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Weil, Gotshal & Manges offers legal services across corporate, litigation, restructuring, tax, and executive compensation & benefits, supported by about 1,100 lawyers on three continents. It serves clients worldwide, handling transactional work, regulatory matters, disputes, and complex restructurings. Its long-standing geographic footprint and deep practice areas enable it to serve clients wherever they do business. Its goal is to provide reliable legal counsel that helps clients navigate complex commercial and regulatory challenges and advance their strategic objectives.
Industries
Legal
Company Size
1,001-5,000
Company Stage
N/A
Total Funding
N/A
Headquarters
Schenectady, New York
Founded
1931
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Weil advises Brookfield Asset Management in $2B initial closing of Brookfield Middle East Partners. July 30, 2026 Weil advised Brookfield Asset Management Ltd. in the $2 billion initial closing of Brookfield Middle East Partners. The fund will pursue buyout and growth opportunities across the Middle East in sectors including financials, consumer services and technology. The Weil team was led by Private Funds Co-Head Andrew Chizzik and Private Funds partner Brittany Burnham and included Private Funds associates Nicholas Huang, Marissa Luchs, Andi Ramsay and Emily Cohen; Private Funds Tax Head Robert Frastai, Tax partner Lauren Gorsche and associates Courtney Baltz (Not Yet Admitted in D.C.), Kerri Gallagher and Melody Phillips.
Rethinking value, Culture, and opportunity - reflections on the inaugural Business Services Summit. The inaugural InterLaw Diversity Forum Business Services Summit, hosted at Weil's London offices, marked an important moment for the legal sector. For the first time, Business Services professionals from across the industry gathered to examine their collective experiences, articulate shared challenges, and explore what meaningful inclusion looks like for the teams who keep law firms running. Representing IP Inclusive, Anne Burgato attended with a particular interest in how culture, recognition, and career development intersect for Business Services colleagues - an area often overlooked in wider diversity conversations. A sector ready for honest conversation. At the heart of the Summit was the launch of new survey data capturing the views of hundreds of Business Services professionals across departments, seniority levels, and firm types. The findings were striking. On the surface, respect appears strong: 84% of respondents agreed that their immediate colleagues treat them with respect. Yet this number drops to 71% when asked about respect from lawyers, and 20% reported that exclusionary or disrespectful behaviour is tolerated within their organisation. These figures reveal a subtle but persistent gap between interpersonal respect and structural value - one that shaped much of the day's discussion. The most powerful insight came from the data on the 'Us & Them' divide. A significant 62% of participants agreed that such a divide exists between lawyers and Business Services, and 52% reported hearing terms like "non-lawyer", "non-fee earner", or "staff" used to describe them. These labels, seemingly innocuous to some, reinforce hierarchy and diminish the professional identity of Business Services colleagues. They also correlate strongly with reduced feelings of belonging, lower perceived value, and limited access to opportunity. The gap between respect and value. This divide was explored in depth during the first panel on Recognition, Value, and Strategic Contribution. Speakers highlighted a central tension: Business Services professionals often feel respected as individuals, yet undervalued in terms of strategic contribution. The survey showed that 62% believe they could add more value if given the opportunity, but only 39% feel they have fair access to career-enhancing opportunities. The message was clear - talent is present, ambition is present, but opportunity is not evenly distributed. The discussion emphasised that Business Services teams bring immediate diversity of thought, background, and expertise. They are not simply support functions; they are specialists in operations, technology, risk, finance, knowledge, innovation, and client experience. Yet traditional legal hierarchies continue to centre lawyers as the default decision-makers. One analogy captured this perfectly: lawyers may be the drivers of the car, but without those who build, maintain, and optimise the vehicle, the journey would not be possible. Visibility, therefore, is not about self-promotion - it is about ensuring that the full ecosystem of expertise is recognised and utilised. Culture, behaviour and the power of everyday interactions. The second theme, Firm Culture and Inclusive Norms, explored how everyday behaviours shape workplace experience. Respect emerged as a strength, but inconsistent behaviour - particularly rudeness or dismissiveness - was repeatedly cited in free-text comments in the survey. The panel challenged the notion that high pressure justifies poor behaviour. Instead, they argued that consistent politeness and appreciation directly influence willingness to collaborate and go above and beyond. Speaking up about poor behaviour remains difficult, especially for PA and Secretarial colleagues, where only 21% feel comfortable raising concerns. Fear of consequences, damaging relationships, or becoming a target were common barriers. The conversation highlighted the importance of allyship, transparent HR processes, and embedding respect into performance frameworks. Survey responses to the statement "Exclusionary or disrespectful behaviour is not tolerated in my organisation" revealed a clear disparity. Women, ethnic minorities, LGBTQI+ colleagues, and people with disabilities or neurodiversities were significantly less likely to agree with the statement. This gap suggests that while organisations may believe they are fostering respectful cultures, many individuals from under-represented groups are still experiencing - or anticipating - behaviours that make them feel less safe, less valued, or less protected. It's an important reminder that policies alone don't create inclusion; people's lived experiences do. Visibility and career development: beyond promotion. The final theme, Visibility, Value, and Career Development, addressed one of the most complex issues: progression. Only 24% of respondents felt that career pathways for Business Services roles are clear and transparent. Partnership structures, inconsistent job titles, and limited senior roles create structural barriers. The panel encouraged a shift in mindset - from viewing progression solely as promotion to recognising the value of "little t" transformation: secondments, mentoring, upskilling, and expanding the scope of existing roles. They also explored how AI is reshaping roles, creating efficiency gaps but also freeing time for innovation. The challenge is to ensure Business Services professionals take the opportunity to use that time strategically, not simply to absorb more operational work. Key insights: culture, recognition, and the future of Business Services. Across all sessions, several themes emerged consistently: * The Us & Them divide remains a significant cultural barrier. * Business Services contributions are often invisible, despite being essential. * Leadership recognition is inconsistent - only 14% strongly agreed that leaders actively promote Business Services value. * Career pathways lack clarity, transparency, and consistency. * Language matters: dropping "non-lawyer" and adopting "one team" language is a simple but powerful shift. The Summit did more than present data; it created a space for honest reflection and collective ambition. It highlighted that Business Services professionals are not overheads - they are experts driving innovation, profitability, client experience, digital transformation, and operational resilience. Firms that recognise this, involve Business Services earlier, and give them genuine voice in decision-making will outperform those that do not. What this means for IP Inclusive. Business Services teams are diverse, skilled and ambitious. They are central to how firms innovate, manage risk, deliver for clients and adapt to change. Ensuring they feel valued, heard and supported is not only an inclusion imperative - it is a strategic one. The inaugural Business Services Summit was a powerful first step. The challenge now is ensuring that the insights shared translate into action, accountability, and lasting cultural change. IP Inclusive can help by: * amplifying Business Services voices * challenging exclusionary language and norms * supporting leadership to recognise and champion Business Services expertise * promoting transparent, equitable career pathways * creating spaces where Business Services professionals can share experiences and build community Since December 2025, IP Inclusive has been collaborating with a fantastic group of Business Services professionals to build a new community dedicated to championing and connecting people in these roles. They've already delivered three well-received events, with another three lined up for later this year - proof of the energy and commitment behind this initiative. To stay connected with their work and hear about upcoming opportunities, you can join their mailing list and follow the community on LinkedIn.
Weil names Matt Barr Global Chair of Restructuring. NEW YORK, JULY 15, 2026: For decades, Weil has defined the restructuring market. Today, the market is entering another period of transformation - capital structures are more complex, liability management has become a core strategic discipline, and cross-border matters are increasingly the norm rather than the exception. Clients are making more deliberate choices about forum, process and outcome. As the industry continues to evolve, Weil is investing in the leadership, capabilities and global integration that will help define the practice's next chapter. The firm today announced that Matt Barr has been appointed to the newly created role of Global Chair of Restructuring, a direct outcome of a strategic review focused on how Weil positions its practice for continued success in the years ahead. The next generation of matters will demand seamless coordination across jurisdictions, deeper integration between restructuring and strategic capital solutions, faster innovation and a leadership model designed for an increasingly global market. Creating a Global Chair of Restructuring is a deliberate investment in building the practice clients will need over the next decade. Importantly, the structure that has made Weil's restructuring practice exceptional remains intact. Jeff Saferstein, Ronit Berkovich and Sunny Singh continue as Co-Chairs of the U.S. Restructuring practice, Andrew Wilkinson continues as Chair of U.K. Restructuring, and restructuring partners in Germany, France, and Hong Kong anchor the Firm's global capabilities. Barr's role adds a global connective layer, not a new hierarchy. "Restructuring is central to Weil's growth, and Matt's appointment is the result of a deliberate decision about how we build for the future," said Barry Wolf, Executive Partner of Weil. "Matt is one of the most respected lawyers in the market and is sought out by clients in situations that don't come with a playbook. The depth we have in this practice, from Matt to our U.S. Co-Chairs to Andrew and the broader team, is unmatched and we are aggressively developing and building on it." For Barr, the appointment is as much about what the market is demanding as it is about what Weil has built. "The restructuring landscape has fundamentally changed," he said. "Clients need counsel that can structure creative solutions out-of-court, move across jurisdictions as fluidly as the situations themselves demand and understand that the most sophisticated parties today are making deliberate, strategic choices about forum and process. What distinguishes Weil is that we have built a practice with the genuine depth to meet clients wherever those choices lead and the ambition to keep innovating as the market evolves. Our team is the best in the business, which is based on our collaborative and relentlessly responsive culture." That ambition has a track record behind it. Weil pioneered the first liability management exercise and today remains at the forefront of a space it helped create, currently advising on over 25 LME transactions in 2026 alone totaling over $35 billion in liabilities. Barr, with the restructuring group leadership, and Justin Lee, Global Head of Liability Management and Strategic Capital Solutions, have been at the center of that evolution, advising parties across the globe in some of the largest restructurings in recent years. "We are at a pivotal moment for the legal industry, for our clients, and for the Firm," said Ramona Nee, the next Executive Partner of Weil. "Rising pressures across the global economy, the rapid evolution of AI, the increasing complexity of cross-border situations - all of it demands a practice ahead of the curve. We made the deliberate decision to unify global oversight of this practice under a single leader because we believe the most consequential work of the next decade will require exactly that. Matt is the right person to lead that charge, and we expect this practice to set an even higher standard in the years ahead." "The firms that will lead the next decade are anticipating where clients are headed and building for that future before it arrives," said Jonathon Soler, Co-Managing Partner of Weil. "We believe the restructuring market is entering a new era, and this appointment reflects our commitment to investing in the leadership, talent, and global platform that will define it." Weil's restructuring practice spans the full spectrum of complex matters, including landmark chapter 11 cases, creative out-of-court solutions, liability management exercises and bespoke cross-border insolvency work. With this appointment, the Firm enters its next chapter from a position of strength: a unified global practice, a deepened leadership team, a market leading bench of talented partners, and a clear line of sight to the work ahead.
Three Weil partners named to 2026 Lawdragon leading energy lawyers list. Three Weil partners have been named to the 2026 Lawdragon '500 Leading Energy Lawyers' list, which highlights individuals who 'shine bright for oil and gas; electricity; mining; and nuclear power; as well as water, wind, solar and new forms of what drives us.' The recognized Weil attorneys are Jacqui Bogucki, Nate Christensen, and Irina Tsveklova. According to the firm, honorees were selected based on editorial research and firm nominations. The full list is available on Lawdragon's website. The recognition reflects continued attention on leaders in various sectors of energy law.
Weil hires senior London Finance partner from A&O Shearman. LONDON, June 26, 2026: International law firm Weil, Gotshal & Manges LLP announced today that Fiona Cumming will join the Firm as a partner in its Finance practice. She will arrive from A&O Shearman where she is private capital sector co-lead and co-head of its global fund finance practice. Fiona primarily advises financial institutions and credit funds as lenders across the full suite of fund finance products, including subscription line facilities, single asset and portfolio NAV facilities, hybrid facilities and GP and management company financings as well as derivative financing solutions including back leverage facilities. "Fiona has built an impressive practice, and her arrival significantly strengthens our capabilities across the Finance practice while complementing the impressive Fund Finance team we have built in the U.S. to help serve our funds and other clients. We are pleased to welcome her to the Firm," said Weil Executive Partner Barry Wolf. Tom Richards, head of Weil's London Finance Practice, said: "The fund finance market continues to evolve rapidly, with clients requiring increasingly advanced and intricate financing solutions. Fiona brings extensive experience across the fund finance landscape, with a strong focus on fund finance in all its various forms as well as broader hybrid capital solutions. She will be instrumental in expanding this capability and supporting clients across the full spectrum of fund finance matters." Danek Freeman, who coordinates Weil's fund finance practice in New York, added: "Fiona will enhance our cross-border funds practice, with fund finance capabilities increasingly in demand as clients pursue more bespoke and highly structured financings. Fiona will help us further strengthen our capabilities across the firm, including our ability to advise our asset manager and investor clients with their most complex transactions. We are thrilled she is joining us." About Weil's Finance Practice. Weil's preeminent finance practice advises leading private equity sponsors and financial institutions on domestic and cross border leveraged acquisition finance. The team is a market leader in the largest and most complex financings and is particularly known for its depth of know-how and experience advising across a range of products, sectors and client types. About Weil's Fund Finance Practice. Weil's Fund Finance team advises many of the world's leading sponsors, investment managers and lenders on the full suite of fund finance matters, including NAV facilities, subscription and capital call lines, GP financings and rated note feeder structures, as well as navigating the fund governance, tax and regulatory issues related to fund financing transactions. Our lawyers work seamlessly across borders and practices, collaborating closely with our market leading Private Funds, Banking & Finance, Private Equity and Tax practices to provide comprehensive support across every facet of fund finance. LawFuell's editors select and publish the most relevant and up-to-date information about lawyers and law firms for LawFuel on a daily basis from the most reputable and independent sources available.
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Industries
Legal
Company Size
1,001-5,000
Company Stage
N/A
Total Funding
N/A
Headquarters
Schenectady, New York
Founded
1931
Find jobs on Simplify and start your career today