Two decades of legal excellence: Rebaza, Alcázar & De Las Casas celebrates 20 years of innovation and client trust

Leaders League: Take us back to 2004. What was the biggest challenge in starting the firm?  

Alberto Rebaza: Without a doubt, the greatest challenge we’ve faced ─ not only at the outset but throughout the firm’s journey ─ has been, and continues to be, leadership and talent management.

When we first started, with just five people ─ two lawyers and three staff members ─ it was crucial to establish a clear vision and purpose that would attract top talent. We needed to instill confidence in a successful future, assuring those we brought on board that the leadership team was fully committed to making it happen. This allowed us to attract first-rate partners and associates, and in a short span of time we transformed into a leading boutique firm specializing in M&A and corporate finance.

As we grew, it became essential to clearly define our strategy, set rules for the partnership, and create a professional growth plan for associates. One of the ongoing challenges was fostering a culture where the talented individuals we attracted could unite under a common purpose ─ forming cohesive, collaborative and dynamic teams capable of managing the most complex transactions in the country.

As we expanded into new practice areas, the challenge evolved: we needed to ensure that all parts of the firm shared a single culture, aiming to become what the author David Maister describes as a true “one-firm firm”

Equally important has been the role of our staff. It’s been a significant challenge, and a priority, to ensure that we see ourselves not only as a top-tier, sophisticated international law firm but also as a well-functioning business. Our internal departments ─ administration and finance (with our manager actively involved in the management committee), marketing, business development, human resources, innovation, and technology ─ are just as vital to the firm’s success as any other area of practice.

I believe we’re succeeding in empowering our staff and cultivating a culture of inclusion and horizontality, where everyone ─ whether professional or non-professional staff ─ feels that the firm is a place for both personal and professional growth. We’ve fostered a strong sense of commitment across all roles, ensuring that every individual at the firm feels valued and recognizes the importance of their contribution.

 The greatest challenge we’ve faced... has been, and continues to be, leadership and talent management

What have been the most difficult moments for the firm so far?

The most challenging moment for the firm came when we faced a reputational crisis due to the misconduct of a partner who, unbeknownst to us, engaged in actions that were investigated and ultimately resolved – an investigation the partner in question willingly cooperated with.

This crisis put our culture, our reputation and our resilience to the test. We had to withstand the scrutiny that arose from these actions, and it challenged the unity of the team, which had placed its trust in the firm based on the integrity of the partners and the belief that they would lead the firm through difficult times.

In hindsight, I believe this experience made us stronger. It reinforced the bonds between partners and associates, fostering a deep sense of unity within the firm. More importantly, it prompted us to implement a comprehensive transformation, significantly improving our compliance mechanisms and adopting best practices in law firm management.

If you had to choose a moment in the history of the firm that gives you the most satisfaction, what would it be?

If I had to choose a defining moment, I would choose the one we are discussing right here ─ reaching the milestone of  the firm’s 20th anniversary.

First, there’s the satisfaction of seeing a successful firm that has distinguished itself by handling complex and sophisticated matters, whether in transactions, consulting, or civil, criminal or arbitration litigation. This sets us apart from the competition, especially as we approach a new era with the deepening integration of artificial intelligence. Bringing together such a talented team ─ associates, partners, and our professional and administrative staff ─ has been crucial to achieving this differentiation.

The second thing that fills me with pride is the firm foundation we’ve built for the development of every member of the firm. It’s incredibly rewarding to see, day by day, that everyone at RAD feels this is a place where they can grow both professionally and personally.

Looking ahead to the next 10 years in the life of our firm, I expect a deep strategic review will take place within the next two to three years. This will not only involve expanding key areas that are aligned with the firm’s DNA but also exploring new consulting services.

I also envision that, during these years, we will need to further consider how to continue our internationalization process. This could involve maintaining representative offices in key countries, and possibly entering markets where we can make a meaningful impact in local law practice.

In terms of strategic review, we have completed an analysis of what additional services we can offer as an organization. Today, a law firm is not just a hub for legal advice; it’s also a platform for strategic guidance in the organic and inorganic growth of our clients’ businesses. This makes it an ideal foundation for developing complementary services that go beyond our core legal offerings.

 Celebrating the firm’s 20th anniversary is a defining moment that showcases our success in handling complex matters and fostering professional growth for every team member.

How has technology influenced the practice of law at your firm, and how do you see it shaping the future of legal services?

I believe technology has probably turned out to be one of the simplest aspects to manage within a firm.

Since our founding, we’ve always been open to technological innovation. Today, I see artificial intelligence as a new ally, helping us improve service quality and increase efficiency.

What we’re witnessing now is that AI, along with other technological tools, is set to create a structural shift in how services are delivered. In my view, the success of AI implementation will largely depend on the firm’s model. As I’ve mentioned, we have the unique advantage of having focused on complex, value-added matters from the very beginning. For the kind of work we do, AI tools aren’t a threat to our practice ─ they’re a powerful ally.

What have been the main changes in the legal world in the last two decades and how has the firm adapted to these changes?

I believe the most significant change in recent decades is that law firms have evolved into service companies, much like investment banks, business consultancies or auditing firms.

This shift has pushed us to become more sophisticated in various processes: project management, pricing, marketing, business development, recruiting, and so on. The competitive landscape has intensified, and we now have to prove our strengths in each of these areas on a daily basis.

Law firms have evolved into service companies, much like investment banks and consultancies, necessitating a focus on efficiency and excellence.

Clients view us as service providers, which means they expect efficiency in both time and cost. Our firm has been a leader in embracing this change, positioning ourselves as a service-oriented company focused on excellence. We’ve consistently implemented policies to enhance our services, but we’ve also placed a strong emphasis on areas that many firms might overlook ─ such as the crucial role our non-legal departments play in driving the firm’s growth.

Moreover, one of the biggest challenges we face today is the ongoing competition for top talent. As we like to say, to win the Champions League, you need players of Champions League caliber. This analogy to football reflects our firm’s belief that the quality of our team is critical to our success. Attracting and retaining top-tier talent is essential to delivering the level of service and expertise our clients expect.

In addition, I believe we’ve been more proactive than other firms in adopting best practices for efficiency, including better pricing models, improved project management, and a more effective distribution of responsibilities. For example, our administrative departments handle many tasks that, at other firms, are still managed by lawyers, which can detract from their core responsibilities.