Elżbieta Viroux-Benmansour, Managing Partner
What do you see as the main points that differentiate [law firm name] from your competitors?
Our key differentiator is the combination of transactional capability, dispute expertise and restructuring experience within one strategic advisory model.
Many firms specialise either in transactions or disputes. Our practice deliberately integrates M&A, corporate structuring, complex disputes and restructuring so that clients receive advice that reflects the full lifecycle of a business or investment.
This is particularly relevant for clients involved in infrastructure projects, industrial investments or complex corporate structures. A transaction often carries future regulatory, contractual or financial risks, and we advise with those risks in mind from the outset.
We are also very focused on the commercial dimension of legal advice. Our role is not limited to interpreting the law; we help clients structure transactions, allocate risk in contracts, negotiate complex settlements and protect the long-term value of their investments.
Which practices do you see growing in the next 12 months? What are the drivers behind that?
We expect growth primarily in three areas: M&A transactions, restructuring, and complex project disputes.
First, mergers and acquisitions are becoming increasingly active again. We are seeing consolidation in several sectors where companies are seeking scale, financial stability or access to new markets. Transactions are also being driven by investors looking for opportunities in distressed or underperforming businesses.
Second, restructuring and distressed transactions will continue to grow. Economic pressure, financing costs and operational disruptions mean many companies are exploring restructuring, debt conversions or strategic asset sales. In many cases, restructuring and M&A intersect, as investors acquire businesses through restructuring processes.
Third, we expect continued growth in construction and infrastructure disputes, particularly connected with energy transition projects, public procurement and large-scale infrastructure investments.
The common driver across all three areas is market volatility. When uncertainty increases, companies rely more heavily on strategic legal advisors to structure transactions and manage risk.
What's the main change you've made in the firm that will benefit clients?
The main change has been strengthening a fully integrated approach between transactional work, disputes and restructuring advisory.
Instead of treating M&A, disputes and restructuring as separate practices, we increasingly structure teams around the client’s business objective. For example, a transaction team works closely with dispute and restructuring specialists when assessing risk in acquisitions, investments or joint ventures.
This approach allows us to identify potential legal or financial risks earlier in the transaction process and structure solutions before they become disputes.
For clients this translates into more strategic advice and more efficient decision-making.
Is technology changing the way you interact with your clients, and the services you can provide them?
Yes, technology is significantly improving how legal services are delivered.
In transactions such as M&A or investment processes, digital platforms allow us to manage due diligence more efficiently, analyse large volumes of corporate and financial documentation, and coordinate work across multiple advisors and jurisdictions.
In disputes and restructuring matters, technology helps us structure evidence, analyse financial data and manage complex document sets, which is particularly important in cases involving technical documentation or large contractual frameworks.
Technology therefore improves speed, transparency and collaboration, while the strategic and negotiation aspects of legal advice remain firmly based on experience and professional judgment.
Can you give us a practical example of how you have helped a client to add value to their business?
In one case we advised a client involved in a complex corporate situation combining restructuring and investment opportunities.
Instead of focusing solely on dispute resolution or debt recovery, we helped structure a broader solution that involved analysing the company’s financial position, negotiating with stakeholders and exploring strategic investment options.
This approach allowed the client not only to protect their position but also to participate in a solution that preserved the value of the underlying business and created a path toward future investment or restructuring.
The key value came from treating the legal issue not only as a dispute, but as part of a wider business strategy.
Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time?
Yes, clients increasingly expect law firms to provide long-term strategic support, particularly in complex transactions and high-value disputes.
In three years we aim to strengthen our position as a firm that advises clients on strategic transactions, complex M&A structures, restructuring processes and high-stakes disputes, especially in sectors such as infrastructure, energy and industrial investments.
Our ambition is to remain a trusted advisor for clients navigating both growth opportunities and challenging situations, helping them structure transactions, manage risk and protect the long-term value of their businesses.