Victor Savi-Nims currently serves as Chief Legal Officer at One United Properties, the leading green investor and developer of residential, mixed-use, and commercial real estate in Bucharest, Romania, listed on the main market of the Bucharest Stock Exchange. Victor also represents ONE as a non-executive member of the Board of Directors for Bucur Obor S.A., a company listed on the AERO market of the Bucharest Stock Exchange.

Victor graduated from ‘Nicolae Titulescu’ Law School in Bucharest in 2000 and was admitted to the Bucharest Bar Association in 2003. He holds an MSc in Ecology and Sustainable Development from Bucharest University – UNESCO Cousteau Chair, as well as an LLM in Business Law from the Titu Maiorescu University.

Victor acted as a Managing Associate with the leading Romanian law firm Mitel & Partners, and before joining One United Properties, he coordinated the legal departments of NSS Global Investments and Alexandrion Group Romania, with a presence in Romania, Cyprus, Brazil, and the United States of America. During part of his tenure there, he also served on the Board of Directors of Cramele Halewood S.A. as a non-executive Director and Vice President of the Board.

With over 20 years of experience, Victor oversees a broad spectrum of business and legal work in real estate, construction, M&A, corporate affairs, regulatory, and banking, with hands-on involvement in all aspects of complex, cross-jurisdictional, and multidisciplinary transactions.

Victor’s core competencies include negotiating and drafting a wide range of complex deals, with extensive experience in real estate and construction law, managing the acquisition, development, and sale of residential, office, and commercial real estate projects, as well as public-private partnerships, concessions, infrastructure, and public procurement.

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Two notable transactions in which the legal team was involved this year were the acquisition of the One Academy District project land and the closing of the Rocar development acquisition – both transactions implemented with the assistance of McCann Constantinovici & Asociații. We have also assisted the group with its entire portfolio of financings, most of which are project-based.  

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?  

When asked how we manage legal aspects during periods of instability or crisis, I would say our approach is simple and disciplined. We start by identifying risks early. The legal team constantly reviews exposure across all projects, contracts, and compliance areas to avoid surprises. We always rely on structure and calm decision-making. Both Victor Căpitanu and Andrei Diaconescu often stress the importance of staying rational when markets turn volatile. That mindset shapes how we act as a legal team – facts first, emotions last.

Flexibility in contracts is key. We design agreements that allow adjustments when conditions shift, whether through revised deadlines, updated guarantees, or alternative exit routes. We also maintain open communication. During challenging times, our lawyers work side by side with finance, operations, and investment colleagues. This keeps decisions aligned and prevents delays.

Finally, we always prepare for ‘what if’ scenarios so that we can respond quickly to sudden changes. In short, resilience for us means preparation, clarity, and collaboration – the three elements that keep One United Properties strong in any environment.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of? 

In my opinion, several trends are reshaping how in-house teams work, and they are worth close attention. First, AI and automation are moving quickly from concept to daily use. Contract review, compliance tracking, and reporting now rely more on data tools than on manual work. Lawyers who learn to guide and control these systems add real value. Unfortunately, Romania is not yet a primary target for these new technologies, and off-the-shelf solutions developed elsewhere in the world often struggle to function locally. We are therefore looking to develop proprietary platforms.

Second, governance expectations are rising. Boards and investors demand faster, clearer reporting and full transparency on related-party and public-company matters.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?    

We decide whether to use external counsel based on scope, complexity, and the need for specialised expertise. Our in-house team handles most day-to-day work, contract negotiations, and regulatory compliance because we know the business inside out. When we engage external firms, it is usually for high-value transactions, particularly complex litigation, or areas requiring niche expertise – such as capital markets, competition, or cross-border structuring. We see them as extensions of our own team, not substitutes. Performance is measured by clarity, responsiveness, and the ability to deliver practical, business-focused advice. The best collaborations occur when internal and external lawyers act as one coherent team, combining deep company knowledge with specialised legal insight.