About UKAS Partners
Why we exist
The firm was founded by three partners who worked in international and domestic practices and wanted to build something different.
We chose a model where partners remain involved in the work. Not as supervisors, but as the people doing it.
This keeps the practice small by design. It also means clients work with people who understand both the legal question and the decision it affects.
We focus on quality of engagement over volume. That requires saying no to work that doesn't fit.
How we think
Legal problems rarely exist in isolation. They sit inside decisions about capital, timing, risk allocation, and strategic direction.
Our role is to clarify the legal dimension of those decisions. That means understanding what the client is trying to achieve, what constraints apply, and what the available paths look like.
We don't treat clients as people who need protection from complexity. We treat them as decision-makers who need accurate information and structured options.
This requires fluency in both legal analysis and business logic. It also requires knowing when a legal solution creates a commercial problem.
How we work
Partner-Led Engagement
Every engagement is led by a partner. That partner is accessible, responsive, and accountable for the outcome.
We don't use templates as a substitute for thinking. We don't delegate core work to junior lawyers and call it efficiency.
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Full accountability for outcomes
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Direct partner involvement in all matters
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Accessible and responsive communication
Areas of Practice
Our practice covers corporate law, transactions, commercial disputes, and regulatory matters.
We work across sectors, with particular depth in technology, finance, and cross-border investment.
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Corporate law and transactions
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Commercial disputes and regulatory matters
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Technology, finance, and cross-border investment
Lean Team Structure
We keep the team structure lean. This reduces coordination overhead and keeps communication direct.
We charge transparently. We return calls. We meet deadlines. These should not be differentiators, but they are.
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Reduced coordination overhead
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Direct communication channels
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Transparent pricing
