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1501 K Street, N.W. Washington, 20005 Phone 202.736.8000 Fax 202.736.8711 www.sidley.com
It’s fair to say that Sidley traded spectacular for solid in 2005, following up a year of high-flying growth with a more reasoned campaign. But its D.C. managing partner, Carter Phillips, isn’t conceding anything. “I’d go further than saying it was a solid year. It was an excellent year,” Phillips says. Overall, business in the firm’s D.C. office was up 9 percent, with the gross coming in at $182 million, a step down from 2004, when the firm swelled 17 percent. The local profits per partner also shot up, coming in at $1.2 million, a rise of almost 20 percent. Not bad. “Our year was driven not by a single area of the firm,” Phillips says. “Everyone contributed.” But if there had to be a driver, it would certainly be the firm’s communications group, which oversaw longtime client AT&T’s merger with SBC Communications Inc. That transaction, led by David Lawson, contributed to the year’s headlines and, more important, to the bottom line. Slightly less conspicuous was the firm’s environmental group, which enjoyed a banner year representing Cinergy Corp., says Phillips, and the international practice, where the firm is lead counsel to European aerospace giant Airbus S.A.S. in a trade dispute with Boeing Corp. before the World Trade Organization. Sidley also represents Bank of America in its case against the bankrupt Italian food group Parmalat. As with many firms, Sidley’s health care practice is receiving new emphasis, given the expanding market. With much of the firm’s work focusing on Hatch-Waxman Act litigation, Phillips says, the firm will attempt to broaden its practice. “What stands out about that area is the number of components that it takes to have a strong health care practice,” says Phillips, who cites FDA, state, and federal regulations, medical devices, and intellectual property as areas of focus in health care the firm would like to deepen. As for the bottom line in 2006, Sidley, with its emphasis on litigation, doesn’t preoccupy itself with setting fiscal goals. “We don’t have a particular target in mind,” says Phillips. “It’s too haphazard to set a specific goal. We have to do good work and hope business comes our way.”
D.C. 20 (2006)Rank by D.C. revenue: 14D.C. Revenue (2005): 182,000,000D.C. Revenue (2004): 166,400,000Revenue per lawyer: 775,000Profits per partner: 1,235,000Average Compensation All Partners: 890,000Lawyers/Equity All Partners: 235/47Firmwide Revenue (2005): 1,124,000,000 D.C. 20 (2005)D.C. Revenue 2004: 166,400,000D.C. Revenue 2003: 142,400,000Revenue Per Lawyer: 730,000Profits Per Partner: 1,020,000Average Compensation All Partners: 745,000Lawyers/Equity Partners: 228/47Firmwide Revenue 2004: 1,029,500,000

LT150 (2006)Rank by size of D.C. office (2005): 15Lawers in Office (2006): 232Partners in Office (2006): 103Lawyers in office (2005): 223Partners in office: (2005) 100Percent Change in Number of Lawyers: 4.0Associate Hires Expected 2006: 26 LT150 (2005)Rank: 17Lawyers 2005: 223Partners 2005: 100Lawyers 2004: 221Partners 2004: 96Percent Change: 0.90Associate Hires: 27

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