Singapore: Rajah & Tann Singapore Managing Partner Ng Kim Beng has outlined the firm's vision for continued regional growth, greater technological integration, and deeper collaboration across Asia, while expressing concern about the growing influence of private equity-backed law firms in global legal markets.
Speaking in an interview with Bar & Bench, Beng reflected on the firm's transformation from a practice of just over 30 lawyers when he joined to a legal network comprising more than 1,100 fee earners across Southeast Asia today.
Beng identified three key priorities for his tenure: people, processes, and practice. He stressed the importance of attracting and retaining talent while helping younger lawyers navigate an increasingly competitive and technology-driven legal profession.
On operational development, Beng noted that the firm's rapid expansion requires modernization of internal systems and processes. He emphasized the need for better centralized support and accessibility for lawyers operating across multiple jurisdictions.
Discussing international expansion, Beng stated that Rajah & Tann's long-term objective remains becoming an "Asian firm on the international stage." While the firm currently has no plans to establish a physical office in India, it continues to strengthen collaborations with Indian law firms and views India as an important market within its broader regional strategy.
Artificial intelligence featured prominently in the discussion. Beng revealed that the firm has invested significantly in technology leadership, including the appointment of a Chief Technology Officer and Chief Information Security Officer. He noted that Rajah & Tann was among the early adopters of Harvey AI and was one of the first organizations in Southeast Asia to implement Microsoft Copilot at an enterprise level.
According to Beng, AI has already improved efficiency in legal workflows, particularly in tasks involving document review, evidence organization, chronology preparation, and drafting support. However, he observed that widespread AI adoption remains a management challenge, particularly in ensuring technology fluency across different generations of lawyers.
Addressing concerns about AI replacing junior lawyers, Beng rejected the notion that technology would reduce recruitment. Instead, he stated that AI would reshape the nature of legal work and training, requiring lawyers to engage more strategically with technology while continuing to provide human oversight.
On billing practices, Beng acknowledged growing client expectations regarding AI-driven efficiencies. While AI has accelerated turnaround times and improved productivity, he explained that legal services continue to require significant human involvement, meaning the traditional billable-hour model remains relevant in many practice areas, at least for now.
Beng also highlighted a broader structural concern for the legal industry: the emergence of private equity-backed law firms, particularly in the United States. He suggested that access to external capital could significantly enhance the competitive position of large firms, creating challenges for traditional partnership-based firms that do not enjoy similar financial backing.
The interview offers insight into how one of Southeast Asia's largest legal networks is approaching growth, technology adoption, talent development, and increasing global competition within the legal services sector.