Speaker 1 (00:00):
You've probably heard the term big law thrown around quite a bit. And for a lot of law students getting a job
in big law right after graduation is the ultimate goal. But what exactly is big law and what does
it look like to work there? Well, that's exactly what we're going to go
through in today's video a day in the life of a big law associate. If we haven't met yet, I'm Angela Vorpahl
of Angelavorpahl.com and the law school network on Facebook. And I help law students master the law school
strategy to compete for top grades and to position themselves for their dream jobs out
of law school. So if winning law school and building the
legal career of your dreams is your goal, then be sure to hit subscribe and tap that
notification bell. So you don't miss any new videos. And today's video we have with us Marissa
Jeanette of The Unbillable life. Marissa is a former big law associate turned
blogger who recently published the book behind the big law curtain, how to succeed as a junior
lawyer in big law. And so I'm really excited today because you
guys will be able to get a big law perspective from a litigation associate myself as well
as a corporate associate Marissa. So you'll be able to compare and contrast
the experiences and get double the insights. So Marissa, thank you so much for being with
us. Speaker 2 (01:05):
Of course. Thanks so much, Angela, for having me I'm
super excited to be here. Um, as Angela mentioned, I was a corporate
associate in big law in New York for about eight years. I was in the corporate group and more specifically
I was a member of the capital markets group, which is one of the subgroups of our corporate
group. Speaker 1 (01:24):
So let's dive in with the first question. What did a typical day for you look like? Speaker 2 (01:30):
So for me, um, in the corporate group, um, our business hours, well I guess generally
at the firm, our business hours were nine 30 to five 30, but as a corporate associate,
those definitely were not my hours. Um, I tended to come in a little earlier than
nine 30, even though we did not have to be there earlier. Um, mostly this was for two reasons. Uh, the first was many of our clients were,
um, investment bankers or just in the banking industry. Um, and they would start work at seven or
sometimes six o'clock. So if you got it to work at nine 30, you would
have a whole pile of work just waiting for you when you got there, which could be a little
stressful. Um, the other reason I tended to come in maybe
eight 30, at least a couple of days a week, um, was I tried to schedule some time with
the partners that I worked with. Speaker 2 (02:16):
Um, you'll, you'll probably see that most partners you work with, um, either they're
in the office early or they're firing away messages super early, um, it's like the only
time they can get focused time away from clients, just calling them all day. Um, so if you don't catch them early, you
might not have any sort of dedicated time with them. So I would tend to like schedule maybe a half
hour chunk of time with them at eight 30 in the morning. And that helped a lot to just get all my questions
like, um, answered right away. So that was my morning. And, you know, a typical day would last probably
if it was slow, maybe 6:30 PM I would leave. Um, and if it was busy, it could be, you know,
12 hours there, um, 14 hours, you know, you leave at midnight was not unusual at all. And sometimes, you know, we could last until
3:00 AM. It all really just depended on the day. Um, and one last thing to note, if you did
work till three, 4:00 AM, you were not expected to be there at eight 30, nine 30, unless you
had a call, it would be okay to come in at 10, 11, even if for some reason, all of your
work was, um, pushed back towards the later time of the day. Speaker 1 (03:20):
So interesting because we had a very different work culture in our firms. So our firm was a very late start from, it
was also in New York and people usually got into the office around 10 or 10 30, and that
worked out perfectly for me because I'm very much an owl and very much preferred to start
my day later than earlier. And so my typical day would be around 10:15
AM to around 9:15 PM. So if it were normal busy at 11 hour day is
probably average. Now, if we were extra busy or if there was
a big motion or an expert report or the case got really busy, then it equally was not at
all rare to work 12 hours, 14 hours to three in the morning. And so it definitely did depend, but I would
say that being normal busy looked about 11 hours. I would also say that for people who had a
family or who had kids, they would typically leave around seven 15. Speaker 1 (04:15):
So maybe work nine, 10:00 AM to seven, 7:30 PM, go home, have dinner, put their kids to
bed and then get back online on their laptop and work another two to three hours at night. So that was another way that people got all
their hours in. If they didn't want to be at the office doing
them. I just preferred to be at the office when
I was working to the extent possible, because I really liked keeping that momentum going. And then also being able to close the book
on the day and go home and not have to worry about it anymore. Next question is what types of projects would
you have worked on as a young associate in the corporate? Speaker 2 (04:49):
Sure. So in the corporate group, there are a couple
of main things that you would definitely be working on. Uh, one of them is drafting documents and
other is conference calls and just general calls with clients. Um, and a third is due diligence. So real quick, because you often hear what
due diligence is, uh, that is basically the process that the corporate associates do to
look for any material terms that are in the documents that the other side has given you. So you want to find all the material information
that you're going to need to disclose, um, either to your investors or that's relevant
to your deal. So it's going to be your job as a junior associate,
to sift through hundreds of thousands of documents and find that information you will hopefully
be given more guidance based on a specific deal from your seniors, had some partners
as to what exactly you're supposed to be looking for and what they want from you. Speaker 2 (05:42):
Uh, whether it's a template, um, a summary of the document, whatever it might be, um,
with respect to drafting documents, that is a task that you're definitely going to be
doing as a first year, second year, third year and up. Um, and you'll basically be given a precedent
document from a similar deal. And you're going to have to strip that, um,
document, uh, which may be as a 200, 300, 400 page document of all the old terms and
add in all the new terms that, you know, at that point, um, and just to fill it in as
best you can before you then send it off to the other side, send it off to your client,
to continue filling that out, revising it for your new deal. Speaker 1 (06:16):
I love digging into the specifics of what people can expect. Cause that's one of the things we don't really
hear about all that often when you talk big law and new associate tasks. And so to give you guys the litigation associate
perspective, it's similar in the sense that there are some big overriding projects that
you will traditionally be assigned as a first, second or third year litigation associate. And I would say that the first big chunk,
maybe a third of what you're doing is going to have to do with discovery. And so discovery is the process that takes
up the most time and space in litigation. And that's where you are requesting information
from the other side. And the other side is requesting information
from you. And so that generally tends to take the form
of documents and depositions. And so as a young associate, you are usually
going to be tasked with writing those deposition requests. Speaker 1 (07:07):
So the particular type of information that you want to get from the other side and also
responding to the other side's requests. Another big piece of what you're going to
be doing is case law research. So I would say that's another third of what
you can expect to do. And because law students are all taught how
to do basic case law research in law school. It's a really easy skillset to be able to
delegate down to because they know, you know how to do it. And so in litigation, there are a ton of motions
that get filed. You can have a motion to dismiss a motion
to change venue, a motion to sever, a motion for summary judgment and Moser motion for
new trial. There's all these different types of motions
that can be filed. And your job will be to look up the case precedent
that supports whatever argument your side wants to make. Speaker 1 (07:54):
And as you get more and more senior, you will also be allowed to start to actually draft
pieces of those documents. So that's another big chunk of what you're
gonna be spending your time on. And then the last third I would say is divided
into one of two things. One will be document review. So you may have heard of document review,
it's sort of the dreaded grunt work of a litigation associate. And so when you kind of picture what that
looks like when the other side has produced documents to you, or when you are producing
documents to the other side, that can be hundreds or thousands of documents. And before your side can actually produce
those documents, they need to be reviewed by somebody and they need to be determined
relevant or not, and privileged or not. And so as a young associate, you're sitting
there with a database, thousands of documents in your click, click clicking relevant or
not privileged or not. Speaker 1 (08:46):
And so that's what document review looks like. And a lot of law, a lot of law firms are starting
to outsource that, but that likely still will be a big chunk of what you're going to be
spending your time. On the last piece. I would say that which starts out small, but
tends to grow over time is something that I would refer to as high-level tasks and any
high-level tasks I would say are things like drafting, a deposition, uh, outline. So the Q and a, of some UN a witness who's
going to be deposed. I'm actually going to the deposition and taking
that deposition is a high level task. I would say drafting an entire brief, an entire
motion is also a high level task. So once they give you complete ownership over
a motion or a response or a brief, I would definitely consider that a high level task
and then anything related to pre-trial work. Speaker 1 (09:32):
So if when a case goes to pretrial, which is not very often in civil litigation, there
is so much work and so many tasks that needs to be completed from jury verdict forms to
direct examination outlines, cross examination, outlines, exhibits, objections, all of these
different pieces. And so part of that is going to be your responsibility
as well, and that will start to grow over time. So those are the big chunks that you can expect
when you are a first, second, third litigation associate in big law. Next question is you hear about the high paying
salaries that Bailey law associates make when they first start out and as they make their
way up the ranks. Do you remember what you first made when you
started in big law and what you were making when you left? Speaker 2 (10:15):
Yeah, when I first started out, um, my first year was in 2010. I started as a first year associate and I
think my salary was one 70, uh, my starting salary. And at the end of the year, that year we got
about a $10,000 bonus as first year. And the bonus depends. They put the bonuses out every year in November,
December, and you'll get that, um, either December, January of the year after, and those
fluctuate a year to year, but it's generally all firms in the market get the same exact
thing. Um, same with salary. I think it's about one 90 now for our first-year
associates. And you can look that all up. It's step based on first through eighth year
socio and you get what the market says. Um, when I left, I was an eight year associate
and I believe my salary was $320,000 and that year, so which would have been for my seventh
year work. I think my bonus was about a hundred thousand
dollars. Speaker 1 (11:08):
Yeah. So those numbers really get high, fast. And as Marissa said, this is all publicly
available information. I will link in the description below. So you guys can check out what those lockstep
salaries and bonuses look like. And from, for me, when I was first starting
out, I actually came in as a second year associate because I clerked for a judge for the first
year out of law school. And so most law firms will allow you to use
that year as credit towards partnership, track, and credit in the law firm. So I was able to come in as a second year
associate and I was the same lockstep structure. So I assume I was making around $175,000 per
year, probably with about a $15,000 bonus. Um, not to include the $50,000 judicial bonus
on top of that, which from clerking, but when I left, I was actually working part-time. And so I think I was making about a hundred
dollars an hour at that time. But if you are a full-time associate and you
are at a big law firm, same thing, you're going to be following that lockstep structure. And everybody in the class almost without
fail is going to make the same salary in the same bonus. So we talked about how many hours we were
in the office on an average day, how many hours did that translate into four required
billable hours at your firm? Speaker 2 (12:25):
My firm required 2000 hours per year worked. Um, 1800 of those had to be billable hours
and 200 up to 200 of them could be what they called from chargeable. Uh, you could do as many from chargeable as
you wanted, but only 200 would count towards that 2000. Our goal for the year, uh, for us from chargeable
was things like pro bono, which was the main bulk of what associates would do for, for
chargeable hours, uh, work on firm committees. If you were on the committee, let's say the
women's committee, your work towards that would count as from chargeable or preparing
and giving a CLE presentation or perhaps a law review article, things like that. Um, so if you reached your 2000 hours, your
1800 plus 200, or you, if you wanted, you could just do 2000 or more billables that
also worked. I think the firm probably liked that better. Speaker 2 (13:14):
Um, if you reach the 2000 hours, you were basically guaranteed that you would be getting
your bonus for the year and you would just generally be in good standing with the firm. If you didn't hit your 2000 hours, um, it
would depend on why you didn't hit it. Um, if you were just below it, it probably,
um, just, it happened that way. If you were way below it, the firm would probably
talk to you about why. Um, but one reason is sometimes, um, your
group, let's say you're in the MNA group. And MNA activity is just pretty slow that
year. Uh, you might not be able to get 1800 billable
hours. Um, and on the flip side, what happens when
you go way over 2000 billable hours, um, at our firm, you know, if you hit the 2000, you
get your year end bonus. If you go above and beyond, um, you would
get something that they called the super bonus, which I, my firm was, um, it wasn't set in
stone. What that was, it was discretionary. Um, not too many people got it. But, you know, if you built 2,800 hours one
year, you're going to be getting a little something extra over the people who build
a very respectable 2000. Yeah. Speaker 1 (14:16):
Then at our firm, it was a bit more stringent. So we had in a yearly billable requirement
of 2,400 hours per year, and that was definitely above market. So that's definitely high for big law firms. And in addition to that, none of the non-client
billable time would count towards that 2,400 hours. So if we did worked on a pro bono case, if
we wrote a law review article, if we managed or organized an internal CLE within the firm,
um, from committee work summer, associate recruiting, anything like that, wouldn't count
towards those 24 hours. And so it was pretty strict, but we also did
a lot of litigation work that allowed us to be able to walk in and bill our time really,
really efficiently during the day. So I don't necessarily know that that for
sure, translated into more hours in the office, it just may have been more billable time that
was getting done during those hours. Speaker 1 (15:12):
But the same topic, the same approach to bonuses and Marissa was talking about also applied
for us. So if you major, if you made your billable
hours 2,400 a year, you automatically got the lockstep bonus that year. If you were under 2,400 hours, but were closed,
you probably wouldn't even have somebody to talk to you. If you were significantly below that, then
yes, there would probably be some conversation about why did you, were you not able to find
cases? Did you not have a lot of work to do on them? Were you in a practice group that was slow? Was there another issue there? So that was something that was definitely
highlighted if it was significantly below 2,400 hours, but similarly, if you were above
2,400 hours or significantly above 2,400 hours, then you definitely could be eligible for
a discretionary bonus. So same thing the firm could decide that they
wanted to give you something extra for your additional hours. So that's also how we treated billables. And I think 2000, 2000 2020 200 is usually
kind of the going market rate for billable hours at any big law firm. Next question is about work-life balance. So you hear about how terrible the work-life
balance is in big law, but to give people a little bit more context and a little bit
more perspective of what that actually looks like. Can you talk about what your life outside
of the law firm looked like during the week and on the weekends? Speaker 2 (16:34):
Sure. Uh, this is a big question, work life balance. Um, during the week, uh, during the work week,
how it played out for me was that I generally did not schedule too many things at least
Monday through Thursday. Um, it was just so unpredictable when work
would come in, that it was oftentimes easier not to schedule something and then cancel,
unless it was something super important, which you could clear with your team ahead of time. If it was just a dinner drinks catching up
with a friend, I tended to save those things for the weekend. Um, the reason being that there's sometimes
at work at five, six o'clock, or just any time of the day, you know, a new deal could
come in and it would all of a sudden be like all hands on deck or a client could call and
request something. And it was your turn to work on that document. Speaker 2 (17:19):
And there goes your evening, uh, that'd be inside. I did get to do some things. It wasn't like I was changing my desk every
night during the week. A couple of things that I found that I was
always able to do, or almost always able to do was one thing. Um, I played on a co-ed soccer team with some
of my coworkers, some of their partners, um, just some friends and the games. This was in New York city and the games were
often, you know, the earliest one would be 7:00 PM. So sometimes we have a game that started at
10:00 PM. So it was very rare that I would have to miss
that on a night. Um, sometimes I would go to it and they'd
work afterwards, but usually during the evenings, um, it wasn't so much that clients would be
calling unless it was like in the middle of a very important part of the deal. Speaker 2 (18:01):
It would more just be like, okay, before you go to bed, you have to send this document
out to the partner or the client. So if you want to take a break for your soccer
game at 8:00 PM, you can generally do that. Um, another thing I did was I went to plenty
of happy hours with my coworkers. There were lots of days where we would finish
at five o'clock and if a whole group of us were all of a sudden done, you know, it's
five, six o'clock on a Wednesday, Thursday any day, really. Um, there was always someone to go out with
and hang out with. So that was definitely a good thing. Uh, it was just harder to plan with non big
law people or non, um, coworkers. Um, on the weekends, I found it much easier
to schedule things, especially if I was like a family or a personal thing, if it was super
important, I would tell my team ahead of time. Speaker 2 (18:45):
Um, but generally, if it was just normal weekend stuff, I would just go about my day and check
in every so often on my phone just to make sure, you know, something wasn't kind of like
blowing up and I needed to get back and work on it, but that generally would not happen
on a Saturday night. If you had to be working on a Saturday night,
you knew you'd be working on a Saturday night. I would say that most weekends, um, I worked
Sunday evening for a couple hours, mostly to get ahead for the week. And as I mentioned before, I worked for a
lot of investment banking clients and on Monday morning they would get there at 7:00 AM. So if I had something due to them, if I could
get it to them on Sunday evening and they could start looking at it, you know, early
Monday morning, they would just like, appreciate that so much more than be getting them the
document at 11:00 AM on Monday. Speaker 2 (19:28):
So it was good for both them. And for me, if I could just do a little bit
on Sunday, um, and get ahead of things. And then of course there were those weekends
where I worked all day, Saturday, all day Sunday. And so did everyone else on my team. And, you know, even when I was junior associates,
sometimes I would even go into the office because it was easier to get things done. My whole team would be there and we would
really just treat it like a regular Workday, um, except we would be in jeans. Speaker 1 (19:53):
I love digging into the work-life balance stuff. I think it's so interesting and definitely
not talked about enough. And so for my big law experience, it was very
similar to Marissa's in the sense that I also would not plan anything during the week that
was before nine or 10:00 PM, because there was just a really good chance. I wouldn't be able to make it. And also, as I mentioned before, my average
Workday started at 10:15 AM. So it stopped at 9:15 PM. So if I wanted to meet up with a friend or
have a drink or something, I probably wouldn't schedule that until 10 or 10:30 PM at night. Anyway, I was also a member of a volleyball
team. And so if those games started late enough,
I could make them. Um, I remember one of the other things that
I always aim to do on a normal busy day during the week is that my gym closed at 11:00 PM. Speaker 1 (20:39):
So if I could leave the office by 10, I could get there by 10 20, 10 30, and then have a
half hour to run before the gym closed. So that was a goal of mine to, to sort of
end the day, that way. And on the weekends, it felt a lot more open
and flexible. I definitely probably worked, I don't know
if it was every weekend, but probably most weekends, at least a little bit, maybe three
or four hours on a Saturday to get caught up from the week or get ahead for the week
coming up so that I felt like I was more organized and more in control and it wasn't going to
be as stressful of a week. But then of course there were those weekends
where it was all day, every day, something big was coming due and everybody needed to
help out with it. Speaker 1 (21:19):
So that definitely, that definitely happened as well. And so I guess what I would say about work-life
balance is if you definitely value big chunks of your personal time, it's going to be a
strain on that. It's going to be a struggle to really balance
and find those pockets of time, but it is doable. And I think it's just important to realize
that even in your off hours, there is an expectation that you're checking your email and making
sure that nothing is billowing up or coming across your plate that you need to deal with. And so that's something important to keep
in mind. And, um, it sounds like we both had a very
similar experience. And so that's something that you can kind
of take as, um, as, as a little bit of insight and perspective into what to expect in big
law. Next let's talk war stories. So was there ever a time in your years in
big law where you had a horrific professional experience? Speaker 2 (22:10):
Um, so by the time I was a second year associate, I worked almost exclusively for two partners
and while they worked a ton and demanded a ton from us, they were also just like genuinely
very nice people and very respectful. So if you worked hard and you told people
in advance and you got someone to cover for you, you could take your time off. So thankfully I do not have any, you know,
horror stories about, you know, Missy and my best friend's wedding or anything like
that that you do hear about in big law and like definitely does happen. Uh, thankfully it just didn't happen to me. The, the worst thing, I guess I would say
that happened is I had a three-day trip planned to Napa with friends one year and our deal
was going so crazy that I had to cancel it. Um, my friends went, I just couldn't go. Speaker 2 (22:56):
Um, and you know, it wasn't great, but it was not the end of the world either. Uh, generally speaking my, um, I guess my
one tip, one piece of advice would be to, you know, find a team that you work with over
and over, and that covers for each other because, um, just finds, you know, if you can find
someone who, when they go on vacation, you know, you work 20 hours a day to cover their
thing when it's their sister's wedding, they're definitely going to reciprocate and do the
same for you. So it's better to, you know, kind of do those
like really hard times when you're just sitting at the office anyways and allow your teammates
to, um, go have their time away and they'll do the same for you. So find some people like that, that you can
work with, and you'll definitely kind of avoid those horror stories. Speaker 1 (23:41):
That's such good advice, absolutely. A supportive team, great partners to, for
go such a long way in making for an enjoyable, big law experience. And I guess I would say in terms of war stories,
I have a few, um, I don't know where they rank on the, the scale of, of horrific this
or not. But for example, I was yelled at, by a partner
in front of the entire team at trial, which was not an amazing experience. Um, I have been thrown under the bus by a
partner before, so blamed for a really big mistake in a case, and have that, that blame
communicated to a client when it was not my fault. I had a partner who would consistently withhold
information from me before a client meeting so that when I went in, I would look uninformed
and unprepared. So that was pretty nuts. Speaker 1 (24:31):
Um, so those are some of the biggest ones, I guess I didn't have, um, a crazy bad experience
of missing anything important, personal or family or anything like that. I would also strategically, um, plan my vacations
for when big cases would settle or we would finish with trial. And so that's when I would take sort of huge
chunks of time off. And so I, I was very successful in being able
to avoid the emails every half hour while you're on vacation. That's a terrible experience. And I personally did not have that, which
was great. Um, there was definitely, you know, I think
for both of us, we've had instances where we have worked more than 24 hours at a time. So you walk in at nine 10 in the morning and
you don't leave until the next day. And that's definitely not unheard of in big
law, but yeah, nothing like having to shower at work or sleep at work or anything like
that. So you'll hear different war stories that
are out there. And I don't doubt that they're true, but also
I think on the regular, you don't need to be afraid that that's gonna happen, um, on
a daily basis. And the last question we're going to talk
about today, why did you leave big law? Speaker 2 (25:42):
I left the ball basically because I just got burned out. Um, it had been too much of a grind for too
long for me, and I just didn't see myself being able to sustain it for the long run
or really wanting to, um, I left when I was an eighth year associate. And at that point it was time that, you know,
I was having these conversations with the partners I worked for, um, about putting me
up for partner and what that process was like. And, you know, basically the commitment that
I, you know, what I would be committing to if I did want to go for that. And I just, it wasn't something I wanted. I didn't enter big law thinking that I wanted
to make partner. Uh, I basically stayed because, I mean, honestly
I was good at it. I genuinely liked the people I worked with. Speaker 2 (26:25):
Um, I more or less liked the work that I did, but I was never passionate about it. I worked in structured finance and I didn't
even know what structured finance was before I started working in big law. So it was never like this big interest of
mine. Um, so it was just burnout. I think I would've left a way probably like
mid-level associate junior associate if I had been working for terrible people. Um, or if like just the work environment was
so bad, but you know, after eight years it just ultimately got to me the not being super
passionate about it and just the grind of all the hours and the prospect of that was
going to be it forever. Um, which is not true because you can be partner
and then leave. But in my mind it was, you know, that big,
next step that I just didn't want to make. So, uh, I left, Speaker 1 (27:12):
Thank you so much for sharing that. I think it is always so interesting to hear
kind of people's exit stories so that people in similar positions can get a sense for whether
they resonate with that or not. And for me, the reason I left looked very
different. So I also didn't have necessarily have plans
to meet partner when I started, I think it was one of those things where I never made
it my mind either way. And I was just wanting to see kind of how
it went and if I continue to enjoy it and make that decision later down the line. But when I left, even though there were a
lot of professional and personal reasons that I did leave, the biggest one that really started
me thinking about leaving was the type of work I was doing. And specifically, I, I really liked litigation. Speaker 1 (27:56):
I love the process. I think it's creative and challenging and
interesting and really pushes you to your potential. And I loved all of those pieces to it. And I got the highs on depositions and oral
arguments in court and all of those great things. Um, but what I hadn't anticipated was that
when I was beginning my seventh year associate year, I was starting to become known as an
IP litigator, which makes sense, because those were almost exclusively, the types of cases
I hadn't been working on, but that sort of identity, wasn't something that I intentionally
made for myself. And when I realized that's what I was becoming
known for, I also kind of took a step back and thought, is that something that I really
want to do with my career being an IP litigator specifically? And at the time the answer was absolutely
no. Speaker 1 (28:44):
Like I was never truly, or specifically interested in IP. Again, the litigation process was the thing
that was more interesting to me. And the thing that really hit this home, this
realization home for me was that the other associates on my teams would be sending out
industry news. So just sending out emails about blog posts
or articles or judicial opinions and related cases, things like that. And I would never read them because I wasn't
interested in them, but it finally hit me that these people are reading this stuff in
their off hours and they are really, truly excited and interested in this and they're
totally nerding out on IP. And, and at that point was when I realized
I want to find the thing that I can nerd out on that I'm reading in my off hours, that
I'm energized and excited by. And the thing that just kept coming back to
me over and over was this six week internship I had during my one L year and during the
summer. Speaker 1 (29:36):
And it was with a human rights organization and specifically working with immigration
law in asylum cases. And so even though I intended to do asylum
cases pro bono, when I was at the law firm, it never happened zero times that I ever,
um, actually take steps to do it because something would always come up with work. There was always a reason not to. And so that was the thing that got me started
thinking about leaving was I want to see what else I can do with my law degree and see if
I can find a way to fuse the litigation process with a subject matter area that really excited
me and interested me and that I really felt connected to. All right, guys. So that's the big law of breakdown. I hope this video was helpful. Marissa, thank you so much for joining us. And if people want to reach out to you and
ask you any questions, how can they find you? Speaker 2 (30:22):
Sure. Thank you so much for having me, Angela. This was super fun. Um, really hope it was helpful for any law
students or big lots of you out there. Um, if you want to contact me, you can find
the, uh, the unbillable life.com is my website. You can email me at Marissa at the un-billable
life.com or find me on Instagram at the un-billable life. Speaker 1 (30:43):
Perfect. And thank you again so much. And thank you guys for watching and we'll
see you in the next one. Bye Speaker 3 (31:04):
[inaudible].
