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London

Founded in 2012, Signature Litigation has grown into one of London’s pre-eminent specialist dispute resolution practices. From the outset, we set out to do things differently: a conflict-free, disputes-only platform designed to give clients the undivided focus and strategic agility that complex, high-stakes matters demand.

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Gibraltar

Established in 2017, Signature Litigation's Gibraltar office was founded to address growing demand for specialist expertise in commercial litigation and private wealth disputes on the Rock.

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Paris

Signature Litigation AARPI houses one of France’s most enviable product liability practices, with the team also handling commercial and corporate litigation, insurance and reinsurance, toxic tort and ESG, civil fraud and asset tracing, international arbitration, administrative and public law.

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Frankfurt

Frankfurt has emerged as one of Europe's foremost financial and commercial centres and, increasingly, as a bridge between European and Asian markets. With that growth comes an increasing demand for sophisticated dispute resolution. Signature Litigation established its Frankfurt office to meet this need, bringing our conflict-free, disputes-only platform to the German market.

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Signature Litigation wins ‘Innovation in growth and business development’ category at the Financial Times Innovative Lawyers Awards

5 October 2015

The 2011 Legal Services Act was aimed at allowing non-law firm entrants such as accountants to offer legal services, while law firms could take investment from third parties.

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In some cases, such as new boutique law firms, the innovation has come from firms structuring themselves differently. Traditional firms have a large number of salaried lawyers and a small elite of equity partners who share profits. However, some smaller, boutique firms are rethinking this business model.

A prime example is Signature Litigation, a London-based firm set up by lawyers in 2012. Graham Huntley, a founding partner, has 30 years’ experience in commercial litigation.

Signature has set up a profit-sharing scheme for all members of the practice. It has also outsourced some back-office functions, which Mr Huntley says enables lawyers to devote time to practising law rather than other ancillary activities. Adopting the same administrative structure as a traditional law firm would also result in a poor cash flow model for a boutique law firm, he says.

“If you are in a large law firm, some of your time is spent on areas like maintaining client files or billing, rather than practising law,” Mr Huntley adds.

The full article was originally published in FT Innovative Lawyers, and can be found here.