Bruno Ferreira to lead PLMJ for another three years
In exclusive conversation with Iberian Lawyer, the managing partner reflects on innovation, strategic growth, and the firm’s priorities in energy, technology, and defence
by glória paiva
PLMJ has confirmed that Bruno Ferreira will stay on as managing partner for another three years, alongside the current board of directors — a development revealed exclusively by Iberian Lawyer. The firm’s management model appears to be delivering results: on the eve of its 60th anniversary, the Portuguese law firm continues to grow steadily, featuring in major transactions and litigation, strengthening its team, and making strategic integrations — such as Sofia Galvão Advogados in the urban planning area and RRP Advogados in the real estate sector.
With around 400 professionals, including 45 partners, across its offices in Lisbon, Porto and Faro, PLMJ is committed to an international presence through local partners, via the PLMJ Colab network in Mozambique and Angola, and also operates with contracted lawyers in jurisdictions such as Cape Verde. The firm supports both foreign clients in Portugal and domestic companies in their international expansion into countries such as the United Kingdom, Spain, Brazil and the United States.
In addition to leading the firm, Bruno Ferreira is a partner in the banking, finance and capital markets areas. To balance the intensity of his professional day-to-day, he relies on a simple ritual: “The time it takes me to leave the office and get home already allows me to switch off from work mode”, says the managing partner, who lives outside Lisbon. In his spare time, he dedicates himself to reading, family and music. He is currently learning the cello alongside his daughter, with whom he performs every three months. In this interview with Iberian Lawyer, he discusses PLMJ’s strategic pillars, the sector’s challenges and the firm’s plans for the future.
You’ve now been managing partner for five years, two of them alongside Luís Paes Antunes. What have been the main milestones of your leadership?
Since 2009, the firm has undergone profound changes. We were already active in major deals, but we wanted to strengthen that position, which required a cultural shift, focusing on more strategic activities. The biggest challenge was managing that internal transformation. Fortunately, the results followed — both in client perception and in the internal environment. We also tackled structural issues, such as adapting to artificial intelligence. It has been a continuous learning process, shared by the whole team.
What has changed in your view of the legal profession since you took on the leadership role?
The market was already sophisticated, partly due to regular work with major international firms. But we have seen a clear evolution on the demand side: today, in-house legal departments are stronger and staffed by highly qualified professionals, which challenges us to rise to the occasion — we need to make a difference compared to what clients can already do in-house or with other alternative service providers. There’s a saying that goes: “a lawyer is not always the answer to a legal problem.” General counsels have already realised this — and it’s up to us, more and more, to add value to our work.
PLMJ has been very active in major real estate and M&A transactions. What has driven this trend?
These are naturally more visible areas, but we have also grown significantly in litigation, especially class actions. The decisive factor is the quality of our lawyers, which builds trust and creates new opportunities. We have been betting on a sector-based approach, strengthening our capabilities in strategic sectors such as energy, infrastructure, real estate and finance.
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