This interview stems from the report “Which law firm model will prevail in Portugal? Managing partners’ predictions for 2026”, an analysis that brings together the views of several sector leaders on the transformations shaping the evolution of the Portuguese legal market.

In this context, Mafalda Barreto, managing partner of Gómez-Acebo & Pombo in Lisbon and coordinating partner of the Commercial, Corporate and M&A, and Banking and Finance practices, offers a clear perspective on how the relationship between law firms and companies is changing.

The corporate client has evolved: companies are now more sophisticated and have different expectations when it comes to legal advice. According to Barreto, this shift is forcing law firms to rethink their value proposition.

“Clients are no longer looking merely for a legal services provider, but for a strategic partner who deeply understands their business and the challenges they face.”

Meeting this expectation requires a combination of legal specialisation, sector knowledge and a strong commitment to technological innovation—three elements that, in her view, will define the competitiveness of law firms in the coming years.

Legal specialization and sector knowledge as the basis of the firm model

In an increasingly competitive legal market, law firms differentiate themselves by building clear and sustainable value propositions.

In the case of Gómez-Acebo & Pombo, the strategy focuses on consolidating a sophisticated legal specialization model reinforced by technological innovation and a deep understanding of the sectors in which clients operate.

“Gómez-Acebo & Pombo’s main strategic goal for 2026 is to consolidate a sophisticated legal specialization model, reinforced by technological innovation and deep sectoral knowledge.”

This strategic focus is also reflected in the investment in highly specialized talent. The recent addition of professionals with experience in key areas responds to the need to anticipate the changes transforming the market.

“The recent investment in highly qualified teams – including the addition of Daniel Reis to lead the Industrial, Intellectual Property and Technology area in Lisbon – clearly reflects this ambition.”

For Barreto, the ultimate goal is to build a different kind of relationship with the client, based on a deep understanding of their business and context. “We believe that true differentiation arises from the combination of technical excellence, strategic thinking, and the ability to generate tangible value, acting as genuine business partners to our clients,” he stated.

Technology and artificial intelligence: operational efficiency and strategic advice

Technological transformation is one of the factors that is having the greatest impact on legal practice.

According to Barreto, artificial intelligence and new digital tools are changing both the way law firms are organized and the way legal advice is provided.

“Artificial intelligence and other technologies are profoundly transforming the legal sector, especially in larger firms.”

These tools improve process management efficiency, optimize resources, and analyze large volumes of legal information. “Document automation, legal research, and analysis tools free lawyers from repetitive tasks, allowing them to focus on strategic and higher value-added issues.”

For clients, this evolution translates into a more streamlined experience and legal solutions increasingly tailored to their needs. “For clients, technology translates into a more agile, personalized, and data-driven experience.”

At Gómez-Acebo & Pombo, this transformation has been accelerated through the integration of advanced technologies in both internal processes and the provision of legal services.

A more sophisticated and value-oriented corporate customer

The changing profile of the corporate client is another factor redefining the legal market. Companies today have greater analytical capabilities, more information, and higher expectations regarding the value that law firms should provide.

“Today’s corporate client is more demanding and better informed, and demands predictability, efficiency and highly specialized advice by sector.”

In this context, companies are no longer just looking for a legal advisor who can answer technical questions, but rather a partner who can understand their business and anticipate risks. “There is a growing demand for cost predictability, transparency, efficiency, and, above all, practical and innovative solutions,” explains Barreto.

To meet these expectations, the firm has increased its investment in talent and improved operational efficiency through the use of technology and process optimization. “This is complemented by proactive and personalized advice, focused on anticipating problems and identifying opportunities for clients.”

Rainmakers and leadership in an increasingly competitive market

In this context of increasing sophistication in the legal market, partners with business development capabilities continue to play a key role within large firms.

“The legal market is becoming increasingly sophisticated and competitive. In this context, so-called rainmakers remain fundamental to the growth and sustainability of large law firms.”

However, their role goes far beyond simply acquiring clients. “Their role goes far beyond simply acquiring clients: they act as ambassadors for the firm, builders of long-term relationships, and detectors of new business opportunities.”

According to Barreto, future leaders will need to combine several fundamental skills, from technical excellence to a deep understanding of economic sectors.

“To train the rainmakers of the future, it is essential to foster qualities such as emotional intelligence, a solid business vision, the ability to communicate persuasively, adaptability to new technological and regulatory environments, and a deep understanding of the clients’ sectors of activity.”

Energy, technology and ESG will drive new opportunities

From a sectoral point of view, Barreto identifies several areas that will concentrate relevant opportunities for the legal market in the coming years.

“In 2026, the greatest growth opportunities will be concentrated in areas such as ESG, digital law and technology – with a special focus on cybersecurity, data protection and disruptive innovation – mergers and acquisitions (especially in infrastructure and technology), project finance in renewable energy and infrastructure, as well as in regulated sectors, including defense.”

The energy transition, the digitalization of the economy, and the development of strategic infrastructure are generating a growing demand for specialized legal advice.

However, there are also risks that could affect the market.

“The main risks are associated with the current context of geopolitical instability, possible unexpected regulatory changes, economic volatility and the growing shortage of specialized talent.”

Talent, diversity and development of new leadership

In the legal sector, talent remains the most valuable asset of law firms.

To develop and retain it, Gómez-Acebo & Pombo has launched mentoring programs, continuous training and participation in international projects, along with transparent and meritocratic career plans.

“The development of new leaders is a strategic pillar, with specific programs designed to develop both technical skills and management capabilities.”

In parallel, the firm has strengthened its equality and diversity policies. “To reinforce the presence of women in decision-making positions, we have implemented equity and inclusion policies, women’s leadership programs, and internal support networks.”

The goal is to build a professional environment where diversity is a real asset within the organization.

Leadership and organizational culture in the offices of the future

Mafalda Barreto emphasizes the importance of leadership in building organizational cultures capable of combining high performance with professional well-being.

“Leadership plays a fundamental role in building an organizational culture capable of reconciling high performance, innovation, and well-being.”

To achieve this, leaders must be able to communicate vision, build trust, and foster environments where professionals can thrive. “This means adopting leadership models based on active listening, work-life balance, and recognizing the importance of mental health.”

At Gómez-Acebo & Pombo, this vision translates into an organizational culture that seeks to combine professional performance with human and organizational sustainability.

In an increasingly complex and competitive legal market, Mafalda Barreto believes that the future of law firms will depend on their ability to evolve alongside their clients. Legal specialization, technological innovation, and sector-specific knowledge will continue to be fundamental elements for building that competitiveness.

But the real differentiator, he concludes, will be in the lawyers’ ability to understand the client’s business and strategically support them in decision-making.

Because, as Barreto herself summarizes, “clients are no longer just looking for a legal services provider, but a strategic partner who deeply understands their business and its challenges.”