Grow your international footprint with confidence: risks and rewards for law firms

The value of UK legal services exports to other countries continues to rise, as set out in our 2025 International Data Insights Report.

English law is frequently chosen as the governing law in international arbitration. The London Commercial Court remains one of the leading international centres for the resolution of complex commercial litigation.

To find out how your firm can take advantage of the strength of English law, we spoke to several industry experts from our 'expand your firm’s horizons' webinar series in September 2025.

They explore how to navigate geopolitical unknowns, confidently grow your international practice, and share their insights from working across Asia, Europe and the US.

The international English law opportunity

For Houston-based Karthika Perumal, partner at Womble Bond Dickinson, English law comes into play in two situations.

In the first instance, several cross-border transactions, particularly when dealing with countries based in the Middle East for international oil and gas projects, are governed by English law.

UK-headquartered firms have a lot of experience working with the Middle East. In these deals, many clients prefer to choose English law because of its robust framework, precedent and predictability, “which they feel very comfortable with”.

Secondly, London is one of the key neutral locations for international dispute resolution. “As well as easy access to experienced attorneys, certain clients perceive London as an independent jurisdiction with effective enforcement procedures for all parties,” adds Karthika.

For Hong Kong-based Jini Lee – partner, global head of finance, funds and restructuring and head of region, Asia, at Ashurst – English law is a “well-trodden path”.

The choice of English law for cross border deals provides “comfort” more broadly.

“It is a very dispersed region with multiple languages spoken. English is actually a default, unifying factor for most people, where there is a common language” Jini explains. “People are very familiar with the system which is why I think it’s probably the most used international law in the region.”

Government plans to help boost international trade

In June 2025, the UK government launched its industrial strategy.

It recognises the UK legal sector as “a national asset and an engine of economic growth”, says Martin Kent – His Majesty’s trade commissioner (HMTC) for Asia Pacific.

The strategy focuses on eight high-growth sectors. These include financial services, defence, clean energy industries and professional services.

Each sector presents cross-border legal needs – from intellectual property to regulatory compliance and mergers and acquisitions, Martin explains. “Forward-looking firms will position themselves to support these industries globally, leveraging the UK’s trusted legal framework and services.”

Martin suggests law firms should consider investing in sector-specific expertise, digital trade capabilities, and lawtech innovation. This will help them become “indispensable partners in enabling UK businesses to seize new opportunities in the Asia Pacific region.”

The UK government is also “actively promoting” English law by showcasing its commercial strength.

“The Arbitration Act 2025 reinforces the UK’s position as the global hub for dispute resolution and the Property (Digital Assets Etc.) Bill provides certainty over legal issues around digital assets to help make the UK a global crypto-asset hub”, he explains.

These measures mean that by upholding the rule of law and promoting the strength of English law, “the UK will unlock new opportunities in global commerce – delivering cross-border certainty, trusted dispute resolution, and a competitive edge for UK businesses.”

Pursuing growth in uncertain times

For lawyers working across time zones, waking up to a stream of breaking news notifications on geopolitical developments has become the norm.

“Has the world gotten more unpredictable or are we becoming more alive to it because of how connected everyone is?” asks Jini. “It’s probably more complex now.”

But even amidst global instability, Europe, Asia and the United States have sector-specific growth opportunities for UK firms.

Asia

Technology and digitalisation across sectors are driving client businesses across Asia.

There is particular investment in data centres, logistics, electric vehicles and energy, says Jini.

Investors are also looking to diversify their portfolios, prompting a huge pickup in interest in the capital markets in Asia, particularly in Hong Kong. “The stock markets have been really active with a lot of IPOs, as companies look to list in Asia.”

Challenges that law firms face are probably the same as with any business, she explains.

“The opportunities lay with clients. We’re working a lot with international banks, financial institutions and international corporations. We follow our clients where they go.

“It’s about us being alive to clients, listening to what they're saying, being reactive, but also being proactive and going to them with solutions – seeing around those issues.”

Price rises in recent times mean that week by week, businesses are having to re-price and relook at their supply chains in the Asia Pacific region.

“Particularly the [US] tariffs and their effect on Asian economies, supply chains, manufacturing capabilities, and where businesses choose to locate their businesses around Asia have all been in regular discussion with our clients”, says Jini.

To what extent tariffs will impact investment and M&A activity is also uncertain, Jini explains. “As business activity ebbs and flows, the legal work will go up and down in tandem.”

Europe

Defence and energy are two sectors experiencing rapid growth, investment and transformation in Europe.

Simon Konsta, partner at DAC Beachcroft, explains why UK-headquartered law firms are well positioned to serve clients across the continent: “UK law firms have the scale and very often the international reach and capability, combined with deep expertise across both traditional and emerging sectors relevant to European economies.

“This enables UK law firms to support cross-border transactions and investment, regulatory and competition needs and disputes within one firm and with associated accountability, service delivery and predictable pricing.”

United States

In the US, “regulations affecting global businesses are changing rapidly”, says Karthika.

“In light of what the evolving geopolitical climate across the world right now, we find companies in many sectors are cautious about developing long-term plans.” She finds that those companies engaged in international markets are seeking certain levels of stability before placing large investments in robust supply chains at this moment.

For solicitors in the UK who have clients interested in doing deals in the US, “it's still about following the basic principles of looking at where are your clients growing? Is there relationship-driven growth for your clients in specific US states?”

Law firms with strong collaboration across their regional offices can identify local incentives for growth both in the US and UK. “Clients benefit from having legal advisors in different parts of a country. For example, the incentives and support available in London are different from that available in Leeds or Newcastle; it is invaluable to have partners in those specific communities who can advise the clients to the regional offerings while keeping the big picture in mind.”

Even if your clients are not currently operating in an international territory, that doesn’t mean you can’t, she adds, “A UK attorney with significant experience in oil and gas matters should be investigating a market like Houston, where their skills and expertise would be valuable as Houston companies explore opportunities in the UK.”

To drive growth, Karthika emphasises looking at “our core strengths and industry sector specialisations to develop offerings to potential clients in particular regions.”

Mitigating risk when entering new markets

For firms thinking about entering new markets, establishing a localised strategy is key, says Rosie Hawes, senior managing director and head of Asia business Intelligence at FTI Consulting.

“You have to take into consideration changing political trends and developments, but establishing that local strategy and focusing on the longer-term goal is important.”

There is no one-size-fits-all approach for Asia as this will vary from country to country, adds Rosie. “Getting good local advice and relying on local language support to adapt to the market is crucial. A cookie-cutter approach from head office creates more problems than it solves.

“For example, you may believe you have a compliance framework in place. But if it doesn’t take into account local nuances, ways of getting things done, and approaches to building relationships, it won’t protect the company in the way intended, and also fails to support the business in its growth.”

One of the main risks FTI Consulting focuses on when a company is entering a new market is reputational, which is often intertwined with geopolitical risks. For firms, “this typically means exposure to local corruption or fraud scandals and environmental, social and governance (ESG) issues that can quickly move from local to global impact to damaging the brand worldwide”.

Transparency is critical from the outset. “Even if we find reputational issues associated with a potential acquisition target, it doesn’t mean the deal can’t go ahead.” Rosie explains. “It just means you’re in a better position to negotiate, and build a longer-term collaboration strategy that addresses the problem right away rather than in five years down the line when it’s too late.”

Build trust over time

It takes longer to build trust in some cultures than others.

The British style for relationship building does not always translate, Rosie notes. “Be confident that you’ve got people on board to represent your interests, and share your values, and vision. It really all stems from that”.

“People make and break success, and make and break reputation.”