Fernando Vives (Madrid, 1962) has directed Garrigues since 2009 with a uncommon mixture of prudence and ambition. Re-elected 5 occasions as government president by the board of companions, in 2025 he accomplished 16 years on the head of the agency. A 12 months by which the agency simply exceeded 500 million in turnover, a glittering determine that retains them on the head of enterprise legislation within the European Union. That similar 12 months, the combination of the Mexican agency Sánchez Devanny confirmed a measured and non-fanciful growth technique. After 85 years of historical past, Garrigues is current in 12 nations and 4 continents and advances below a management that understands the financial dimension as a consequence—and never a substitute—of a long-term imaginative and prescient.
Vives receives EL PAÍS at his new headquarters within the Torres de Colón, within the Plaza de Colón in Madrid, whereas considering the heart beat of the town from above. Last April, almost 700 professionals moved from the historic Hermosilla 3 campus to the emblematic 20,298-square-meter, 30-story constructing. “Believe me when I tell you that the glamor part is what put me off the most. We moved because it fit with our projects, also financially. It was a unique opportunity. But, beyond the operational explanation, both our people and clients like it,” feedback the Garrigues chief government, glad. “Team”, “professionals” and “clients”: these are the phrases that Vives repeats again and again all through the interview.
Thanks to this basis, Garrigues strikes ahead firmly. “In 2025 we have exceeded 500 million euros and grown considerably above the previous year,” he publicizes for the primary time. It continues to be too early, he says, to disclose the precise determine. The agency earned 481.85 million in 2024, after breaking the 400 barrier in fiscal 12 months 2021. A succession of successes akin to a ball falling into the inexperienced —Vives is a golf fan. The sport plan? “These achievements are the consequence of a continuous strategy that is faithful to our culture. Clients trust us more and that makes income grow,” responds the president, though he instantly clarifies: “We do not want to grow for the sake of growth, but to offer a better service; I am not obsessed with the turnover figure or with being in more countries than I want to be.” Vives doesn’t hesitate to spotlight tactical coherence: “The paradox may be that there are certain firms that are in more countries than they would like to be in.”
The newest expansionary guess crystallized a 12 months in the past with the incorporation of the Sánchez Devanny legislation agency in Mexico. The result’s overwhelming: “Mexico is already the second most important country in terms of office turnover,” he emphasizes with satisfaction.
The Aztec nation has established itself as a key market, with a development in capital mobilized in M&A (mergers and acquisitions) of 86%, in line with TTR Data. A effervescent that stirs up the competitors. “Each office has its circumstances,” says Vives concerning the switch of the managing accomplice of Pérez-Llorca to Mexico City for a 12 months. “Garrigues’ strategy is to be the reference firm in Latin America and to function as a single firm for clients and supervisors,” he factors out. “We are in a good moment to take advantage of economic growth both in this and other countries in Latin America,” he provides.
According to the supervisor, the circumstances permit them to steer clear of the siren tune of the funds, whose injections have not too long ago fueled legislation companies similar to Auren or Ecija. “Garrigues does not need capital to grow. We have no limitations, either in size or financial capacity, to invest in what we want,” he says. In common, he displays, incorporating a background “is neither good nor bad, it is appropriate or inappropriate to your reality.”
Business legislation has lengthy since stopped its navel: “It is a sector that is very open to the market,” Vives emphasizes. This assertion matches with the agency’s vocation to anticipate its purchasers’ issues. Working with synthetic intelligence (AI) “is a necessity for the firm because it is also a necessity for our clients.” [de los que nunca hablan]that are on the prime of their sectors.” For this reason, Garrigues was a pioneer in having its own generative AI platform, Garrigues GA_IA. “We do not wish to promote smoke,” he summarizes the commitment.
Equipment
There is no crystal ball capable of predicting the final impact of this revolution, but Vives is certain: “The use of AI forces you to be a greater lawyer; those that do with out it will likely be not noted of the sport.” However, he assures that it is “very difficult” to measure its influence on hourly performance due to the different use in each area.
Immersion in technology is consistent with the configuration of the workforce: “More than 50% of our people are under 40 years old.” To retain talent, the firm makes sure to “pay what we think is reasonable and to be at the top in each market.” Vives affirms that paying professionals well is “something that constantly worries us.” And he demystifies: “If Garrigues has value, it is because of the team, not because there are certain partners who are very brilliant.” In remuneration policy, as in other decisions, “balance” is key for the leader.
The center of gravity is the firm: “I have rejected offers and I don’t regret it: the office is my life,” says Vives, who confesses to being “very impatient.”
When the lights go out, he enjoys debating or writing about legal issues. He prides himself on being a full academician of the Royal Academy of Jurisprudence and Legislation. For Fernando Vives, collecting books—in his house he accumulates more than 10,000—is an obsession. Changes on the horizon? “This is not the time to talk about succession, although it doesn’t worry me at all,” he says, confident in the youth team.
Does ‘partnership’ have a ceiling?
He partnershipa structure in which partners share ownership, management, profits and risks of the firm, is prevalent among business law firms. In Garrigues, this club It already has 370 chairs. About 60% have been promoted internally in the last 15 years. Every year, the firm recruits about fifteen new partners. Is this pace sustainable? “I see no limits; the highest of the chairs of the partnership “It is in the profitable growth of the firm,” assures its government president, Fernando Vives. The supervisor defends that it’s the mannequin that matches the agency and “the best way to practice our profession.” “The most important thing for all partners is the sustainability of the firm and not the annual maximization itself,” he assures.
https://elpais.com/economia/negocios/2026-02-15/fernando-vives-garrigues-supero-los-500-millones-de-euros-de-ingresos-en-2025.html