Mission: Manatt is a preeminent law and consulting firm, combining legal excellence, public policy acumen, and industry savvy. We listen, fully grasp the issues, provide superb advice and advocacy, and deliver outcomes that advance our clients’ business objectives. Our work ...
Manatt, Phelps & Phillips, LLP, is one of the nation's leading law firms with offices strategically located in California (Los Angeles, Orange County, Palo Alto, San Francisco and Sacramento), Chicago, New York (New York City and Albany) and Washington, D.C. The firm represents a sophisticated client base–including Fortune 500, middle-market and emerging companies–across a range of practice areas and industry sectors. For more information, visit www.manatt.com.
Bill Quicksilver is the Chief Executive Officer and Managing Partner of the firm.
Bill’s practice focuses on mergers and acquisitions, capital market activities, corporate governance, and strategic advisory services in the financial services industry and in a range of unregulated industries.
Bill performs these services for a full range of clients from closely held concerns to exchange-listed companies. In addition, he regularly advises investment banks, institutional investors and financial advisors.
Matt Kanny is the chair of Manatt’s Litigation practice and a member of the firm’s Executive and Compensation Committees. His practice focuses on complex commercial litigation, class action defense, antitrust and trade regulation, unfair competition and false advertising matters, and entertainment litigation.
Matt represents clients in federal and state courts and in arbitration proceedings throughout the country. He is actively involved in all phases of litigation, from pre-litigation counseling through trial and appeal. Matt also provides strategic advice to clients in connection with a variety of legal and regulatory matters and has extensive experience representing clients in enforcement actions involving District Attorneys, Attorneys General, the Department of Justice and others.
Matt’s clients include leading companies in the automotive, retail, biotech, real estate, entertainment, technology and Internet industries.
George Kieffer uses his legal skill and extensive knowledge of Los Angeles in particular to counsel clients on local, regional and state regulatory matters in California. He is a special counselor to both middle-market and Fortune 500 companies, representing clients from multiple industries.
In recognition of George’s many achievements, the DailyJournal named him one of the Top 100 lawyers in California in 2010.
In addition to advising clients on government contracts and regulatory, municipal, land use and administrative law, George oversees major litigation. The chair of Manatt’s Government and Regulatory Policy practice, he is also a member of the firm’s Executive Committee.
George successfully chaired the appointed commission charged with rewriting the charter of the city of Los Angeles. The new city charter, the first full revision in 75 years, was adopted in 1999. Today, he regularly advises policymakers as well as clients on the application of the charter and related policy issues.
Our clients have great expectations, and so do we. We believe that everyone should have equal access to the justice system. While our dedication is evident from the hours we commit every year to an extraordinary number of diverse pro bono projects, what you can't see from the statistics is the pride we take in helping worthy individuals and groups receive the justice they had only dared to imagine.
Equal access to legal services is a basic right too often denied ordinary citizens. We believe it is our duty—both as lawyers and as human beings—to address this inequity any way we can.
Our lawyers argue vigorously for a wide range of worthy causes. We defend immigrants who have fled terror and abuse in their home countries. We advocate for families that want to adopt children mired in the foster care system. We also advise not-for-profit organizations and small businesses nationwide—handling real estate transactions, protecting intellectual property, and providing corporate, employment, tax, regulatory, and legislative services.
While most of this work is referred to us by legal services organizations, we also grow our own programs. Pro bono and community service projects are often driven by the initiative of our people—both lawyers and staff—whose interests and talents draw them to a particular cause.
We give pro bono matters the same attention, staffing, and resources as our other work—and we give them the same weight and credit when we evaluate our professionals. We want to ensure that all our clients get the best possible legal representation—regardless of their ability to pay.
We devote, by anyone's count, an extraordinary number of hours to pro bono projects. Our professionals and staff devote close to 25,000 hours each year to serving literally hundreds of clients who are unable to afford their legal fees. But while the hours are one thing, it's the sheer dedication that goes into those hours that we are most proud of.
Simply put, pro bono is part of our culture.
Every achievement—no matter how significant, no matter how hard-won—will always be just one step in the right direction.
At Manatt, we have long been in the forefront of diversity thought and action, and we continue to put significant firm resources, both human and financial, behind the efforts we find most likely to bear fruit. The world is growing more diverse, not less, and our ability to thrive as a firm requires our unequivocal embrace of all backgrounds, cultures, and ethnicities.
Better work product
A wider range of perspectives brings out the best in everybody—more collaboration, more productive discussions, more creative ideas, and, ultimately, better solutions.
We see the truth of this in our work product, every day. We are convinced that diversity reaps dividends—that its ROI, if not always measurable, is as essential as it is gratifying. Diversity, in other words, is not just about fairness. It’s also good business.
Focus on professional development
While the recruitment of talented minorities and women at all levels is recognized as crucial to the firm’s future, we have come to realize that the retention of those we recruit is at least as big a challenge. For that reason, the ongoing professional and business development of our diverse attorneys has become a major priority.
We actively support a range of affinity groups and other organizations that bring diverse attorneys together with their counterparts in corporate legal departments. The goal is to facilitate the connections and foster the professional relationships that lead to better assignments, accelerated promotions, and, over time, leadership positions within the firm.
Monitoring professional progress
The Executive Team of our Diversity Committee includes two members of the firm’s Associate Review Committee, senior attorneys who watch over the professional progress of diverse associates, at least twice per year. This provides an extra safety net—with extra direction for those who may need it—to assure that career paths remain open and that no attorney drops off the radar of firm management.
At the same time, we are shifting resources to our local offices, helping each office identify its own opportunities for events, leadership and sponsorships. The aim is to help diverse attorneys feel more vested in their own communities, while promoting interconnectivity among the offices.
Keeping pace with our clients
It is no secret that the legal profession lags behind other industries—including those of its clients—in recruiting, promoting, and retaining diverse attorneys. The people who make the hiring decisions in large corporations are increasingly diverse, and they are insisting on no less from their legal teams.
While we get higher marks than most law firms, our clients push us to do more. Some have specific diversity goals that apply to all their vendors, including their law firms.
Fine-tuning our programs
We have seen, over many years, what works and what doesn’t. We understand that the goals of any diversity program are often incremental, and that success is hard to measure.
But as long as there are bright kids who can’t dream of law school, associates who can’t make partner, and good lawyers who struggle to develop their business, we will continue to fine-tune our programs. The short-term initiatives are always up for discussion. But the long-term goals are not.
Recognition in the field
Manatt Women’s Initiative
It’s one thing to bring more women into the legal profession. It’s quite another to give them the opportunities they need to succeed in an intensely competitive marketplace.
But that’s what we set out to do when we launched the Manatt Women’s Initiative in 2007. We saw then that there were compelling business reasons to move our women up the career ladder as quickly as their talents would allow. Since then, much has been accomplished, but there is yet plenty to do.
From mentoring to coaching, from practice tips to sponsored events with clients, professional development is year-round at Manatt. Each office conducts a wide variety of programs aimed at helping women overcome the obstacles — both professional and personal — that have too often held them back. In addition, we schedule all manner of social activities to encourage less formal — but no less important — mentoring and co-worker relationships. All these programs are specifically geared towards creating and nurturing business opportunities for our women attorneys.
An annual summit
Every year, we hold the Women’s Initiative Summit, bringing attorneys together with clients — all women — to address the cultural, political, and personal challenges they face in the business world. Speakers have included nationally-known business coaches, best-selling authors, and C-suite executives.
It is now routine for Manatt women to make partner while working part-time. Their full- or part-time status is not, in fact, considered in advancement decisions. While the part-time partner track is available to both men and women, it is naturally appealing to women with young children. Many of those same women also take advantage of our backup childcare program — just one component of a benefits package that is unusually family-friendly.
Our efforts to foster gender equality in the profession are paying off. We were most recently one of only six firms nationwide to earn an A+ grade by Above The Law in its 2016 Gender Diversity Index, an inaugural report that aims to accurately compare firms’ commitment to gender diversity by the numbers. For eight consecutive years, we’ve been named by Working Mother and Flex-Tim Lawyers as a top 50 law firm for women in the country. The Women in Law Empowerment Forum has also continued to recognize our efforts by presenting us with its Gold Standard Certification for six straight years.
More work needed
We are, statistically speaking, doing better than most other law firms when it comes to women’s advancement. 56% of our associates and 20 % of our equity partners are women, compared with national figures of 44% and 18% respectively.
This is not good enough. As with all diversity efforts, any progress made simply underscores the need for more. There are many barriers still to overcome in the recruitment, development, and retention of women attorneys — both in the legal industry and within our own firm. As long as these barriers remain, we will continue all efforts to knock them down.
I worked at Manatt Phelps & Phillips full-time (More than 5 years)
- Great co-workers, especially at the associate level.
- Good hours.
- Interesting work, but very dependent on the client.
- Average salaries.
- Below average benefits. Lacks a clear identity and roadmap for the firm's desire to merge industry consulting with law.
I applied through a recruiter. The process took 4 weeks. I interviewed at Manatt Phelps & Phillips (Los Angeles, CA) in August 2016.
After a series of interviews and affirmations, they completely strung me along. After waiting weeks for an answer, I was sent a mere form email declining interest. It was completely unprofessional and a disgusting way to conduct recruiting.