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Gibson, Dunn & Crutcher's hiring of Stuart Delery in September was a recruitment coup for the firm and marked one of Washington's most worn, and criticized, paths: the route through the revolving door between federal service and private practice.
Stuart DeleryDelery, one of then-U.S. Attorney General Eric Holder Jr.'s first front-office picks, rose to third-in-command at the U.S. Justice Department as acting associate attorney general. He joined Main Justice from Wilmer Cutler Pickering Hale and Dorr, one of a group of lawyers there who jumped into the Obama administration during its early days.
“A change of administration offers a great opportunity for law firms like ours, where we want to have the shiniest new penny,” says F. Joseph Warin, who helped recruit Delery and who co-chairs Gibson Dunn's white-collar defense and investigations practice group. “We want people who have been in the room where key decisions are made, so we can offer our clients these perspectives and that level of advocacy.”
As the Obama administration winds down, dozens of other top government lawyers—including many from the Justice Department, Federal Trade Commission and U.S. Securities and Exchange Commission—are being courted
The parameters set forth in the DOJ's memorandum have implications not only for the government's evaluation of compliance programs in the context of criminal charging decisions, but also for how defense counsel structure their conference-room advocacy seeking declinations or lesser sanctions in both criminal and civil investigations.
The DOJ's Criminal Division issued three declinations since the issuance of the revised CEP a year ago. Review of these cases gives insight into DOJ's implementation of the new policy in practice.
This article discusses the practical and policy reasons for the use of DPAs and NPAs in white-collar criminal investigations, and considers the NDAA's new reporting provision and its relationship with other efforts to enhance transparency in DOJ decision-making.
In the past few decades, law firms have made great strides in catching up with the rest of the corporate world and are reaping the benefits of all kinds of marketing. This acceptance by firm management is in great part due to an increased appreciation of analytics, made possible by digital marketing and social media.
There is no efficient market for the sale of bankruptcy assets. Inefficient markets yield a transactional drag, potentially dampening the ability of debtors and trustees to maximize value for creditors. This article identifies ways in which investors may more easily discover bankruptcy asset sales.