebastian Fain, as deal market heats up.
Munger Tolles appoints new co-managing partners, Daniel Levin and Martin Estrada.
FIRM SPOTLIGHT - FOLEY & LARDNER LLP
Foley & Lardner is a Milwaukee-founded firm with deep Midwestern roots and a global presence, serving major clients across the automotive, energy, healthcare, life sciences, and technology sectors. Established in 1842, the firm has grown from a local practice to an international operation with 24 U.S. offices and three abroad, expanding significantly through strategic mergers, including its 2018 combination with Gardere Wynne Sewell and recent openings in Raleigh and Nashville. Organized into business law, IP, and litigation divisions, Foley takes a sector-focused approach and is recognized for its strength in healthcare and life sciences, supported by attorneys with industry and government experience. The firm also boasts a robust IP practice and positions itself as a technology leader, offering AI-driven research, document tools, and a client collaboration platform to enhance transparency and service.
INDUSTRY INSIGHTS
In both law firms and corporate legal departments, top-level organizational leadership represented the largest source of pressure to adopt gen AI. Forty-three percent of respondents from law firms said that pressure came from leadership, while 36% cited client demands, 25% observed pressure from partners, and 18% said pressure came from associates. Among in-house respondents, 64% said that pressure came from leadership alone, while only 5% reported pressure from firms.
A growing number of firms, particularly in the Am Law 50, have been embracing a four-day in office policy, including Wilmer, Paul, Weiss, Weil, Ropes & Gray; Davis Polk, Cooley and Skadden
In 2025, 43% of in-house counsel identified a gap between their law department’s innovative use of people, process and technology and what was actually provided by their law firms
Large law firms represented plaintiffs in 15% of cases challenging Trump executive orders between January and mid-September of this year, according to The Washington Post. In contrast, during the comparable period in Trump’s first term, big firms represented plaintiffs in roughly 75% of such cases
Haynes and Boone Welcomes First Chief Talent Officer
Haynes and Boone has appointed Kristen Uhl Hulse as its first chief talent officer as the firm continues strengthening its leadership team. Hulse, formerly in the same role at Snell & Wilmer, will lead human resources, recruiting, attorney development, DEI, engagement, and wellness efforts. With more than 20 years of experience in law firms and legal education, she joins the firm to further align talent strategy with business goals and enhance the full lifecycle of attorney development. Her hire follows other senior leadership additions as Haynes and Boone continues to expand and modernize its talent and operational strategy.
Law Firms Rethink Origination Credits Amid Pressures
Law firms are grappling with how to fairly allocate origination credits as they balance efforts to grow business with institutionalizing client relationships. With firms increasingly focused on expanding work from existing clients, traditional origination models—where the lawyer who brings in a client retains long-term credit—are being reassessed. Consultants note that outdated systems can hinder succession planning, encourage internal competition, and threaten partner retention. Many firms are experimenting with new credit-sharing models that reward originators initially but reduce credit over time to incentivize collaboration and new business development. However, expanding credit categories can create complexity and dissatisfaction, prompting calls for simpler, transparent systems that fairly reward contributions while fostering teamwork.
