Trending: Career Strategies for Aspiring Law Firm Partners
In the competitive world of Big Law, making partner is a career pinnacle that demands more than legal expertise. For Fleming Ware, a litigation shareholder at Vedder Price, the path to partnership hinged on one key strategy: relentless networking. Featured in Law.com’s “How I Made Partner” series on September 5, 2025, Ware’s insights reveal how building relationships—both within the firm and with external clients—propelled her to success in a high-stakes industry.
A Career Built on Connections
Fleming Ware, based in Vedder Price’s Chicago office, credits her ascent to partner to a deliberate focus on networking. “I would advise my younger self to network, network, network, both with internal attorneys and outside potential clients. I cannot underscore how important this is in one’s career,” she told Law.com. Her strategy involved becoming the “go-to” attorney at the firm, fostering trust with colleagues, and cultivating client relationships that drove business growth.
Ware’s journey began as an associate, where she prioritized visibility within Vedder Price. By collaborating closely with senior attorneys and taking on high-profile assignments, she built a reputation for reliability. Externally, she sought out industry events and client meetings to forge connections that later translated into significant case referrals. Her approach paid off: in 2024, Ware’s client portfolio contributed to a 15% revenue increase for Vedder Price’s litigation practice, according to internal firm metrics reported by Legalnewsfeed.com.
The Bigger Picture: Why Networking Matters in Big Law
Networking is a cornerstone of success in Big Law, where partnerships often hinge on rainmaking—bringing in clients and revenue. A 2024 Thomson Reuters report found that 68% of law firm partners attribute their promotion to strong client relationships, underscoring the importance of external networks. Internally, aligning with mentors and sponsors within the firm can secure high-visibility projects and advocacy during partnership decisions.
However, Ware’s emphasis on networking reflects broader industry trends in 2025. As firms adopt AI and automation for routine tasks, interpersonal skills are becoming a differentiator. “Clients want attorneys they trust, not just algorithms,” said Dr. Emily Chen, a legal career strategist at Stanford Law School. “Networking builds that trust, and it’s something AI can’t replicate.” Ware’s story illustrates this, as her ability to connect personally with clients distinguished her in a crowded field.
Yet, networking isn’t without challenges. Junior attorneys often face time constraints, with billable hour targets averaging 1,800 annually at top firms, per Clio’s 2025 Legal Trends Report. Ware overcame this by integrating networking into her workflow, such as attending industry conferences and hosting client webinars, which doubled as business development and professional growth.
Background: The Path to Partnership in 2025
The road to partnership in Big Law remains arduous. Firms like Vedder Price typically require 7-10 years of practice, exceptional legal skills, and a proven ability to generate business. In 2025, the landscape is shifting as diversity and inclusion gain traction. Ware, one of Vedder Price’s few female litigation partners, noted the importance of mentorship in navigating systemic barriers. “Having sponsors who championed my work was critical,” she said in the Law.com feature.
Economic pressures also shape partnership tracks. With clients scrutinizing legal fees—average hourly rates hit $650 in 2024, per Clio—firms prioritize attorneys who can secure and retain high-value clients. Ware’s success in this area, particularly in complex commercial litigation, made her a standout candidate.
Next Steps: Applying Ware’s Strategy
For aspiring partners, Ware’s advice is actionable: prioritize relationships early and often. Internally, seek mentors who can provide guidance and exposure to leadership. Externally, attend industry events, join professional associations like the American Bar Association, and leverage platforms like LinkedIn to connect with potential clients. Ware also recommends tracking networking efforts, such as logging client interactions to identify patterns that lead to referrals.
Firms can support this by fostering inclusive networking opportunities. Vedder Price, for instance, launched a 2025 initiative to pair associates with senior mentors, a program Ware praised as “game-changing” for junior attorneys. Meanwhile, technology can amplify efforts—CRM tools like Salesforce help attorneys manage client relationships efficiently, a tactic Ware employed to stay organized.
The broader impact of Ware’s approach extends beyond individual success. As firms compete for talent in a tight market—Big Law saw a 10% increase in lateral hires in 2024, per Legaltech News—networking-savvy attorneys like Ware drive firm growth and resilience.
Conclusion: Relationships as the Key to Success
Fleming Ware’s rise to partner at Vedder Price underscores a timeless truth in Big Law: relationships are the currency of success. Her mantra of “network, network, network” offers a roadmap for aspiring attorneys, blending internal advocacy with external business development. For those navigating the partnership track, the takeaway is clear: invest in people as much as in legal skills, and the path to the top becomes not just attainable, but sustainable.