This interview is part of the special report Brazil in 2026 and the new market logic: the ‘big law’ perspective and delves into one of the most institutional perspectives in the sector. We spoke with Tito Amaral de Andrade, managing partner at Machado Meyer, to understand how strategy is built in a context marked by economic volatility, regulatory complexity, and an increasingly fragmented geopolitical landscape.

From the outset of the conversation, Amaral de Andrade makes it clear that the current moment demands more than just the ability to react. In his view, the real challenge for large firms is not to move quickly, but to maintain strategic coherence when the context pushes them toward defensive or short-term decisions.

“In contexts of uncertainty, institutional strength and strategic coherence outweigh any hasty reaction.”

A strategy that is measured in years, not quarters

Machado Meyer’s main strategy for 2026 isn’t based on a single announcement or a flashy initiative. Amaral de Andrade insists that true differentiation is built on a long-term vision, supported by three mutually reinforcing pillars: responsible innovation, technical excellence, and deep alignment with customer needs.

The lawyer continually reflects on how to evolve without losing its essence. It’s not about preserving the status quo, but about moving forward with sound judgment, ensuring that every decision reinforces a clear direction. In the words of the managing partner himself, the important thing is not to accumulate strategic plans, but to ensure that the firm’s day-to-day operations follow a consistent logic.

“Rather than detailing specific plans, our focus is on consolidating strategic pillars that support consistent growth and a real capacity for adaptation.”

In a legal market increasingly exposed to regulatory, economic and technological changes, this vision allows the firm to offer something increasingly valued by clients: predictability, sound judgment and continuity.

Technology and artificial intelligence: innovation without losing identity

Technology, and artificial intelligence in particular, is no longer a future promise, but a reality enshrined in the mainstream. For Amaral de Andrade, its impact is undeniable, but he warns against uncritical adoption. The real debate, he points out, is not technological, but cultural and strategic.

At Machado Meyer, AI is seen as a tool to improve processes, support decision-making, and elevate legal work to a more analytical and strategic level. The key is not how much is invested, but how it is integrated.

“Technology only generates value when it is aligned with the culture and professional criteria of the firm.”

Integrated in this way, AI can free up time, improve the client experience, and strengthen legal analysis in complex matters. However, if poorly managed, it risks eroding what underpins the quality of legal advice: professional judgment and a deep understanding of the context.

A more informed, more prudent, and more demanding customer

The changing profile of the corporate client is one of the clearest themes of the conversation. Tito observes a client who is much more attentive to the macroeconomic, regulatory, and geopolitical context, which translates into more cautious decisions and a growing demand for security and predictability.

In this scenario, law firms can no longer limit themselves to resolving legal issues in isolation. They must act as strategic partners, capable of interpreting scenarios and supporting decisions in uncertain environments. “Clients are looking for a broad perspective, someone who understands not only the legal framework, but also the context in which decisions are made.”

Therefore, clear communication, a deep understanding of the business, and internal integration become as relevant as individual technical excellence.

Rainmakers: from business to institutional project

The role of the rainmaker remains central, but its meaning has evolved. For Amaral de Andrade, it is no longer just about generating business, but about building long-term relationships of trust and strengthening the firm’s institutional framework.

Today’s rainmakers embody the firm’s culture, values, and ability to deliver sophisticated solutions in complex contexts. They act as a bridge between the market, internal teams, and the collective strategy.

“The true rainmaker is not just the one who brings in business, but the one who represents the firm’s institutional project.”

Furthermore, they play a key role in attracting and developing talent, ensuring that growth does not depend on isolated individuals, but on a solid and shared structure.

Where will the opportunities – and risks – be in 2026

The legal market will continue to reflect the movements of the economy, the regulatory agenda, and the flow of investments in Brazil. Structural projects, strategic transactions, and restructurings will continue to shape the agenda, along with strong activity in infrastructure and energy.

This is compounded by increased regulatory complexity, which is driving work in contentious areas and opening up significant potential in the tax field, especially after recent reforms. In this context, the ability to anticipate and technical expertise become decisive factors.

Talent, leadership and culture: the real differentiator

Talent development is central to Machado Meyer’s strategy. For the firm’s managing partner, developing leaders is not a temporary task, but a structural investment that defines the firm’s sustainability.

The firm has committed to continuous learning, cross-functional training, and strengthening leadership aligned with its institutional values. Initiatives such as the Machado Meyer Academy and the Leadership Academy reflect a clear conviction: Technical excellence is only sustainable when there is a sense of belonging and a shared vision.

In this context, leadership plays a decisive role in building a culture that balances high performance, innovation, and attention to people.

“Culture is not proclaimed, it is practiced. And that is where the true sustainability of a company is defined.”

In a legal market where the pressure to react is constant, Tito Amaral de Andrade proposes a less immediate and more structural approach. For him, the ‘big law’ of 2026 will not be defined by who adopts a tool or launches an initiative first, but by who is able to maintain a coherent vision when the context is adverse.

A reflection that directly challenges the sector: in uncertain times, the true competitive advantage is not speed, but consistency.