Sung Ho (Danny) Choi

Of Counsel, Paul Hastings

40 Under 40 Category: Legal Services

Biography:

Sung Ho (Danny) Choi is of counsel in the Leveraged Finance and the Restructuring practice of Paul Hastings and is based in the firm’s New York office.  His practice focuses on corporate finance and restructuring transactions. His practice includes the representation of U.S. and foreign financial institutions and corporations in leveraged finance transactions, including acquisition financings, syndicated senior loans, asset- based and cash flow financings, second lien loans, and recapitalizations. In addition, Danny has extensive experience in representing debtors, creditors, lenders, investors, and acquirers of assets in all aspects of bankruptcy and financial restructuring. Danny received his B.A. degree from the University of Pennsylvania in 2003, and his J.D. degree from American University, Washington College of Law (cum laude) in 2007. He is a member of the Bar of the State of New York. He is also admitted to practice before the Southern District of New York.

What advice do you normally give to the junior talent you mentor/what advice would you give to forthcoming generation of talent aspiring to win this award?

During my first year of practicing law, I was advised that your career is a marathon and not a sprint.  At that time, as I worked nights and weekends as a junior attorney in proverbial “Big Law”, I did not understand what that meant.  In fact, at times, not only did I feel like I was sprinting, but I felt like I was sprinting a marathon. 

However, today, looking back at my last decade of practicing law, I find myself telling junior attorneys at Paul Hastings that same advice: plan for and tackle your career goals as you would prepare for and run a marathon.  More specifically, junior attorneys should spend time and effort training and honing their skills, learn how to pace themselves, understand that results are not immediate, and otherwise just keep going.  In the fast-paced commercial finance industry, closing deal after deal after deal, it is very easy for a junior attorney to become overwhelmed.  But, my advice to junior attorneys at such times would be to take a breath, reorient and simply carry on.  With some luck, everything will eventually fall into place with additional time and experience.   And lastly, junior attorneys should remember the truism that the only way to gain additional time and experience is to gain additional time and experience.    

How would you define what a good leader is, and what can you do to reflect those characteristics as you progress in your career?

There are many characteristics that define good leaders, but two main attributes come to mind based on my experience of the leadership at Paul Hastings.  First, good leaders have the ability to strategically plan for, and communicate, both short-term and long-term goals.  Second, good leaders have the ability to guide their team to achieve such goals.  I have witnessed that good leadership accomplishes such goals, not only through a top-down management style, but through what I would describe as “management by osmosis.”   

Management by osmosis occurs when good leaders develop a work culture in which team members are empowered to take ownership (and ultimately do take ownership) of stated goals and objectives.  To create such an environment, open and direct communication of goals and expectations is key.  This happens at both the macro level (e.g., during team-wide, or firm-wide meetings) and at the micro level (e.g., during individual deals and matters).  Constant communication and practical feedback amongst team members is vital.  Further, good leadership encourages the autonomy and independence of individual teams and team members, but also institutes sufficient and practical checks-and-balances and/or safetynets within the team.  This greatly increases efficiencies during the facilitation of a deal as opposed to a hierarchical review and approval structure.  In addition, good leaders facilitate significant buy-in from team members to such a work culture, including by identifying, fostering and strategically allocating talent to matters and specialty areas, which in turn promotes a sense of purpose and direction in team members.  I have found that “management by osmosis” results in management-up, management-down as well as management vertically amongst the team members.  In sum, good leaders lead by example and the work environments they foster.   As I progress in my career, I intend to do the same to ensure the continued success of the team at Paul Hastings.