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David Locke

Partner

David Locke, partner, Hill Dickinson (David.Locke@hilldickinson.com).

Partner

David Locke, partner, Hill Dickinson (David.Locke@hilldickinson.com).

ARTICLES BY THIS AUTHOR

David Locke on why the rationale for the proposed jury reforms is grossly inadequate

"The next board meeting of every law firm should have on its agenda the following item: why have we not read this book?"
David Locke on Lord Mandelson, the Epstein files & the court of popular opinion
Unworkable & unethical? David Locke unpicks the flawed drafting of the End of Life Bill
Legislating against deepfake images seems necessary, but the practicalities are complex, writes David Locke
With political divisions growing ever more pronounced, demonetisation is emerging as one of the principal weapons deployed to silence debate, argues David Locke
Claire Christopholus & David Locke on a clinical negligence claim that ran again & the influence of Bailey
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Results
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Results

MOVERS & SHAKERS

Slater Heelis—Probate & Court of Protection team

Slater Heelis—Probate & Court of Protection team

Slater Heelis brings Probate and Court of Protection expertise together with new dedicated team

Clarke Willmott—Antonia Power

Clarke Willmott—Antonia Power

Antonia Power joins Clarke Willmott in Taunton

Haynes Boone—Chris Acton

Haynes Boone—Chris Acton

Chris Acton joins Haynes Boone as chair of UK derivatives platform

NEWS
Civil practitioners face changes spanning debt recovery, workplace harassment and possession claims, alongside guidance on insolvency challenges and children proceedings

Finding matrimonial wealth is as challenging as dividing it, as family disputes draw practitioners into asset tracing, offshore structures and insolvency

Agreement between opponents offers no guarantee that a court will approve a retrospective increase to a costs budget
Climate change belongs on every lawyer’s agenda, with risks extending far beyond environmental practice into commercial advice, litigation and access to justice
Workplace bullying and harassment can no longer be left solely to HR, as financial regulation scrutinises culture, character and fitness
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