Rupert Pearce
Six months after leaving Linklaters & Alliance, he talks about his decision to move out of private practice and his new business role at US-based venture capital house Atlas Ventures
April 26, 2001 at 11:04 AM
5 minute read
Why did you decide to leave Linklaters & Alliance?
The job did not hold the same challenge for me. Life is too short not to seek challenges, the law is always there and like most professions you have a wonderful safety net. But if you are a partner in a law firm there is a tendency to believe that it is for life and that your skills are not transferable. The more senior you are, the more difficult it is to get out.
What happened with Cognition?
When the company offered me a role in the group, it was a fantastic opportunity. I thought if I did not leave for something like that, what would it take? After I handed in my notice, the market changed and the IPO was postponed. I thought it meant that the decision to leave was either a big mistake or a catalyst. In the event it was a catalyst – to get me out of private practice. Atlas approached me and said it had a full operating role – a week later I was in the company.
What were the upsides to working in private practice?
The good things that tie you to a firm are the financial benefits and the family ethos of being a partner. At Linklaters, I would say I was energised and enthused by the day-to-day challenges and it was true.
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