International trade lawyer should think like a businessman
31 March, 2026
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— Dear Mr. Alexey, you have been working at Interlegal for many years and you are the head of International Trade practice. How would you describe your role in the company today? The role of a partner is an opportunity to influence development of the firm and at the same time an ability to bear responsibility for the team’s results. Interlegal partner not only manages people and projects, but also shapes the practice as a separate product. For me, it is always about content, not just legal services: we help our clients to solve actual trade and logistics problems, where millions of dollars are at stake.
— What does being a partner in an international law firm mean to you?
Being a partner in our context is not a title, but a mission. You are constantly between the market and the team. On the one hand, you need to clearly understand the needs of your clients, and on the other hand, you need to develop young lawyers, to instill in them attention to detail and ability to take responsibility for the result. I always tell young colleagues: don’t be afraid to think like a business, otherwise you will never become advisors — you will remain in the role of contractors.
— Why international trade?
Because this is a real arena for a lawyer, where everything is important: law skills, quick response and understanding of the market. As for legal support under dispute over a contract on supply of agricultural products, e.g. to Turkey or China, legal logic constantly intersects with commercial realities: the cost of freight, insurance, bank payments, the current price of goods at the moment when dispute arose. This is a living, dynamic matter. And international trade is also Ukraine’s entry point into the global economy. We do not just consult — we participate in flow of goods across the Black Sea, in supply chains that feed the European and Asian markets.
— How did trade practice at Interlegal begin?
Grain exports from Ukraine on a global scale developed gradually; trade practice at Interlegal also developed step-by-step. We launched it through consulting shipowners who called at Black Sea ports. Traditionally, we have a strong shipping practice, which introduced us to charterers. We created this area from scratch, i.e. without ready-made solutions, but with understanding of the market. Today Interlegal employs over 40 lawyers, and every year we handle over 20 cases directly in GAFTA and FOSFA arbitrations, not counting legal advice and claims handling.
— How do you assess the scope of practice today?
We work with clients from Ukraine, Romania, Bulgaria, Turkey, Kazakhstan, and other countries in the region and worldwide. We get focused on grains and oilseeds. We support both at the stage of entry into the contract and in arbitration disputes. Were helped someone to carry out their first export of goods.
— How has the client profile changed now?
Previously, they were mainly Ukrainian traders. Now international players looking for local advisors with a global vision apply to us. Our clients include such market leaders as Al Ghurair Group, MHP, Interpipe, Kernel, Epicenter Agro, Agroprosperis, Cofco… We often act as a bridge between the English legal system and the realities of Black Sea market.
— What issues do businesses address most often today?
Force majeure, default, demurrage. Business has become much more cautious and more professional. Today clients more often contact us at the stage of entry into and performance of contracts, rather to prevent problems than to solve them post factum.
— Did war and geopolitical changes affect the practice?
Absolutely. We see changes in supply routes and financial chains. Many traders have logistically reoriented to other regions, where Interlegal is also represented through its partners. Our vast experience helps both Ukrainian clients to integrate into new ports and foreign clients to understand specifications of cooperation with Ukrainian counterparties.
— How do you manage to maintain your position in the market in the wartime?
First, thanks to your reputation. We have been on the market for over 30 years, while Interlegal brand is associated with shipping and commercial law. Second, we have not stopped our educational and professional activities: we conduct webinars, speak at conferences, publish analytics. Third, we have a flexible structure, i.e. a core team and consultants from different countries being involved in specific projects.
— What is the strength of Interlegal, as compared to our rivals?
We do not sell illusions. Our strength is in honesty and efficiency. When a trader has a few hours to file an arbitration notice or claim, he needs those who react immediately, without waiting till Monday. Interlegal is a bright example.
— GAFTA and FOSFA arbitrations are a very specific industry. What is their complexity?
I cannot say indeed that it is difficult. Yes, it is specific. Legal support of a dispute in arbitration is very different from legal support at the court. You need to understand market practice, namely how brokers, traders, surveyors, agents, shipowners, ports and terminals work, what customs exist in trade, and on such grounds to understand thinking of arbitrators who make awards, because many of them are precisely trade experts, not lawyers.
— How do you measure the practice success?
We assess not only the cases won, but also effectiveness for the client. If the dispute was resolved without arbitration, this is a greater victory for us than getting a decision in favor of our client. Average level of pretrial settlements in our practice makes up ca. 70%. This is not a weakness, but professionalism.
— Can a lawyer promise a 100% win?
No, this is unethical. Such statements create false expectations. In arbitration proceedings award depends not only on the legal position, but also on the facts, evidence and time of response. We guarantee not the result, but the quality of work and maximum return.
— What mistakes do clients most often make before contacting you?
Most often they believe that GAFTA or FOSFA contract is typical and does not require a lawyer. Or they ignore advice upon correspondence. In arbitration, even one wrong email can change position in the case. That is why we always say: consulting before signing a contract or during its performance is much cheaper than arbitration afterwards.
— How has your entrepreneurial experience influenced you as a partner?
After several years in my own business, I have better understood that a client does not need a lawyer, but an advisor. A lawyer who thinks in business categories — money, time, reputation — speaks the same language with the client. This helps to see not only the law, but also economics of the dispute.
— Do you have a professional rule that you never break?
You should not promise anything you cannot control, and you should always tell the client the truth, even if he does not like it. Legal business is a business of trust. It can be gained over years but it can get lost with one dishonest decision.
— What makes Interlegal law team special for you?
The combination of professionalism and humanity. We are not looking for stars with excessive egos, we need team players. Interlegal is a space where one can be demanding and friendly at the same time. For me, this is the quintessence of profession.
— This year Interlegal celebrates its anniversary: three decades on the market. What transformations has the company undergone for 30 years to become a leader in practice? What has remained unchanged since 1995?
Over the last three decades, Interlegal has gone from a team of enthusiasts who worked with the first international cases in shipping and commercial law up to a systemic law firm with a clear structure, specialized practices, and international expertise.
In the early 1990s, the Ukrainian market was only forming: the economy was changing, new types of business were emerging, and foreign trade ties were being formed. Lawyers often had to work without fixed practices and even without clear rules of the game. Under such circumstances, in fact Interlegal, together with the market, created approaches to legal support for international trade and shipping.
Over the years, the company has evolved. We have moved from a model where individual strong lawyers play a key role up to systematic organization of work with internal standards, structured practices, teamwork and accumulated expertise. This allows us not only to respond to individual requests, but to comprehensively support clients in international projects and disputes.
Today Interlegal is no longer just a Ukrainian law firm. It is a team that works with international traders, shipowners, insurance companies and financial institutions, as well as actively interacts with partners in other jurisdictions.
However, something has remained unchanged since 1995. First of all, specialization in shipping and international trade, a deep understanding of Black Sea region market and orientation towards a practical result for the client.
It is the combination of systematicity, experience and narrow specialization, in my opinion, that has become the factor that has allowed Interlegal to keep a strong position in the market over the last 30 years.
— Where do you see Interlegal in 10 years? Are you planning to expand office network in other countries?
International trade in fact is a cross-border business, so legal support in this industry should inevitably go beyond the borders of one jurisdiction. That is why we treat Interlegal development in the coming years as a gradual strengthening of our international presence, first of all in those regions where the key trade flows of our clients are concentrated.
This is a natural stage of evolution for the company. For many years, we have been supporting clients in projects related to Black Sea region, ports and logistics corridors between Ukraine, Europe and the Middle East. Therefore, expanding geography of our presence is not just a strategic step, but a logical continuation of the work that we have been doing for clients for a long time. Romania has become one of such development trends.
— Why Romania and why now? What key services are you developing on the Romanian market?
Recent years showed how important the Romanian ports and infrastructure are for trade in Black Sea region. For Ukrainian exporters, international traders and shipowners, it is just one of the key logistics hubs.
That is why it was important for us to strengthen Interlegal presence in this market. We are working on a Romanian office development and formation of local team that will combine skills in Romanian law with our long-term experience in international trade, shipping and GAFTA and FOSFA arbitrations.
— How do Interlegal offices in Odesa and Constanta interact? Can we talk about creating a single Black Sea legal hub for shipowners and exporters?
In fact this is exactly what we are moving towards. For businesses operating in international trade or shipping, Black Sea region is a single economic space. Vessels call at different ports, cargo moves between jurisdictions, contracts are entered into under English law and financial settlements are made through international banks. Under such conditions, it is important for clients to have a legal team able to work with this region comprehensively.
That is why interaction between the offices in Odesa and Constanta is built as a single working platform. Our teams constantly exchange expertise, work on joint projects and are involved in cases depending on jurisdiction where the issue arises. This allows our clients to receive synchronous legal support in two key Black Sea ports.
This is especially important for shipowners, since many operations from chartering to claims settlement are correlated to several ports and legal regimes at once. For agricultural traders, it is an opportunity to promptly resolve issues arising in logistics, handling, contracts or arbitrations.
Therefore, we can talk about formation of Black Sea legal hub. Our goal is for clients to perceive Interlegal not as a separate office in a particular country, but as a single team that understands specifications of the entire region and can support their trade operations from contract to dispute resolution, regardless of which port or jurisdiction the issue arises.
— What is the golden rule that helps Interlegal to scale up and to be an equally reputable partner for clients both in its native Ukrainian market and in new international jurisdictions?
I would say that our main rule is to remain a systemic company, regardless of the country in which we operate. Scaling a law firm is not possible only at the expense of individual strong lawyers. It is possible when there are common work standards, a single professional culture, and principles of interaction that are clear to the client.
It is important for us that the client could receive the same high level of service, whether working with a team in Odesa or with lawyers in another jurisdiction. This means the same approaches to the quality of work, to the speed of response, to communication with the client and to understanding his/her business interests.
Second, we always build an international presence not as a formal network of offices, but as an extension of expertise. If Interlegal enters a new market, it means that we can add real value to the client: a better understanding of the region, local legal expertise and ability to effectively resolve cross-border issues.
Third, we never try to be everywhere. We develop where there is a natural connection with our core practice – international trade, shipping and logistics. It is such specialization that allows us to remain recognizable and authoritative for clients both in Ukraine and abroad.
