SRS Legal

SRS Legal continues to evolve in response to the changing needs of clients and the rapid transformation of the legal market, combining technical excellence with technology-enabled, forward-looking and business-oriented advice to deliver consistent strategic value.   What do you see as the main points that differentiate SRS Legal from your competitors? SRS Legal differentiates itself by combining technical excellence with a strategic, business-driven approach. We do not merely provide legal advice; we act as long-term strategic partners, helping clients anticipate risk, identify opportunities and frame legal decisions within an increasingly complex economic and geopolitical environment. In a context marked by political instability, regulatory volatility and rapid technological transformation, we have developed an internal culture of agility and innovation. We invest consistently in technology, including artificial intelligence tools applied to document review, due diligence and knowledge management, always with the goal of delivering tangible value to clients. Another key differentiator is our collaborative organisational model. We work through multidisciplinary teams, ensuring seamless responses to complex, cross-cutting challenges. In parallel, we place strong emphasis on the development of our people, promoting continuous training, internal innovation programmes and a strong commitment to social and environmental responsibility, aligned with leading ESG standards. Our size allows us to combine close client relationships with highly specialised expertise, a balance that is increasingly valued by sophisticated clients.   Which practices do you see growing in the next 12 months? What are the drivers behind that? We anticipate significant growth in the following practice areas: Corporate and Finance, driven by continued strategic transactions, corporate restructurings and evolving financing needs in a context of geopolitical uncertainty, higher interest rates and tighter credit conditions. Businesses are increasingly seeking sophisticated structuring and funding solutions, while also adapting to regulatory developments, ESG considerations and rapid technological change. Energy and Energy Transition, driven by European decarbonisation targets, the reconfiguration of global energy supply chains and sustained investment in renewables, hydrogen and strategic infrastructure. Digital, Data Protection and Artificial Intelligence, through the implementation of the EU Artificial Intelligence Act and strengthened cybersecurity obligations are generating strong demand for preventative and strategic legal support. Dispute Resolution and Arbitration, given that economic and political instability is likely to increase commercial, corporate and investment-related disputes, particularly in long-term contractual relationships. Restructuring and Insolvency, considering an environment of high interest rates and financial pressure across certain sectors, we expect increased activity in preventive restructurings and special revitalisation proceedings.   What's the main change you've made in the firm that will benefit clients? One of the most significant changes we have implemented in the firm is the structured integration of artificial intelligence into our legal workflows and internal processes. We have introduced AI-powered tools to support tasks such as document review, contract analysis, large-scale due diligence and knowledge management. We have adopted two leading legal large language models, Legora and Harvey, allowing us to work with complementary systems and maintain a “challenger” approach that strengthens the reliability and robustness of AI-assisted outputs. In addition, the entire firm operates with Microsoft Copilot fully integrated into our internal systems, supporting day-to-day productivity, research and document management. These technologies allow us to process large volumes of information more quickly and accurately, significantly increasing efficiency while maintaining the highest standards of legal quality. For clients, this translates into faster turnaround times, greater predictability in the delivery of legal services and more cost-efficient processes, particularly in complex transactions or matters involving extensive documentation. By automating repetitive and time-intensive tasks, our lawyers can focus more on strategic analysis, risk assessment and tailored advice.   Is technology changing the way you interact with your clients, and the services you can provide them? Absolutely. Technology is reshaping both how we interact with clients and the nature of the services we provide. We use secure collaboration platforms, intelligent data rooms and project-management dashboards that offer enhanced transparency and real-time tracking. Artificial intelligence allows us to conduct faster and more accurate due diligences, map regulatory risks in a structured way and deliver more robust comparative analyses. This translates into greater predictability on costs and timelines, which are critical factors for clients. Technology also enables us to offer preventive and ongoing services, including digital compliance audits, AI and ESG risk assessments and automated regulatory monitoring. That said, we firmly believe that technology is an enabler rather than an end in itself: human judgment, trust and strategic insight remain the true differentiators.   Can you give us a practical example of how you have helped a client to add value to their business? One of the ways in which we help clients add value to their businesses is by combining proactive knowledge-sharing with practical support in times of crisis. On a continuous basis, we organise sector-focused webinars designed to provide clients with timely insights into key regulatory, technological and geopolitical developments that may affect their operations. These sessions address topics such as EU regulatory changes, developments in artificial intelligence and digital regulation, energy transition policies and emerging compliance risks. By translating complex legal developments into clear and practical guidance, we enable clients to anticipate regulatory change, adapt their internal policies and make more informed strategic decisions. More recently, we also demonstrated this proactive and client-focused approach in response to the devastating impact of Storm Kristin on businesses and communities in Portugal’s central region. Following the severe human, social and economic consequences of the storm, which affected hundreds of companies, employees and families, SRS Legal established a dedicated internal task force bringing together members of our Corporate and Finance and Employment teams to provide urgent legal support to affected businesses. Through this initiative, we allocated an initial package of pro bono hours to enable a rapid legal assessment of each company’s situation and to identify immediate short-term solutions across labour, financial, contractual and operational matters. Where additional support was needed, we also made further technical assistance available at reduced cost with deferred payment options. By helping businesses stabilise operations, manage immediate legal risks and safeguard jobs wherever possible, while also equipping clients with forward-looking regulatory insights through our knowledge-sharing initiatives, we aim to create tangible and lasting value for our clients and the wider business community.   Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? Clients today operate in an increasingly complex and uncertain environment, shaped by geopolitical tensions, rapid technological change and evolving regulatory frameworks. As a result, they are not only looking for technical legal advice but also for stability, continuity and clear strategic direction from their law firms. Rather than isolated technical advice, they expect lawyers who understand their industries, anticipate legislative change and can place legal decisions within a medium to long-term strategic framework. SRS Legal is currently undergoing a period of transformation that reflects this forward-looking approach. Alongside the continued integration of technology and artificial intelligence into our work, we have also begun the renovation of our headquarters in Lisbon, a project that symbolises our commitment to growth, innovation and collaboration. This renovation represents more than a physical transformation. It is part of a broader strategic vision to create a working environment that supports the way modern legal services are delivered: more collaborative, more technologically enabled and more focused on the needs of both our professionals and our clients. The project will expand working areas, improve energy efficiency and create new spaces dedicated to collaboration, innovation and wellbeing, while reflecting the firm’s culture and identity. In three years’ time, we see SRS Legal as an even more firmly established reference firm in the Iberian market, supported by deep technological integration and a stronger international footprint. Our ambition is clear: to be recognised not only for technical excellence, but for delivering sustainable, strategic impact for our clients.

What do you see as the main points that differentiate SRS Legal from your competitors? The firm decided to conduct an internal audit of its core values and ambitions for the future, culminating in the decision to rebrand to better showcase these same values and ambitions. Based on lengthy discussions and idea exchanges within the firm, trying to identify our differentiating factor, one word stood out: People - clients, colleagues, and the community. This is what truly sets SRS Legal apart – its people. We believe in focusing on our employees and their needs, including having a job with meaning, being recognized for performance, having a good working environment, feeling good physically and emotionally as well as having the time and flexibility meet personal needs. The firm also understands that attracting talent is not just about attracting the best students. It means looking for people who identify with the values of SRS Legal, its work model and its culture. What SRS does differently, is that is committed to being close to employees, seeking not to “retain” employees, but rather to continuously provide the conditions where employees choose to remain there and build their career. Which practices do you see growing in the next 12 months? What are the drivers behind that? While Portugal has, for the most part, recovered from the impact of the Covid pandemic, the country is facing inflation concerns following the war in Ukraine, where the energy and food and beverage sectors were most affected, and the repercussions from the pandemic, which had various implications for several sectors. In line with Portugal’s Recovery and Resilience Plan, we expect that the country will see mild growth in 2023, with strong investment to continue in private equity, real estate, renewable energy, technology, transportation and other longer-term projects, meaning that we need to work cohesively to find effective, sustainable, measurable/tangible and lasting solutions for our clients. SRS Legal has specialized teams and partners dedicated to each of these practice areas, who have a wealth of experience and know-how and who are planning for the future. The firm is also committed to continue to specialize in key areas of law, developing expertise in specific sectors and geographies, so that clients know they can rely on real knowledge. We continue to monitor and track market trends and updates, closely monitoring changes, anticipating challenges and seizing opportunities that may arise. The key idea for 2023 is to look for ways to deal with the acceleration we have recently experienced in various domains and to find solutions. In 2022 we witnessed the fall of established paradigms and premises, such as geopolitical and geo-economic imbalances, the war spiral and democratic dissolution through digital alienation. I believe that this acceleration must be faced with innovative ideas for the future, which must take the risk of permanent disquiet and the deconstruction of models that have allowed for accommodation without restlessness. Simultaneously, we must prepare for accelerations and disruptions in issues such as demography, energy, climate change, wealth distribution and public health without losing focus on what is really relevant, People. In short, to face acceleration in all domains in 2023, we need to continue to innovate, willing to risk temporary discomfort to deconstruct outdated models and find lasting solutions based on the assumption of the proximity that between economies, peoples and nations. This requires hard work, collaboration and compromises between opposing factions, but it can be the key to lead us to a more prosperous and sustainable future. What's the main change you've made in the firm that will benefit clients? In the legal race to reduce costs while maintaining the quality of the services provided, SRS Legal went about rethinking its business model, in favour of adopting new strategies and ways of organising work. This led the firm to highlight the need to provide more efficient and personalized services, in an environment where clients are increasingly more demanding and well-informed. In addition, the complex regulatory and legal landscape in the country has meant that we are now focused on investing in resources and specialisations so that we can offer our clients current, comprehensive and integrated legal solutions. We also have strategic partnerships with firms, companies and institutions that can add value to the services we provide, while expanding our network of relationships. Is technology changing the way you interact with your clients, and the services you can provide them? SRS knows that some of the main challenges for clients in Portugal are related to technology. They include the constant and progressive investment in technology; the chance for more consolidation in the sector; and the lack of clear regulations for the practice of digital law. As such, the firm took the decision to strengthen its investment in technology and innovation, adopting new ways of working that improve the efficiency, quality and personalisation of the services provided. In addition, the firm has a client-focused approach to doing business, providing tailor-made services for specific client needs, in a relationship that entails constant communication. Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? 2023 is shrouded in uncertainty. There is still no end in sight to the war in Ukraine, the key rates of the main central banks continue to rise, but with no proven relevant impact on lowering inflation. The country may experience a period of probable stagflation, which will bring unpleasantness in the short and medium term. Historically, in scenarios of uncertainty, professional services providers – including law firms - record increased volumes of work. Lawyers do not live from conflict alone, but it promotes agreements and actions on behalf of our clients, who are looking for both stability (economically and otherwise) as well as strategic guidance from their counsel. We may therefore find that 2023 will be another year of professional growth. In the next three years, we expect to come out of the financial and inflation crisis stronger, and with a more stable base of both national and international clients, who know they can rely on us in times of need. As international clients are the key driver for SRS, we are certain that in 2026 we will have concretised our position in the market as a leader in the provision of outstanding legal services.