Goran Arsic, Head of Legal and General Affairs at DDOR-Garant Beograd, discusses his approach to mentoring junior lawyers, balancing regulatory obligations with business growth goals, and the biggest legal and compliance risks facing the sector in upcoming years.
CEEIHM: What would you highlight as the must-have skills for a GC in the Banking/Finance sector?
Arsic: I’d like to say that the key skills for a General Counsel in the Finance sector are really a mix of strong regulatory know-how, risk management, and good corporate governance. On top of that, you need to be comfortable with contracts, disputes, and most importantly, leading and supporting your legal team. In my experience, having this mix helps the business make confident decisions while staying fully compliant.
In my experience leading the legal and general affairs function at DDOR-Garant, and previously as Senior Legal Counsel at Eurobank, combining these skills allowed me to deliver zero regulatory penalties, strengthened internal governance, and proactive legal support for key business decisions.
CEEIHM: What’s your approach to mentoring junior lawyers and building a culture of compliance within the organization?
Arsic: Mentoring the junior lawyers is hands-on and collaborative. Focusing on providing practical guidance, sharing insights from regulatory and legal experience, and encouraging critical thinking and problem-solving. Building a culture of compliance starts with clear policies, ongoing training, and open communication — ensuring every team member understands not just the rules, but why they matter. At DDOR-Garant, I lead by example, involving my team in regulatory interpretations and strategic discussions, which has strengthened both competence and engagement. Even in situations where they make a mistake, I let them recognize it themselves, helping them improve their know-how.
CEEIHM: How do you decide when to handle a matter in-house versus engaging external counsel?
Arsic: Decision must be based on complexity, specialization, cost, and risk. Routine matters, standard contracts, or regulatory interpretations are usually handled in-house to leverage our internal expertise efficiently. External counsel is engaged when a matter requires specialized knowledge, jurisdiction-specific expertise, or when there’s a potential high-risk exposure. This approach ensures we manage costs effectively while maintaining the highest legal and compliance standards. We carefully consider every aspect of a case so that in critical situations we can respond appropriately, and whether we handle it in-house or externally, we maintain a proper system for tracking and monitoring the matter.
CEEIHM: What is your approach to communicating legal risks to non-legal executives so they understand both the risks and the opportunities?
Arsic: Generally speaking, the approach is to translate legal risks into clear business terms, highlighting both potential impacts and opportunities. I focus on practical implications rather than just legal theory, using examples or scenarios to illustrate the consequences of different choices. The goal is to ensure non-legal executives understand the risk, its context, and the options available, so they can make informed strategic decisions confidently.
CEEIHM: How do you approach balancing regulatory obligations with business growth goals?
Arsic: I like to approach regulatory obligations and business growth as complementary rather than opposing. I make sure compliance is part of planning from the start, so we can pursue opportunities while staying within the rules. I focus on practical guidance and risk mitigation, helping the business grow confidently without taking unnecessary legal risks.
CEEIHM: Over the last decade, regulations in Banking/Finance have changed significantly. How has your role as a legal counsel evolved alongside those changes?
Arsic: Over the last decade, regulatory changes in banking and finance have been substantial, especially in areas like compliance, risk management, and corporate governance. My role evolved from focusing primarily on legal documentation and transactional support to a more strategic advisory position, where I actively guide business decisions, ensure regulatory compliance, and implement internal governance frameworks. Leading teams at Eurobank and now at DDOR-Garant, I’ve had to continuously adapt processes, update policies, and train staff to align with evolving regulatory expectations, ensuring both business agility and risk mitigation.
CEEIHM: What do you see as the biggest legal and compliance risks facing the Banking/Finance industry in the next 3-5 years?
Arsic: In the following years, I see the biggest risks in banking as regulatory changes, data protection, AML compliance, and growing ESG requirements. I focus on building strong compliance frameworks, training the team, and embedding legal oversight into business planning to manage these risks while supporting growth. This will be very challenging due to the general internationalization of standards, combined with local regulations and increasingly demanding approaches from regulators and clients. Clients today, and in the future, will be more informed and proactive, especially as AI tools begin highlighting potential issues and indicating when further clarification is needed.
CEEIHM: How do you see the role of Head of Legal evolving with the rise of AI, digital contracts, and regulatory technology?
Arsic: The role of a Head of Legal is evolving rapidly with the rise of AI, digital contracts, and regulatory technology (RegTech). AI tools can help identify potential legal risks, automate routine contract review, and improve compliance monitoring. Digital contracts and RegTech platforms streamline operations and enhance accuracy. My approach is to leverage these technologies while maintaining human oversight, ensuring that the legal team focuses on strategic advisory, complex risk management, and governance, rather than being consumed by repetitive tasks. This allows us to be more proactive, efficient, and aligned with both regulatory expectations and business goals.