About

What are the most important transactions and litigations that you have been involved in during the last two years?

The A-100 Development group of companies is one of the most influential, reliable and innovative developers in Belarus, with projects in the construction of residential and commercial real estate in New Borovaya, Pirs, Zelenaya Gavan and Depo. We support the group of companies which develop more than 250,000 [pieces of] real estate every year. The legal team at A-100 Development is involved in many interesting projects and to single out one of them as the most interesting or the most complex is not entirely fair.

The most important transactions in which I have participated in the past two years are M&As, one of which is one of the largest real estate construction projects in the Republic of Belarus, as well as support for participation in a private fund. I have advised and represented A-100 Development with legal expertise in a wide range of projects – M&As such as a plant for the production products for construction, the construction of hotels, office centres, shopping malls and the private aviation company. A part of these projects nowadays are the projects of A-100 Development.

As a head of legal, I and my associate Ilona Varchenia projects involving the automatisation of the company’s business processes. My legal team and I have advised A-100 Development in a wide range of projects, such as construction, insurance, real estate development and the creation of a real estate company – A-100 Realt, and a company which operates the residential and commercial real estate – A-100 Comfort.

What changes have you made to the workings of the legal department during your time in your current role? How has that affected the wider company?

Over the past two years, the legal team has
grown more than 1.5 times – instead of eight people, we now have 14. Also, we have special lawyers to work on issues of land plots, real
estate, and issues and transactions regarding securities of A-100 Development. In my opinion specialisation and inclusion of lawyers within the project team shows it is the best and most effective method to organise legal support to A-100 Development. Each associate in his place shows the best as a real expert, so that questions are resolved more efficiently and most importantly – faster.

How important have “soft skills” or personal attributes outside of technical legal skill been to the team’s success, and which “soft skills’” do you feel are most important for an in-house lawyer to possess?

Legal positions vary greatly in scope and responsibility, but certain core skills – hard and soft skills – are required for most of them. A capacity for empathy can go a long way. I think that the most important soft skills for an in-house lawyer to possess include attitude, communication, creative thinking, work ethic, teamwork, networking, decision making, positivity, time management, motivation, flexibility, problem-solving, critical thinking, and conflict resolution.

So my top seven key qualities include great communication skills; it is essential for a lawyer to have strong oral and written communication skills in order to effectively carry out their everyday tasks. They also include creative thinking, innovation and flexibility, commercial awareness, problem-solving, attention to detail and critical thinking.

What are the most important considerations you have when recruiting new team members?

Hiring the right employee is a challenging process. Of course, some leaders make hiring top talent a priority, because a team’s productivity depends on the quality of its workers – lawyers as well as others. When reviewing candidates, I consider a mix of factors, including work experience in law and in business, personality and skills – not only hard but also soft skills. The education background of your potential employee is important as well as the ability to be a successful member and part of the present legal team.

If you had to give advice to an aspiring in-house lawyer or GC what would it be and why?

I think J.P. Morgan was right in those words when he talked about his expectations from legal counsel. While associate advice and efforts are comprehensive, in-house lawyers should keep in mind that no one knows the business like the people who own it and run it. Often as legal counsel we give our companies the information, options, risks, and rewards associated with legal issues, but we never presume to make business decisions. In my opinion lawyers should be a business partner for their company. When you have a question your company does not want to hear its lawyers advice that it is impossible to solve these problems or to make these deals. Your team and your company what to know how to achieve one’s purpose. An effective in-house lawyer is an adviser of the company.

FOCUS ON… THE ROLE OF THE TEAM

‘I don’t want a lawyer to tell me what I cannot do; I hire them to tell me how to do what I want to do.’ – J.P. Morgan, American financier, banker, philanthropist and art collector.

Lawyers are needed to be involved in the business process of companies and help them to be more efficient and faster. A well-built team of in-house lawyers can be effective and useful for a business if every member of the team shares the values of the company, commits to the goals of the company and is proud of the results of their work. The understanding that the company’s projects are realised with their efforts is the best challenge for every member of our company. Creativity, soft skills and team spirit, technology development are the most important components of the success of a legal team.