Ariele Strauss Clinton

Partner, Thompson Coburn Hahn & Hessen LLP

Ariele Strauss Clinton is a partner in the Banking and Commercial Finance group of Thompson Coburn Hahn & Hessen LLP. 

Ariele represents clients in a variety of secured commercial lending transactions. Her experience stretches across a wide range of domestic and cross-border transactions, including acquisition finance, asset-based loans, cash-flow loans, refinancing and debt restructurings, and receivables purchase facilities. She also advises clients on distressed loan workouts and debtor-in-possession loans. Ariele’s clients include national banks, commercial finance companies, and other institutional lenders, along with hedge funds and private equity firms.

Ariele earned her J.D. from Brooklyn Law School and received her B.A. from the University of Rochester. She resides in New York with her husband John. 

What are some negotiation tactics you’ve learned over the years?

It may sound cliché, but you catch more flies with honey than with vinegar (though I haven’t yet figured out why someone would want to attract flies…). My favorite transactions are those where all parties work together towards a common goal that benefits both sides. I aim to be friendly, respectful, and considerate of attorneys on the other side. It’s not particularly helpful to fight over every point just for the sake of winning. That way, I have more credibility when I stand my ground on an issue that is actually really important to my client. 

Another vital tactic is preparation. I try not to get on a call or go into a meeting until I have at least some sense of what we will be discussing. And if another attorney ever calls me directly to discuss a point, I’ve learned over the years it’s perfectly acceptable to let them know you need time to think about it and get back to them. 

What is the best professional advice you have been given and how have you implemented it?

The best professional advice I have been given is to learn the stories behind each transaction. This generally presents itself in two ways. First, understanding the business our client is financing. With a little insight into how a company operates and/or the history among the principals you can better understand why certain points may be important to a borrower and how to formulate a creative approach that works for all parties. Second, getting to know your clients. Sometimes the five or ten minutes I spend chit chatting with a client at the end of an hours long call getting to know them as a person are the most important.  The meaningful relationships I have forged through these conversations over my 11+ years of practice have enabled me to serve my clients better.  It also frankly makes our jobs more fun, and I believe someone who enjoys their work will always do a better job. 

What advice do you normally give to the junior talent you mentor?

Don’t be afraid to ask questions! No one is expected to know everything when you start out, even though it can sometimes feel that way. It’s easy for a senior lawyer to forget how much there is to learn, and I am often most impressed when an associate asks a thoughtful question. Particularly when working remotely, transactions can move very fast and the learning process can sometimes be lost in the shuffle.  It’s important for junior talent to make sure they are advocates for themselves so they can get the most out of their early careers. Not to mention, if a junior lawyer doesn’t understand something it’s quite possible that it actually isn’t correct! Asking a question can benefit not only the junior lawyer but can also help the senior lawyer to catch an error or improve their drafting. 

How do you define a good leader?

A good leader inspires those who work for and with them. A good leader also plays to their strengths and is their authentic self. As a result, leadership comes in all shapes and sizes. Finally, good leadership means listening as much as, if not more, than talking.