The easy answer had always been Chevron. Throughout 2013 and this year, Patton Boggs’ litigation entanglement with Chevron Corporation became the scapegoat for the firm’s problems. It was a fiscal liability; a reason the 325-lawyer firm might seek bankruptcy protection; and the piece that needed resolution before a merger with Squire Sanders could occur.
Chevron was a problem. But interviews with more than a dozen former Patton Boggs partners reveal a deeper story. Chevron was never the linchpin that pressed Patton Boggs into a do-or-die merger vote, they say. Instead, the fault lies with choices, largely about compensation, made years ago as a result of founder Thomas Hale Boggs Jr.’s professional magnetism and lobbying successes.
This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.
To view this content, please continue to their sites.
Not a Lexis Subscriber?
Subscribe Now
Not a Bloomberg Law Subscriber?
Subscribe Now
LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.
For questions call 1-877-256-2472 or contact us at [email protected]
