What are the most significant cases or transactions that your legal team has recently been involved in?

Over the past few years, and with the leadership from our CEO Josef Matosevic, our company has continued to evolve into a more robust integrated operating company from a holding company. Our balance sheet has also grown, which allows us to drive growth through a very active flywheel acquisition strategy. The past year has seen complementary technologies being added to our business.

In January 2021, we acquired the assets of BJN Technologies, an innovative engineering solutions provider, founded in 2014. With the acquisition, we formed the Helios Center of engineering excellence, to centralize our innovation and technology advancements, with the goal of better leveraging existing talents throughout all of Helios.

In July 2021, we completed another flywheel acquisition with NEM, an innovative Italian hydraulic solutions company providing customized material handling, construction, industrial vehicle and agricultural applications to its global customer base, predominantly in Europe and Asia.

In October 2021, we completed the acquisition of assets related to the electronic control systems and parts business of Shenzhen Joyonway Electronics & Technology Co., and its related entities. Joyonway operates from two locations in China, Shenzhen and Dongguan, both of which are in the hub of electronics and software development in that country. This provides us a foothold for electronics manufacturing in Asia.

Lastly, in July 2022, we completed the acquisition of the assets of Taimi R&D, a Canadian manufacturer of innovative hydraulic components that offer ball-less design swivel products, which improve hydraulic reliability of equipment, increase the service life of components and help protect the environment by reduced leakage.

How do you suggest in-house lawyers build strong relationships with business partners?

An effective in-house lawyer needs to be part of the business team rather than just part of the legal department. It is the shift to a true strategic business partner that will ensure success for themselves and their company. It will take several things to get there, such as learning the business, knowing how the company profits, knowing its products, its most important customers and competitors, and its business plans. Also, it is important to identify what success means for each department, to develop and cultivate relationships with key individuals at their company and understand that they need to stop being a lawyer and be a strategic partner for their company. Lastly, getting involved in high-level conversations about the future, mission and goals of the company is also key.