"I wanted a firm that not only would allow me to grow as an attorney and work on my craft as an attorney but also support my professional development beyond my practice....[Big Law remote working] policies don’t cut through the culture that at the end of the day, it is a big law firm and you’re there to work." Michelle Pham, an associate at Pryor Cashman. Photo: David Handschuh/NYLJ.

"Several years ago, we hired a lateral associate (who was recently made partner at our firm) from a prominent large firm. I can remember seeing him in the hallway not long after he joined us and asking how he was settling in. He said to me, 'I’ve worked on more matters in my first months here than I did in four-and-a-half years at my previous firm.'" Ronald Schechtman, managing partner of Pryor Cashman. Courtesy photo.

"I like the idea of doing impactful work that allows you to leverage technology and do something that you think is valuable. I think that’s a lot of what we strive for....[Midsize firms offer the] ability earlier than you might have at a giant firm to take ownership of practice areas or knowledge areas." Stephen Bielecki, an associate at Kleinberg Kaplan. Courtesy photo.

"Our upcoming talent has options that don’t exist at larger firms including the ability to experience multiple areas of practice and truly develop a niche that works best for them." Vito Gagliardi, managing partner of Porzio, Bromberg & Newman in New Jersey. Photo: Carmen Natale/ALM.

Warshaw Burstein is willing to invest in partners' growth and learning "because it helps the whole firm. These were the things I was looking for that I knew I wasn't going to get at a large firm and I certainly wasn't getting at a small firm." Kimberly Lau, a partner at Warshaw Burstein. Photo: David Handschuh/NYLJ.

"The most significant advantage for a young ambitious attorney is the opportunity to become directly and substantively engaged in clients’ matters sooner in their careers than they might be able to do at larger law firms....We believe that, while we all work hard, young lawyers can find a better work-life balance working for a midsized firm." Robert Creighton, managing partner of Farrell Fritz. Courtesy photo.

"You don’t become a cog because you have direct access to people who are willing to provide you with mentorship and substantive work. In that way, midsize firms always have an advantage." Nneoma Maduike, of counsel at Otterbourg. Courtesy photo.

"Associates have immediate and daily recognition for their efforts—there is no possibility of going unnoticed in a massive junior associate class. Partners dedicate the necessary time to train associates to take on responsibilities quickly in transactions, in court and with the clients." Richard Stehl, managing partner of Otterbourg. Courtesy photo.

"The managers of the firm are more able to be in tune with their associates. It’s just a numbers game. Whereas in a big firm, how can you know 300 associates? I think because it’s a small setting we’re able to foster meaningful relationships." Adam Rafsky, an associate at Farrell Fritz. Courtesy photo.

"Since people are out and about, particularly young attorneys, we’re beta testing an app that integrates with our time management software to allow them to manage and bill their time via a smartphone." Mitch Burnstein, managing director of Weiss Serota Helfman Cole & Bierman in Miami, who also notes that the office design has comfortable areas to promote collaboration and discussion of cases, clients and even weekend plans. Courtesy photo.

"I want to be looked at as a person and respected for the work that I do. I don’t think it’s good for firms to look at people as just a number on a spreadsheet." Eric Alvarez of Norris, McLaughlin & Marcus in New Jersey. Courtesy photo/Lynn Goodwin.


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Pryor Cashman: The Challenges and Advantages of Being a Midsize Law Firm in a Supersized City

Morrison Cohen: How a Midsized Law Firm Makes Its Size a Competitive Advantage

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Porzio MP: ‘If I Were a Millennial, I Would Want to Work at a Midsize Firm’

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