Season 3: Episode 8: Katya Hazard
Managing Director, K2 Integrity
Katya Hazard
Managing Director, K2 Integrity
How to network and land your first job at BigLaw?
When Katya first started interviewing for jobs, she had trouble telling the potential employer about herself. In her culture, there's a clear hierarchy where you don't speak to someone senior, by age or status, unless they address you first. She networked her way out and managed to secure a position at Clifford Chance in DC, working on economic sanctions and anti-corruption cases. Today she is the Managing Director at K2 integrity, leading the firm’s economic sanction practice.
What is her advice on how to network to land your first job?
How to find a job in a practice area in BigLaw where they primarily hire JDs?
What qualities internationally trained lawyers need to possess to have a legal career in the US?
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Why did you choose to study law?
I'm from Russia, and during my teenage years, the country underwent significant political and legal system changes. Before the 1990s, there wasn't a functioning legal system; there were laws on the books, but enforcement was lacking. My aunt was one of the first female judges in the city where I grew up. She attended law school after the collapse of the Soviet Union, and became a practicing lawyer. She always sounded intelligent, and I enjoyed our conversations. She had a big influence on me, which led me to pursue a law degree in Russia.
I found it fascinating to witness the implementation of the civil code from France and the criminal code from Germany, adding international components to the legal system. While in law school in Russia, I visited the United States a few times through exchange programs, working in various bars and restaurants to improve my language skills and immerse myself in American culture.
After my third summer here, a friend suggested I pursue a legal degree in the U.S. The idea intrigued me since there were no dual-degree attorneys in Russia and America at the time. I applied for law school and the rest is history.
Do you have any interesting stories in your practice as a multilingual lawyer?
One thing is that I took my husband's last name, so not everyone immediately realizes I'm Russian. There have been instances where I've been on calls with opposing legal counsel, and they had no idea I'm Russian. They would make comments or pass remarks between themselves, assuming I couldn't understand. It's a bit shortsighted on their part. People often presume that in the United States, everyone speaks only one language, so they don't expect others to understand. It's a cautionary reminder not to assume that no one else can understand what you're saying.
What do you do as a multilingual lawyer?
I’m the managing director at K2 Integrity, leading the firm’s economic sanctions practice. Before joining K2, I was at Clifford Chance, for almost 10 years. Working in a law firm is quite different from what I do now. In a law firm setting, I focused on sanctions and anti-corruption cases, dealing with a lot of financial crime-related matters.
Typically, my day would start around 8:30 in the morning. Since many of my clients were based in Europe or Asia, I'd already have dozens, if not hundreds, of emails waiting for me. I'd prioritize tasks, discuss them with my partners, and adjust based on their feedback. Some tasks needed immediate attention, while others could wait. A typical day involved drafting memos, providing legal advice, and participating in conference calls.
In the consulting world, the workload is more manageable, especially since I have over 10 years of experience in the field. As a manager, I can anticipate tasks and delegate them to my team. At Clifford Chance, I've also spent a considerable amount of time conducting investigations, often being on the road. Before COVID, I would spend around five to six months abroad each year, conducting on-site investigations for clients. This involved navigating data confidentiality and privacy laws in various countries and working closely with local teams. During investigations, the focus is entirely on the matter at hand, and priorities shift accordingly. It's a dynamic environment where teamwork is essential.
What are the obstacles you have encountered in your career? And how did they shape you?
I think one thing to consider is that office dynamics vary depending on where you work. In smaller or more close-knit offices, understanding the hierarchy is crucial. Titles don’t always reflect hierarchies, so it’s important to connect with people you naturally gravitate towards.
While I wouldn’t say the office environment is challenging, having a senior colleague to guide you can be invaluable. Especially in a law firm setting, during your first few years, you may not have direct client interactions. Most of the time, you'll be supervised by a senior attorney or partner because understanding client needs and firm-client dynamics takes time.
Having a mentor, formal or informal, is key. You need someone you can turn to when you receive cryptic emails or unclear instructions from partners. Partners are often pressed for time and may send brief, urgent requests, leaving you puzzled. Having a colleague who can help decipher these messages and provide guidance is invaluable. Personally, I had a colleague who took me under his wing and helped me navigate these situations. Having that support system made all the difference.
What obstacles did you have to overcome in your job search journey?
When I was in law school in the U.S., job interviews were really tough for me. In Russian culture, there's a clear hierarchy where you don't speak to someone senior, whether by age or status, unless they address you first. So my interviews here often started awkwardly. I'd greet them, they'd respond, and then silence would follow because I was waiting for the next question. I didn't want to overstep. My learning to navigate interviews came from interacting more comfortably with professors and understand acceptable behavior. In the US, you're expected to highlight your achievements and skills, but in Russian culture, it's seen as boasting. Initially, I found this challenging in my interviews.
How did you network to get your first job in the U.S.?
I think DC is a town that's just built on networking skills. And having worked in the law firm for three or four years, you realize the world is like so small, because you heard of this person, you worked with that person, this person is a friend of a friend. It's really all of the stars are falling into this really neat puzzle, where you have 1000s of people who seem to have no connection to each other. But at the end of the day, you end up knowing 800 of them.
I think people as they grow through their career, mid-level, senior-level, I think people, a lot of people in DC ended up where they are because of networking, because someone put them in touch with someone who was interested; and there was an opening here or there was a project there.
I would say networking is crucial for two reasons. One is you can have a very honest conversation with a practicing attorney and kind of bounce the ideas of what worked and what have not worked. I think I mentioned at the beginning that for me having an interview was very hard at the beginning, because I didn't know how to behave, how to market myself.
And I had a few of these informal casual lunches, and during one, a partner at a DC law firm was like, “Hey, listen, you just told me about your professional life in a 10-minute setting, and you were absolutely fine about it. So you should be able to do the same in the interview. Just be yourself, Be natural. Don't try to be someone else. Because at the end of the day, wherever you want to work, they need to know you, they need to understand your character.” And in many instances, it's really a character connection more than any legal connection, especially if you're a junior attorney, because with many junior attorneys, partners know that some skills will have to be taught, but like personality, how freely you talk to strangers, how open you are with partners with clients, that's something that's hard to teach.
And from the other perspective, for people who are practicing, they do hear about different opportunities. They know that someone somewhere is looking for an analyst or an associate or an intern, this is the world that is never going to end up on LinkedIn or anything. No one is going to post like, hey, I'm looking for an intern for two to three months. It's usually filled in for the word of mouth. So if you're reaching out to network, and you were able to give a really good impression of yourself, that person might be like, hey, I remember you mentioned that you are looking for like a free intern for this project, maybe I should put this person in touch with you, and maybe something works out.
How to find a job in a practice area in BigLaw where they primarily hire JDs?
To secure a job in a US law firm, particularly in a practice area dominated by US law like economic sanctions, it's essential to assess the landscape and think creatively about your approach. Even in areas like US sanctions, consider leveraging your unique strengths.
For instance, as a Russian-speaking attorney, I have the skill set for conducting due diligence or interviews with Russian companies, particularly in anti-corruption investigations. Don't limit yourself based on nationality; focus on your capabilities. Personally, I did not come across the field of sanctions during my time at law school, as there were no dedicated courses on the subject.
However, I discovered my passion for it when given an assignment by a partner at my first job and gradually immersed myself in the area. Networking is also key. Reach out to individuals in the field, explore internship opportunities, and consider contributing to organizations or think tanks focused on sanctions research.
What qualities internationally trained lawyers need to possess to have a legal career in the U.S.?
I'd say you definitely need to be an attentive listener, especially in the first couple of years of your career. You have to absorb all the information coming your way, starting with human interactions and then moving on to legal concepts. In my current practice of law, particularly sanctions, there weren't any courses or much written material available at the time. So I had to become a sponge, soaking up knowledge from my colleagues. It was important not to ask the same question multiple times and to appreciate the time they took to explain things to me. Don't be afraid to ask questions, but be mindful of who you ask. It's not wise to approach the managing partner with basic legal questions, but senior associates are usually approachable.
Always strive to deliver your best work, even if it gets completely rewritten several times. Don't take it personally—it's just part of the process. As you gain experience, try to understand the preferences of the partners you work closely with and tailor your work accordingly. Regarding writing and drafting, ensure everyone involved is familiar with the case or project you're working on before finalizing any documents. This ensures everyone is on the same page and avoids any misunderstandings down the line.
What makes a good piece of legal writing in your practice?
In terms of structure of the writing, I've learned to prioritize an executive summary at the top. Clients, particularly those in higher positions like General Counsel, are often pressed for time and may only have a few minutes to grasp the memo's essence. Therefore, including a concise one to two-page executive summary outlining the main conclusion and key points is crucial.
Following the executive summary, providing both factual and legal background is essential. Clearly stating the facts and legal context allows for a comprehensive understanding of the analysis. Additionally, including a disclaimer regarding the factual accuracy reinforces transparency and alerts readers to any potential discrepancies that could impact the legal assessment.
In the legal background section, it's important to distill key information from official guidance, case law, and regulations without unnecessarily copying lengthy passages. The analysis section should logically present the reasoning behind the conclusions drawn, referencing the facts and legal principles discussed earlier.
Before diving into writing, it's imperative to fully comprehend the client's or partner's question. Rushing to respond without fully understanding the question can lead to misinterpretation and inappropriate responses. If clarity is needed, don't hesitate to seek guidance from colleagues or partners.
