RocaJunyent Grupo approves its 2027 strategy with 51 million in revenue, 12 offices and 80 partners

RocaJunyent Grupo has approved its strategic plan through 2027, with revenue exceeding 51 million euros, a structure of 12 offices and a partnership of 80 partners. The plan, approved by the group's governing bodies, sets the growth roadmap for the coming years at a time of reorganisation in the Spanish mid-to-large law firm segment.

Consolidated figures

The group, which integrates RocaJunyent's legal practice with complementary professional services, consolidates a structure that combines the Barcelona headquarters - its historic centre - with a national and international network. The 12 offices give it coverage in the main Spanish economic centres and in selected foreign jurisdictions.

The plan places the emphasis on the quality of growth rather than its speed: strengthening the highest value-added practice areas, incorporating talent in strategic niches and improving the group's internal profitability per partner.

The strategy's axes

The approved roadmap prioritises three lines of work. First, the reinforcement of the corporate, litigation and tax practices, the group's traditional engines. Second, investment in technology and internal processes, including the adoption of artificial intelligence tools in document production and knowledge management. Third, the development of the international network through alliances with independent firms in key jurisdictions for its client base.

The group thus joins the movement of Spanish firms that, instead of competing by size with the international giants, are opting for deep specialisation and a structure agile enough to serve upper mid-market clients and large family businesses.

The group's model

RocaJunyent Grupo operates as an integrated professional services platform: alongside the law firm, the structure includes consulting and business services units that share clients, management and infrastructure. The model, closer to the Anglo-Saxon alternative legal service providers than to the classic Spanish partnership, allows it to capture work that a traditional firm would leave outside its perimeter, from regulatory compliance to outsourced legal operations.

The plan also contemplates selective additions of partners and teams in the offices with the greatest traction, without ruling out specific integrations if the market offers opportunities at reasonable valuations.

Talent and internal economics

The document approved by the group devotes a specific chapter to internal economics: partner productivity, matter profitability and lock-up control. The management acknowledges that the growth of recent years demands tighter financial discipline, and the plan sets annual targets per office and per practice area, with individual accountability for partner performance.

International reach without a foreign network

Unlike firms that have opened their own offices abroad, RocaJunyent Grupo maintains its international coverage through best-friend alliances with independent firms in Europe and Latin America. The plan renews that bet: its managers argue that the alliance model preserves the group's independence and avoids the fixed costs of a proprietary network, while keeping the capacity to serve clients in cross-border matters with local quality.

A segment in reorganisation

RocaJunyent's announcement comes as the segment of national firms between 30 and 100 million euros in revenue is experiencing a reorganisation: mergers, international alliances and generational transitions are redrawing the map. The group's bet on a multi-office structure and an enlarged partnership places it among the candidates to absorb part of the talent and clients released by those movements.

The 2027 plan also includes objectives for training and internal promotion, in a market where retaining young talent has become as strategic as attracting it.

The plan echoes the operational discipline we analysed in the account plan for law firm pipelines.

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