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Notes on cross-border practice.

Commentary from Watkins on the transactions, disputes and regulatory shifts shaping international practice — no jargon, no filler.

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International Arbitration

Choosing a seat of arbitration: why the clause you sign today decides the fight you'll have in five years.

Most cross-border contracts are signed with the arbitration clause treated as boilerplate. It shouldn't be. The seat you choose determines which courts can intervene, how enforceable your award will be, and how long the process ultimately takes. A practical look at what actually matters when drafting that clause.

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All Insights M&A Arbitration Immigration Compliance Private Wealth
M&A6 min read

Three deal-breakers we see in cross-border acquisition due diligence.

Regulatory approval timing, employment liabilities and IP chain-of-title issues account for most of the deals that stall after signing. Here's how to catch them earlier.

King & WatkinsDeal Practice
Arbitration5 min read

Interim relief in international arbitration: what tribunals can and can't do for you.

Emergency arbitrator provisions have changed how quickly parties can secure interim relief — but only if the underlying agreement is built to use them.

King & WatkinsDisputes
Immigration4 min read

Executive relocation: sequencing visa strategy with corporate restructuring.

Moving leadership across borders alongside a corporate restructure creates timing traps that are entirely avoidable with the right sequencing.

King & WatkinsGlobal Mobility
Compliance7 min read

Sanctions screening isn't a one-time check — it's a standing obligation.

Companies that treat sanctions compliance as a closing condition rather than an ongoing program are the ones that end up in front of regulators.

King & WatkinsRegulatory
Private Wealth5 min read

Structuring an estate across three jurisdictions without triple taxation.

Cross-border estate planning fails most often at the coordination layer — not because any single jurisdiction's rules are unclear.

King & WatkinsPrivate Client
M&A4 min read

Why joint venture agreements need a deadlock clause, even between friendly partners.

The best time to negotiate what happens when partners disagree is before the disagreement exists. A short, practical framework for deadlock provisions.

King & WatkinsDeal Practice

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