By 2026, the Portuguese legal market is no longer defined solely by the growth of specific practice areas or by the adoption of new technologies in legal practice. What is becoming increasingly clear is a deeper shift: the organisational model of law firms has become the true differentiating factor in the market.

The reflections of José Mota Soares, partner at Andersen and head of Portugal; Domingos Cruz, managing partner of CCA Law; José Luís Arnaut, managing partner of CMS; Nuno Sá Carvalho, managing partner of Cuatrecasas; Mafalda Barreto, managing partner of Gómez-Acebo & Pombo; João Miranda de Sousa, managing partner of Garrigues; Martim Krupenski, managing partner of Morais Leitão; and Bruno Ferreira, managing partner of PLMJ offer an inside view of this transformation from within some of the country’s leading firms.

Their answers go beyond predicting which sectors will grow or which technologies will have the greatest impact. Taken together, they point to something more structural: the transition from the traditional law firm to more complex, client-centric legal organisations.

As José Mota Soares notes, the market is evolving towards structures that are “increasingly specialised and organised around clients’ businesses.” José Luís Arnaut shares this view, arguing that the real challenge for firms lies in combining operational efficiency with increasingly strategic legal advice.

In this context, the question facing the market is no longer simply who has the best lawyers, but which firms have succeeded in reorganising their model to respond to more sophisticated corporate clients and an increasingly demanding economic environment.

The pressure on the traditional law firm model

For decades, business law was underpinned by a relatively stable equilibrium: technical reputation, long-term relationships with corporate clients, and an economic model dominated by hourly billing.

That pattern is still present, but the interviews suggest it is beginning to show signs of strain.

One reason is the changing nature of the client. Companies today have more sophisticated in-house legal departments and a greater ability to assess the true value of external advice. In many large corporations, these teams include professionals with prior experience in international law firms, raising the bar in their interactions with outside counsel.

For Martim Krupenski, this evolution alters the traditional logic of the market: “Corporate clients now have highly qualified in-house legal teams,” which forces law firms to provide a higher level of specialisation and strategic analysis.

This shift is also reflected in how companies evaluate legal services. As Domingos Cruz explains, clients today increasingly demand predictability in costs and greater clarity regarding the outcomes of legal work.

External lawyers are no longer limited to performing specific legal tasks and are becoming increasingly involved in strategic thinking about regulatory risks, transaction structuring, and the anticipation of legal scenarios.

In this context, Bruno Ferreira notes that market evolution is forcing firms to review both their organisational models and the way they deliver legal services.

This change does not imply the disappearance of the hourly model—which remains dominant in many complex matters—but it does reflect a cultural shift: the market increasingly demands visibility into the value generated by legal work.

Artificial intelligence: the silent reorganisation of legal work

In public debate about the legal sector, artificial intelligence is often presented as a disruptive force capable of radically transforming legal practice. However, the reflections of Portuguese managing partners point to a less spectacular but arguably more profound change: technology is beginning to reorganise legal work from within firms themselves.

Activities that for decades formed an essential part of team workflows—document review, preliminary analysis of case law, or contract comparison—are now beginning to be partially automated.

At Andersen, this evolution is seen as a natural extension of the firm’s digital transformation strategy. José Mota Soares explains that artificial intelligence is being progressively integrated into internal processes to improve efficiency without altering the firm’s areas of specialisation.

A similar dynamic can be observed at Cuatrecasas, where Nuno Sá Carvalho notes that generative tools allow complex documents to be analysed and inconsistencies detected more quickly, freeing up time for higher-value strategic tasks.

This process also has an indirect effect on client relationships. As Domingos Cruz observes, many companies now approach legal discussions with preliminary analyses already prepared or with a greater understanding of the technological tools available.

For José Luís Arnaut, the implementation of technological tools within firms also improves the consistency of legal work and strengthens operational efficiency in increasingly complex organisations.

However, there is broad consensus among firms that the impact of artificial intelligence should not be interpreted as a radical break with the traditional model of legal practice.

Martim Krupenski emphasises that these tools primarily function as efficiency accelerators, but do not replace the lawyer’s professional judgement.

A similar reflection emerges at PLMJ, where Bruno Ferreira warns that many of the efficiencies attributed to artificial intelligence actually correspond to tasks that historically were not even billed to clients.

At Gómez-Acebo & Pombo, Mafalda Barreto believes that “automation allows legal work to be reoriented towards higher-value activities, particularly those linked to strategic analysis.”

Even in firms with a strong corporate tradition such as Garrigues, artificial intelligence is gradually being integrated into internal workflows, especially in areas such as document review and legal research, explains João Miranda de Sousa.

Sector specialisation: understanding the client’s business

While technology is reshaping how legal work is produced, sector specialisation is redefining how firms position themselves in the market. In an increasingly complex business environment, clients no longer seek only technical advice on the law. They expect partners capable of interpreting the economic, regulatory and strategic context in which their businesses operate.

This evolution reflects a broader transformation of the legal market itself. Increasing regulatory density in sectors such as energy, technology and financial services demands legal teams capable of combining regulatory expertise with deep sector knowledge. In this context, industry specialisation is becoming one of the main differentiating factors among law firms.

At Andersen, this logic has become a central element of the firm’s growth strategy. As José Mota Soares explains, the firm has strengthened its organisation around specific economic sectors, a structure that allows it to offer advice more closely aligned with clients’ business realities.

“Today, it is not enough to know the regulations; it is essential to understand the sector in which the client operates and anticipate how its regulatory framework will evolve,” he notes.

A similar perspective emerges at Gómez-Acebo & Pombo, where Mafalda Barreto identifies technology and the digital economy as some of the clearest drivers of this transformation. The growth of areas related to intellectual property, data protection and technological innovation reflects, in her view, the increasing intersection between law, business and digital transformation.

“Clients need advisers who understand how regulation affects their business model,” she explains.

At CCA Law, Domingos Cruz situates this evolution within an increasingly sophisticated regulatory environment. Sectors such as energy, telecommunications and financial services are characterised by complex and constantly evolving regulatory frameworks, which compel law firms to develop specialised teams capable of anticipating regulatory risks.

“Regulatory complexity is redefining the type of advice that companies demand,” he says.

The international dimension of this transformation is also evident at CMS, where José Luís Arnaut observes sustained growth in sectors linked to technology, media and communications. These areas not only account for a growing share of European economic activity but are also characterised by dynamic regulatory developments that generate new demands for legal advice.

“These are sectors where innovation and regulation advance at almost the same pace,” he notes.

At Cuatrecasas, Nuno Sá Carvalho identifies a similar dynamic in sectors linked to the energy transition and infrastructure development. The expansion of projects related to renewable energy, transportation and digital transformation is generating increasingly complex transactions, where legal advice must be integrated with investment, financing and industrial policy processes.

“The intersection of regulation, investment and the energy transition is creating new opportunities for specialised legal advice,” he explains.

For his part, João Miranda de Sousa, managing partner of Garrigues in Portugal, highlights the dynamism of sectors such as renewable energy, green hydrogen, tourism and infrastructure, all closely linked to investment flows into the country. However, he warns that this favourable environment coexists with certain uncertainties that could affect market performance.

“The evolution of international trade or the gradual decline in European funds after the current peak in disbursement could influence the pace of investment,” he notes.

Other firms are also identifying emerging areas of growth. At Morais Leitão, Martim Krupenski highlights the expansion of sectors such as fintech, data protection and life sciences, where increasing regulation is generating new demand for specialised advice.

“Technological innovation is creating entire sectors that did not exist just a decade ago,” he explains.

Finally, PLMJ observes a similar dynamic in areas linked to large projects and strategic sectors. As Bruno Ferreira notes, infrastructure development, together with the expansion of regulated sectors such as defence, education and data security, is widening the scope of firms’ activities.

“These are sectors where regulation and public investment play a decisive role,” he says.

Taken together, these reflections portray a legal market increasingly interconnected with sectors characterised by high levels of regulation, investment and technological transformation. In this environment, sector specialisation is no longer a secondary factor but one of the main pillars of firms’ strategic positioning.

Talent and leadership: the strategic assets of law firms

Talent and leadership: law firms’ most strategic assets

Behind all these transformations—technological, sectoral and organisational—a cross-cutting theme emerges across the interviews: talent management. If technology is reorganising legal work and specialisation is redefining the positioning of law firms, the ability to attract, develop and retain qualified professionals has become one of the most decisive factors in sustaining this new law firm model.

The Portuguese legal market, like other European markets, now operates in an increasingly competitive environment for talent. The internationalisation of firms, greater professional mobility and the growing sophistication of practice areas are forcing organisations to rethink their internal structures and professional development policies.

At Andersen, this issue is central to the firm’s growth strategy. As José Mota Soares explains, developing young lawyers with high potential is essential to sustaining the firm’s sectoral specialisation.

“The quality of legal advice depends directly on the quality of the people providing it,” he notes, emphasising that training and professional development must evolve alongside the market.

A similar reflection emerges at CMS, where the firm’s international dimension has become a key tool for attracting and retaining talent. José Luís Arnaut emphasises that the opportunity to work in transnational teams and participate in international projects is increasingly important for new generations of lawyers.

“International opportunities are an important factor in attracting talent and developing more comprehensive legal careers,” he explains.

The discussion around talent takes on a broader dimension at CCA Law, where Domingos Cruz introduces an issue that is gaining prominence within the internal debates of law firms: the sustainability of legal careers. The pace of work and level of demand typical of large firms require greater attention to the professional well-being of their teams.

“The sustainability of legal careers and professional well-being are issues that firms must increasingly take into account,” he says.

At Cuatrecasas, talent management is structured through training, evaluation and professional development programmes. As Nuno Sá Carvalho explains, the objective is to build career paths that allow lawyers to develop technical expertise while maintaining a strong understanding of the firm’s strategic vision.

“Talent development requires robust training structures and clear career planning,” he notes.

The cultural dimension of this challenge is also evident at Gómez-Acebo & Pombo, where Mafalda Barreto highlights the role of mentorship and continuous training in building strong teams. The firm has also strengthened initiatives aimed at promoting female leadership and increasing diversity within the organisation.

“Professional development must be accompanied by an organisational culture that allows lawyers to grow within the firm,” she explains.

At Garrigues, the emphasis is on continuing education as a tool for adapting to an increasingly complex legal environment. For João Miranda de Sousa, the constant evolution of regulation and economic sectors requires lawyers to maintain an ongoing process of professional development.

“Continuing education is essential to maintain the quality of advice in a constantly evolving market,” he notes.

From Morais Leitão, Martim Krupenski offers a reflection that resonates across the entire sector: ultimately, a firm’s most important strategic asset remains the quality of its professionals.

“Law firms are, first and foremost, organisations of people,” he explains, noting that technology and organisational structures only generate value when supported by strong legal talent.

Finally, at PLMJ, Bruno Ferreira describes work at large firms as a high-performance activity that requires organisational structures capable of sustaining that level of demand over the long term.

“Practising law in large firms involves a very high level of professional rigour,” he notes, emphasising the importance of building work environments that allow that performance to be maintained without compromising career sustainability.

Taken together, these reflections show that the debate around talent is no longer merely an internal human resources issue. In the new law firm model emerging in Portugal, the ability to attract and develop qualified professionals has become essential for sustaining specialisation, innovation and long-term growth.

The law firm as a strategic organization

Read together, the reflections of the managing partners of Andersen, CCA Law, CMS, Cuatrecasas, Gómez-Acebo & Pombo, Garrigues, Morais Leitão and PLMJ reveal a quiet but profound transition in the Portuguese legal market. It is not merely a matter of the evolution of certain practice areas or the adoption of new technologies, but a deeper structural transformation: the way in which firms organise themselves to deliver legal services in an increasingly complex business environment.

For decades, law firms were understood primarily as the sum of individual talents: the partner’s reputation, the team’s technical expertise and the ability to build lasting client relationships formed the pillars of the model. This framework remains relevant, but it is no longer sufficient to explain how the market now operates.

Today, law firms increasingly behave like strategic organisations, where technology, sector specialisation, talent and business management are integrated within a single operational architecture. As José Luís Arnaut explains, the challenge for firms lies in “combining technical excellence with organisational structures capable of responding to the new demands of the market.”

In this new environment, legal excellence remains an essential condition, but it is no longer the sole criterion for leadership. Competitive advantage is increasingly shifting towards other factors: the ability to organise legal knowledge within efficient structures, to integrate technological tools into work processes, and to build teams capable of understanding clients’ businesses in depth.

For José Mota Soares, this change reflects a natural evolution of the market itself. “Law firms must adapt to an increasingly sophisticated business environment,” he notes, where clients expect not only technical advice but also anticipation and strategic insight.

A similar perspective emerges at PLMJ, where Bruno Ferreira emphasises that internal management has become a key element in sustaining growth. “The organisation of the firm is as important as legal expertise,” he says, highlighting the need for structures capable of managing complex teams and increasingly multidisciplinary projects.

At Garrigues, João Miranda de Sousa points to an additional element: the growing integration between practice areas and economic sectors. In a market where business transactions are becoming increasingly sophisticated, law firms require structures capable of coordinating different legal disciplines within the same project.

This evolution is also reflected in the strategic dimension of talent management. As Mafalda Barreto notes, the ability to develop strong and specialised teams is fundamental to maintaining a firm’s position in the market. “The firms that adapt best will be those capable of combining talent, technology and sector-specific knowledge,” she explains.

Ultimately, the challenge lies in balancing three dimensions that have long been addressed separately: technical excellence, organisational efficiency and a strategic understanding of the client’s business. For Martim Krupenski, achieving this balance will define the success of firms in the coming years.

“The challenge is to combine operational efficiency, specialised knowledge and strategic capability within structures capable of adapting to an increasingly demanding market,” he concludes.

It is in this organisational dimension—more than in purely technical capability—that the future leadership of the Portuguese legal market is likely to be decided. The firms that prevail will not necessarily be the largest or the most traditional, but those that most effectively integrate technology, talent and legal expertise within a truly strategic organisational structure.