Alumni spotlight | Laurence Ho

Tell us about your early career at Withers

I joined Withers shortly after qualifying in 2008, starting in the New Haven office. My time there gave me a strong grounding in US domestic trusts and estates work, alongside exposure to international matters. The work was varied, spanning everything from pension plan structuring to cross‑border tax analysis, and it sparked my interest in international private client work, which has remained a focus throughout my career.

What stood out most was the close‑knit, almost family-like culture of the office, everyone knew each other, and many of the relationships I formed in those early years have continued throughout my career. It was very much the people that made the experience.

It was always the plan when I joined Withers to move to Hong Kong, which back then was a much smaller office and offered a very different working environment. I was able to take on responsibility early on and become closely involved in client relationships from the outset, which really accelerated my development.

What did your time away from Withers add to your perspective?

Looking back, my time away reinforced how important it is to work in an environment where people genuinely come together to support clients.

After leaving Withers in 2017, I found myself in environments where that was more limited, which made it harder to deliver the same breadth of support. That brought into focus the importance of having not just the willingness to work closely with others, but the right structure and culture in place to make it possible. 

That insight has stayed with me and continues to shape how I approach both client work and team building today.

What prompted your decision to return to Withers?

 I never ruled out the possibility of returning to Withers, recognising that circumstances, on both sides, can change.

Over time, it became clear that clients’ needs were becoming more global and complex. It’s no longer enough to have strength in a single jurisdiction or specialism, clients want genuinely integrated advice drawing on expertise across regions. From the outside, Withers stood out in that regard, and that strength was a significant factor in my decision to return.

In reality, the move back (Laurence returned in 2024) developed gradually over time, through conversations with former colleagues and staying closely connected with what the firm was doing. At the same time, it also felt like the right point in my career to return to an environment where that way of working is embedded in the culture.

Did any individuals play a role in your decision to return?

Several mentors from my previous time at Withers are still with the firm today, and they were incredibly welcoming when I returned. People I worked with early on, including colleagues such as Bill Kambas and Jay Rubinstein, have remained trusted colleagues, which made the decision to come back much easier. 

Those relationships played an important role in my early career, shaping both my approach to work and how I work with others. Having benefitted from that support, it was a key factor in my decision to return, particularly the opportunity to continue working with those individuals and help pass on that "Withers DNA" to the next generation.

Now, in a more senior role, I see that as an important responsibility, continuing to support junior colleagues to build their experience, broaden their exposure and develop into well-rounded advisers.

What feels familiar, and different, second time around?

The collaborative culture and sense of collective ownership feels very familiar. The number of home‑grown partners is testament to that and reflects the firm’s long‑term investment in its people.

There was also a real sense of coming home. Many of the people I worked with early in my career are still here, which made settling back in feel very natural.

At the same time, Withers has clearly evolved. The Asia platform in particular has grown significantly, with Singapore now fully integrated and the Hong Kong office expanded to include both commercial and disputes capabilities. There’s also been a clear generational shift in leadership, which has brought a renewed sense of energy and direction which I find both refreshing and inspiring.

What advice would you give to lawyers earlier in their careers?

The relationships you build early in your career often prove far more influential than you might expect. Investing in those relationships can open up opportunities in ways you don't always anticipate, even if your career takes you in different directions. 

I’d also encourage lawyers to seek opportunities to work across different offices or jurisdictions where possible. That broader exposure was invaluable in my own development, strengthening both technical skills, and building cultural awareness. Those early choices shape not just the work you do, but how you approach clients and relationships throughout your career.

What value can ongoing connections between former and current colleagues bring?

I regularly come across Withers alumni in my day‑to‑day work, often working alongside, or opposite, people I've known for many years. The firm is a strong training ground, and it’s not uncommon to find former colleagues working in leading roles across the market.

From a personal perspective, staying connected has led to genuinely rewarding professional and personal relationships over the years. More broadly, an engaged alumni community is a real extension of Withers, creating opportunities for knowledge‑sharing, collaboration and better outcomes for clients, particularly on complex cross-border matters. 

Even those I've stayed in touch with who have gone on to build their careers elsewhere often reflect on the strength of those relationships and their experience at Withers.

What’s next for you?

As my practice has evolved, I no longer see myself solely as a US tax and trust lawyer, but as a trusted adviser helping clients navigate a broad range of personal, commercial and international issues. 

Looking ahead, the global landscape will continue to evolve and present new opportunities, with Hong Kong and Singapore remaining key international financial centers. My focus is on continuing to draw on Withers’ global resources and expertise to deliver thoughtful, high‑quality advice. Ultimately, it’s about making sure clients are well supported, not just for the issues they face today, but for the future.