Osborne Clarke’s international head of markets, James Watson, discusses career progression, workplace culture and what aspiring lawyers should know about life at the firm
From an early fascination with history to helping shape Osborne Clarke’s international strategy, James Watson’s legal career has spanned financial regulation, project finance and the fast-evolving energy sector. Now 15 years into his time at Osborne Clarke, Watson sits down with Legal Cheek Careers to reflect on the path that brought him to the firm, how his role has changed and what has kept him there.
Growing up in Northumberland, Watson had no lawyers in his immediate family, although a later delve into Ancestry revealed a few in the family tree some 200 years ago. Instead, it was a love of history that first nudged him towards law. Fascinated by everything from Magna Carta to the evolution of democracy and voting rights, he recalls realising at around 14 or 15 that “the study of how law evolves” genuinely interested him.
That interest eventually took Watson to Newcastle University to study law, although, with hindsight, he admits he might have chosen differently. “I kind of wish I’d done a history degree,” he says, reflecting on the distinction between studying law and practising it. “It’s not preparing you to be a lawyer; it’s preparing you to academically understand types of law.” For students considering their own route into the profession, his message is reassuring: “studying another subject at university need not close the door on a legal career”.
After uni, Watson completed an LLM in international trade before starting his training contract at a Magic Circle law firm. His postgrad studies had sparked an interest in financial and banking regulation and, after spending time with the regulatory team as a trainee, he qualified into the practice.
It did not take long, however, for Watson to realise that finding a subject academically interesting was not the same as wanting to practise it long term. After around 18 months in financial regulation, he found the area “quite niche” and decided he wanted to develop a broader skill set. “For junior lawyers”, he says, “there can be real value in keeping things broad early in their careers before specialising later on”.
That prompted a move to a UK headquartered firm, where Watson shifted into project finance and private finance initiative (PFI) work, advising on government-backed investment in infrastructure including hospitals, schools and roads. It was there that he began gravitating towards the energy sector, initially through energy-from-waste PFI projects and later across a wider range of renewable technologies.
By the time partnership was on the horizon, Watson had developed a particular interest in renewables and was considering what the next stage of his career might look like. Osborne Clarke stood out for its growing renewable energy practice and the opportunity to work alongside people in the market he already knew and respected. He joined the firm as a partner in 2011.
For Watson, making partner marked the beginning of a new phase. “You’re kind of starting again in your legal career,” he says. “By that stage, technical expertise is largely a given, and the challenge shifts towards winning work, building a practice and driving growth. It was a change that brought greater responsibility beyond the legal work itself.”
His role at Osborne Clarke continued to broaden. After building his energy practice, Watson became the firm’s international energy sector leader before later taking responsibility for decarbonisation as Osborne Clarke sharpened its focus on the major forces transforming clients’ businesses. He went on to lead the firm’s international decarbonisation work for six years, while helping develop its Net Zero and ESG offerings and maintaining his own client practice.
His client work has evolved in parallel. Much of Watson’s practice has focused on institutional investors using capital across the energy market, moving from established technologies such as wind and solar into offshore wind, biomethane, green hydrogen, battery storage and, most recently, data centres. “I’ve always wanted my interests in law to evolve and follow the market,” he says.
That market-led approach now sits at the heart of Watson’s latest role as international head of markets, which he took on earlier this summer. Splitting his time roughly equally between client work and firm strategy, he helps deliver Osborne Clarke’s five-year client and market plans, covering areas including revenue and profit growth, lateral hiring, sector development and the firm’s international positioning. The role also sees him working closely with Osborne Clarke’s CEO, international board and teams across its offices.
One of the things that makes Osborne Clarke stand out is its culture. Watson describes the firm as deliberately “collaborative and collegiate”, pointing to its decision not to impose the same chargeable-hours expectations as some larger firms. “We call it ‘high performance with heart’,” he says, with the aim of combining high standards with a balanced and supportive working environment.
For trainees, that means a mix of support and early client exposure. Watson says junior lawyers are encouraged not only to develop strong technical skills, but also to start building relationships with clients and others across the profession. His advice is simple: “Try not to fall out with anyone,” he says laughing. “City law”, he notes, “can be a surprisingly small world, with trainees, associates and clients often crossing paths again later in their careers”. Trainees are also encouraged to get involved in sector initiatives and build an understanding of the markets in which their clients operate and not just be excellent lawyers.
Beyond client work, Watson urges trainees to take an active role in the wider life of the firm. He points to Osborne Clarke’s internal groups and initiatives, many led by junior lawyers, as opportunities to build confidence and take on responsibility. He recently took part in a reverse mentoring exercise with a trainee, an experience he describes as “quite eye-opening”. “They’re the boss,” he jokes, “and they can ask some quite difficult questions!”
When it comes to applications, Watson says Osborne Clarke is looking for “rounded” candidates who want to become technically excellent lawyers but can also communicate with clients, work well in teams and build relationships. Curiosity matters too. He encourages applicants to look closely at the sectors the firm focuses on and consider why those markets matter to Osborne Clarke and its clients, rather than stopping at a surface-level understanding of the firm.
Watson’s final piece of advice is to keep some perspective. “It’s meant to be fun,” he says. “It’s a serious role, but we’ve also got to enjoy what we’re doing because ultimately we’re going to do it for a long time.” For those heading into application season, it is a useful reminder not to lose sight of what makes a firm, and a career, the right fit.
@osborne.clarke How do you stand out in a law firm application? 🤝 Milly Brown chats to Tom Harding, a partner at Osborne Clarke, about how he went from DJ to Lawyer 🎛️ ⚖️ Listen to Law Beyond Limits whereever you get your podcasts 🎧 📱 📻 #OsborneClarke #SocialMobility #LawBeyondLimits #CareersinLaw ♬ original sound – Osborne Clarke
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