Anu Balasubramanian, Paul Hastings

Paul Hastings London private equity head Anu Balasubramanian speaks to Law.com International's Legal Week about the ineffectualities of all-nighters, the idea that a woman cannot succeed in M&A, and the importance of staying optimistic.

Why did you become a lawyer?

Very boringly because I lack imagination and everyone in my family was in the legal profession so seemed like the obvious choice at the time.

Have you ever regretted the decision?

Sometimes, whilst surviving on a sugar rush in the office at 2am waiting wistfully for a signing to take place.

Who has been the biggest influence on your career?

Probably my brother, although he does not know that and would probably choke if he read this. He was the one who convinced me to stay in London after my law degree and to apply for a training contract, instead of going back home to India. And I have stayed here ever since.

What has been the standout deal you've advised on in the last year and why?

Advising Oakley Capital on its acquisition of leading maritime e-learning businesses Seagull and Videotel. We ran the two deals in parallel, leading negotiations on both, and bringing them to signing at the same time — the deal team on this was working on three other live deals at the same time, so it was fun and games all around.

What advice would you give to young lawyers starting out?

Know that there is light at the end of what may seem like a long and dark tunnel. Find good friends and strong role models at work with integrity and influence. And take it easy — don't baulk at the long hours and other demands of the job, as things do become easier the more senior one gets.

What are the best and worst things about your job?

I know this is a clichéd answer but certainly now, the best part is the people I work with — my clients and my colleagues, and also the talented and dedicated peers I see on the other side of the table.

The worst thing is when a deal does not happen after lots of work for some reason — it is a deflating feeling and you are as disappointed as the client.

What do you hope to do when you retire?

I have made no plans, although my husband Fergus probably has a blueprint for all the adventures he is determined we will have…

What is the daftest bit of corporate jargon you've heard?

Some of my U.S. colleagues are proficient at this and I won't choose a specific example in case they recognise themselves… but one that is widely used is 'close of play' to mean the end of the business day.

What's the most outdated thing you've experienced in the industry?

The idea that a woman with a family cannot succeed in a transactional M&A practice. Perhaps there are some 'traditional' firms where this is still the case, but not because of any intrinsic issues — only artificial barriers. With supportive management and sophisticated clients, one does not have to go in-house or choose 'softer' practice areas to gain more autonomy and a better work-life balance.

How many all-nighters do you tend to do per year?

I have two small children at home who are very demanding (at all times) but particularly first thing in the morning, so I try to avoid all-nighters when I can. Occasionally, they can be thrilling when a deal is being finalised, but generally too many all-nighters for any members of the team would signal to me that there is a resourcing problem, or that someone is making unreasonable and unnecessary demands.

Have you ever broken the law (other than motoring offenses)?

Has any lawyer ever said yes to this question?

Describe your commute in 10 words or less

35 minutes door-to-door on the Northern Line.

Favourite boxset(s)?

Frasier, Friends, Citizen Khan

Favourite pastime?

Hanging out with the kids, reading, gym, sailing (for the gin on arrival rather than the sailing itself).

What would your motto be?

Have fun doing whatever you do — I don't always follow this motto.