Interview: Omar Negm's Journey from Accounting to a Linklaters Training Contract

Hi Omar! Could you start by giving a brief background on your legal journey so far?

Before studying law, I completed a bachelor’s degree in financial and business economics in Canada and worked as an accountant at Red Bull and a non‑profit organisation. After a year in accounting, I realised it was not the career I wanted, so I decided to pursue law and moved to the UK to study at UCL.

During my first year, I applied to first‑year vacation schemes. I did not secure any schemes, but I did receive four open‑day invitations, which were helpful and gave me insight into the profession. In my second year, I applied to around 13 vacation schemes and secured two: Linklaters and Deloitte. Both offered me Training Contracts, and I chose Linklaters.

I recently completed my third year of the LLB and am currently working on my mentorship initiative, The Mentors Collective. I will begin the SQE this September and hope to complete it before starting my Training Contract in September 2024. Since it is the Middle Eastern contract, I will train for one year in London and one year in Dubai.

As a Muslim, do you feel law firms are doing enough to promote ethnic diversity and equal opportunity?

I think firms vary significantly in how they approach diversity. Some actively support employees from different cultural and religious backgrounds, while others still have progress to make. Even firms that do prioritise diversity often do so in a general way that does not specifically address the needs of practising Muslim employees.

We are often placed under broad diversity categories, which means specific practices such as praying five times a day or fasting during Ramadan are not always understood. In my experience, once I explain my religious practices, employers have been accommodating. Both Linklaters and Deloitte were excellent in this regard.

However, I have learned that I often need to take the initiative to explain my religious needs. I am comfortable doing this, but many Muslim professionals are not and may minimise their religious identity at work. This is why I believe employers should make an effort to learn the basics of Islam as part of their inclusivity initiatives.

You recently posted a LinkedIn poll about a “Know Your Practising Muslim Colleagues” series. What inspired this?

The main motivation was addressing the lack of education about Muslims and Islam in professional environments. Media portrayals often reduce Muslims to stereotypes, which discourages people from learning about the faith. LinkedIn is a wide‑reaching professional platform, so I felt it was a good place to start these conversations.

The purpose of the series is not to debate religion but to educate colleagues about the beliefs and practices of Muslims. There is a broad spectrum of practice within Islam, and this can confuse employers. For example, I have been asked why I do not drink alcohol while another Muslim colleague does. I explain the religious rules and the varying levels of adherence.

There is growing momentum around educating employers, and organisations like the Muslim Lawyer Hub are doing important work. But more widespread engagement is needed to ensure employers understand how to support Muslim employees.

Can you talk me through the process of obtaining your Training Contract at Linklaters?

My journey began in first year, when I applied to around 24 first‑year schemes and open days. I did not secure any schemes but received four open‑day invitations. Although disappointing, it gave me a chance to reflect and improve my applications.

In second year, I applied to around 13 vacation schemes. I broadened my target firms to include Magic Circle, Silver Circle, US firms and the Big Four. I received assessment‑centre invitations from Linklaters, Clifford Chance, Deloitte and KPMG, and secured vacation schemes with Linklaters and Deloitte.

I completed the schemes back‑to‑back, received Training Contract offers from both, and chose Linklaters. It was a difficult decision because both schemes were excellent, but I felt starting my career in a more established legal practice would be beneficial.

What factors did you consider when deciding which firms to apply to?

I focused on firms I had already interacted with through events or open days. This gave me first‑hand insight and connections within the firm. When firms receive hundreds of applications, deeper knowledge and tailored insight help you stand out.

I also used my LinkedIn network to identify employees I could reach out to for advice. Tailored guidance is crucial because it reduces the risk of being blindsided during assessments.

Alongside this, I applied to Big Four firms because of my accounting background. I was familiar with their services and interested in how legal work fits into their integrated client‑service model. I found the idea of working alongside consultants and auditors very dynamic.

You mentioned your mentorship program, The Mentors Collective. Can you tell us more about it?

I started the program last August, initially by offering to mentor five people on LinkedIn. The response was overwhelming, which made me realise how many aspiring solicitors needed guidance. I created The Mentors Collective to support as many applicants as possible.

We began with around 20 mentees and six mentors. We now have approximately 95 mentees and 40 mentors, and these numbers will increase when we officially launch on LinkedIn.

Our model is different from traditional mentorship programs. We do not assign mentors. Instead, mentees book one‑on‑one sessions with mentors based on their backgrounds. This gives mentees tailored guidance and mentors flexibility. So far, we have helped over 40 individuals secure vacation schemes, internships and placements.

How do mentors sign up?

Most mentors contacted me directly after seeing my LinkedIn posts. After our official launch, we will begin a formal recruitment process open to anyone interested in mentoring. The time commitment can be as little as half an hour a week, and it is a rewarding initiative to be part of.

What common issues do mentees raise during mentorship sessions?

The biggest trend is confusion about what firms are actually asking for during recruitment. For example, many applicants equate commercial awareness with simply reading the news. They often need help understanding the concept more deeply and applying it to legal work.

We run weekly commercial‑awareness sessions and group interview‑preparation sessions to address this. Many mentees told us they struggled with commercial‑awareness questions before joining TMC.

Another challenge is that applicants often seek generic advice, assuming all firms assess in the same way. This is not the case. Applicants need firm‑specific guidance because each firm has different values, cultures and expectations. Our mentors’ varied backgrounds allow mentees to receive tailored insight from people who have succeeded at the firms they are applying to.

You’ve undertaken a diverse range of experiences. What did you highlight in your Training Contract applications?

I focused on aligning my experiences with each firm’s values. One piece of advice I received from a mentor is that strong lawyers combine technical skill with sales skills. Firms look for applicants who demonstrate initiative and entrepreneurial ability.

I highlighted co‑founding two non‑profit organisations and emphasised the skills I developed through them. I also showcased my involvement in UCL’s law society and my participation in client‑interview and negotiation competitions.

Finally, I drew on transferable skills from my accounting work, such as communication and teamwork, and my familiarity with professional environments. I tailored each application to reflect how my experiences aligned with the firm’s expectations.