ALB Conversations is a weekly series of in-depth Q&As with leaders of law firms and in-house legal departments across Asia. If you are a managing partner or general counsel based in the region who is interested in being a part of this series, please send an email to aparna.sai@tr.com.

Nick Gall
Senior partner, head of litigation
Gall Solicitors
Hong Kong

ALB: What have been some of the highlights of your time as a law firm leader? And what are some leadership lessons you have learnt?

Gall: I’ve enjoyed bringing together and growing my team of highly capable litigators at all levels of the firm, establishing one of the leading litigation practices in Hong Kong. I enjoy interactions with clients and with my team who I encourage to get involved in shaping the strategy of the firm and in crafting a career path that best suits their individual goals. It is also very rewarding to be able to advise on some of the most high-profile, complex, multi-jurisdictional and high-value litigation matters. The firm’s reputation has grown over the years and we are now regarded as the top litigation firm in Hong Kong.

John Quinn from Quinn Emmanuel says, “good lawyers don’t need to be managed,” and I agree - hire good people who are responsible and can self-manage.

ALB: How do you feel the ongoing coronavirus pandemic will reshape not just the way your firm operates, but also the legal services industry in Hong Kong?

Gall: In February, when the courts were closed due to COVID-19, we acted for the plaintiff in Hong Kong’s first telephonic hearing in Cyberworks Audio Video Technology Limited v Mei Ah (HK) Company Limited & Ors which was a milestone in the Judiciary’s approach towards furthering the objectives of cost-effectiveness of practice and procedure, and expeditious dispute resolution.

Going forward, I think we will start to see an increase in the use of e-bundles and technology to facilitate remote hearings. The success will largely depend on the co-operation of parties to ensure the effectiveness of practice and procedure without compromising the safeguards of conventional court proceedings. 

ALB: How important is law firm culture, according to you? What kind of internal culture are you looking to foster?

Gall: A firm’s culture is crucial – it reflects shared values, leadership and the way we behave towards one another. I believe at Gall we offer a supportive, collaborative and dynamic work environment which I’m very proud of, where work and clients come first, and lawyers are free to grow without the constraints of traditional law firms. I encourage lawyers to take their own initiative when it comes to their development. Both junior and senior lawyers set out their personal plans for the year and enlist help from within the firm where and when required to fulfil the plan.

Creating a firm with a strong company culture has been important to me as when employees feel a good fit, they are likely to be happier and more productive.

ALB: On that note, how would you describe your hiring and talent retention strategy? What kinds of lawyers would make the best fit for your firm? 

Gall: We believe our strong reputation and the prospect of working on some of the most interesting, technical and often ground-breaking disputes matters in Hong Kong helps us attract new talent in the market. I closely follow market moves and am always keeping an eye out for talent to join the firm.

When hiring younger lawyers my advice to them is to take charge of their practice from as early as possible in their careers – I encourage them to appreciate the importance of growing their own network and in being commercial-minded. Growth and success not only equate to technical legal ability but also to ones’ ability to communicate with the client and to market themselves and their firm.

What are the keys to succeeding in Hong Kong for a firm or your size and focus? What are you currently doing well, and what are potential areas of improvement for you?

Building up a strong reputation and hiring staff that are smart, responsible and willing to drive the firm’s strategy is key. Being open to new initiatives and constantly looking for opportunities is another way we have found success. Going forward, we hope to focus more on improving our use of technology both in the office and with clients.