Baris Ozturk, Head of Legal at Teleperformance, shares his views on leadership, how his legal team at TP is structured, the decision-making process on engaging outside counsel, and the regulatory challenges that are most pressing for the BPO industry.
CEEIHM: You’ve had a unique professional path – from working in foreign affairs to professional services, banking, and now leading legal at TP. Could you walk us through that journey and what motivated each transition?
Ozturk: I began my professional career at the Turkish Embassy in Dublin, Ireland where I gained early experience in international law and policy-making. I then transitioned to PwC Legal, where I built a strong foundation in compliance, competition law, and mergers and acquisitions by advising high-level multinational clients. At Yapı Kredi Bank, I expanded into financial law, drafting international finance agreements and supporting cross-border transactions while contributing to strategic decision-making processes.
Later, I joined Teleperformance to establish and lead a legal department from the ground up—a unique opportunity to apply my experience in cross-border operations, compliance, and corporate governance. This role marked a significant step toward legal leadership, allowing me to shape strategy and drive organizational impact. As Head of Legal and Compliance, I built a high-performing four-person legal team, streamlined operations, and significantly reduced the legal budget—demonstrating how a diverse legal background can support sales, compliance, and overall operational efficiency.
CEEIHM: How is your legal team at TP structured, and how do you balance strategy with day-to-day legal operations?
Ozturk: My team is structured to handle both operational matters – like contract drafting and regulatory compliance – and strategic issues, such as M&A, AI regulation, and cross-border projects. I personally oversee strategic initiatives and work directly with the CEO, CFO and Regional CLO, while delegating daily operations to my team with clear accountability. This balance ensures we’re not just reactive lawyers, but business partners shaping growth to the business. I am currently leading legal operations across Turkey and Azerbaijan. This dual role requires both high-level strategy and operational execution.
CEEIHM: What do you find most rewarding about being in a leadership position?
Ozturk: For me, leadership is rewarding because it allows me to mentor lawyers, create a culture of ownership, and at the same time demonstrate how legal can add measurable value, such as reducing costs or enabling faster deal closings. Within one year, I built a functioning legal department from scratch and empowered the team. I consider this outcome as direct result of leadership, not just legal skills.
CEEIHM: What’s one thing you think people often misunderstand about the role of the legal function in a company, and how do you try to shift that perception?
Ozturk: Many think legal is the department in a corporation that mostly hinders business by always saying “no”. I shift this by positioning our legal team as business enablers. Instead of blocking, we structure solutions that manage risk while allowing innovation and speed. When a nee idea comes up, my approach is: ‘how can we do this safely?’ rather than ‘we can’t do this.
CEEIHM:When you work with outside counsel, what qualities do you value most, and how do you decide which firms or advisors are the right fit?
Ozturk: The best external counsel understand not just the law, but also our industry and business objectives. I look for pragmatic, solution-driven legal advisors who communicate clearly and partner with us rather than just sending legal memorandums explaining a pile of legislations without providing any clear industry applicable legal solutions.
CEEIHM: AI-enabled solutions are one of the core parts of TP’s offering. Given that the regulatory landscape for AI is still emerging – with some rules already in place and many more surely to come – how do you approach advising the business on innovation while ensuring compliance?
Ozturk: I closely monitor EU AI Act and local regulatory trends, work with internal stakeholders to map risks, and provide frameworks that both mitigate regulatory exposure and reassure clients. The key is early involvement: we embed legal compliance into product development so that innovation and compliance grow together, not in conflict.
CEEIHM: From your perspective, what are the most pressing legal challenges facing the business process outsourcing sector today?
Ozturk: The BPO sector faces challenges around data protection (GDPR, KVKK), AI regulation, and cross-border labor/outsourcing compliance. With operations spanning multiple jurisdictions, aligning contracts, HR frameworks, and client obligations across regulatory regimes is critical.
CEEIHM: Looking ahead, what excites you most about where Teleperformance is headed?
Ozturk: I’m excited about TP’s evolution from a traditional BPO into a tech-enabled solutions provider. Our AI and digital platforms open new opportunities, but also require thoughtful legal frameworks. Being at the center of that transformation and making contributions of my own is very motivating. I see firsthand how TP is redefining its industry position. I’m proud to be in a role where legal is not a back-office function but a driver of trust and innovation.