He advises publicly held and privately owned (including sponsor-backed) companies, financial institutions, credit funds and other alternative lenders in connection with broadly syndicated loans, pro rata (bank-only) credit facilities and a wide variety of private credit transactions (including senior secured, junior lien, senior subordinated and mezzanine loans). His experience also extends to asset-based loans, project financings, debt restructurings and workouts. In addition, Zach regularly represents technology companies on various types of growth capital financings used to rapidly expand their businesses and to deploy new and market-disrupting products and services.
Zach has a particular passion for the digital infrastructure sector, stemming from his extensive experience representing data center operators, service providers, lenders and investors in the space. As one of the leaders of Orrick’s multidisciplinary data center practice, he is well-versed in traditional and increasingly bespoke financing structures to address the unique needs and challenges of clients in this ever-evolving industry.
In the 2025 California Banking & Finance category of Chambers USA, clients praise Zach as “a phenomenal” and describe him as “extremely aware of the market and a great resource when it comes to debt financing.” He is also recognized by IFLR1000, where clients note that Zach “is an outstanding business partner” and “his strengths are his creativity, accessibility, diligence and his ability to bring all of Orrick's resources to bear.”
Zach previously served a three-year term on the Commercial Transactions Committee (formerly called the Uniform Commercial Code Committee) of the Business Law Section of the State Bar of California, acting as its Co-Chair for the final year of his term.
He has significant experience building strategic alliances between emerging and traditional payments companies, particularly in the mobile payments area, and he frequently advises clients on payment network issues and regulatory issues related to payments.
Prior to joining Orrick, Jeff was a partner at Buckley LLP. He also was counsel at Sidley Austin LLP, where he handled corporate and transactional matters.
He has significant experience building strategic alliances between emerging and traditional payments companies, particularly in the mobile payments area, and he frequently advises clients on payment network issues and regulatory issues related to payments.
Prior to joining Orrick, Jeff was a partner at Buckley LLP. He also was counsel at Sidley Austin LLP, where he handled corporate and transactional matters.
Prior to joining Orrick, Ali was a partner at Buckley LLP. He began his career at WilmerHale, where his practice included litigation and government enforcement matters.
Prior to joining Orrick, Ali was a partner at Buckley LLP. He began his career at WilmerHale, where his practice included litigation and government enforcement matters.
His practice includes serving as bond and disclosure counsel on revenue and tax-supported bond transactions in a variety of financing structures, including fixed rate bonds, variable rate bonds, synthetic fixed rate bonds and conduit issues.
His practice includes serving as bond and disclosure counsel on revenue and tax-supported bond transactions in a variety of financing structures, including fixed rate bonds, variable rate bonds, synthetic fixed rate bonds and conduit issues.
Daryl manages a team of 40+ tech-savvy attorneys, 100+ contract attorneys, analysts that handle project management, perform big data analysis and statistical modeling, and technologists that build bots, scripts and tools that increase quality and reduce human effort. Daryl’s team designs processes, workflows, templates and document automation used by dedicated project managers to deliver project plans and enable data driven budgeting and decision-making. As an early adopter of artificial intelligence and machine learning, Daryl’s team uses technology to augment due diligence and drafting tasks, TAR and continuous active learning for litigation projects, and advanced tools for concept and sentiment analysis.
Daryl’s mission is straightforward: enhance accuracy, speed and security of scalable legal work, generate insights specific to the engagement and reduce client cost.
Daryl manages a team of 40+ tech-savvy attorneys, 100+ contract attorneys, analysts that handle project management, perform big data analysis and statistical modeling, and technologists that build bots, scripts and tools that increase quality and reduce human effort. Daryl’s team designs processes, workflows, templates and document automation used by dedicated project managers to deliver project plans and enable data driven budgeting and decision-making. As an early adopter of artificial intelligence and machine learning, Daryl’s team uses technology to augment due diligence and drafting tasks, TAR and continuous active learning for litigation projects, and advanced tools for concept and sentiment analysis.
Daryl’s mission is straightforward: enhance accuracy, speed and security of scalable legal work, generate insights specific to the engagement and reduce client cost.
Tyler advises energy industry sponsors, developers, issuers and investors in a broad range of financing matters, including construction financings, bridge loans, back leverage financings, and tax equity. Tyler's experience includes project financings and related corporate matters involving utility-scale solar, distributed solar, wind, hydroelectric power, and upstream and midstream oil and gas projects.
Tyler advises energy industry sponsors, developers, issuers and investors in a broad range of financing matters, including construction financings, bridge loans, back leverage financings, and tax equity. Tyler's experience includes project financings and related corporate matters involving utility-scale solar, distributed solar, wind, hydroelectric power, and upstream and midstream oil and gas projects.
Michael’s practice covers executive agreements, cash and equity-based incentive programs, change in control and severance plans, 409A and other deferred compensation issues and 280G “golden parachute” compliance, as well as compensation and benefits structuring in the context of mergers and acquisitions.
Michael authors the chapter “Executive Compensation and Benefits Issues for Start-ups and Emerging Companies” within Bloomberg BNA’s Benefits Practice Resource Center treatise.
From 2005 to 2010, Michael was a statistician with a Stanford University School of Medicine research group.
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