How to internationalise your business

Lachezara Manolova

Kambourov & Partners, Sofia

manolova@kambourov.biz  

For many law firms, international legal work is already part of their practice. Whether it is advising foreign investors, navigating cross-border transactions or handling disputes with an international element, legal teams often engage beyond their own jurisdictions. But true internationalisation is more than just taking on occasional cross-border matters. It is about creating a deliberate strategy to attract global clients, build strong international networks and position the firm as a recognised player in the global legal market.

And importantly, internationalisation does not always mean opening new offices. Many firms successfully serve international clients from their home jurisdiction and form strategic partnerships to provide seamless cross-border legal support.

So how can firms position themselves for long-term success in the international legal market? It starts with understanding where opportunities already exist, building on current strengths and expanding internationally without overstretching resources.

Finding opportunities in existing expertise

When firms consider internationalising, new markets are often the first thing that comes to mind. But expanding internationally is not always about venturing into the unfamiliar or overhauling the firm’s services. More often than not, the best opportunities for cross-border growth are already within reach. They just need to be fully recognised and developed:

• Cross-border matters that are already part of the firm’s work: legal teams often handle issues involving foreign clients, international transactions or local regulatory frameworks that affect businesses operating across multiple jurisdictions. Rather than seeking entirely new markets, a more effective first step is to double down on these existing cross-border elements and find ways to attract similar work more consistently.
• Foreign clients with legal needs in your jurisdiction: international businesses frequently require legal support in new markets, whether for investment, compliance, dispute resolution or regulatory matters. If a firm already advises multinational corporations or foreign investors, strengthening its positioning, visibility and engagement with this audience can unlock new opportunities.
• Industries where cross-border legal work is the norm: some sectors, such as finance, technology, life sciences and trade, naturally involve multi-jurisdictional legal issues. Firms already active in these industries can become more competitive internationally by refining their service offering and strengthening industry ties.

Turning insights into a plan

Identifying international opportunities within the firm’s existing work is a strong first step, but without a plan, those opportunities can remain scattered and inconsistent. Growing internationally in a sustainable way requires deliberate action rather than just reacting to whatever global opportunities come the firm’s way.

This is where a clear international growth plan comes in. Firms can create a roadmap and break the process into clear, manageable steps that align with their capabilities, client demand and long-term business objectives:

• Set specific goals: so what does the firm actually want to achieve? Attract more foreign clients, handle more multi-jurisdictional matters or strengthen global referral networks? Defining clear objectives from the outset keeps international efforts focused and measurable.
• Prioritise efforts based on strengths: not all international opportunities offer the same strategic value. Focusing on regions, industries or legal services where the firm has a competitive advantage and strong client demand leads to more sustainable growth.
• Define a competitive edge: a strong differentiator makes expansion more effective, whether it is a niche practice area, deep industry expertise or an innovative service model. Clients and partners need a clear reason to choose one firm over another in global markets.
• Allocate resources wisely: expanding internationally requires investment in legal expertise, technology and business development. Without careful planning, firms risk diluting their strengths rather than reinforcing them.
• Take a phased approach: cross-border growth is more sustainable when it follows a phased approach, such as starting with one or two priority industries or markets, refining the strategy and then expanding further.
• Ensure firm-wide alignment: lawyers, business development and marketing teams all play a role in the internationalisation process. A strong strategy brings these efforts together, making execution more seamless and effective.

Developing new capabilities

A firm’s existing expertise might open doors to international markets, but maintaining a competitive edge means continuous evolution. With new regulations emerging, industries transforming and client expectations changing, firms that rely solely on what has worked in the past risk falling behind. At the same time, jumping on every new trend can lead to wasted resources and unfocused expansion.

The key is to develop new capabilities in a way that is intentional, sustainable and aligned with long-term client needs:

• Anticipate client needs rather than reacting to trends: international clients expect their legal counsel to understand not just the law, but also the direction in which business and regulation are heading. Expanding capabilities should be driven by careful analysis of where the client demand is going, rather than a reactive approach to market buzz.
• Deepen expertise in high-impact legal areas: certain practice areas are becoming increasingly international by nature. Extending knowledge in fields such as data protection, environmental, social and governance (ESG) compliance, international trade law and cross-border tax structuring can position a firm as a forward-thinking international player.
• Build international commercial and regulatory awareness: while firms do not need to become experts in every jurisdiction, developing a deeper understanding of cross-border business environments, regional legal trends and regulatory frameworks strengthens international credibility. This can be achieved through targeted hiring, training, industry engagement and partnerships with local experts.

Adapting client engagement and relationship management

Winning international work is only part of the equation. The real challenge is building trust, ensuring smooth collaboration and creating lasting relationships with global clients. But legal expertise alone does not guarantee success. How a firm communicates, structures its services and adapts to different business cultures can be just as important.

Expectations around service, pricing and responsiveness can vary across markets. Understanding and adjusting to these differences helps firms position themselves as reliable advisors to international clients:

• Improve communication: foreign clients work across multiple time zones and regulatory environments, so legal teams must be responsive and adaptable. Firms that establish efficient workflows for updates, reporting and case progress tracking create a smoother client experience.
• Offer flexible pricing models: many global businesses prefer fixed fees, retainers or project-based pricing over traditional hourly billing. Being open to alternative fee arrangements makes a firm more attractive in international markets.
• Enhance linguistic and cultural fluency: strong legal knowledge is not always enough and language barriers and cultural differences can sometimes get in the way and complicate cross-border matters. Multilingual capabilities, international experience and cultural awareness make it easier to inspire client confidence and avoid miscommunication.
• Foster long-term relationships with tailored service: global clients value firms that anticipate their challenges and provide insights beyond immediate legal needs. Sharing industry updates, jurisdiction-specific risk assessments and proactive legal strategies keeps clients engaged and strengthens long-term partnerships.

Building international relationships

Strong professional relationships are at the heart of international expansion. Whether through legal networks, industry events or referral partnerships, firms that build meaningful connections create more opportunities for international work. But establishing an international presence takes more than occasional networking. Lasting partnerships come from consistent engagement, strategic collaboration and a long-term commitment to maintaining those connections.

A structured approach to relationship-building helps firms develop real cross-border business opportunities. This includes:

• Making the most of legal conferences: events organised by the IBA and other professional associations provide excellent networking platforms, but passive attendance rarely leads to real results. Speaking on panels, moderating discussions or contributing to committees raises the firm’s profile and positions lawyers as credible international practitioners.
• Engaging beyond legal circles: attending industry-specific forums, such as fintech, energy or global trade summits, provides direct access to corporate decision-makers who need cross-border legal support. Extending networking efforts to where clients are, rather than just where lawyers are, creates stronger business opportunities.
• Developing referral partnerships: one-off referrals generate occasional work, but structured partnerships with trusted firms in key jurisdictions can create steady international collaboration and a more predictable flow of work. Many cross-border legal matters, such as multi-jurisdictional mergers and acquisitions (M&A) or international arbitration, require seamless cooperation between firms, making strong referral networks essential for effective service delivery.
• Maintaining ongoing collaboration: strong professional relationships grow through shared experiences and joint initiatives. Programmes such as secondments, joint training, co-authored publications and knowledge-sharing projects help firms build trust, exchange expertise and establish stable international partnerships over time.

Strengthening digital presence

A solid digital presence is key to successfully internationalising, but firms need more than just a website and a LinkedIn profile. Clients in different markets search for legal services in different ways, and firms that tailor their digital strategy to match these behaviours will be far more effective in reaching the right audience.

Instead of treating digital marketing as a passive visibility tool, firms can use it strategically to engage international clients and build trust across jurisdictions:

• Choose the right platforms for each market: a firm’s go-to channel in one country might be irrelevant elsewhere. While LinkedIn may be dominant for professional engagement in some regions, others rely on legal directories, regional business associations, chambers of commerce or industry-specific platforms to find legal services. Knowing where potential clients look for legal support helps firms focus their efforts effectively.
• Create content that speaks to international clients: instead of broad legal updates, firms can build credibility by offering content tailored to international clients, such as market entry guides, compliance briefings and cross-border transaction insights. Offering this content in multiple languages further increases engagement.
• Optimise for search and local discoverability: a well-designed website is not enough if foreign clients cannot find it. International search engine optimisation (SEO) strategies should include localised keywords, translated pages and listings in relevant business directories. Even small adjustments, such as using the exact legal terminology clients search for in different jurisdictions, can significantly improve global online visibility.

Responding to ESG expectations

ESG considerations increasingly influence how multinational companies choose law firms and manage regulatory risks. While sustainability priorities differ across regions, many global clients seek advisors who understand ESG-related legal requirements and also integrate responsible business practices into their own operations – not as a marketing tool, but as proof of real commitment to ethical governance and sustainability.

• ESG as a law firm selection factor: multinational companies assess law firms not just for legal expertise, but also for their alignment with ESG principles. Firms that demonstrate strong governance, ethical commitments and sustainability initiatives may have a competitive advantage with international clients that prioritise responsible business practices in their partnerships.
• Advising on ESG compliance and risk management: international clients often need local guidance on ESG regulations, including corporate governance laws, supply chain due diligence and environmental compliance. Law firms that help clients navigate jurisdiction-specific ESG risks and adapt to evolving regulatory expectations can offer a significant advantage.

Using technology

Technology enables law firms to manage cross-border work more effectively, reducing logistical barriers and enhancing service delivery. The right digital tools streamline communication, improve cross-border case management and keep firms updated on regulatory changes affecting foreign businesses.

• Seamless cross-border collaboration: secure digital platforms allow for real-time collaboration with international clients and foreign counsel, bridging time zone gaps and ensuring efficient teamwork.
• Efficient case and document management: workflow automation and case management tools help track complex legal matters, organise large document volumes and ensure deadlines are met in multi-jurisdictional cases.
• Regulatory awareness: regulatory monitoring platforms track legal developments and evolving compliance requirements, helping firms anticipate risks and provide timely guidance to international clients.

Evaluating and refining

Successfully internationalising is an ongoing process of adapting to market realities, refining business development efforts and staying aligned with client needs. Firms that take a proactive approach to evaluating their international strategy will be better positioned to sustain long-term success. This includes:

• Assessing performance: regularly tracking foreign client acquisition, referral patterns and cross-border case volume helps pinpoint what is working and where adjustments are needed.
• Gathering insight: feedback from international clients, referral partners and industry connections can uncover practical areas for improvement, whether in positioning, engagement or market focus.
• Monitoring market trends: understanding how other firms price, position and structure their international work provides useful benchmarks for refining your strategy. The goal is not imitation, but clarity on what differentiates a firm’s international approach from others.
• Staying responsive: regulatory updates, political shifts and economic conditions can all impact international legal work. Firms that actively reassess their approach and stay agile will be better prepared to navigate challenges and seize new opportunities.

Wrap-up

Internationalising works best when it is intentional, adaptable and aligned with real opportunities. Success comes from focusing on where the firm can make the biggest impact, building strong client and partner relationships and staying ahead of industry shifts.

It is important to remember that a well-executed internationalisation strategy is not static and evolves over time. As client needs change and new markets open up, flexibility and continuous refinement ensure sustainable growth and a stronger global presence. The firms that take a measured, client-focused approach will be best positioned to thrive.