Inside Lusíadas Saúde’s legal function
Pedro Correia, head of legal, on governance, digital health and responsibility in a rapidly evolving sector
by glória paiva
The private healthcare sector in Portugal continues to expand at a strong pace. According to the Bank of Portugal, it generates around €7.1 billion in revenue (2023), and the momentum shows no sign of slowing: investment in telemedicine, robotic surgery, mental health, oncology, oral healthcare and home-based care is expected to intensify in the coming years. It is in this context that the Lusíadas Saúde Group has established itself as a major player, particularly following its integration into the French group Vivalto Santé in 2022. With 44 units across hospitals and clinics, more than 7,300 employees and operating revenues of €414 million in 2024, the group operates in a sector that is increasingly regulated, technological and demanding. Leading the legal function is Pedro Correia, head of legal since 2018, who heads a team of seven lawyers in an environment shaped by regulatory pressure, accelerated digitalisation and growing operational complexity.
How would you describe the current moment of the Lusíadas Group?
The private healthcare sector in Portugal is going through a phase of sustained growth, driven by rising demand for care, higher levels of expectation and increasing clinical and technological sophistication. The Lusíadas Group is keeping pace with this trend and today positions itself as a consolidated player, supported by a nationwide network. The current moment brings together three essential dimensions: scale, international integration and an ambition for transformation. We are in a phase of consolidation and development, well placed to lead a new stage of private healthcare in Portugal, grounded in quality, innovation and a commitment to the future of healthcare provision.
How has the role of the general counsel evolved at Lusíadas Saúde?
The role of the general counsel at Lusíadas Saúde has moved beyond a support function and is now a direct driver of value creation and transformation. The legal function has shifted from a reactive, risk-mitigation-focused approach to a proactive and integrated one, actively involved in defining and executing the group’s strategy. Today, the general counsel sits at the heart of decision-making. Not only validating pathways, but helping to design them. The role spans areas such as governance, major transactions, healthcare digitalisation and data protection, ensuring that growth rests on solid and sustainable legal foundations. At the same time, the legal team positions itself as both a guardian of integrity and a facilitator of the business — promoting solutions and balancing risk and opportunity. This evolution is reflected in closer proximity to governance bodies and active participation in defining the group’s priorities.
What are today the main legal challenges facing a large healthcare group?
First and foremost, there is growing and extremely complex regulatory pressure. Ensuring comprehensive compliance — from clinical rules to transparency in the relationship with patients — requires a preventive and integrated approach. I would also highlight licensing processes, which remain excessively bureaucratic, slow and poorly coordinated between authorities. Added to this is the tension between financial sustainability and the legal framework, exacerbated by rising operational costs. Pricing models must be legally defensible, in a context of negotiation with subsystems and intense regulatory scrutiny. Finally, there are challenges linked to digitalisation and operational complexity: data protection, the medicines supply chain, clinical quality and interaction with regulators.
…
