Unveiling the future of Osborne Clarke

With more than a year in the role of co-managing partner of Osborne Clarke Spain, Jordi Casas discusses the firm’s achievements, challenges and prospects in an exclusive video interview with Iberian Lawyer

by ilaria iaquinta

Since his appointment as co-managing partner of Osborne Clarke Spain in January 2023, Jordi Casas (pictured right), lawyer specialising in commercial law and mergers and acquisitions, has led, together with Miguel Lorán (pictured left), lawyer with expertise in tax advice, the management in Spain of one of the most prominent international law firms in the field of business law: Osborne Clarke.

With more than a year in this position, Casas offers an insider’s view on the achievements, challenges and plans for the future of Osborne Clarke. In this exclusive video interview, we explore key topics such as the firm’s co-management dynamics, growth objectives, the strategic management of the firm, as well as its focus on retaining talent and consolidating profitability.

In January 2023 you were appointed, along with Miguel Lorán, Managing Partner of Osborne Clarke. With more than a year in this role, what is your assessment?

We have a very positive balance. At Osborne Clarke we have a very talented team and a collaborative law firm culture that makes things very easy. We started the year with a series of meetings with all the people who form part of the Osborne Clarke team in Spain, listening to them and taking note of their suggestions and comments. It has been a year of strong growth, both internally and in terms of advice given to clients.

What have been the main achievements and challenges?

One challenge when we joined was to ensure a smooth transition. In general, our main challenge is to maintain the cohesion, good atmosphere and enthusiasm of working at Osborne Clarke, offering our lawyers opportunities for promotion and training at the highest level in the market. All of this with the means to provide the highest quality service and value to our clients by investing internationally in the most advanced technological solutions.

How has the management and strategy of the firm changed during this period?

We maintain continuity in the management and strategy of the law firm. Actually, both Miguel and I are on the firm’s international governing bodies, Miguel on the International Council and I am on the executive governing body, the International Board. We are now drafting the 2025-30 strategic plan. We have reached 2024 having already exceeded the targets of the previous plan, both in terms of turnover and market penetration. In other words, we are going to continue along this path, obviously adapting to the challenges of the market and of our clients.

How does the co-management of the law firm work? Do you perform all tasks together or do you split responsibilities? How?


Julia Gil