How Danielle Tully Became Practice Group Chair at Cadwalader: Insights from Her Law.com Profile
On November 10, 2025, Law.com published an in-depth profile on Danielle Tully, a partner at Cadwalader, Wickersham & Taft LLP in New York, as part of its “How I Made Practice Group Chair” series. Tully, a trailblazing attorney specializing in global litigation and intellectual property (IP), shares her philosophy on leadership and offers candid advice drawn from her decades-long career. As the Chair of Cadwalader’s IP Practice Group—a role she assumed to steer one of the firm’s key growth areas amid evolving tech and patent landscapes—Tully emphasizes resilience, collaboration, and bold action. Her story resonates especially with women and diverse attorneys navigating Big Law’s demands, highlighting how embracing discomfort can propel professional ascent.
Tully’s Career Trajectory: From Patent Litigator to IP Powerhouse
Danielle Tully’s path to Practice Group Chair is a testament to strategic risk-taking and firm-wide impact. A graduate of Fordham University School of Law (J.D., 2001), she joined Cadwalader in 2015 as a lateral partner from Winston & Strawn, bringing expertise in high-stakes patent disputes for clients in medtech, semiconductors, and biotech. Her early wins included landmark victories, such as representing AngioDynamics in a 2023 Federal Circuit appeal that reinforced PTAB deference in inter partes reviews—earning her a spot in Lawdragon’s 2025 Leading Global IP Lawyers guide.
By 2020, Tully had co-authored influential pieces, like a Law360 article on Federal Circuit trends in Facebook’s patent appeals, which garnered a Burton Award for Distinguished Legal Writing. Her elevation to IP Practice Group Chair in 2024 (exact announcement via internal firm channels) stemmed from her dual prowess: courtroom advocacy and business development. As Chair, she oversees a 20+ attorney team, driving cross-border IP strategy for Fortune 500 clients amid AI-driven patent surges. Tully credits her rise to “spotting opportunities in chaos,” such as pivoting the group toward emerging tech like quantum computing during the post-COVID litigation boom.
What set her apart? Consistent mentorship—both giving and seeking it—and a willingness to lead firm-wide initiatives, like diversity task forces, which amplified her visibility. As she notes in the profile, “Leadership isn’t handed to you; it’s forged in the moments you choose to lead, even when it’s inconvenient.”
Key Challenges and Lessons Learned
Tully doesn’t sugarcoat the hurdles of Big Law leadership, particularly for women in male-dominated IP circles. Balancing billable hours (often 1,800+ annually) with family life— she’s a mother of two—proved “daunting,” she admits, echoing broader stats: Women hold just 25% of IP practice leadership roles at Am Law 100 firms (per 2025 ALM Intelligence). Early-career imposter syndrome hit hard during her first major trial loss in 2008, but she reframed it as “fuel for growth.”
Firm politics also tested her: As a lateral hire, building trust took years of “proving value beyond wins.” The COVID-19 shift to remote work exacerbated isolation, but Tully adapted by championing hybrid mentorship programs. Her takeaway? “Challenges aren’t barriers; they’re the forge that tempers your edge.”
Tully’s Signature Advice: “Don’t Hesitate to Step Up and Embrace the Challenge”
The profile’s centerpiece is Tully’s rallying cry for aspiring leaders: “Don’t hesitate to step up and embrace the challenge.” She elaborates: “Leadership is built on embracing balance, adaptability and the willingness to voice your ideas, especially when you’re not sure they’ll be accepted. For women and diverse attorneys, balancing career, family and firm expectations can feel daunting, but those experiences also provide unique insights and strengths. Rely on your support system and don’t be afraid to ask for help; great leadership is about empowering your team and sharing responsibility.”
This ethos has defined her tenure: Under her chairmanship, Cadwalader’s IP group grew 15% in lateral hires (2024-2025), with a focus on underrepresented talent. Tully urges juniors to “volunteer for the unglamorous tasks—they build credibility”—and seniors to “mentor without gatekeeping.”
Practical Tips for Aspiring Practice Group Leaders
Drawing from Tully’s playbook, here’s actionable guidance tailored for mid-level associates eyeing chair roles:
| Tip | Description | Tully’s Twist |
|---|---|---|
| Build a ‘Yes’ Network | Seek sponsors who advocate for you in rooms you’re not in. | “I cold-emailed a senior partner post-trial; that coffee chat led to my first cross-practice lead.” |
| Master the ‘Strategic No’ | Prioritize high-impact work over volume. | Balance family by blocking “non-negotiable” evenings—modeling vulnerability strengthens team bonds. |
| Embrace Visibility | Publish, speak, and volunteer for firm committees. | “Voice ideas early, even if raw; rejection refines them.” Aim for one external byline quarterly. |
| Foster Inclusivity | Champion diverse hires and flexible policies. | “Diverse teams win complex IP cases—our group’s 40% women rate correlates with 20% higher client retention.” |
| Self-Care as Strategy | Treat recharge time as billable. | “Therapy and runs aren’t luxuries; they’re ROI on your longevity.” |
Tully’s journey underscores that chair roles aren’t endpoints but platforms for impact. As Cadwalader eyes IP’s $500B global market (2025 projection), her leadership positions the firm at the forefront. For full inspiration, read the original Law.com piece—it’s a must for any litigator plotting their next move. What’s your take: Ready to step up?