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Lynn J. Loacker

Lynn Loacker is the Partner-in-Charge of Davis Wright Tremaine’s New York office, and has over 35 years of experience in complex finance and merger and acquisition transactions for a wide range of entities including technology startups, global private and public companies and financial institutions. She is a member of the firm’s eleven-person Executive Committee responsible for the management and strategic direction of over 500 attorneys and nine offices on the East and West Coasts and in Shanghai. She also developed and leads DWT’s strategic initiatives focused on the intersection of technology and the media, financial services and health care industries, with responsibility for developing and executing on business plans, recruiting and managing teams, overseeing the initiatives’ P&L and interfacing with industry leaders and disrupters. During her career, Ms. Loacker has been a trusted advisor to boards of directors, CEOs, and other senior managers. 

Before joining DWT, Ms. Loacker served in a number of leadership positions at her prior firm, Heller Ehrman LLP, including as a member of the firm’s Policy Committee, chair of the Gender Diversity Committee, Co-Chair of the Corporate Finance Practice Group and Chair of the Nominating Committee. From September 2008 to October 2010, Ms. Loacker served as one of the four members of the Dissolution Committee responsible for the winding down of the 750-attorney multinational law firm following its adoption of a plan of liquidation. On the Dissolution Committee, she was responsible for managing litigation risk and creditors’ claims, oversaw the separate liquidation proceeding of the firm’s London office, structured and negotiated the sale of the firm’s Hong Kong and China offices to another international law firm, and developed the financial analysis comparing out of court liquidation and bankruptcy that ultimately determined the liquidation strategy. 

Ms. Loacker has considerable non-profit board experience. She has served in leadership positions on the boards of organizations undergoing strategic realignment, including as a member of the Executive Committee and Chair of the Strategic Planning Committee of the New York City Opera Company during the transition to a new business model and the company’s relocation from Lincoln Center. She currently serves as a director of Gotham Chamber Opera, the All-Star Orchestra and the New York Technology Council, where she is the Board leader in the Council’s mission to promote diversity in the New York technology sector. She is also a member of the Board of Advisors and former Trustee of the Seattle Opera Association. Previously, she was a member of the Board of Governors of the City Center of Music and Drama, Inc., Lincoln Center for the Performing Arts (David H. Koch Theater). 

During her career, Ms. Loacker has served as a trusted advisor to companies experiencing rapid strategic growth and during periods of financial stress and market disruption. For over fifteen years, she was a key advisor to Washington Mutual Inc. during the ramp-up of its mortgage banking business and through the onset of the financial crisis, leading numerous acquisitions, advising management on post-closing integration issues, developing policies and procedures to address enterprise risk arising from entry into new businesses, and managing relationships with creditors and regulators in the months preceding the company’s receivership. Ms. Loacker has advised both private and public corporations on complex financing transactions designed to fund strategic growth organically and through acquisition strategies. She has also led bet-the-company restructurings involving billions of dollars of debt, where she has developed considerable expertise working with CFOs and their finance teams in analyzing and developing financial models. 

In response to strategic client opportunities, Ms. Loacker has launched and built several new practices, developing the business model, identifying and cultivating the customer base, managing the P&L of the practice, recruiting and training a team and identifying and mentoring leaders. Those practices include a sports facility finance practice, financing NBA arenas, including the Rose Garden (home of the Portland Trail Blazers) and the American Airlines Arena (home of the Miami Heat) and a structured finance practice of 30 professionals representing a number of financial institutions.