Partner defections from Cravath, Swaine & Moore are so rare that when they happen, it’s major news. Without exception, such events generate predictions that the firm’s lockstep compensation structure is doomed. Scott Barshay’s move to Paul, Weiss, Rifkind, Wharton & Garrison provides the latest fodder for such false prophets.
From The Wall Street Journal: “The move raises questions about the ability of law firms that tie partner compensation to seniority to retain top talent during an M&A boom.”
From The American Lawyer: The move “casts new doubts on the viability of Cravath’s pure lock-step model of compensation, an outlier in a market where rivals have a freer hand to invest in top talent.”
As Yogi Berra said, “It’s deja vu all over again.”
In 2010, Barshay Was a “Young Gun”
Six years ago, I wrote about three young partners featured prominently in The Wall Street Journal. In their late-30s and early-40s, they had “taken a more pro-active approach, building new relationships and handling much of the work that historically would have been taken on by partners in their 50s.”
This week, I went back and read the Journal article again. One of those partners was Scott Barshay, then 44-years-old.
“In the current big law world,” I wrote in June 2010, “Cravath’s experiment is risky. Will young partners remain loyal or use their newly gained client power to pursue financial self-interest elsewhere? Will Cravath be forced to modify or abandon lock-step so that it can retain young partners controlling clients and billings?”
“I don’t know. Equally significant, I suspect those most directly affected by what the article characterizes as a ‘sea change at one of the best-known and most conservative of white-shoe law firms’ don’t know, either.”
Six Years Later
Well, now there’s a record: no sea change yet. Cravath gave Barshay an opportunity to develop clients and a reputation. He’s now a “go-to” corporate dealmaker. And he’s picking up his marbles — if he can — and “going to” Paul Weiss.
“More significant, say legal experts, is the prospect that Barshay’s departure will weaken Cravath’s much-vaunted cultural ‘glue’,” reports The American Lawyer’s Julie Triedman.
Who are these “legal experts,” anyway? Probably the same consultants and headhunters who benefit most from two pervasive and dubious big law firm strategies: growth for the sake of growth and aggressive lateral partner hiring.
More Data to Come
The reports that Barshay’s move could affect Cravath’s compensation structure assume that he left for more money. Paul Weiss’s chairman fueled those rumors by describing his firm’s system as modified lockstep that provides “flexibility at the upper end for star performers.” At Cravath, the upper end of the pay structure is reportedly $4 million. Barshay will probably make more at Paul Weiss. But at some point, does the answer to how much is enough always have to be “more”?
Headhunters offer predictable analyses. According to The American Lawyer, Sharon Mahn, “a longtime legal recruiter and founder of Mahn Consulting in New York who frequently places top partners at elite firms,” said Barshay’s defection “really sends a message that no firm is immune, that old-school firms can no longer rest on their laurels. This is a game-changing move.”
Those words might scare some big law firm leaders. After all, the warning is a twofer: it feeds their fears along with their confirmation bias. But it won’t faze Cravath. Departures like Barshay’s are rare, but the firm has seen them before.
As Cravath’s current presiding partner C. Allen Parker noted, “Partners are in lockstep systems because they believe it’s the best system for their clients and provides the most satisfying partnership environment.”
The “Deja Vu” Part
In May 2007, a reporter for The American Lawyer asked Cravath’s then-presiding partner Evan R. Chesler whether partners would stick around if the firm made less money.
“I don’t know the answer to that,” he said. “I think there is more glue than just money.”
We now know the answer. Most will stick around and the firm properly ignores the rest. Barshay wasn’t the first “young gun” featured in the May 2010 Wall Street Journal article to leave the firm. That distinction went to James Woolery. In January 2011, he went to JP Morgan Chase as a senior dealmaker.
Two years after that, Woolery negotiated a huge three-year pay package to join Cadwalader, Wickerhsam & Taft as the chairman’s heir apparent. On the eve of his elevation to the top spot, Woolery left to co-found an activist hedge fund. According to the Journal, Paul Weiss agreed to jettison its activist investor representations to make room for Barshay. So maybe the two Cravath young guns will meet again — on opposite sides of the table.
Motives and Outcomes
Only Barshay knows for sure why he left Cravath. According to Thomson Reuters, It ranked second worldwide in announced deals for 2015. Paul Weiss was nineteenth. Barshay offered the standard “great opportunity” rhetoric that always accompanies such moves.
“This was such an amazing opportunity for me and for our clients that I couldn’t say no,” Mr. Barshay told The New York Times. “Joining Paul, Weiss was like getting an invitation to join the dream team.”
Most of corporate America thought he was already on one. At Paul Weiss, he’ll have to develop his own — a task far more daunting than fielding the clients gravitating to Cravath. Talent can create value, but underestimating the value of a franchise is a big mistake.
The Cravath glue remains.