Founders call Khalid Al Abdan too late — and that’s the pitch behind Defence Law Firm

Khalid Al Abdan saw a generation of Saudi founders building fast — raising, hiring, striking partnerships — and spotted the service they’d need: Advisers in the room when equity is split, technology ownership is documented, and fundraising terms are set, before any of it hardens into a problem. That is the pitch behind Defence Law Firm, which he co-founded on a legacy dating back to a practice established in 2006.

Each week, My Morning Routine looks at how a successful member of the community starts their day — and then throws in a couple of random business questions just for fun. Speaking to us this week is Khalid Al Abdan (LinkedIn), co-founder of Defence Law Firm. Edited excerpts of our conversation:

EnterpriseAM: What prompted you to establish Defence Law Firm?

Khalid Al Abdan: The belief that a lawyer’s role should go beyond resolving legal problems to helping build businesses, protect investments, and support strategic decisions. The firm builds on a legacy dating back to 2006, when Alabdan Law Firm was established by Professor Dr. Ahmed Alabdan. In late 2023, we began developing that experience under a new identity aligned with the Kingdom’s economic and investment transformation. The gap I saw was that startups, entrepreneurs, and investors needed advisers who understand their commercial objectives and offer practical solutions — advisers who are part of the decision-making process rather than reviewing decisions after they are made.

E: What were the hardest challenges in building the firm?

KA: Earning and maintaining trust. The Kingdom’s legal market is home to well-established names, so we had to give clients a reason to choose us based on the quality of our services and our understanding of their needs. Building the right team mattered just as much. Legal knowledge alone is not enough, and we need people who can analyze issues, understand commercial risks, and communicate well. A key decision was choosing a clear presence in sectors where we could add value rather than competing across every practice area at once. Rapid growth is not necessarily an indicator of success.

E: How has the business model evolved?

KA: After the restructuring and rebranding in 2024, we moved to a more integrated approach centered on specialization, long-term client relationships, and services tailored to how businesses’ needs evolve — from day-to-day legal support to advice on investment deals, restructuring, and complex disputes. Litigation and rights protection remain essential, and proactive advisory work, governance, and risk management prevent disputes and improve commercial decisions. The goal is to be a long-term partner rather than a provider of legal services on demand.

E: What are the firm’s priorities over the next few years?

KA: Three things, in balance: Deepening our specialization in corporate and investment law, governance, and M&A; developing our institutional model by investing in talent, systems, and procedures that deliver consistent quality at scale; and building partnerships with financial institutions and investment banks in the investment ecosystem. Geographical expansion is among the options, but any expansion has to be driven by genuine market demand while we maintain the same level of service.

E: How has demand for legal services changed as the private sector and investment environment have grown?

KA: Previously, much of the demand was tied to disputes companies faced after they had arisen. Today, there is growing awareness of the value of legal advice at the planning and establishment stages, before major commercial decisions are made. Legislative developments — including the Companies Law and the Investment Law — have increased demand for specialized services as international investors enter the market, local companies expand, and new business models emerge.

We see growing demand in company formation and structuring, governance and compliance, investment agreements, shareholder relationships, M&A, and the protection of intellectual property, data, and contractual rights. The next phase will bring more demand for advisers who combine deep specialization with an understanding of different economic sectors.

E: What are the most common mistakes startups make when setting up and fundraising?

KA: Prioritizing product, customers, and fundraising while postponing legal matters. Some startups begin with partnerships based on personal trust, without clear agreements defining founders’ responsibilities, management powers, and partners’ rights. Others allocate equity without considering actual contributions and future commitments, fail to document ownership of key technologies and IP, or overlook how fundraising terms affect ownership, governance, and investors’ rights.

Early-stage governance means clear, proportionate rules that protect founders and support growth — investors assess the legal structure, ownership clarity, and potential exit options, beyond the business idea. Prepare for investment from the earliest stages, rather than waiting until an investor comes along.

E: What’s the most important lesson you’ve learned about building a business in the Saudi market?

KA: Establishing a company can be far easier than building an institution capable of sustaining itself. In the early stages, a founder can rely on personal effort and relationships. As the business expands, that stops being enough. Some founders expand before the internal foundation is solid, or measure success through revenue alone without considering profitability and operational quality. Choose your partners carefully, set clear responsibilities from the outset, and build a team and systems that reduce the company’s dependence on you personally. The Saudi market offers significant chances today, and it has become more competitive — so the ability to learn and adapt is one of the most important ingredients for success.

Khalid’s favorites

How he starts his day: Reviewing priorities, key decisions, and the team’s progress. Effective time management is about focusing on the tasks with the greatest impact, rather than completing more tasks.

His best piece of advice: Don’t limit yourself to your specialization or job title. Anyone who wants to start a business should understand how companies operate across departments. Real experience comes from taking responsibility, making mistakes, and learning from them.

Outside work: High-performance fitness training and horse riding — both help me maintain discipline and balance. And time with friends, exchanging ideas and discovering new things.