For International Women’s Day, Sonica Tolani, an M&A partner at White & Case in London, discusses the importance of having open discussions and why invisible barriers still exist for women in law.
What do you most enjoy about practising law and M&A law specifically?
I enjoy the collaborative nature of the work. It’s incredibly rewarding to bring together a diverse group of specialists to tackle complex transactions. Each deal is unique, presenting fresh challenges that keep the work intellectually stimulating.
I also value the opportunity to build meaningful relationships. Working closely with associates, partners and, especially, clients allow us to truly understand their businesses and strategic objectives. There’s a great deal of satisfaction in crafting creative solutions that balance competing stakeholder interests.
The energy and pace of deal environments is invigorating. It’s challenging, but when a deal is successful, it’s deeply rewarding. And there’s nothing quite like the feeling when clients want to work with you again on future deals.
What’s been your most memorable deal and why?
The US$8.6bn cross-border merger between Avast and Norton. This transaction stands out as a career-defining moment for me.
One of the reasons it was so memorable is that I navigated its complexity while pregnant with my second child, which presented both personal and professional challenges. The deal required harmonising different regulatory frameworks across multiple jurisdictions, which was no small feat.
Working with an exceptional team under intense pressure helped forge lasting professional relationships. Successfully closing the transaction shortly before going on maternity leave made it an even more significant milestone, marking a pivotal point in both my career and personal life.
What’s been your toughest professional moment and what did you learn from it?
Learning to balance work and motherhood after having my children was a challenging transition and I often had to remind myself that I wasn’t failing and that it was perfectly fine to lean on others for support.
One key lesson I learned during this time is the importance of putting your hand up and asking for help. It’s crucial to recognise that you don’t have to do everything on your own. I also realised that we can be our own worst critics, often assuming we’re not doing enough when, in reality, we are managing more than we give ourselves credit for.
What are the top three skills you need to succeed in M&A law?
Effective communication is crucial because you need to synthesise advice across various practice areas and present it coherently to clients. Being able to convey complex information in an understandable way is key.
Strategic time management is another essential skill. On a micro level, this means demonstrating cost consciousness, while on a macro level it involves maintaining crucial deal momentum. Balancing these aspects ensures that the transaction progresses smoothly.
Lastly, risk anticipation and mitigation are vital. It’s important to look beyond immediate legal issues to understand the broader commercial implications and prepare clients for potential roadblocks before they become problems. This proactive approach helps in navigating the complexities of M&A transactions effectively.
How much progress has been made for women in law since you started your career?
Since I started my career, there has been significant progress for women in law, marked by both tangible metrics and cultural shifts. For example, nearly 50% of the White & Case lawyers promoted to partner in London over the past five years have been women, and White & Case elected its first female chair in 2023. These milestones reflect a growing recognition of women’s contributions at the highest levels.
Culturally, I’ve noticed more inclusive practices that accommodate family commitments whenever possible. There’s also greater recognition of diverse career paths, which helps in fostering an inclusive environment.
However, progress varies across the profession. It’s important to note that these advances haven’t happened automatically; they’ve often begun with frank conversations and require continuous attention to maintain and build upon the progress made.
What still needs to improve and what’s holding it back?
There are still areas that need improvement. One key area is the need for more nuanced support systems that address the different challenges women face at various stages of their careers.
Women often hesitate to voice their concerns for fear of being labelled ‘difficult’ or less committed. This hesitation can prevent important issues from being addressed.
Too many assumptions are made about what women lawyers need instead of directly asking them. Engaging in open dialogue is crucial to understanding and meeting their actual needs.
Another challenge is the persistence of formal and informal systems that reward traditional work patterns, which can create invisible barriers. For example, industry-wide expectations around long hours in the office or the perception that being constantly available equates to commitment can disadvantage those with family or other outside commitments. These systems need to evolve to recognise and reward different ways of working that are equally effective.
What advice do you have for aspiring young female lawyers who want to get to where you are?
Start by defining ‘having it all’ on your own terms, not according to others’ expectations. It’s important to understand what success means to you personally.
Cultivate your professional tribe: seek out mentors for guidance, peers for support and sponsors who will advocate for your advancement. Building these relationships is crucial for your growth and success.
Don’t hesitate to ask questions or seek help when needed. Doing so demonstrates good judgment, not weakness. It’s a sign of strength to acknowledge when you need support.
Develop resilience without becoming rigid. Professional growth often comes from navigating unexpected challenges, so it’s important to be adaptable.
Finally, recognise that your career will evolve through different phases. What works at one stage may need to change at another. Being open to this evolution and willing to adjust as necessary will help you maintain balance and continue progressing in your career.
