BLRT Grupp’s General Counsel Andrius Digrys explains the benefits of building a career with the same company for more than two decades, the profound impact of geopolitical developments on the shipbuilding and maritime sector, what skills and qualifications make for an effective general counsel, and more.
CEEIHM: You’ve been with BLRT Grupp for 21 years, first working at The Western Shipyard Group owned by BLRT Grupp and currently working as General Counsel at BLRT Grupp. What advantages have you found in staying with one company long-term?
Digrys: The greatest advantage has been the uninterrupted and continuous growth of my competence together with a deep understanding of the Group’s business processes and needs. Having grown within the organization from the lower levels all the way to top management, I have an intimate knowledge of how things work, how decisions are made, and what risks matter most.
Another significant advantage comes from the specific nature of BLRT Grupp as an industrial group. Our business requires not only legal and commercial expertise but also a strong grasp of engineering and technical matters – ship design, complex steel structures, shipbuilding and repair processes, port operations, ship agency, chartering, and many other niche areas. This kind of expertise cannot be acquired anywhere else except through many years of hands-on work in this environment.
Because so much of our activity is project-based and rarely repetitive, every day brings new challenges and unexpected issues. This makes the job not only interesting but never boring, even after more than 20 years. Over time, working under such conditions also develops the ability to make fast and complex decisions—something that is impossible without deep and long-term industry experience.
Finally, but no less importantly, long-term tenure builds mutual trust and loyalty. After so many years and in such a senior role, it is truly rewarding to feel the trust of the shareholders and my colleagues.
CEEIHM: How is your legal team organized, and how do you decide which responsibilities are handled in-house versus delegated to outside counsel?
Digrys: Legal support across the Group is ensured through a combination of in-house lawyers and external counsel. In simple terms, our goal is to handle as much as possible internally – without ever compromising on quality. External counsel are engaged when a very large resource is needed within a short time or when the matter relates to foreign jurisdictions, foreign law, or dispute resolution abroad.
CEEIHM: When you engage outside counsel, what qualities or expertise do you look for, and how have those expectations changed over the years?
Digrys: Our expectations have remained fundamentally consistent over the years. We look for a balance of reliability, high-quality legal services, and cost efficiency. In short – trusted experts who deliver excellent work and do so within reasonable and predictable cost parameters.
CEEIHM: What’s your approach to managing legal and regulatory challenges when working across multiple jurisdictions?
Digrys: The approach always depends on the specific nature, scope, and complexity of the issue. As mentioned, our priority is to leverage internal legal resources as much as possible. When that is not sufficient, we engage external lawyers and other professional advisors in the relevant jurisdictions to ensure full compliance and the best possible outcome.
CEEIHM: How is the shipbuilding and maritime industry adapting to the evolving geopolitical environment, and what regulatory or market shifts do you think will have the greatest impact on its future?
Digrys: Geopolitical developments have a profound impact on the shipbuilding and maritime sector. The most severe disruptions in Europe emerged in 2022 and continued into parts of 2023. During that period, the industry faced extraordinary uncertainty – raw material volatility (especially steel), supply chain interruptions, abnormal price fluctuations, shortages of skilled labor, and extreme swings in energy prices. These combined factors made 2022 and parts of 2023 exceptionally challenging for shipyards across the region.
However, as always, the industry adapts. Today, the situation has stabilized, and there are even positive signs, particularly related to potential defense-sector demand. Yet, the future remains difficult to predict. The most damaging impacts arise from sudden and drastic geopolitical changes, which is why stability is crucial for long-term planning and investment.
A particularly important element of the current geopolitical environment is the rapidly evolving sanctions regime. Sanctions imposed by the EU, US, UK, and other jurisdictions have dramatically reshaped the maritime landscape. They affect everything from access to materials and technology to financing, insurance, logistics, and even the availability of vessels and equipment. Compliance with sanctions has become a complex, resource-intensive process involving continuous monitoring, due diligence, and risk assessment. For many shipbuilding and repair companies, including ours, sanctions compliance is now a strategic function – any misstep can lead to severe financial, reputational, and legal consequences.
Moreover, sanctions have created real operational challenges. Certain traditional markets are now restricted or closed. Some suppliers and subcontractors have become unavailable or high-risk. Certain vessel types or components require additional checks, approvals, or alternative sourcing strategies. At the same time, sanctions have reshaped market dynamics, pushing demand toward compliant, transparent, and reliable service providers – creating opportunities for companies that manage these risks effectively.
As a result, compliance with sanctions is no longer just a legal requirement – it has become a competitive differentiator. Companies that invest in strong compliance frameworks and maintain the ability to react quickly to regulatory changes will be better positioned to serve international clients and navigate future geopolitical fluctuations.
In summary, the industry has shown resilience and adaptability, but its future will depend heavily on geopolitical developments, regulatory shifts, and especially the ongoing evolution of global sanctions regimes.
CEEIHM: Are there emerging legal or regulatory areas where you see opportunities for innovation, efficiency, or strategic advantage?
Digrys: Yes, several rapidly evolving legal and regulatory areas present meaningful opportunities for BLRT Grupp.
EU sustainability, taxonomy, and ESG regulations are becoming not only compliance requirements but competitive factors. Companies that integrate them early gain an advantage – especially in ship modernization and repair. In the defense sector, increasingly strict rules on exports, sanctions, public procurement, and dual-use technologies also create opportunities: by proactively managing these requirements, BLRT Grupp can strengthen its position as a reliable and compliant partner for high-value projects.
The new EU AI regulations open doors to automation, document management improvements, and contract analytics, significantly boosting efficiency. At the same time, new cybersecurity rules – NIS2, DORA, and strengthened data protection standards—encourage us to build centralized, Group-wide systems that enhance both compliance and customer trust.
Finally, rapid changes in maritime law, IMO environmental standards, and technical guidelines mean that companies that adapt first gain a clear competitive edge, offering clients solutions aligned with future – not just current – requirements.
In short, legal and regulatory developments create not only obligations but opportunities. Proactive management of these areas can become a source of innovation, efficiency, and strategic advantage for the entire Group.
CEEIHM: What qualities do you believe are most important for a General Counsel to be an effective leader?
Digrys: Several qualities are essential for an effective General Counsel. First, the ability to think strategically and understand the business. A GC must not only interpret the law but also see the broader commercial picture, assess risks constructively, and help drive decisions rather than block them.
Clear communication is equally important – translating complex legal issues into practical insights, identifying risks early, and offering alternative solutions that allow the business to move forward safely.
A GC must also inspire trust and remain a stabilizing force during high-pressure situations. Crises, conflicts, and regulatory changes demand someone who can prioritize, coordinate, and maintain structured thinking. Empathy is another key element – understanding the perspectives and needs of everyone from the board to operational teams.
In the context of BLRT Grupp, I would add a particularly important quality: not only broad but deep industry-specific knowledge. Working in a Group active in shipbuilding, repair, industrial engineering, and defense projects requires understanding technical processes, commercial chains, international standards, operational risks, industry traditions and practice, and client expectations. Only with this depth of knowledge can decisions be truly practical and valuable.
Finally, strong ethics and independence are indispensable. A GC must be able to voice difficult but necessary truths while supporting the business in pursuing ambitious yet legally sound strategies. This combination is what forms a genuinely effective legal leader.
CEEIHM: Have you discovered any unexpected tricks or approaches over the years that consistently help you see solutions others might miss?
Digrys: Yes. Beyond all the usual success factors, one element stands above all: complete trust from the internal client. When there is 100% trust, it becomes possible to fully understand the essence of the problem and design the most effective strategy and tactics. Without full trust, gaps remain – gaps that cannot be predicted, filled, or mitigated. Trust is the foundation that enables truly effective problem-solving.
This idea directly connects back to my answer to the first question. Such trust does not appear overnight. It is something that can only be earned through many years within the organization, consistently demonstrating reliability, professionalism, and full dedication to the business. Long-term commitment allows you to understand not only the legal context but the operational, technical, and human aspects of the company. And only when people know that you understand their challenges – and that you are deeply committed to the company’s success – are they willing to share the complete picture without hesitation.
In that sense, the real “trick” is not a shortcut at all. It is the result of time, loyalty, and immersion in the business. When the organization trusts you fully, you gain the visibility needed to identify solutions others might overlook, and you can act not just as a lawyer, but as a true strategic partner. When I read this answers sounds really boring – as very stereotypical lawyer’s answer. Sorry for that, but this is truth. Another typical lawyer excuse 😊