Interview with: Nikos Buxeda, Managing Partner, Miriam Figueroa, Deputy Managing Partner

1) What do you see as the main points that differentiate DLA Piper from your competitors?

DLA Piper is the only full-service international law firm with an office in Puerto Rico.  As a result, we are uniquely positioned to assist US and international businesses with their investments in Puerto Rico, and to assist Puerto Rico-based businesses interested in expanding their business to other jurisdictions.

In addition, DLA Piper’s 4,000 attorneys in 90 offices, its investment in information technology and its enormous database of documents give us access to a wealth of knowledge, experience and resources which is unique in Puerto Rico.

The great majority of our attorneys have undergraduate or graduate degrees from US universities, and several are New York law qualified and have practiced in New York and other international offices.  The bicultural, bilingual and dual legal system experience of our attorneys is a particular asset for transactions in Latin America under New York law, and for Latin American investors doing business in the United States.

DLA Piper is institutionally committed to merit-based hiring and diversity and inclusion.  As a result, 5 of the 8 partners of the Puerto Rico office are women, and several have both local and regional leadership positions.

Finally, DLA Piper is also institutionally committed to pro bono initiatives, and in the past several years our office has donated hundreds of thousands of dollars in cash and legal services to multiple pro bono and cultural causes, ranging from education to community projects to the arts.

 

2) Which practices do you see growing in the next 12 months? What are the drivers behind that?

A combination of factors beginning in the mid-1990s resulted in a long recession which began around 2006 and eventually led the Puerto Rico Government to default on its bonds.  This in turn led to a contraction in both private and public construction and infrastructure projects and lack of maintenance of existing infrastructure. This contraction and the crisis in government finances also trickled down to the local economy, unemployment increased, and migration reduced our population.  In response, the U.S. Government approved a quasi-bankruptcy law for the local government and its instrumentalities; and appointed a fiscal board which is responsible for approving Puerto Rico’s budgets and representing Puerto Rico in the quasi-bankruptcy proceedings.  The fiscal board has restructured the Puerto Rico central government debt.  In addition, Hurricane Maria (although devastating in the short term) resulted in the U.S. Government committing many billions of dollars to reconstruction of infrastructure projects (and specifically for upgrades to the electric grid, water systems, housing and roads).  Finally, the end of the COVID pandemic has resulted in a large increase in tourism. Many Puerto Ricans that had migrated are returning to the island.

The combination of pent-up demand for housing, the need for upgrades to existing infrastructure (such as ports and roads), federal funds for infrastructure projects, the stabilization of government finances and an increase in tourism has already resulted in multiple residential housing, hotel, marina, road, ports, electric grid, electric generation (including renewables and natural gas projects), and other infrastructure projects, and we expect that trend to continue.  Furthermore, the lack of available capital has made Puerto Rico a leader in public-private partnership projects, and we expect that trend to continue as well.

 

3) What’s the main change you’ve made in the firm that will benefit clients?

The Puerto Rico office opened in 2016 as a tax and corporate boutique.  We have since added litigation and regulatory, environmental and permitting, labor and employment and white collar and corporate investigation practices.  This growth has responded to client demand for a full suite of high-level business law services.  We also continually strive to integrate our office to the broader DLA Piper platform.

 

4) Is technology changing the way you interact with your clients, and the services you can provide them?

The trend to 24-hour availability of legal counsel was sped up by the COVID pandemic.  Our office was fortunate that DLA Piper had made the necessary investments in IT infrastructure and training, so we were able to move to a remote work environment immediately and smoothly.  We have access to our communications and IT systems from our home, from our cars, from anywhere that there is a cell phone signal.  Although this can be beneficial to clients sometimes, it places stress on our human resources and can lead to work product and decision-making that represents client’s request for expeditious advice and less detail. It is a challenge that requires educating the client on the implications of their priorities, but ultimately, it is the client’s decision.  Navigating this new environment is a work in progress for both law firms and their clients.

DLA Piper also has a market leading artificial intelligence practice, which includes the development and implementation of AI solutions/applications. This is not only a cutting-edge practice on a global level but something that clearly distinguishes us from other firms doing business in Puerto Rico.  We are already working with big clients in Puerto Rico, implementing remarkable AI solutions to their legal and business needs, not only in English, but in Spanish and across industries.

 

5) Can you give us a practical example of how you have helped a client to add value to their business?

We have clients that, through our geographic network and expertise in practice areas, have been able to expand their businesses outside the island because they have found in us (i) the knowledge and resources to advise them regarding the legal landscape in North and South America, and (ii) the business connections outside of Puerto Rico.  We also identify potential business opportunities in and outside Puerto Rico, both to our local clients and to other DLA clients world-wide regarding opportunities in Puerto Rico. Finally, through our alliance with consulting firms like The Cohen Group, our clients have available intelligence and support with respect to political, economic and strategic needs to navigate the realities in the Region.

 

6) Are clients looking for stability and strategic direction from their law firms – where do you see the firm in three years’ time?

Clients are looking for creative solutions to their problems, responsiveness and high-quality work product.  Stability comes from the ability to meet these standards, not the other way around.  We are confident that we can continue to meet our client’s needs, and as a result our office will be well-positioned in the local market for years to come.