The Fundación Aranzadi LA LEY has published the Innovation & Trends in the Legal Sector 2026 Report, a key reference work bringing together leading legal experts to analyse the evolution of the sector in Spain and internationally.

In this context, the report compiles a range of perspectives on the principal challenges and transformations affecting law firms, from innovation and digitalisation to the evolution of business models.

In this edition, Marc Gericó, Global Managing Partner of Gericó Associates, contributes an analysis focused on the internationalisation of law firms, addressing the various models, risks and strategic decisions that determine the success of international expansion.

What is the most appropriate model for the internationalisation of a law firm?

We recently attended in Miami the presentation of what will become EJASO’s new office following the formalisation of its partnership with Saltiel Law Group. This move confirms a trend that has been accelerating for years: an increasing number of Spanish firms are looking abroad, seeking presence in strategic markets, closer proximity to their international clients and a positioning that transcends the traditional boundaries of the Iberian legal sector. EJASO’s entry into Miami -one of the most dynamic legal hubs linking Latin America, the United States and Spain- once again brings a critical question to the forefront: what is the most appropriate model to internationalise a law firm in a manner that is sustainable, profitable and aligned with its DNA?

Internationalisation does not merely consist of opening an office. In the legal sector, it entails understanding regulatory frameworks, integrating professional cultures, ensuring consistent service standards, managing reputational risks and, above all, making strategic decisions that will affect the partnership for decades. The question is not only where to establish a presence, but how to do so and under what structure. This article analyses the various paths followed by Spanish firms, the lessons drawn from decades of expansion and the criteria that should guide firms currently considering an international move.

1. Internationalisation models in the legal sector: an integrated view

An analysis of the behaviour of domestic and international firms over recent decades shows that law firms tend to rely on several possible models for international expansion. The choice between them depends on factors such as client profile, regulatory complexity in the target jurisdiction, availability of local talent and the firm’s financial capacity.

The first model is the establishment of a proprietary office, which provides full control over service delivery and enhances reputational standing, but requires significant investment and carries a high risk in terms of initial profitability, particularly in high-cost markets such as New York. By contrast, some firms have opted for the acquisition or integration of a local firm, enabling faster market entry with an established client base, albeit requiring careful cultural integration and thorough due diligence in terms of reputational and regulatory compliance risks.

There are also models based on strategic alliances or international networks, which reduce investment and offer flexibility but entail a partial loss of control over service quality. Finally, in recent years, a hybrid model has gained traction, combining alliances, a light presence and, only after market validation, the formal opening of an office. This gradual approach minimises risk and allows firms to refine their strategy before committing substantial resources.

In practice, no single model is universally applicable. Each firm must assess its starting position, its actual capabilities and the strategic objectives of its expansion. In some cases, a proprietary office is a necessary commitment; in others, alliances or integration prove more efficient. What is crucial is understanding that internationalisation is not a collection of «checkpoints» on a global map, but a structural decision that reshapes the very nature of the firm.

The historical experience of leading domestic firms provides valuable insight into the evolution of internationalisation in Spain.

2.1. Garrigues: the first transatlantic move (1973–1985)
Garrigues opened its New York office in 1973, becoming the first European law firm to establish a presence in the United States. It subsequently opened in Brussels in 1985.

2.2. Cuatrecasas: the «European hub» model
In 1986, it began its international expansion with the opening of its Brussels office and, between 2001 and 2015, developed a significant presence in multiple jurisdictions.

2.3. Uría Menéndez: the Iberian and Latin American approach
In the late 1990s, it opened offices in Brussels, New York, London and Lisbon, consolidating an international model supported by Latin America through strategic alliances.

In addition to these established firms, others such as Pérez-Llorca, ECIJA, Andersen, Ontier and Auren have, over the past decade, developed robust internationalisation strategies towards Latin America, demonstrating that multiple pathways exist to successfully build a global presence.

2.4. Common lesson
While the approaches differed, the shared elements are clear: anticipation, long-term vision, selective alliances and a firm commitment to top-tier local talent.

3. Factors determining the choice of international model

The choice of expansion model depends on the firm’s client base, the relative importance of sectors such as energy, infrastructure or investment funds, and the type of matters -cross-border or domestic- it seeks to attract. The maturity of the partnership, both financially and in terms of internal cohesion, is also a determining factor.

Regulatory risk is another key element; however, the truly critical factor is talent. Without a local partner with strong reputation, business generation capability and cultural alignment, any international project is weakened from the outset.

4. Risks of overexpansion

The sector’s track record is replete with examples of international offices that failed to consolidate. The so-called «flag syndrome» -opening offices for the sake of presence- is one of the most common mistakes. This is compounded by issues relating to profitability, cultural integration, governance and excessive reliance on individual practitioners, all of which can undermine the project.

5. Best practices for sustainable internationalisation

The firms that have internationalised most successfully share a common philosophy: strategic prudence and disciplined execution. They validate demand before investing, develop country-specific business plans, carefully select local partners and implement governance models aligned with the firm’s culture.

Cultural integration, through partner secondments, cross-border projects and joint training, is essential to building a genuinely international organisation.

6. Conclusion

You can download the full report here.