Insights from Elliott Portnoy - 'Legal Tech in Context: The Future of the Legal Business'
Few lawyers have shaped the global legal market as profoundly as Elliot Portnoy, the founding Global CEO of Dentons, the world’s largest law firm. Under his leadership, Dentons grew out of a transatlantic combination in 2010 into a 12,000-lawyer giant operating across more than 80 countries. Its defining feature, a Swiss verein structure, enabled rapid international expansion into jurisdictions that traditional firms could not enter, while pioneering a “polycentric” model of global governance.
Here are some key takeaways from our discussion with Elliott on the 04.11.2025!
Q. Why did Dentons choose the Swiss Verein structure?
A: The verein wasn’t a philosophical choice; it was a pragmatic one. One of the great things about law firms is that there is no single winning strategy. The Swiss verein structure was the only structure that allowed Dentons to operate in jurisdictions where local ownership of law firms is mandatory, such as China or Venezuela.
Dentons wasn’t born inside the Magic Circle or NYC elite, so there was a gap in the market for a firm that could be truly global while giving local offices significant autonomy.
Q. How insulated do you think the legal market still is from outside competition?
A: In markets like the U.S., state bar rules still prevent non-lawyer ownership of law firms, which creates a buffer. But that’s only temporary insulation.
Every time law firms have tried to make themselves “indispensable,” competition eventually finds a way in. The Big Four are already competing head-to-head with law firms in many jurisdictions outside the U.S. and UK.
There’s a mythology that they don’t compete with us — but they do. They bring strengths in technology, workflow, and client service that most law firms still lack.
Q. What about the impact of AI on legal training and careers?
A: One of the tragic side effects of AI adoption is the decline of the apprenticeship model. Junior lawyers are losing the close mentoring that teaches judgment and quality control. That’s why it’s more important than ever to find an environment with mentorship. That means somewhere you can make mistakes and learn from them.
At the same time, AI will make the market more competitive. You’ll need to be fast, tech-fluent, and commercially aware. The one skill AI hasn’t replaced is the ability to generate business by building relationships, earning trust, and bringing in clients.
Q. What’s your advice for students entering such a rapidly changing profession?
A: First, become fluent in technology and not just conceptually, but practically. Pick a legal tech company, study it, offer to help, and learn how its product works. Second, find mentorship. You need people who’ll teach you how to evaluate and supervise others’ work. And third, work on your personal brand and business skills. Technology can handle analysis, but it can’t replicate the human ability to build relationships and generate trust. That will always be your edge.
