When most people think of law firms, they picture lawyers working independently on cases, billing clients, and sharing office space. For Carlos Ocampo, founding partner of what is now Ocampo, Manalo, Valdez, and Lim Law, that was never enough. Drawing from his early exposure to corporate management, he envisioned a law firm that operated not just as a group of lawyers—but as a professional institution governed like a corporation.
“When we started, we were in a 30-square-meter office with two lawyers,” Ocampo recalled in an interview with Financial Adviser PH. “Now, we’re in a thousand-square-meter office with more than 60 people—about 30 lawyers and 30 non-lawyers—and 250 clients. That growth didn’t happen by accident. It was intentional, built on structure, governance, and teamwork.”
Building a Law Firm on Corporate Principles
Unlike traditional firms where revenues are split loosely among partners, Ocampo’s vision was to create a system that resembled corporate management. This meant having teams with defined roles, profit-sharing systems, and clear governance structures.
“We ran the firm like a corporation. We had corporate governance, we had a management committee, and everything was transparent,” Ocampo explained. “The key was building a culture where everyone contributed, and everyone shared in the growth.”
By institutionalizing these structures, Ocampo ensured that success did not depend on any single lawyer’s billings, but rather on the collective strength of the firm.
Profit-Sharing and Equity Partnerships
For Ocampo, professionalizing the firm also meant rethinking compensation. Rather than rewarding only individual output, he introduced profit-sharing and equity partnership systems designed to encourage collaboration and long-term commitment.
“In the beginning, we decided that the firm would operate as a partnership, not just by name but by practice,” he said. “We set up a system where lawyers could grow into equity partners. It wasn’t just about salary—it was about ownership, accountability, and sharing in the risks and rewards.”
This model not only incentivized high performance but also ensured the firm’s stability. Lawyers who bought into the system saw themselves not merely as employees but as business partners committed to sustaining the firm’s legacy.
Knowledge Transfer as a Strategic Priority
Scaling any professional services firm comes with a major challenge: how do you ensure quality and consistency across multiple teams? For Ocampo, the answer lay in knowledge transfer.
“We made sure that knowledge was not kept by just one or two partners. We had to transfer skills, strategies, and even relationships to younger lawyers,” Ocampo told Financial Adviser PH. “That’s how you build continuity. You don’t want the firm’s future to collapse just because one partner steps away.”
By formalizing mentorship and embedding systems of learning, Ocampo created a pipeline for leadership succession and continuity of service.
Succession Planning for Long-Term Growth
A law firm, like any organization, must prepare for the future. Ocampo knew that ensuring continuity meant putting succession planning at the heart of governance.
“The reality is, you can’t be there forever,” he said. “So, you have to prepare the next generation of leaders. You have to pass on knowledge, instill values, and give them opportunities to grow into leadership roles.”
Through succession planning, the firm ensured that client relationships, governance structures, and institutional knowledge were not tied to individuals but sustained across generations of lawyers.
Key Lessons for Professionals
Carlos Ocampo’s experience demonstrates how running a law firm like a corporation can unlock scale, resilience, and sustainability. His approach highlights three core lessons for professionals and entrepreneurs alike:
Governance drives growth – Without clear systems of accountability and decision-making, organizations hit limits. Corporate-style governance provides the structure needed for scale.
Ownership creates commitment – Profit-sharing and equity partnerships give professionals skin in the game, ensuring that their success is tied to the firm’s long-term future.
Knowledge transfer sustains continuity – A professional services firm is only as strong as its ability to pass down expertise. Building systems for mentorship and succession ensures resilience.
For Ocampo, building a firm was never just about lawyering. It was about creating an enduring institution. “We started with nothing,” he reflected. “But by running it like a corporation, by sharing ownership, and by preparing the next generation—we built something that lasts.”
