SRS Legal: new leadership, new horizons
In a significant leadership transition, César Sá Esteves and Octávio Castelo Paulo have taken the helm as the new managing partners of SRS Legal, the Portuguese law firm established in 1992. Sá Esteves and Castelo Paulo, both seasoned partners with extensive experience, aim to continue the firm’s growth trajectory. Under their leadership SRS Legal achieved a revenue of €16.8 million in 2023, up from €16.4 million in 2022, reflecting consistent growth over the past few years.
SRS Legal has also been actively restructuring and enhancing its capabilities (see dedicated box). With a clear vision for innovation and expansion, Sá Esteves and Castelo Paulo discuss their strategic plans, the integration of technology, and how they plan to navigate the challenges in the Portuguese legal market, ensuring SRS Legal’s continued success both domestically and internationally.
by ilaria Iaquinta
How have your first months as MPs been? What have been the biggest challenges and achievements so far?
Octávio Castelo Paulo (OCP): Our journey has been very positive. The previous managing partner and naming partner meticulously planned the succession process, which was discussed and agreed upon by the entire partnership. After holding an election, we developed a programme to modernise the firm with fresh ideas, which received unanimous approval. We began in January with full support and have worked to revitalise the organisation over the past six months. Balancing management duties with client commitments has been challenging but fulfilling. We are optimistic about the future.
César Sá Esteves (CSE): Our programme has been well-received and supported. The main challenge now is to execute it and achieve results. So far, we have introduced new policies, a career plan, a new budgeting and business planning model, and a new approach to feedback and monitoring. Additionally, we have developed a strategy for international business.
Is the current reshaping of the law firm driven by market evolution, or is it due to a change in its ambitions?
OCP: It’s a bit of both. Primarily, our main partner is approaching retirement, necessitating a management transition to ensure the firm’s continuity. We’re entering a new phase, which is a common in law firms. Typically, a firm is built around its founding partner’s name, but transitions are inevitable. In our case, decisions have been made, and in a few years, there will be another process, potentially leading to our replacement, which is natural. We’ve been involved with the firm from nearly the start and have been engaged at the board level for many years, though not in the executive roles we hold today. Therefore, it was a natural progression for us to assume these positions.
What are the primary objectives for the firm in your programme?
OCP: Our plan focuses on four primary pillars. First, business: we aim to enhance our already high standards to achieve even greater excellence. Second, people development: we focus on developing both lawyers and support staff, by improving their legal knowledge and soft skills to better serve clients and enhance their commercial acumen. Third, technology integration: we are investing in technology, recognising that the legal profession is not immune to technological advancements like artificial intelligence. We want to be at the forefront of these innovations. Lastly, governance: we are reviewing and updating our partnership structures to ensure they are fit for current times. This includes looking at how we promote and develop partners and adjusting our rules to stay relevant.
Can you share your vision for SRS Legal’s future and any strategic initiatives you plan to implement?
