Key team members:

Pedro Correia, General Counsel

Raquel Rocha e Silva, Deputy General Counsel

Catarina Dornelas Pinheiro, Head of Employment Matters

Luís Faustino, Legal Expert

Fernando Caetano, Lawyer

Christian Nunez, Lawyer

Ofélia Barbosa, Solicitor

Paula Cardoso, Executive Assistant

Andreia Dias, Paralegal

Team size: Nine

Major legal advisors: Vieira de Almeida & Associados; Sérvulo & Associados

Jurisdictions your role covers: Portugal

What are the most significant cases or transactions that your legal team has recently been involved in?

Since the acquisition of the Lusíadas Saúde Group by the Vivalto Santé Group at the end of 2022, there has been a strong strategic focus on M&A activities aimed at driving the Group’s inorganic growth. The legal team has been deeply involved in these transactions, which necessarily require consistent legal support and oversight.

In January 2025, as part of a business transfer transaction, the Group took over the operation of the current “Clínica Lusíadas Entrecampos”. At the end of June, we are set to complete a transaction in the dental care sector. In 2024, we concluded the acquisition of “MCCare – Serviços de Saúde, S.A.”, now operating as “Lusíadas Dental, S.A.”, through which the Lusíadas Saúde Group assumed management of 22 Dr. Well’s clinics (currently integrated into the Group’s dental network under the HeyDoc brand).

The Group continues to invest in this type of M&A transactions (some of which remain confidential), as well as in greenfield and brownfield projects. The legal department plays a key role in this context, supporting all phases of these initiatives.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

Our decision to engage in external legal services versus handling matters in-house is primarily influenced by the complexity and specificity of the issue at hand. In the context of M&A transactions, and depending on their complexity, we typically engage with external counsel—particularly during the legal due diligence phase – to ensure thorough and independent analysis.

We also rely on external lawyers in more complex litigation matters, where specialised expertise or additional resources are required. Beyond these scenarios, the use of external legal services is generally limited to very specific situations that demand subject-matter expertise, such as tax-related matters.

When evaluating the performance of external counsel, we consider several criteria, including the quality and clarity of their legal advice, responsiveness, alignment with our business objectives, cost-efficiency, and their ability to work collaboratively with our internal legal team.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

The legal department is actively involved in all major projects across the organisation, playing a key role in supporting the company’s overall business strategy. Our primary objective is to minimise legal and regulatory risks, design legally compliant solutions, and ensure effective implementation by preparing and reviewing all necessary documentation.

Given that healthcare is a highly regulated sector, our involvement is essential from the earliest stages of each initiative. The legal team works directly with the Board of Directors and with the directors of all healthcare units, ensuring that legal considerations are fully integrated into strategic and operational decision-making. The legal team also works closely with other departments to ensure that all projects align with applicable legal frameworks and industry standards, thereby safeguarding the Group’s operations and reputation.