I started my M&A seat a few weeks ago. Thanks to the Firm’s “general practice” approach, I had already been working on my current deals during my previous seat in capital markets, which allowed for a smooth transition. I spend the morning going through the non-urgent emails that came in during the weekend. Around lunchtime, my supervisor calls me into her office to catch me up on the progression of the deals we are working on. I have been staffed on two high-profile M&A deals, public and private respectively.
In the afternoon, I get a call from an associate based in the Frankfurt office who I had been working with during my first seat in Competition. Although it has been more than six months since I have left the department, we still catch-up quite regularly. He asks me to send him a couple of documents I had been working on during my time with the competition team, which I then forward on to him.
In the morning, I attend the weekly roundtable training session which the know-how department organises for trainees and junior lawyers. This time it is on equity capital markets and the practice area associate joins to share some of her practical insights with us. After the session ends, I catch up with the other trainees over a coffee.
I spend the afternoon completing various tasks and putting together a few documents my supervisor has asked me to prepare for our client. I have the relevant documents printed and bound and discuss my analysis with her.
In the morning, my supervisor calls me into her office to discuss the progress on our public M&A deal and the timing of next steps. I do some research on various provisions of the Takeover Code before I break for lunch at 12:30 pm to catch up with colleagues in the canteen. I spend the afternoon working on the public M&A deal and listening in to the daily update call with the client and the financial advisers.
I received comments on yesterday’s work overnight so I get in to the office early to input the changes. The rest of the morning is taken up by calls with the client and our colleagues in the Paris office, during which I take notes.
Just before lunch, the partner calls asking me to put together a comparative analysis of board and management structures under Dutch, Italian and Spanish law. He sends me notes from the Paris and Frankfurt offices who have done the French and German perspective respectively. I enjoy researching and comparing the different approaches to company law in other jurisdictions. Once finished, I send off my note, which is forwarded straight on to our colleagues in the U.S. I have a few follow-up phone calls for clarification with the associate in New York on the matter before I leave for the weekend.