Back
CEO on in India and firm's expansion
In an exclusive interview, , the CEO of Singapore-based law firm , laid out an ambitious vision for both his firm and the wider legal landscape in Asia. Speaking candidly about the firm’s transformation since he took the helm in 2017, Bull discussed the strategic growth of , the creation of the , and a compelling argument for why India should position itself as a premier destination for . For legal professionals tracking and law firm management, the insights offer a rare behind-the-scenes look at how one of Singapore’s most respected firms is navigating the region’s increasingly complex legal market.
A Firm Rebuilt from Strength
When Bull assumed leadership of , the firm was already “very strong and stable,” as he describes it. Yet the partners were already talking about doing things differently. The departure of a prominent partner team led by could have been a destabilising event, but Bull turned it into an opportunity. Within six months, the firm had not only recovered but had grown larger than before; today, is almost double the size it was then.
Headcount growth has been just one pillar of the transformation. The partnership itself has more than doubled from around 22–23 partners to 48, though Bull takes care to note that the firm remains one of the smaller among Singapore’s biggest law firms. “I like that we haven’t lost that character,” he said, while acknowledging that opening the door to equity a little wider has been essential to attracting top talent.
Balancing the Practice: Corporate Catches Up
Historically, has been renowned for its disputes practice and its intellectual property practice, which Bull calls “the largest IP practice in town.” But that dominance came with a trade-off. “Because we dominate in those two areas, our corporate partners hadn’t necessarily had the support they needed to grow,” Bull explained. Since taking over, he has made it a priority to build a corporate practice strong enough to rival disputes. Over the last three years, the corporate department has been the firm’s fastest-growing on a percentage basis. “It’s been a happy story, though not an easy one,” Bull admitted, noting that the firm’s reputation in disputes sometimes makes it easy for clients to assume it is not really a corporate firm. The numbers, however, tell a different story.
A Regional Network with Teeth
Perhaps the most innovative move of Bull’s tenure has been the creation of Drew Network Asia, or DNA. Rather than opening small, token offices in cities like Hanoi or Manila, Bull wanted a genuine regional footprint. The solution was to formalise relationships with leading independent firms across , creating a network of one blue-chip law firm per jurisdiction. “Persuading proud, independent firms to operate under a banner carrying the Drew name was the hard part,” Bull acknowledged. The proposition, however, was compelling: branding together would allow the network to pitch for multi-jurisdictional work the way an international law firm does.
The network began with Singapore, Malaysia, and Indonesia, and now covers all of except Brunei. Its growth has exceeded expectations. In 2024, DNA handled 97 that no single firm in the network would have won alone. Last year, that number surpassed 100. Bull credits the regional council—comprising the managing partner and deputy managing partner from each member firm, meeting twice a year—as a key ingredient. “Sitting in that room, surrounded by that much talent, is genuinely something,” he said, adding that the collaboration makes leading a firm “feel a lot less lonely.”
India’s Arbitration Opportunity
Beyond the internal story of ’s growth, Bull offered a thought-provoking perspective on , particularly with respect to India. He argued that India has a unique opportunity to demonstrate, through its own domestic legal system, why the world should bring to the country. “India can demonstrate through its domestic system why the world should bring to India,” Bull stated, suggesting that the robustness of Indian courts, the quality of its legal talent, and its growing economic clout could make it a natural hub for .
This is a timely observation. As becomes increasingly competitive among Asian jurisdictions—Singapore, Hong Kong, and now India—the ability to offer a credible, efficient, and business-friendly environment is paramount. Bull’s comments imply that India does not need to copy other models; rather, it can leverage its own strengths. For law firms in the region, the rise of India as an arbitration destination could open up new opportunities for collaboration and cross-border work, especially through networks like DNA.
Implications for the Legal Profession
Bull’s insights carry significant weight for legal professionals. The success of ’s growth strategy demonstrates that a firm can double in size and broaden its practice areas without losing its core identity. The DNA model offers an alternative to the traditional international expansion route of opening branch offices—one that respects the autonomy of local firms while building a cohesive brand. For firms in India and elsewhere, the message is clear: collaboration and strategic networks can unlock multi-jurisdictional work that no single firm could capture alone.
Moreover, Bull’s advocacy for India as an arbitration hub aligns with broader trends in the legal industry. As global trade patterns shift and disputes become more complex, clients are demanding seamless cross-border service. Firms that can offer a genuine regional or global reach—without sacrificing local expertise—will be best positioned to thrive.
Conclusion
’s tenure at has been defined by deliberate, data-driven growth and a willingness to challenge conventional wisdom. By doubling the firm’s headcount and partnership, building a corporate practice to complement its disputes strength, and creating a regional network that now handles over 100 annually, he has positioned the firm for the next chapter. And his call for India to embrace its role in is a reminder that the legal profession is increasingly borderless. For legal professionals, the lesson is that success in today’s market requires not just technical excellence, but strategic imagination and a willingness to collaborate across borders.
