A new chapter for DLA Piper Portugal
Nuno Azevedo Neves discusses the firm’s transformation, new Lisbon headquarters and plans to unlock its potential as part of the global network
by glória paiva
With more than 35 years in Portugal — first as ABBC and, for the past eight years, under the global brand — DLA Piper in Portugal has just concluded a strategic cycle and is now entering a new phase, with a new headquarters scheduled to open next year in Praça Marquês de Pombal, Lisbon. With larger spaces, in a building exclusively occupied by the firm, the new headquarters is the result of the evolution of a firm of Portuguese origin that is now part of a global structure. The firm, which started with two people and now has 92 lawyers, has recorded double-digit revenue growth over the past ten years, keeping pace with the international brand’s ambitions. As revealed in an exclusive interview with MAG (click to read) by global co-CEOs Frank Ryan and Charles Severs, DLA Piper recorded global revenues of US$4.6 billion in 2025 and expects to exceed US$10 billion in revenues over the next three to five years. DLA Piper Portugal managing partner for the past seven years and a leading M&A lawyer, Nuno Azevedo Neves spoke to Iberian Lawyer about this new phase for the firm.
How would you describe DLA Piper’s current momentum in Portugal?
We are in a very strong moment. The past few years have brought a lot of change, and we are now beginning a new cycle. Our journey was fundamental to transforming us into what we are today. If we look at our integration into DLA Piper eight years ago, we became part of one of the world’s three largest firms in terms of revenue, with a presence across five continents. At the same time, we remain a firm with Portuguese roots. But it is not enough to change the name; we have to be operationally what we say we are. The objective was therefore essentially to become the Portuguese office of the largest global firm operating in Portugal.
How did that transformation take place during the cycle that is now coming to an end?
That process had several dimensions. We became a full-service firm, with excellence in the areas in which we operate, created a common culture as a factor of unity and growth, strengthened client segmentation and began to be involved in the main transactions in the market. We assisted clients in many of the largest transactions in Portugal, and invested heavily in other geographies, particularly Angola and Latin America. All of this was done while maintaining a focus on financial KPIs, because growth cannot be achieved through words or intentions alone: it has to be measured.
What will be the main strategic priorities of the new cycle?
A common governance structure, greater integration between geographies and an even greater ambition for global growth. There is a very strong focus on our culture, our people, talent and our ability to generate value for clients. But one priority is to unlock all the potential we have as a global firm. In Portugal, this means strengthening our ability to operate across different geographies. In a world of greater complexity and controls on cross-border operations, we can support both Portuguese clients operating internationally and international clients looking to operate in Portugal, Africa or Latin America, for instance. We Portuguese have a capacity for cultural understanding and for creating points of contact that helps us navigate these movements.
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