Mergers & Acquisitions (M&A) – Comparative Guide Introduction | Hogan Lovells International LLP

Legal Briefing

Following the record levels of activity seen in 2015, global M&A in 2016 was always going to have a hard act to follow. So far in 2016, while global markets have remained reasonably active, they have been more subdued across all the major geographic regions and market sectors than was the case in the previous …

Taught leaders

In 2012 the MBA degree established itself as the most popular subject of postgraduate education in the US, accounting for more than a quarter of all enrolments according to the US Department of Education. Along with the usual diet of macroeconomics, management theory and financial accounting, MBA programmes have ensured that those who seek to …

Significant matters – Autumn 2016

Panel roundup Unilever is currently carrying out an informal review of its panel firms, after the existing roster expired in June 2016. Led by operations legal director Saswata Mukherjee, the last panel review began in February 2014 and constituted the company’s first formal panel arrangement.

The art of leadership in Asia

‘Becoming an in-house lawyer has not traditionally been a desirable career path for Asia’s top graduates,’ says Amy Ng, general counsel for the Asia-Pacific region at global real estate company CBRE. ‘But we are seeing a lot of change now in the number of people leaving private practice to work for a business.’

The next step

Are in-house counsel ready to be business leaders? It seems a strange question to have to ask given the level of education and training of most in-house lawyers and the dramatic expansion of the size and responsibilities of legal teams over the last 15 years.

Perspectives: Geoffrey Timms

I’ve been lucky. I didn’t always want to be a lawyer. I used to party a lot; I liked going out. I always have done. In my twenties my girlfriend suggested I do something with my life instead of faffing around. She binned me.

Brexit proofing – protecting the UK securitisation market

UK collateralised loan obligation (CLO) managers have adapted their risk retention structures in response to the EU referendum vote, effectively ‘Brexit-proofing’ their structures in the event of a full Brexit where UK firms do not continue to enjoy financial passporting rights into the EU.