In the Spanish legal market, consolidation, artificial intelligence and mounting regulatory pressure dominate the conversation. Mario Alonso, however, prefers to speak about coherence.
At the helm of Auren, he is leading a phase of accelerated growth following Waterland’s investment, with the firm aiming to reach €200 million in revenue within the next two years. Yet his message is notably free of triumphalism or technological rhetoric. It is measured and deliberate. Artificial intelligence is not a slogan, but a tool to be deployed under careful supervision. The 360-degree model is not a marketing label, but a framework for coordinating talent. And leadership, he insists, is not about occupying space, but about sustaining a culture.
In this interview, part of the special report Leaders 2026: Vision and Challenges of Spanish Law Firms, he sets out how he intends Auren to compete in an increasingly sophisticated market without losing what he regards as its greatest asset: the identity of the project and the people who make it possible.
Artificial intelligence: automation with judgement
At Auren, the integration of AI is conceived not as substitution, but as optimisation.
“Our priority is to incorporate artificial intelligence solutions that have demonstrated efficiency and robustness, following a rigorous evaluation of the options available on the market.”
The firm has recruited technical specialists in the development of AI-based agents and works with providers of intelligent legal assistants capable of streamlining regulatory and case-law analysis. Yet the distinguishing factor, Alonso stresses, is not the tool itself but the oversight.
“All processes are properly supervised by our professionals, thus guaranteeing the quality of the results.”
The objective is clear: to release time from repetitive tasks and redirect it towards strategic analysis and client support. “Technology should complement expert judgement and enhance service quality.”
In a market where AI is widely presented as a promise of efficiency, Alonso draws a clear red line: ethics, transparency and strict regulatory compliance in the use of data and algorithms.
The 360° model: genuine integration or nothing
Auren positions itself as a multidisciplinary firm, bringing together legal, tax, audit, consulting and corporate services under one roof. But for Alonso, value lies not in mere coexistence, but in coordination.
“Auren’s 360° value proposition is based on offering a comprehensive and coordinated view of professional services.”
Clients, he argues, are not seeking compartmentalised advice, but a unified strategic approach. This integration also acts as a buffer against fee pressure.
“Process automation is key to withstanding price pressure in an increasingly competitive market.”
Efficiency is no longer optional; it is a condition of survival.
Waterland and a new scale
The last financial year has been pivotal. Waterland’s acquisition has strengthened the firm’s financial structure and accelerated its ambitions.
“It has placed us in a strategic position within the sector, boosted our growth capacity, and strengthened our brand positioning.”
Auren is currently analysing more than 50 corporate transactions across different divisions and cities. It expects to complete between 20% and 30% of these in order to reach its target of €200 million in revenue within the next two years.
Once again, however, the message is restrained.
“The idea is not to grow without a prior strategy, but to do so sustainably, intelligently, and in alignment with our model.”
In a market where scale can become an end in itself, Alonso insists that structure must serve culture.
2026: more regulation, greater sophistication
The outlook he describes is demanding. “We foresee greater regulatory pressure and increasing complexity, both at national and European level.”
This complexity will particularly affect taxation, foreign investment, cybersecurity and technology regulation. The most active areas, he anticipates, will be restructurings and insolvencies -driven by financial maturities-; mergers and acquisitions, fuelled by consolidation and foreign investment, and urban planning and real estate, linked to public aid and institutional development.
“Technology law will play a significant role in ensuring compliance and supporting innovation.”
The firm is already strengthening its teams in these areas in anticipation of rising demand.
Talent: autonomy and responsibility
For Alonso, retaining young talent is not merely a question of branding or remuneration, but of environment. “The focus is not on hours worked, but on results, impact and added value.”
Structural remote working, flexible hours, effective delegation and training in artificial intelligence form part of the strategy. One condition, however, is non-negotiable:
“We are looking for technically competent lawyers, yes, but also good people, with ethics, a sense of responsibility and the ability to work collaboratively”.
Professional excellence, in his view, is no longer solely technical. It is also human.
Leading without noise
When asked about leadership, he does not refer to hierarchy or power. Instead, he argues that “a good leader does not seek the limelight, but creates environments in which others can grow”.
He speaks of listening, consistency, empathy and leading by example. In his view, culture is the true differentiating asset. Without it, growth is fragile.
“Results follow when people are placed at the centre and a shared, robust and purposeful project is built.”
By 2026, the Spanish legal market will be more technological, more competitive and more heavily regulated.
Mario Alonso is not advocating a noisy revolution, but a disciplined evolution: automating in order to think better; integrating in order to advise more deeply; growing without losing identity.
In a sector where scale impresses and technology dazzles, his approach is less spectacular and more exacting: strategic coherence and cultural leadership as the foundations of sustainable growth.
And perhaps, in an increasingly sophisticated market, that is the real competitive advantage.
