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We believe that the most profound challenges of our time demand a radical reimagining of the role of law. Our purpose is to move beyond traditional practice and use legal innovation as a powerful tool to build a better world.

Our Mission: Advising clients who place the United Nations' 17 Sustainable Development Goals at the core of their missions.

Our Vision: Pioneering the legal frameworks that empower global change!

Home - Our Approach...

Our strategic approach is rooted in a fundamental shift from reactive legal counsel to proactive, systems-level problem-solving. We will move beyond the traditional silos of legal practice to offer integrated, multi-disciplinary advice that addresses the interconnected nature of modern global challenges. Our teams will not be defined by narrow specializations like "corporate" or "litigation," but by their ability to converge expertise in finance, environmental law, social policy, and international development to structure holistic solutions. This means analyzing a sustainable real estate project not just for zoning compliance, but for its impact on community equity, its alignment with circular economy principles, and its potential to leverage innovative green financing.

This purpose redefines our approach to business development and client relationships. We will not be passive advisors; we will be active ecosystem builders. Our strategy involves identifying high-potential social enterprises, clean-tech innovators, and community-led development projects and proactively helping them build the legal and capital structures they need to succeed and scale. We will serve as a trusted nexus, connecting our clients with a curated global network of impact investors, philanthropic foundations, technical experts, and strategic partners. Our success will be measured not just by the deals we close, but by the strength and impact of the sustainable development ecosystem we help to nurture.

Legal innovation, for us, means actively architecting the new legal and financial instruments required for a sustainable economy. We will dedicate ourselves to creating, not just interpreting, the law. This involves pioneering novel legal frameworks for social franchises that ensure both fidelity to their mission and financial viability. It means designing new forms of public-private partnerships (PPPs) that prioritize long-term community benefit over short-term profits, and structuring blended finance vehicles that unlock private capital for critical SDG initiatives. Our firm will be a laboratory for legal creativity, developing template agreements for sustainable supply chains, advising on the creation of new carbon markets, and helping to write the standards for corporate accountability in the 21st century.

To power this new model, we will radically reimagine our internal structure and culture to mirror the values we champion externally. We will move away from a rigid, hierarchical partnership structure towards a more agile, collaborative, and team-oriented approach. Our talent strategy will focus on recruiting and developing "T-shaped" lawyers who possess not only deep legal expertise but also a broad understanding of sustainability, economics, and social dynamics. Most critically, our incentive and compensation systems will be fundamentally redesigned to reward collaboration, creativity, and measurable contributions to our clients' social and environmental impact, moving beyond the limitations of the traditional billable hour to value the creation of shared, sustainable prosperity.

INTEGRATED

Multi-Disciplinary Counsel

The first pillar is a commitment to providing proactive, systems-level problem-solving by dismantling the traditional silos of legal practice. Instead of offering advice confined to narrow specializations like "corporate" or "litigation," our firm will assemble integrated, multi-disciplinary teams. These teams will converge expertise in finance, environmental law, social policy, and international development to structure holistic solutions. For example, when advising on a sustainable real estate project, the analysis will extend far beyond basic zoning compliance to assess its impact on community equity, its alignment with circular economy principles, and its potential to leverage innovative green financing, thereby addressing the interconnected nature of the Sustainable Development Goals.

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PROACTIVE

Legal and Financial Innovation

The second pillar redefines the firm’s role from merely interpreting existing law to actively architecting the new legal and financial instruments required for a sustainable economy. We will function as a laboratory for legal creativity, dedicated to pioneering novel frameworks that enable systemic change. This includes developing new legal structures for social franchises that protect their mission while ensuring financial viability, designing new forms of public-private partnerships (PPPs) that prioritize long-term community benefit over short-term profits, and structuring blended finance vehicles that unlock private capital for critical SDG-related initiatives. Our ambition is to help write the new rules for a global economy that is both prosperous and sustainable.

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ACTIVE

Ecosystem Building

The third pillar transforms the firm’s function from that of a passive advisor to an active ecosystem builder. We will move beyond a reactive, transactional approach to client relationships, instead proactively identifying high-potential social enterprises, clean-tech innovators, and community-led development projects. Our strategy will be to help these entities build the legal and capital structures they need to succeed and scale. The firm will serve as a trusted nexus, leveraging its position to connect clients with a curated global network of impact investors, philanthropic foundations, technical experts, and strategic partners, thereby nurturing the entire sustainable development ecosystem.

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REIMAGINED

Firm Structure and Culture

The fourth and final pillar is the radical reimagining of the law firm’s internal structure and culture to mirror the values it champions externally. To power this new model, we will move away from a rigid, hierarchical partnership structure towards a more agile, collaborative, and team-oriented approach. Our talent strategy will focus on recruiting and developing "T-shaped" lawyers who possess not only deep legal expertise but also a broad understanding of sustainability, economics, and social dynamics. Most critically, our incentive and compensation systems will be fundamentally redesigned to reward collaboration, creativity, and measurable contributions to our clients' social and environmental impact, moving beyond the limitations of the traditional billable hour to value the creation of shared, sustainable prosperity.

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Leadership Strategy - A Revolution.

Executing this vision requires a corresponding revolution in leadership. Our leaders must be more than just excellent lawyers or effective managers; they must be architects and guardians of a new professional culture. Leadership will be defined by the ability to inspire a shared commitment to the firm’s purpose, acting as catalysts for the systemic change we aim to achieve. This involves consistently articulating the "why" behind our work, moving beyond case-by-case management to championing a portfolio of impact. Leaders will be tasked with creating the conditions for innovation, protecting the firm's social mission from commercial pressures, and empowering every team member to see themselves as a vital contributor to a larger global objective.

Central to this leadership approach is the cultivation of deep psychological safety across all teams. To break down the traditional silos of legal practice and foster genuine cross-disciplinary collaboration, our people must feel secure to experiment, question established norms, and even fail without fear of retribution. Leaders will be responsible for creating an environment where a corporate finance lawyer, an environmental specialist, and a human rights expert can engage in open, creative, and sometimes challenging dialogue to devise novel solutions. This requires leaders to model vulnerability, actively solicit diverse perspectives, and mediate conflicts constructively, ensuring that our integrated teams are greater than the sum of their individual expert parts.

The move away from a rigid hierarchy necessitates a leadership style rooted in empowerment and trust-based delegation. Instead of a top-down, command-and-control approach, leaders will function as facilitators, mentors, and resource providers. Their primary role will be to assemble the right "T-shaped" talent, clearly define the mission for a given project, and then empower the team with the autonomy to innovate and deliver. This means trusting our lawyers to act as "ecosystem builders" and creative problem-solvers in the field, providing them with strategic guidance and support rather than tactical micromanagement. Success in leadership will be measured by the achievements of the team, not the exercise of authority.

Ultimately, leadership must visibly and authentically embody the firm’s transformed value system. Leaders will be held accountable for—and will evaluate their teams based on—the new metrics of success that extend beyond the billable hour. They will champion and reward collaboration across practice areas, celebrate legal creativity that leads to systemic impact, and transparently link performance and compensation to the firm's social and environmental goals. By living these values, our leaders will ensure that the firm's reimagined internal culture is not just a policy on paper but a lived reality, creating a powerful, self-reinforcing dynamic that drives both our business success and our contribution to a better world.

LEADERSHIP

Mission Guardianship

The first pillar establishes leaders as the primary architects and guardians of the firm's purpose-driven culture. Their fundamental role is to move beyond mere management and act as catalysts for systemic change. This involves consistently articulating the "why" behind the firm's work, ensuring that every action is aligned with the core mission. Leaders are responsible for creating the conditions for innovation while actively protecting the firm’s social objectives from competing commercial pressures, thereby empowering every team member to see their work as a vital contribution to a larger global goal.

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CULTIVATION

Psychological Safety for Collaboration

The second pillar is the deliberate cultivation of deep psychological safety. To enable the kind of genuine, cross-disciplinary collaboration required to solve complex sustainability challenges, leaders must create an environment where professionals feel secure to experiment, challenge established norms, and even fail without fear of retribution. This requires leaders to actively model vulnerability, solicit diverse perspectives, and skillfully mediate creative conflict, ensuring that integrated teams composed of legal experts from different fields can function as a cohesive, innovative whole.

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EMPOWERMENT

Facilitative Leadership

The third pillar is a fundamental shift from a traditional top-down hierarchy to a leadership style rooted in empowerment and trust. Leaders will no longer act as commanders but as facilitators, mentors, and resource providers. Their primary function is to assemble the right "T-shaped" talent for a project, clearly define the mission, and then grant the team the autonomy to innovate and deliver results. Success for a leader is measured not by their direct authority, but by the achievements and growth of the team they empower to act as creative problem-solvers and ecosystem builders.g.

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EMBODYING

Transformed Values and Metrics

The final pillar demands that leaders visibly and authentically embody the firm's new value system. They must champion and be held accountable to new metrics of success that extend far beyond the billable hour. This means actively rewarding cross-practice collaboration, celebrating legal creativity that achieves systemic impact, and transparently linking performance, recognition, and compensation to the firm's social and environmental goals. By living these values, leaders ensure the firm's reimagined culture becomes a tangible reality, creating a self-reinforcing dynamic that drives both business success and mission fulfillment.

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SDG Legal Services - Multifaceted.

We leverage a multifaceted approach that involves building brand awareness, educating the public, and driving patient acquisition through reaching those in rural areas with limited access to dental care.

Through sharing our vision and highlighting the benefits of teledentistry, we strive to create new partnerships, platform enhancements, and company milestones that will showcase our platform and networking capabilities with key stakeholders, positioning us as an innovator in the teledentistry space.

These strategic partnerships will be essential for expanding our reach and impact with dental organizations, community health centers, and insurance providers to promote teledentistry and integrate our platform into their existing workflows, allowing us to introduce teledentistry to the next generation of dental professionals.

Our community outreach allows us to partner with local organizations and leaders to raise awareness about teledentistry and its potential to improve oral health outcomes in their communities. By demonstrating our commitment to accessibility and equity, we build trust and establish services as a valuable resource for those who have traditionally faced barriers to dental care.

GOAL-ORIENTED

Integrated Service Delivery

Our core strategy is to dismantle the traditional silos of legal practice in favor of integrated, multidisciplinary teams organized around specific SDG-related challenges. Instead of operating distinct "corporate" or "environmental" departments, we will assemble agile teams that bring together experts in finance, human rights, infrastructure, and regulatory law to provide holistic solutions. For example, advising on a sustainable infrastructure project (SDG 9) will involve not just project finance and construction law, but also expertise in climate resilience (SDG 13), community benefit agreements (SDG 11), and labor rights (SDG 8). This collaborative, goal-oriented model is designed to mirror the interconnected nature of the SDGs themselves and ensures that our advice addresses the full spectrum of a client's impact and opportunity. Success is measured by the team's collective ability to solve a complex problem, not by individual billable hours.

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PROACTIVE

Legal Innovation for Systemic Impact

We will move beyond reactive legal counsel to become architects of the legal and financial instruments necessary for a sustainable future. Our approach emphasizes proactive legal innovation and creativity aimed at achieving systemic impact. This means we will dedicate ourselves to designing novel legal frameworks for blended finance vehicles that unlock capital for the SDGs, structuring new forms of public-private partnerships that prioritize long-term social and environmental outcomes, and helping to write the standards for corporate accountability in emerging areas of sustainability. We will celebrate and reward the legal creativity that leads to scalable solutions, positioning our firm as a laboratory for the legal tools needed to tackle global challenges.

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VALUE-BASED

Engagement and Impact Alignment

Our firm will fundamentally redefine the client-lawyer financial relationship by moving away from the billable hour and towards value-based engagement models. Our fee structures will be transparently linked to the complexity, value, and, most importantly, the positive SDG impact of our work. This could include fixed-fee arrangements for mission-aligned projects, success fees tied to the achievement of specific sustainability outcomes for a client, or retainers that focus on long-term SDG strategy integration. This approach ensures that our firm's financial success is directly aligned with our clients' mission fulfillment and our collective contribution to the SDGs, creating a true partnership in value creation.

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IIMPACT

Measurement and Accountability

To authentically embody our values, a core component of our strategic service offering will be the rigorous measurement and transparent reporting of our impact. We will be accountable to new metrics of success that extend far beyond financial returns. For every engagement, we will work with clients to define, track, and report on key SDG performance indicators, helping them build credible, data-driven narratives of their sustainability efforts and avoid "greenwashing." Simultaneously, we will apply this same rigor to our own firm, aggregating and publicly reporting on our collective contribution to the SDGs. This commitment to data-driven accountability ensures our work creates a tangible, verifiable, and self-reinforcing dynamic between our legal practice, our clients' success, and measurable progress on the global goals.

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People - Our Investment..

To deliver on the promise of data-driven accountability, our people strategy will focus on cultivating hybrid expertise. Our teams will be purposefully interdisciplinary, pairing elite lawyers with specialists in data science, impact measurement, and environmental science. This structure ensures that every piece of legal advice is integrated with robust, verifiable impact analysis from the outset. By embedding "Impact Measurement Analysts" directly within our legal teams, we move beyond providing purely legal opinions to co-creating comprehensive, evidence-based strategies for our clients. This approach is fundamental to our ability to help clients build the credible, data-driven sustainability narratives that both regulators and stakeholders now demand.

Our firm will foster a culture of radical accountability, where success is defined and rewarded by measurable impact, not merely by hours billed. The "new metrics of success" will be woven into the fabric of our firm's operations, influencing everything from project selection and team composition to performance reviews and compensation. This creates the "self-reinforcing dynamic" our strategy envisions: when our people are incentivized to achieve tangible SDG outcomes for clients and for the firm, their focus naturally shifts to genuine, verifiable progress. This internal alignment is our greatest safeguard against mission drift and the most authentic expression of our commitment to transparently reporting on our own contributions to the global goals.

Recognizing that the landscape of sustainability reporting and impact measurement is constantly evolving, our strategic approach to people will be grounded in continuous learning and adaptive expertise. We will invest heavily in ongoing professional development that extends beyond legal updates to include training in the latest sustainability reporting standards (like CSRD and SASB), climate science, and data analytics. This commitment ensures our teams can provide cutting-edge advice, adeptly navigate the complexities of different SDG performance indicators, and critically assess data to help clients avoid the pitfalls of unintentional or deliberate "greenwashing." An adaptive, learning-oriented team is our primary asset in maintaining the rigor and credibility that underpins our entire strategic offering.

CULTIVATION

Interdisciplinary "Hybrid" Teams

The foundational pillar is the strategic formation of purposefully interdisciplinary teams. This approach moves beyond traditional legal staffing by embedding non-legal experts—such as data scientists, impact measurement analysts, and environmental scientists—directly within legal service teams. The core purpose of this structure is to fuse legal advice with robust, verifiable impact analysis from the very outset of any engagement, ensuring that every strategy is built on a foundation of integrated expertise rather than on siloed, sequential input.

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RE-DEFINING SUCCESS

Impact-Based Incentives

The firm will foster a culture of radical accountability by fundamentally redefining how success is measured and rewarded. This involves moving away from the legal profession's traditional reliance on the billable hour and weaving new, impact-based metrics into the fabric of the firm's operations. Performance reviews, team composition, project selection, and compensation structures will all be influenced by an individual's and a team's ability to generate tangible, verifiable SDG outcomes for both clients and the firm itself, creating a powerful safeguard against mission drift.

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CO-CREATION

Evidence-Based Client Strategies

A direct outcome of the hybrid team structure is a shift in the nature of the firm's service delivery. The goal is not merely to provide a legal opinion alongside a separate data report, but to co-create comprehensive, evidence-based strategies with clients. By integrating legal and scientific analysis, the firm can move beyond purely advisory roles to become a strategic partner, helping clients build the credible, data-driven sustainability narratives that are now essential for satisfying the demands of regulators and stakeholders.

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COMMITMENT

Continuous and Adaptive Learning

Recognizing the dynamic and rapidly evolving landscape of sustainability, the final pillar is a deep-seated commitment to continuous learning and adaptive expertise. The firm will invest heavily in ongoing professional development that transcends traditional legal education, encompassing training in the latest sustainability reporting standards (like CSRD and SASB), climate science, and advanced data analytics. This ensures the team can provide cutting-edge advice, navigate emerging complexities with confidence, and critically assess data to protect clients from the risks of unintentional greenwashing.

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Operations - Our Business Model For Creation...

The commitment to continuous and adaptive learning is not merely a professional development goal; it is the central pillar of our strategic business model. Our core value proposition is the delivery of dynamic, forward-looking strategic counsel in a field defined by perpetual change. Unlike traditional legal service models that rely on established precedent, our firm is architected to thrive on complexity and evolution. We will monetize our investment in continuous learning by offering clients a premium service: anticipatory legal advice that helps them navigate not just current sustainability regulations but also future trends, risks, and opportunities. This model positions the firm as a high-value strategic partner, moving beyond reactive compliance to become an indispensable guide for clients seeking to lead in the sustainable economy.

Operationally and financially, this business model necessitates a significant and sustained investment in what is essentially a non-billable research and development function. A substantial portion of the firm's resources will be allocated to curating knowledge, developing advanced training programs in climate science and data analytics, and fostering a culture of intellectual agility. This investment will be factored into our value-based fee structures, reflecting the premium nature of our advisory services. The return on this investment manifests in several ways: enhanced client retention, the ability to command higher fees for genuinely superior insights, reduced risk of malpractice related to outdated advice, and the potential to create new revenue streams through executive education, subscription-based regulatory intelligence, or proprietary analytics tools that help clients de-risk their sustainability strategies.

Ultimately, this business model based on adaptive expertise becomes our most powerful market differentiator for both talent and clients. It will attract and retain intellectually curious, top-tier professionals who are motivated by mastery and leadership in a rapidly evolving field, rather than by static legal practice. For clients, this translates into a relationship built on deep trust and confidence. They are not just hiring a law firm; they are partnering with a learning organization dedicated to keeping them ahead of the curve. This fosters long-term, deeply integrated advisory relationships where the firm becomes an essential component of the client’s own adaptive strategy, helping them to build resilient, future-proof, and genuinely sustainable enterprises.

VALUE PROPOSITION

Anticipatory Strategic Counsel

Core Value Proposition: Anticipatory Strategic Counsel The firm's central offering moves beyond traditional, reactive legal advice to deliver dynamic, forward-looking strategic counsel. The core value proposition is not just interpreting existing regulations but providing "anticipatory" guidance on future trends, risks, and opportunities within the rapidly evolving sustainability landscape. This positions the firm as an indispensable strategic partner, helping clients navigate what is to come, rather than simply reacting to what has already occurred. This premium service is the primary way the firm monetizes its commitment to perpetual learning.

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OPERATIONAL MODEL

Sustained Investment in "R&D"

To power its forward-looking counsel, the firm's operational model is built around a significant and sustained investment in what is essentially a non-billable research and development function. A substantial portion of the firm's resources is dedicated to curating specialized knowledge and developing advanced, cross-disciplinary training programs in fields like climate science and data analytics. This operational focus on fostering intellectual agility ensures the firm remains at the cutting edge, treating knowledge creation and dissemination as a core business process, not just an ancillary activity.

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FINANCIAL STRATEGY

Value-Based Fees and Diversification

The financial strategy is directly linked to the premium nature of the firm's services. The investment in continuous learning and R&D is reflected in a value-based fee structure, where clients pay for superior, forward-looking insights rather than just time. The model's return on investment is multifaceted, manifesting not only in enhanced client retention and the ability to command higher fees but also in the strategic development of new, scalable revenue streams. These can include offering executive education, creating subscription-based regulatory intelligence platforms, or developing proprietary analytics tools that help clients de-risk their sustainability strategies.

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SMARKET DIFFERENTIATION

Elite Talent and High-Trust Clients

Ultimately, the business model centered on adaptive expertise becomes the firm's most powerful market differentiator for both talent and clients. This approach is designed to attract and retain intellectually curious, top-tier professionals who are motivated by mastery and leadership in a dynamic field, distinguishing the firm from more static legal practice environments. For clients, this translates into a relationship of deep trust and confidence, as they are not just hiring lawyers but partnering with a dedicated "learning organization." This fosters the kind of long-term, deeply integrated advisory relationships necessary for building resilient and genuinely sustainable enterprises.

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The Law Firm for a Resilient World~

Organization Chart
Board of Directors
Executive Team
Group Structure

VDC's Contacts
Headquarters and Offices

Board Charter
Charter of the Board

Fiscal Reports
Financial Statements

Prospectus
Virtual Dental Club's Capital

Org. Headquarters

Costa Rican Legal - North America
Toronto, Ontario, M5K 1E6
na@costaricanlegal.com

Code of Conduct
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Code of Ethics
Ethical guidelines and Conduct

Procedure Manual
CH Procedural Guide
CH Procedural Tool

Field Office

Costa Rican Legal - Central America
San Jose, Costa Rica, 10203
ca@costaricanlegal.com

Media Releases
Press Release 2023
Press Release 2024
Press Release 2025

Announcements
Notice of General Meeting

Investor Info
Investor Relations Contacts