To kick off our section devoted to legal insights for entrepreneurs, we are excited to present an interview with Tatiana Terentieva, General Counsel at inDrive (a unicorn company that originated in Sakha, Siberia and has experienced rapid growth on a global scale). In this interview, she shares valuable advice on building a legal team and discusses the key legal considerations to keep in mind when scaling a company.

Q: Tatiana, could you please tell us a little bit about your professional background? Why have you chosen IT as a professional interest?

A: I grew up in a small village in the Sakha Republic, deep in Siberia, where my parents instilled in me strong values, including a deep belief in justice. That sense of fairness really shaped who I am and planted the idea of becoming a lawyer, though the journey wasn’t straightforward. My first degree is actually in English philology and literature, reflecting my early academic interests. However, my passion for jurisprudence led me to pursue a second degree in law.

I’ve always believed that if you have a dream, a clear vision, and a commitment to continuous self-growth, anything is possible. This mindset has driven me to cultivate a diverse legal background, working in consultancy, civil services, and in-house roles.

My basic values of self-growth and challenging injustice have been crystallized at inDrive with the vision of the company’s CEO & Founder Arsen Tomsky.

My interest in IT goes back to my childhood too. In the late 90s, our region had a very forward-thinking leader, the first president of our Republic, Mikhail Efimovich Nikolaev. He believed in the power of education and started a program to give gifted kids in small villages their first personal computers. That’s how I got my first taste of the IT world, and it sparked an interest that stayed with me.

IT, to me, is both a huge opportunity and a big responsibility. It’s a field full of interesting challenges, and every day brings something new. It’s a different world, with its own set of rules, and this dynamic environment is what draws me to the intersection of law and technology.

Q: You started your career as the company’s General counsel, when inDrive was an early-stage startup. Now, it has emerged as a global tech leader operating in different regions, having a broad range of business verticals and ambitions to scale and grow further. Could you please share how your work as a General counsel has changed? What strategies would you recommend to ensure a balance between maintaining legal sustainability and fostering innovation and growth? What are the most critical elements of the overall legal strategy you would advise to implement from the early days of company life.

A: When I first joined inDrive as General Counsel, the Company was an early-stage startup with big dreams, a strong team, but limited resources. My role back then was very hands-on - I was involved in everything from drafting contracts to navigating the basics of corporate governance. We were a small team of 2 people, me and Victoria Dondokova who is still a part and the core of the legal team at inDrive, so agility and quick decision-making were crucial.

As inDrive has grown into a global tech leader, my role has evolved significantly. Now, I’m focused more on strategic oversight, ensuring that our legal frameworks are robust enough to support our expansion into new regions and business verticals. The scale and complexity of the issues we face have grown exponentially including Legal, GR and Compliance functions, so it’s essential to have strong legal processes.

Balancing legal sustainability with innovation and growth is always a challenge. One strategy I recommend is building a flexible legal foundation from the start. This means setting up clear, scalable processes that can adapt as the company grows. It’s important to strike a balance between mitigating risks and not stifling the creativity and agility that drive innovation.

Another critical element is to foster a strong partnership between the legal and business teams. Legal should not be seen as a barrier but as an enabler of growth. This collaborative approach helps ensure that legal considerations are integrated into decision-making from the outset, rather than being an afterthought.

For companies in their early days, I would advise focusing on three key areas: setting up the right foundation for the company structure, intellectual property protection, and contracts. Also ensuring compliance with local laws and regulations is fundamental to avoiding costly setbacks later.

Protecting your intellectual property is crucial, especially in the tech industry, where ideas and innovations are your most valuable assets. And finally, having solid, well-drafted contracts can prevent misunderstandings and disputes as your company grows.

Ultimately, the goal is to create a legal strategy that not only safeguards the company but also aligns with and supports its long-term vision and growth ambitions.

Q: Could you please share your experience of developing an internal legal team: what are the challenges of hiring lawyers for a tech startup company?

A: I truly believe that people are the key to everything in IT companies. Technology and innovation are driven by the talent, creativity, and dedication of the individuals who make up the team. No matter how advanced your tech or how solid your business model, it’s the people behind the scenes who bring it all to life. In my role as General Counsel, I’ve seen firsthand how important it is to build a legal team that not only has the right expertise but also shares the company’s values and vision. When you have a team that’s aligned, communication flows better, challenges are tackled more effectively, and innovative solutions emerge naturally.

It’s also crucial to create an environment where people feel empowered to contribute their ideas and where there’s room for growth and learning. In the fast-paced world of IT, things are always changing, so fostering a culture of continuous development and open constructive feedback are essential. When people are motivated and engaged, they’re more likely to take ownership of their work and push the company forward.

Cultural Alignment is a main challenge in every company. Lawyers need to be not just legal experts, but also team players who align with the company’s mission and values. They should be able to work closely with engineers, product managers, and business leaders, often bridging the gap between legal considerations and business objectives.

Finding someone who fits into the startup’s culture can be a significant challenge, anything else can be fixed quickly.

Q: inDrive operates in over 749 cities across 46 countries, each with its own legal framework. For entrepreneurs looking to expand internationally, what are the most significant legal challenges they should anticipate, and how can they strategically mitigate these risks?

A: Expanding internationally is an exciting but complex task, especially when navigating the diverse legal landscapes across different countries. For entrepreneurs looking to expand internationally, there are some of the most significant legal challenges they should anticipate and strategies to mitigate these risks, as:

• Finding the right balance between in-house expertise and external consultants is crucial for both cost efficiency and effective legal management. It’s important to have a clear strategy that determines when to rely on your internal team and when to bring in outside experts.
• Some countries have specific regulatory requirements for foreign businesses, such as mandatory partnerships with local companies, restrictions on foreign ownership, unique licensing requirements and many more. I would advise to conduct thorough market research before entering a new country to understand not only the regulatory environment and any barriers to entry, but also to look at the business strategy such as strategic partnerships, networking etc.
• Again, hiring the right people who fit the company’s culture is very important. Managing staff internationally involves navigating different labor laws, practices and moreover an understanding of the cultural differences that come with international operations. Understanding local customs, business practices, and legal nuances is critical when expanding into new regions.

Q: Are there legal processes that can be optimized through the use of tools and technology? Based on your experience, when it may be smart to use legal-tech solutions?

A: According to my practice, legal-tech solutions can be effective across a wide range of legal aspects, starting from KYC checks and CLM to document automation, compliance monitoring, legal entities management etc.

Legal-tech solutions are particularly smart to use when dealing with repetitive tasks that require accuracy and speed, such as contract management, regulatory compliance, or due diligence.

These tools free up legal teams to focus on more strategic, high-value work, such as advising on complex transactions or navigating new legal challenges as the company grows.

However, it's important to assess the specific needs of your legal team and the scale of your operations before investing in legal-tech solutions. The key is to identify areas where technology can truly add value, improve efficiency, and reduce costs, while ensuring that the human element of legal practice - such as strategic thinking and complex decision-making - remains at the forefront.

Q: Could you please tell us about some difficult or particularly interesting moment in your work when legal expertise turned out to be decisive?

A: There have been several moments in my career where legal expertise was absolutely crucial. While I can’t go into too much detail, I can share a few examples of how pivotal legal decisions have shaped business outcomes.

For instance, obtaining the right license at the right time has often been the key to unlocking new markets for the business. In one case, securing a specific license allowed us to enter a highly regulated market, giving us a competitive edge and opening up significant growth opportunities.

Another example is the implementation of rigorous compliance procedures, which not only ensured that we met regulatory standards but also enabled us to scale the business more efficiently.

Proper compliance frameworks can streamline operations, reduce risk, and build trust with customers and regulators, all of which are essential for sustainable growth.

Litigation, too, has played a critical role in driving cost-efficiency. In one particularly challenging case, our legal strategy led to a favourable court decision that saved the company substantial resources. This experience underscored how proactive legal action can mitigate risks and protect the company’s bottom line.

In all these instances, it was the deep legal expertise and strategic thinking from the legal team that made the difference, turning potential challenges into opportunities for growth and success.

Q: If you were to start your own company, what legal frameworks or principles would you prioritize to ensure long-term success and sustainable growth?

A: That's a great question. Starting a business requires a unique set of skills and a distinct mindset, including the ability to adapt to change and a higher tolerance for risk. While I haven’t embarked on this journey yet, it’s something I might explore in the future.

If I were to start my own company, establishing a strong corporate governance framework would be a top priority. This involves defining clear roles and responsibilities for leadership, implementing effective checks and balances, and ensuring transparency in decision-making. Good governance is fundamental for building trust with investors, employees, and customers, and it lays the groundwork for long-term stability.

Additionally, I would focus on creating robust procedures to ensure legal compliance and ethical conduct. This approach not only mitigates legal risks but also promotes a culture of integrity, which is crucial for sustainable growth.