Marriott Harrison - True Picture

Marriott Harrison training contract review 2026

The Firm 

Look, we know that clichés can come across as a bit cheesy, but sometimes there’s no better way to put it. In the London legal world, Marriott Harrison may just be the embodiment of big things coming in small packages. Despite a modest headcount of around 60 lawyers – and only around four trainees entering the fold each year – it’s safe to say that MH punches well above its weight. “The uncompromising quality of our work, our personal client service and the strategic insight we deliver rivals much larger firms,” training principal and corporate partner Graham Halliday explains, “We've grown thoughtfully in line with our strategy, enhancing our capabilities while keeping the close-knit, high-quality approach our clients value.”

It’s this sort of approach that has earned MH a solid reputation in all things corporate law, a thread which runs through the entire firm. It hasn’t gone unnoticed by our colleagues at Chambers UK, either, who have awarded MH for its London corporate/M&A practice, and its national work in venture capital-specific private equity. 

“I’m doing stuff that associates would normally be expected to do at bigger firms!”

Despite working on plenty of multijurisdictional matters and earning national acclaim for its corporate specialty, MH keeps things cosy with just the one London office. This meant insiders felt they had found the sweet spot with MH, explaining that they get interesting work without being “forced into the ‘BigLaw’ experience. It’s nice being at a smaller firm with a smaller trainee intake.”

It may come as no surprise then that MH trainees typically get “actual responsibility early on, so I feel like I’ve got a leg up compared to my peers elsewhere. I’m doing stuff that associates would normally be expected to do at bigger firms!” Of course, if you’re in such close quarters with everybody, you’d want to get along with them, and MH seems to have this covered, too. “As corporate and business lawyers, we all work very hard, but everyone treats each other with a lot of respect,” says Halliday, “We are always trying to help each other do our best and move our careers forward.” 

The Seats 

During their training contract, all trainees are required to do a corporate seat and a contentious seat. Their first seat is automatically assigned but, beyond that, the seat allocation process is based on trainees’ preferences. “There’s plenty of opportunity to discuss what you’d like to do next and what you’re considering for qualification,” an insider explained.

Still, as is often the case, priority goes to the most senior trainees, but interviewees felt that, given the size of the cohort, “it’s clear who’ll get what. There aren’t that many seats and there aren’t that many of us so it’s quite transparent!” 

“Partners are usually well-versed in more than one practice area.” 

The corporate team is the “powerhouse” of the firm, and focuses mainly on venture capital, M&A and private equity, alongside some capital markets and corporate restructuring work, too. Beyond this, MH covers the full spectrum of corporate and advisory services for both companies and investors. “It sets you up for a lot of different seats,” a trainee reflected, “The work you do here seeps into other areas, so you get a flavour of practices like commercial, employment, real estate and banking.”

On one of its M&A matters, MH represented Brachers on its £32 million acquisition by the private equity-backed legal services group Lawfront, which has steadily acquired a number of regional firms across the country. On the venture capital side of things, meanwhile, the team advised Oxford Science Enterprises on its £170 million investment into ophthalmic gene therapy startup Beacon Therapeutics.

Fortunately, we heard that “partners are usually well-versed in more than one practice area,” and this certainly helps trainees develop a multidisciplinary approach to the work, especially considering “they really try to get you involved in all sorts of transactions, and you get to see every element of each transaction along the way.” 

Newbies here do a fair bit of project management, and one of the more classic tasks for initiates is drafting ancillary documents, such as board minutes and shareholder resolutions. However, a number of interviewees had the chance to try drafting core transaction documents (such as share purchase agreements and subscription agreements) as they progressed, and others relished the fact that “you can manage smaller deals, too. There’s a lot of trust from associates.” Otherwise, trainees across the board were generally kept pretty busy with client communication and due diligence. 

The banking team generally works on an even split of independent and corporate support work. Like their corporate counterparts, banking trainees also draft board minutes and shareholder resolutions, but insiders here had also drafted and reviewed smaller facility agreements and debentures. Managing conditions precedent checklists is also a banking trainee’s responsibility, as is overseeing the signing and completion process.

Interestingly, the team also does some contentious insolvency work, such as the widely publicised Thames Water restructuring plan. This was a pro bono matter for the team, who represented Witney MP Charlie Maynard in his claim that the plan was not in the public interest. Cases like this mean banking trainees can get a taste of some classic contentious trainee tasks, such as bundling and attending court. 

Employment, meanwhile, counts as a contentious seat at MH, but also covers advisory and corporate support work. This means it “keeps you a well-rounded lawyer – you need tenacity to manage both!” The team works on a balanced mix of employer- and senior executive-side matters. For example, the team has recently advised well-known music agent Josh Javor (who has worked with the likes of Coldplay and Eminem) on his team’s move to WME. His former employer, X-R Touring, took the matter to the High Court over claims for commission and alleged breaches of duties.

Trainees who had worked on such contentious matters explained that it involves “a lot of black letter law, so I’m often asked to do legal research to produce a research note for the client.” Newbies also draft letters to claimants and tribunals and, ahead of a hearing, are trusted with bundling and attending (or even leading) client calls. The advisory side of the practice, however, involves a lot of drafting various employment contracts and settlement agreements. Trainees will also review such documents when the corporate team asks for help with due diligence.  

“… you really do have to think about every single word you put down.” 

MH’s dispute resolutionteam does its fair share of commercial litigation, arbitrations and mediations, but also works closely with other teams within the firm. For example, the team assists its colleagues in employment when their matters go to the High Court or the Court of Appeal, and there’s plenty of collaboration with corporate given that the team does so many shareholder and other corporate law-based disputes.

Research is a bread-and-butter task for trainees here as legislation and case law play a key role in contentious work. Otherwise, newbies get plenty of experience drafting pre-action letters, correspondence and court applications, and felt this “definitely makes you a better lawyer. It’s revised by an associate or partner, but you really do have to think about every single word you put down.” Lucky trainees will get to attend court during their time in the seat, which we heard is especially satisfying: “It’s a big performance at the end where you get to sit back and watch the barristers perform the work you’ve put in!” 

Trainee Life 

Trainees generally praised MH for its work-life balance, noting, “as a guesstimate, a normal day would probably start at 9am and finish around 6 or 6.30pm.” Of course, as you’ll often hear, these hours do vary depending on the seat and the time of year. For instance, around the end of the year or when a matter is reaching a deadline, some longer days are to be expected. Still, “intense hours are relatively short-lived,” trainees explained, “and my time off is well respected. I’m comfortable not checking my phone and can switch off during holidays and most weekends.”  

Corporate was labelled as “undeniably the busiest seat” and comes with the longest hours, so much so that interviewees felt, “if I were a corporate trainee for the entire training contract, the salary would seem low. Luckily you can be out the door before 6 in seats like employment, however, so it averages out over the training contract.”

So, trainees were generally happy with the pay, which starts at £40k for first-year trainees, but agreed that “it’s on the lower end for London law firms. Still, I do feel like it measures up to the work we put in, and I’m a trainee after all so I don’t expect the big bucks!” 

Though there’s no official policy when it comes to hybrid working, trainees hinted that at least three days in the office was the norm. That said, many spend much more time in the office, especially considering the convenience of the location and setup. “We’re a minute’s walk from the Bank of England, so there are lots of nice food options around, and you sometimes see parades come down the street!” a trainee relayed, “They haven’t cheaped out on anything in the office, either – we’ve got nice desks, chairs and a brand-new coffee machine.”

MH also has open plan hotdesking, so a trainee could be sat next to a fellow trainee one day, and a managing partner the next. According to insiders, “it means you get to see everyone, and they see you. Thanks to that, you get to know everybody in the firm.” 

Social events are of course another way to get to know your colleagues in any workplace, and MH has plenty. MH has the classic Christmas and summer parties, and future trainees are often invited to events as well. The corporate team also has quarterly get-togethers – “where we’ve done pool and clay pigeon shooting,” according to an initiated trainee – and has reserved a monthly slot at the pub.

Many events are centred around CSR, such as the London Legal Walk and fundraising for the firm’s charity of the year. People often organise their own socials, too, and the trainee cohort recently went on a weekend trip to the Cotswolds together. “We’re a really tight-knit bunch,” said one trainee, “We like hanging out with each other and are actually friends outside of work.” 

“There are all sorts of quirky people here, and you’ll be valued for what you provide uniquely as a person.” 

Even beyond trainee relationships, interviewees were pleased to report that “Marriott Harrison’s USP is its culture.” More specifically, trainees used adjectives such as “approachable,”“easygoing” and “welcoming” to describe their colleagues and felt that they were able to get along with anyone, no matter their seniority. “People accept you for who you are,” a source detailed, “There are all sorts of quirky people here, and you’ll be valued for what you provide uniquely as a person. It’s not just small talk; people are genuinely caring, want to know more about you and remember the things you say.” 

“Inclusive” was another word that cropped up in our research, particularly in the context of DEI. “Diversity comes through naturally,” according to Halliday, “As a small firm, we don't have strict targets, but we do find that naturally there's a broad cross-section of people from different backgrounds, countries, ethnicities and genders here.” Many trainees got the same impression, though some noted that the firm still has a way to go when it comes to racial diversity in particular.

However, interviewees assured that “it’s really a consequence of MH being such a small firm. It’s down to the applications they get, so it might be nice if they could advertise differently to get more applications from diverse candidates!” Still, as insiders explained, trainee intakes have become more diverse over the years, and MH continues to do well when it comes to gender diversity, with “a strong mix close to and at the very top.” 

Given that departments at MH vary so drastically in size, there’s no one-size-fits-all approach when it comes to supervision. While the training principal acts as a more general point of contact, it is still an informal system, and trainees are typically supervised by their entire team. “I feel like I can go to anyone in my team for advice or support,” said one trainee, “I’m working on a variety of matters with lots of senior people who all supervise me.” This means trainees can access informal training through one-to-one feedback sessions and post-closing team debriefs.

However, according to interviewees, MH has been ramping up its offering of formal training over the past year. For instance, there are regular learning sessions for trainees which focus on a different area of law (such as tax, corporate and commercial) and are usually delivered by an associate in the team. “We know our colleagues, so the person leading it is always very approachable,” a source explained, “It’s a good chance to ask questions and find out something new.” The firm has also introduced a new programme called the MH360 Academy, which essentially helps trainees develop more commercial skills such as networking, building a personal brand and cultivating client relationships. 

“… a lot of partners have been at the firm since they were trainees.” 

The qualification process is “very informal” according to insiders and is generally based on conversations with partners and the training principal. “You talk about where you’re heading, what you’d like to do and what your priorities are,” a trainee explained, “but there’s no interview or CV needed. We’re such a small and close-knit firm that teams should know if you’re a good fit. They train to retain.” However, it’s worth noting that, since corporate is MH’s largest practice area, it may often be the case that it will offer more NQ roles than some of the smaller departments.

“It’s something to keep in mind,” an insider advised, “but, then again, most people who join the firm have a healthy interest in corporate work anyway.” Still, trainees recognised that “people do stay on, and a lot of partners have been at the firm since they were trainees. It’s early days for me, but it’s nice knowing that there’s a well-trodden path to partnership for us if we want it.” Thanks to this approach, MH kept on both of its two qualifiers in 2025.

How to get a Marriott Harrison training contract  

Vacation scheme and training contract deadline: 9 February 2026  

Marriott Harrison has 1 place available for its September 2026 intake and 3-4 places for 2027.

APPLY HERE 

Application process 

To be considered for a trainee position at Marriott Harrison, you must first secure a place on its Summer Vacation Scheme (June-July). The firm invites up to 16 students each year and training contract offers are made from this cohort.

Summer Vacation Scheme application stages 

Stage 1 

The first stage is an online application that students must submit to be considered. Applications are then blindly reviewed by the firm's core recruitment group.  

Stage 2 

If shortlisted, the second and final stage is to attend an in-person assessment centre at Marriott Harrison's London office. Following on from the assessment centre, those who have been successful will be contacted with a formal invite to join the scheme. 

What we look for in our candidates 

Previous Summer Vacation Scheme participants and trainees have come from various backgrounds. You can learn more about the transitions previous trainees have made here. 

Skills and qualities we care about 

• Education - 2:1 degree or above  
• Legal knowledge and commercial awareness – MH looks for individuals who show an interest in its practice areas and demonstrate relevant knowledge or expertise.   
• Problem solving – MH encourages curiosity, critical thinking and the ability to see the bigger picture.  
• Drafting and communication – you deliver high quality written work and communicate effectively with people at all levels.  
• Project management –you’re a strong organiser, manage expectations and proactively anticipate next steps. 
• Client relationship and development – you focus on delivering an exceptional client experience and foster a positive mindset towards business growth.
• Leadership – you have a growth mindset, are a team player and contributor. You are an active listener and inspire trust. 
• Ownership – you are proactive, show initiative and go above and beyond to achieve the best outcomes.

The Summer Vacation Scheme 

At Marriott Harrison, the Summer Vacation Scheme and Trainee Programme is built to give you the space to take a meaningful first step in law. During the vacation scheme, students are empowered to seek out work from the specialist teams they are most interested in getting exposure to. Students will be given real-life client work and will also have structured tasks and activities to complete throughout the week. The week is very much designed to replicate what a training contract would be like at Marriott Harrison.  

Outside of the structured activities, the firm intentionally leaves time for you to get to know the team, ask questions and discover the culture first-hand. Students who impress during the scheme will be invited to a final stage interview for a training contract. All candidates will be offered feedback regardless of whether they are offered a training contract or not. 

The firm recruits one year in advance: 3-4 places are available for the September 2027 intake (LPC or SQE completed in full before joining). There is also one place available for September 2026.

Interview with Graham Halliday, Training Principal

The Firm 

Chambers Student: How would you describe the firm? How would you describe its position in the market? 

Graham Halliday: We are a close-knit team of strategy-driven lawyers who work alongside ambitious innovators building remarkable technologies and the leading investors who fuel their growth. This same level of energy and drive runs through everything we do. Our strengths are in venture capital, M&A, and the full suite of services needed to navigate growth and the complex legal landscape of all the challenges that come with funding, structuring, protecting, and defending, locally, and across borders.  

We are around 100 people. The uncompromising quality of our work, our personal client service and the strategic insight we deliver rivals much larger firms. We give space for everyone on the team to contribute and grow alongside some of the most experienced and strategic minds in the business. 

CS: Are there any highlights from the last year you think it would be helpful for our readers to know about? 

Halliday: A highlight from the past year has been the careful strengthening of our firm and an impressive revenue growth. We’ve grown thoughtfully in line with our strategy, enhancing our capabilities while keeping the close-knit, high-quality approach our clients value. Key examples are our expanded tax and banking capabilities, which allows us to offer clients deeper expert support as they pursue new opportunities.

The Training Contract  

CS: How would you describe the training environment/culture that you have aimed to create at the firm?  

Halliday: I've been at the firm for nearly six years, and it’s by far the best law firm I've worked for, both in terms of culture and quality of work we do. As corporate and business lawyers, we all work very hard, but everyone treats each other with a lot of respect and is there to help each other develop and be the best lawyers they can. I became partner about two years ago, and that may not have been possible without the firm rooting for me from the start; we are always trying to help each other to do our best  and move our careers forward.  It might be the case that people work in siloes at other firms, protecting their work and clients and not thinking about the wider firm. But here, we help each other develop, and share resources and clients. I think it’s a great place to work. 

CS: Could you tell us more about training at the firm? 

Halliday: MH360 Academy is something we've implemented within the past year. It’s a really good programme where we help trainees and associates develop a whole range of skills. We have training on the legal and technical side of things, but what we try and do through MH360 Academy is to help our trainees and associates become  well-rounded commercially minded lawyers from day one. This includes thinking about business growth and client development, networking, what business growth plans mean at law firms and how they operate from a financial perspective. It's something I probably could have done with when I was more junior, so I’m slightly jealous! 

More generally, we have a focused technical 24-month programme for trainees. Every month, we look at different technical areas across the firm, so there’s tons of training and learning that trainees get to do. There are also lots of other training sessions that we run through the firm, and we try to get trainees to come to us as much as possible. We've ramped up our IT training, too, and are starting to think about new tools and how to adopt them as a firm. 

CS: How does supervision work at the firm? 

Halliday: We have such different sized teams – corporate is  a large team with about 40-50 people, while employment, for example, only has about six but growing – so formal supervision structures  work  differently across departments. Still, trainees do have someone assigned to them so they can speak about their performance, capacity and work. However, the important thing is that they get work from a real cross-section of the team, and not just one partner. I think that’s a good thing, as they get to see different types of work and experience the various ways in which people work across the firm. We’re quite an open firm and everyone’s approachable, so trainees can speak to anyone for advice. 

CS: What’s the current set up with remote working for trainees? Is there a set number of days where trainees are expected to come into the office? 

Halliday: We trust our trainees and staff, but it does make sense for trainees and juniors to come in as much as they can. We’re not rigid about a set number of days, and don't penalise anyone for not coming in five days a week. There’s flexibility, but it’s good for them to come in as much as they can as they just learn more in the office. We never have an issue here, as people want to come in. 

CS: What has been the firm’s response to the rise in AI, and how is it affecting the trainee experience?   

Halliday: I think it’s still relatively early days . I know things are moving quite quickly, but I still don’t think there has been a material shift yet. That said, we are currently trying different AI tools and software to make our lawyers and client’s lives easier and more efficient. We're also trying to really focus training on the strategic skills that go beyond what AI can do. That includes making sure that trainees understand our clients business , the market context as well as the unique intricacies of our clients and the nuances of a deal they’re doing. It’s difficult to do this straightaway, but by giving them that training and involvement as soon as possible, they'll be able to provide added value to clients. We also have different IT groups that get together to discuss what tools work well and what could be improved. Some trainees are involved in that too and can provide their feedback on what the firm is doing.

Applications & Recruitment  

CS: What sort of person thrives at the firm?  

Halliday: Because of our size and the entrepreneurs and sophisticated investors we work for, we’re looking for individuals who are incredibly well-rounded. We want them to have great technical expertise and academics, but we also like people who are confident and comfortable speaking to anyone, whether that’s colleagues or clients. Having a lot of initiative and a desire to learn also really helps at our firm. We only have between seven or eight trainees at a time, so they are important team players, and we expect them to take initiative and ownership over what their career and what they are working on. It’s great if they’re also thinking about the way the firm and the industry work, how we’re delivering services and how the firm is a successful, profitable and sustainable business.  When we’re looking to recruit trainees, we  recruit them on the basis that they’ll be here for a long time. That means we’re looking at them as future senior associates and partners, and we want trainees who will work with us and help us develop as a firm. 

CS: How can a candidate really impress at interview? 

Halliday: The interview is just one part of our recruitment process. Before that, we receive applications, hold an assessment day and then run a vacation scheme. So, by the time we get to interview, we’d know the candidates quite well. We're really looking for people to be themselves. They should be comfortable in an environment where they’re faced with difficult questions from  partners and senior lawyers. If they come across as measured and confident in their answers, that gives us the confidence that they might be the right people to thrive at our firm. 

CS: Does the firm have any set recruitment targets around diversity? 

Halliday: As a small firm, we don’t have strict targets, but we do find that naturally there’s a broad cross-section of people from different backgrounds, countries, ethnicities and genders here. It’s about getting to know as many people as possible during the recruitment process and we do anonymise all our applications, so diversity comes through naturally. 

CS: And finally, do you have any advice for those thinking about pursuing a career in law? Either at your firm or more generally? 

Halliday: Getting good work experience and doing the best they can with exams is the first thing applicants can do. But, beyond those standard things, the desire to learn and get involved as much as possible is key. If they’ve got that attitude, it comes across really well in the recruitment process, but it will also help them in their career long-term. Trainees who thrive here really want to learn and understand how the firm works, what a client does and how a piece of work should be done. Asking lots of questions, putting your hand up and getting involved as much as possible are really helpful in the long term and will be especially important with the world changing so quickly.