Three years after first mooting the idea, Taylor Wessing managing partner Tim Eyles has confirmed that the firm is still planning to launch a named office in Hong Kong to practice local law.

The decleration of intent from Taylor Wessing's long-time leader came as the firm revealed positive half year financial results. Figures released today showed that overall firmwide revenue was up 5.5%, while UK turnover jumped 7.3%.

There was also a 29% revenue hike from clients on the firm's "global key client programme".

Meanwhile, speaking to Legal Week, Eyles (pictured) said that Asia remained a "major focus" for the firm, with the continent offering opportunities across all of the firm's major sectors.

He would not be drawn on a time frame for an office launch in Hong Kong, however, and the firm remains flexible over how large its offering would be in the jurisdiction.

"Our wish would be to have a Taylor Wessing office [in Hong Kong], but we only want to make a move when we can ensure it will provide the right offering for our clients," Eyles said. "Putting an artificial time plan around it is not sensible in such a fluid market [and] building things around me or my particular term is artificial…I'm just executing the strategy the firm has decided on."

In a hint that the firm would target hires from the Hong Kong market, Eyles added that the firm would like to combine local knowledge with Taylor Wessing's existing international partners.

In 2012, the firm fully integrated Singapore ally RHT Law into its international network after six months acting under a co-operation agreement, and Eyles said his firm is continuing to work proactively with RHT and its other alliance partners.

"Clients want to see consistency and excellence and quality," he said "Therefore we want to deliver that with well researched relationships."

Turning to Taylor Wessing's global key client strategy, launched in 2010, Eyles said the firm has made the programme more "bespoke", shifting from targeting clients by jurisdiction to focusing on those that have the most growth potential across all the firm's offices and sectors.

"One of the reforms arises from our development of international industry groups," explained Eyles. "The industry focus has become more specific. It's become more developed. That then has an impact on our clients; as we develop our focus on core sectors that allows us to get more focused on and so more under the skin of our clients."