8.30am: After a brisk ten-minute walk into work I arrive at the office a little earlier than usual to attend a breakfast training session led by two senior corporate partners. It focuses on a recent trend in private equity transactions being funded directly with the proceeds of a high-yield bond, without using bridge finance. This is something I have been aware of on several of our recent deals and the session offers a brilliant opportunity to learn from two eminent partners in the field and to fully understand the mechanics and issues that might arise when advising on this kind of deal.

9.45am: Back at my desk, I check through the completion agenda I have been compiling for the last few weeks. One of our private equity clients is bolting together two portfolio companies and the deal (for which Weil is leading the corporate side) is due to complete next week. In preparation for closing, a number of documents are being signed today at the offices of the firm representing the banks. I work through the agenda, checking final points with my supervisor, a senior corporate associate, and co-ordinating certain documents being prepared by our Luxembourg counsel. I have always been an organised person, but being a corporate trainee has refined my managerial and organisational skills even further!

11.55am: My supervisor asks if I am comfortable attending the signing meeting without him. Although he is happy to come with me if not, this is an example of how trainees at Weil really are given the opportunity to take responsibility and gain exposure to clients and other lawyers. Although I am slightly daunted as I head over to the meeting, I have discussed our documents at length with my supervisor and am encouraged that he has entrusted me with the signing.

1.00pm: Most documents have now been signed but one of the management team in attendance has asked me how a development will affect the transactional documents. I explain that terminations of directorships do not require board approval but that I will need to speak to my colleagues back at Weil who have all the documents in front of them to explain the impact on the share movement provisions in the documents. After a quick call to my supervisor, who checks the constitutional documents to find a solution, I step back into the signing room and explain the process to each of the managers present. Clearly, this was not something we had been anticipating but I am pleased to have handled the situation calmly and professionally, having seen similar situations arise in meetings I have attended previously.

3.00pm: Back at the office, I update the completion agenda and send some follow-up emails from the meeting.

4.00pm: One of the senior partners from the corporate team comes round with a mark-up of a consultancy agreement I drafted for another of our private equity clients. He talks me through the agreement and explains the rationale behind the changes he has suggested, giving me ample opportunity to ask questions and clarify as necessary. Trainees at Weil are given great exposure to partners and associates at all levels, and people are patient and supportive in helping you to learn and develop your skills. I work through the partner's suggestions and return the amended agreement. I feel a great sense of achievement, as this is the most substantial document I have drafted yet.

6.45pm: Working at Weil is definitely not all work and no play! Our Prague offices have a table at a legal awards ceremony this evening but many can no longer attend. I am one of a group of trainees, associates and partners from the London office attending in their place. After a quick change into something more glamorous, I hop into a taxi and head to the Dorchester.