New York, NY – August 28, 2025
In the cutthroat battle for top legal talent, Am Law 100 firms are increasingly turning to a proven strategy: welcoming back former colleagues known as “boomerangs.” These returning partners and associates, who have left for other opportunities only to circle back years later, are being hailed as a “huge win” by firm leaders navigating a hyper-competitive lateral hiring market. With partner mobility at an all-time high—over 900 lateral partner hires among the top 50 firms in 2024 alone—boomerangs offer a low-risk, high-reward path to growth, leveraging familiarity with firm culture and proven performance records. As Big Law firms grapple with talent shortages and rising retention costs, experts say fostering strong alumni networks and gracious exit policies is becoming a key differentiator in the ongoing talent war.
The trend is gaining momentum amid a lateral market that shows no signs of slowing. According to Leopard Solutions data, elite firms like Paul Weiss, Latham & Watkins, and Kirkland & Ellis executed blockbuster hires in 2024, including multi-partner teams and high-profile government alumni. But beneath the splashy announcements, recruiters note a strategic pivot toward boomerangs, who accounted for up to 20% of lateral hires at some Am Law firms last year. “Boomerangs bring institutional knowledge without the onboarding friction of outsiders,” said Kay Hoppe, a Chicago-based recruiter with Major, Lindsey & Africa. “In a market where compensation packages are inflating—first-year associate salaries now at $225,000 plus bonuses—firms are prioritizing returns on talent investment over risky new bets.”
The Boomerang Boom: Why They’re a ‘Huge Win’
Boomerangs are former employees who return after stints elsewhere, often with enhanced skills, broader networks, and fresh perspectives. In Big Law, where loyalty has eroded amid frequent partner moves—averaging 1.5 jumps per career for equity partners—they represent stability. A 2025 Thomson Reuters report estimates that rehiring alumni reduces turnover by 30% and boosts productivity faster than external laterals, as returnees require less training and are less likely to leave due to cultural mismatch.
Firm leaders emphasize that boomerangs excel in high-stakes practices like M&A, litigation, and private equity. For instance, Cravath, Swaine & Moore—a traditionally insular firm—recently rehired antitrust expert Andrew Finch, who had previously worked there before a DOJ stint, as co-chair of its antitrust group. Similarly, Paul Weiss welcomed back white-collar litigator Barry Berke from Gibson Dunn, leveraging his impeachment experience to bolster its global litigation practice. These moves not only fill gaps but also signal to clients and recruits that the firm values experience and continuity.
The appeal is mutual: Returnees often cite familiarity and unresolved “unfinished business” as motivations. “I knew the firm’s culture inside out, and coming back felt like slipping into a well-worn glove,” said one anonymous returning partner at a New York firm, echoing sentiments from a Bloomberg Law survey where 65% of boomerangs reported higher satisfaction post-return. In a talent war exacerbated by post-pandemic shifts—44% of partners cite management dissatisfaction as a departure driver, per Major, Lindsey & Africa—boomerangs help firms retain institutional memory amid waves of exits.
| Key Benefits of Boomerang Hires | Impact on Firms |
|---|---|
| Lower Recruitment Costs | Up to 50% less than external laterals, per SHRM estimates |
| Faster Integration | 40% quicker onboarding due to prior knowledge |
| Higher Retention Rates | 25-30% less turnover than new hires |
| Enhanced Client Portability | Proven track record eases business transitions |
Building Around Boomerangs: Strategies for Success
Big Law firms are proactively cultivating boomerang pipelines through alumni programs, exit interviews, and open-door policies. Sidley Austin, for example, maintains a robust alumni network of over 5,000 former colleagues, hosting events and providing career resources to keep ties warm. “We treat exits as relationships, not endings,” said Chicago office co-managing partner Chris Abbinante, who is leading efforts to grow local headcount by targeting alumni and laterals. This approach has yielded results: Sidley poached a five-partner finance team from Latham & Watkins in 2024, including several with prior firm connections.
Gracious handling of departures is crucial. Firms like Jenner & Block assign mentors during exits and encourage returnees with tailored reintegration plans, including cross-selling opportunities and affinity group involvement. “We view laterals—and especially boomerangs—as investments,” said Chief Talent Officer Charlotte Wager. “A strategic onboarding plan, starting from interviews, ensures they thrive.” This includes assessing portable business early and integrating returnees into client teams, reducing the 33% failure rate for laterals cited in Altman Weil’s 2016 survey.
Confidentiality and discretion are also key in a market rife with counteroffers. Recruiters warn that premature leaks can lock candidates out or prompt promotions elsewhere. LawVision’s Laurie Caplane advises firms to conduct “back channel” due diligence carefully, emphasizing cultural fit over immediate revenue. For boomerangs, this means avoiding resentment from “old toys” feeling sidelined—firms like DLA Piper balance this by involving current attorneys in welcomes and fostering inclusivity.
Diversity plays a role too. With 40% of lateral partners citing strategy concerns as a move trigger, firms are using boomerangs to build inclusive cultures. BCG’s return-to-work programs for alumni, including women re-entering after career breaks, have boosted female lateral hires by 40%. “Driving social change isn’t optional—it’s essential to win the talent war,” said DLA Piper Global Co-Chair Roger Meltzer.
Challenges and the Road Ahead
Despite the wins, challenges persist. Boomerangs can bring “baggage” from prior stints, and firms must navigate compensation equity—returnees often demand premiums matching market rates, which hit $3.5-5 million for top partners. Geopolitical shifts, like U.S.-China tensions, add complexity for global practices. Moreover, with 2025 hires off to a slow start due to pending equity adjustments, recruiters predict a “lull before the storm” as firms await year-end profits.
Still, the boomerang strategy is proving resilient. As one Am Law 100 leader put it, “In this war, alumni are our secret weapon—they know us, trust us, and deliver.” With lateral hiring projected to surge 10-15% in 2025, firms investing in boomerang infrastructure will likely emerge stronger, turning exits into future assets in Big Law’s endless talent tug-of-war.