VB PARTNERS | View firm profile
Svitlana Glushchenko spoke about her motives for continuing her career in the legal profession and the priorities for the development of Dispute Resolution practice at VB Partners in an interview with Yurydychna Praktyka.
— Svitlana, you have extensive experience in the public sphere. What was the key motivator for you to take the step of continuing your career in the legal profession as a counsel at VB Partners?
— It’s hard to call this decision easy because the transition from the public sphere to the bar is a really radical step that changes not only your professional activity but also your life to a certain extent. My professional career of more than 20 years in the judiciary and executive bodies has taught me to face and overcome challenges with courage. Stepping out of my comfort zone is not a problem for me.
The key motivator is the desire to try my hand at a new role and to evaluate myself in the business sector. Professional experience, systematic approaches to management, and the work of the entire VB Partners team motivate me to move forward rapidly.
When the opportunity to join the firm arose, it was a logical step for me, as it would allow me to use my previous experience and develop myself in the field of Dispute Resolution.
— You joined VB Partners as a counsel in the Dispute Resolution practice. What are the main challenges and opportunities you see in this area?
— The main challenge in dealing with public disputes is the complexity of interaction with government agencies, which often involves not only legal but also administrative and political components.
My experience in the Ministry of Justice and other government institutions allows me to understand better how government agencies work, what the peculiarities of their activities are, and what strategies can be effective in resolving disputes. I am also well acquainted with the procedural nuances of the judiciary, having previously had seven years of managerial experience in a court of cassation. I also headed the judicial department of the State Tax Service. This means almost one hundred thousand cases worth billions of dollars. My background gives me the opportunity not only to evaluate cases from the standpoint of protecting rights but also to take into account the peculiarities of interaction with government institutions.
It is also an opportunity to develop legal innovations, introduce modern business processes and technologies that will help our team provide clients with the best solutions. The Dispute Resolution practice at VB Partners has great potential, and I see my task as strengthening its position, structuring its work and providing quality service to clients.
— VB Partners is known in the national legal market as one of the largest WCC teams. How do you assess the current level of DR practice?
— Since joining VB Partners, I have noted the team’s high level of expertise in dispute resolution. The firm has a unique approach and experience, combining a deep understanding of procedural aspects with the ability to adapt to challenges.
This includes disputes with public authorities and resolving complex conflicts in various private law situations. However, I would like to note that typical issues are not the focus of the company’s attention, as our lawyers are driven solely by the complexity of the case and its unconventionality.
My experience in the public sphere allows me to understand the specifics of government processes and work to successfully protect the interests of our clients in such complex cases. In most cases, we offer “neurosurgical” solutions to complex operations.
— What aspects of the Dispute Resolution practice development at VB Partners do you plan to focus on in the near future?
— I plan to focus on three key aspects to develop the Dispute Resolution practice further.
First of all, it strengthens the team’s expertise. We constantly improve our knowledge and competencies, not only in the legal field, although this is the main thing. We pay special attention to fostering systemic communicators with skills in managing conflicts, processes, people, and information. Being a good lawyer is no longer enough.
The second important aspect is the continuous improvement of internal business processes, including searching for and developing new things, differentiating between technical and intellectual work, structuring it, and implementing modern technologies. This, of course, affects the more efficient moderation of complex client portfolios, faster response to challenges, and continuous improvement of customer service.
The third aspect is the expansion of the client portfolio. We will actively work on attracting new, interesting, and complex cases, demonstrating our expertise in trendsetting disputes. This will allow us to strengthen our position in Ukraine and make ourselves known internationally.