Peter Millican spent three decades building his corporate practice at London firms. Now he’s betting on an Edinburgh-based upstart barely ten years old.
Gilson Gray confirmed Millican’s appointment as partner on Tuesday, the latest addition to a London office that’s grown rapidly since the Scottish firm planted its flag in the capital.
The move brings immediate firepower to the firm’s M&A and private equity practice. Millican arrives from Sherrards, where he led corporate transactions spanning venture capital deals, banking matters, and mid-market acquisitions. His client roster skews heavily toward engineering, oil and gas, and renewable energy sectors—areas where Gilson Gray has identified growth opportunities.
For a firm founded in 2014, the London push represents a calculated gamble. The capital’s legal market remains dominated by Magic Circle giants and deep-pocketed US outfits, leaving little oxygen for regional players trying to establish themselves. Yet Gilson Gray has moved aggressively, assembling what amounts to a senior leadership team in barely eighteen months.
Paul Madden joined as head of the London office. Linda Pope took the reins of family law for England. Steven Eckett arrived to build out employment practice. Millican makes four.
“The London team is delighted that Peter has joined us,” Madden said. “His appointment greatly strengthens our corporate offering and is yet further example of the firm’s commitment to growth. While the Gilson Gray network already boasts an impressive client base, Peter’s experience and ability will help us to win an ever-increasing share of work in the corporate space.”
The strategy hinges on speed and scale. Gilson Gray now employs close to 500 people across eight UK locations, from Aberdeen to Lincoln. That footprint gives the firm something larger rivals often lack: genuine regional presence combined with London capabilities. The question is whether corporate clients—particularly those advising on complex M&A transactions—will take the pitch seriously.
Glen Gilson, the firm’s chairman and managing partner, framed the hire as part of a broader investment thesis. “Peter brings a wealth of experience across corporate law, combined with a history of strong leadership and client delivery,” he said. “His appointment reflects our ongoing commitment to investing in high-quality talent as we continue to expand our presence in London. We are delighted to welcome him to the team.”
The firm claims the title of UK’s fastest-growing law practice, backed by rankings that track revenue expansion. Recent industry recognition supports the narrative: Gilson Gray took Firm of the Year honours at The Herald Law Awards, earned a shortlist spot for Legal Firm of the Year at the British Business Awards, and made the finals for Firm of the Year at the Scottish Legal Awards.
Whether that momentum translates to London remains the crucial test. The capital’s corporate legal market operates differently from regional centres—relationships matter, but so does perceived clout. A firm needs both the technical expertise to handle sophisticated transactions and the reputation to win them in the first place.
Millican’s appointment addresses the first requirement. His 30 years in corporate practice provides credibility that can’t be manufactured overnight. The renewables focus also positions Gilson Gray in a sector experiencing sustained deal activity, even as broader M&A volumes fluctuate.
“Gilson Gray has a clear sense of direction and a strong growth strategy,” Millican said. “The firm’s culture also aligns closely with my own approach to delivering pragmatic legal advice. I’m looking forward to working with colleagues across the business to continue building a strong corporate practice in London.”
The timeline matters. Gilson Gray’s London expansion accelerated precisely as other firms retreated from aggressive hiring. Several mid-tier practices scaled back partner recruitment following a turbulent 2023, creating openings for firms willing to invest counter-cyclically.
For Millican, the move represents a shift from established practice to growth mode. Sherrards offered stability and a known client base. Gilson Gray offers the chance to build something—and the autonomy that comes with a firm still defining its London identity.
The firm’s Scottish roots could prove either advantage or obstacle. On one hand, clients with operations spanning Edinburgh and London benefit from unified advice across jurisdictions. On the other, London corporate partners often compete for the same deals as firms ten times their size, where brand recognition opens doors before the first pitch meeting.
What’s clear is that Gilson Gray isn’t treating London as a satellite office. The senior hires signal intent to compete directly for mid-market corporate work, not simply service existing Scottish clients with English operations.
By year’s end, the London team’s deal flow will tell the real story. For now, the firm has assembled the people. Whether they can win the work comes next.
