First, can you please give us an idea of the sort of work your team has done recently (cases, transactions, projects)?

I provide legal assistance to TWF in cross-border and domestic transactions, M&A, capital markets, and financing transactions. In 2020, I was involved in the largest acquisition in Türkiye, with a cumulative value of $2.13 bn. The transaction was a one-off opportunity to resolve shareholder disputes and litigations; TWF acquired control over Turkcell with ownership of privileged shares. I negotiated eleven agreements and managed eight different law firms during the process. I have also had a pivotal role in acquiring six insurance and pension companies and merging them into Türkiye Sigorta — I have negotiated seven share purchase agreements. To strengthen its presence in the financial market, TWF has invested in Islamic insurance companies to increase Türkiye’s shares in global Islamic insurance (Takaful). I have negotiated two separate share purchase agreements and established two different companies. I have recently been responsible for issuing a green Sukuk aimed at financing specific areas of the Istanbul finance centre. These buildings will only use renewable energy and wastewater policies and have biking parking areas to promote cycling instead of cars.

Which recent political, economic, or regulatory changes have impacted the company and the team the most?

The world is going through a technological revolution. The pandemic has accelerated this transition in many companies; it has proved that many jobs can be done remotely, especially for in-house counsel. We used Teams for internal communications and business meetings — and they were efficient. It has proved to be time-saving, avoiding spending hours in traffic or getting ready. We have adopted virtual signatures to conclude agreements during the pandemic. For example, the largest acquisition in Türkiye in 2020 took pace online — our counterparties were in London and Stockholm; everyone joined the meeting and signed the pdf copies in no time.

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

In-house lawyers are at the heart of the company; they must take an active role in shaping business strategies. I also advise my colleagues to be proactive and show eagerness. Analytical skills are essential in order to understand the business and quickly adapt to its necessities. Clear communication is crucial with business partners is crucial — they are not graduated from law schools; they want simple answers to their problems and not million pages of academic discussions. Therefore, it is key to be direct and clear when providing legal advice.