Why I joined Paul, Weiss
Elliot Ward
I have often heard the phrase “institutional inertia” from luminaries within our profession—the idea that innovation and progress aren’t stalled by stubbornness or lack of vision, but rather that in organizations run by consensus, stability is prioritised, and change must be incremental. A complete reinvention is not on the table.
Except at Paul, Weiss.
When Paul, Weiss recently began its ambitious expansion in London, it offered something unheard of in a firm of its size and stature: the chance to build something new. Paul, Weiss’s expansion in London has not merely been a satellite office replicating and repeating what has worked, and continues to work, in New York. Rather, it has been a new enterprise in London, which, while sharing the firm’s global commitment to excellence in client service, has its own distinct culture, purpose and ethos — unconstrained by decades of incremental adjustment.
As a prospective associate, this opportunity was unique, in the literal meaning of the word. From the outside, it was clear that Paul, Weiss was targeting complex, high-value work that would allow its lawyers to operate at their best. It was a firm positioning itself not just for excellence but for agility and innovation—something that became even more apparent during my interviews. The partners spoke candidly about the firm’s long-term vision for London: how they planned to stake a claim in a brutally competitive market and, crucially, how I could contribute to that journey. It was the kind of conversation that sticks with you, the kind which leaves you genuinely excited to join the firm, prior to even receiving an offer.
When I arrived at the firm, what struck me most wasn’t just the quality of the work or the calibre of my colleagues—though both are extraordinary; it was the sense of agency. Paul, Weiss has created an environment where, if you have an idea and can articulate it well, you’ll be heard. Whether it’s a matter of strategy, technology or day-to-day practice, the door is open—figuratively and literally. Partners and senior leadership are genuinely invested in creating something bespoke for London, borrowing from the firm’s established resources but leaving great space for innovation. This isn’t about importing a template; it’s about crafting something purpose built.
For me, this is as much a cultural project as a commercial one. Over the past two years, I’ve noticed a trend that started as a trickle: The colleagues at my prior firm with whom I enjoyed working with the most—the ones with whom I sought to collaborate on deals and who elevated matters with their intellect and energy—were moving to Paul, Weiss. At first, I attributed this to the usual UK-to-U.S. lateral shuffling. But soon, it became impossible to ignore. The best and brightest were gravitating in one direction, and with each new arrival, the appeal grew stronger. In my mind, to my slight embarrassment, I began to perceive Paul, Weiss simply as “the cool kids club.” (A cringe phrase, but the sentiment holds nonetheless.)
At its core, my decision to join Paul, Weiss was about the people: their talent, ambition and shared commitment to create something exceptional. What started as curiosity and piqued interest quickly became certainty. If the colleagues with whom I most enjoyed working were nailing their colours to this venture, I wanted to be part of it.
Joining Paul, Weiss wasn't just about career advancement, it was about being part of a team committed to growth, creativity and an entrepreneurial mindset. It's rare to find a firm with the courage to reinvent itself on this scale, and rarer still to find one that does so without compromising on quality or ambition. For anyone who thrives on challenge, collaboration and the chance to shape something new, Paul, Weiss offers a unique proposition.
If any of this resonates with you, perhaps it’s worth finding out more.