Hitay’s Legal Counsel Hasan Doruk Ozdemir discusses his nearly-decade career at the organization, how he balances the legal strategy across multiple sectors, what regulatory themes come up often across the group’s portfolio companies, and the trends that will influence investment law over the next few years.
Hitay is a Turkish investment group founded in 1980, with a diverse portfolio spanning information technologies, security solutions, and online gaming ventures.
CEEIHM: You’ve been with Hitay for nearly a decade. What have been some of the most defining moments in your journey there?
Ozdemir: Hitay Holding has long been a multi-sector pioneer, giving me the privilege to build a truly diverse professional journey, one filled with experiences that have shaped both my expertise and perspective.
In 2019, we brought all of Hitay’s corporate social responsibility projects under one umbrella; Hitay Foundation. Today, actively supporting students and artists through scholarships and projects and contributing to their educational development, the foundation works to promote equal opportunities in education. The Foundation continues to support students from all over Turkey through scholarships, art competitions and art trips abroad. I took part in its legal formation a first-time experience that allowed me to apply my professional background to something deeply meaningful.
Another unforgettable milestone for me was in 2020, when one of our group companies, Teknoser, acquired Fujitsu Technology Solutions’ IT operations in Turkey. The deal was closed during the pandemic period, the timing made the challenge greater, but also the achievement far more rewarding.
Finally, in 2023, I had the opportunity to visit the Holding’s energy investments in Indonesia. I conducted on-site visits in the Aceh region and observed the ongoing field operations firsthand; visiting our energy investments in Indonesia and witnessing operations firsthand was an extraordinary experience; both humbling and inspiring.
CEEIHM: What does your team look like today, and how do you foster collaboration and knowledge-sharing across different business lines?
Ozdemir: My legal team may be compact – just two of us – but we operate within a strong ecosystem of trusted external counsels and law firms. However, we also work closely with external law firms and specialized attorneys, particularly for litigation matters. The expertise of the law firms and lawyers we collaborate with varies depending on the subject matter. Therefore, when selecting external counsel, their experience and prior involvement in similar projects within the Group become key distinguishing factors.
CEEIHM: What lessons from your work as an Executive Board Member of Hitay Foundation influence how you approach decision-making in your corporate position?
Ozdemir: Although we operate within a commercial environment, my experience with the foundation has helped me realize that business is not only about financial or economic outcomes. Observing how our group companies interact with their clients also reinforced for me how crucial customer satisfaction truly is.
The sense of fulfillment we experience when the Foundation provides unconditional support to an artist is, in many ways, comparable to the satisfaction of resolving a critical issue for a client. Therefore, I have come to believe that genuine business success lies not only in achieving financial results, but also in creating meaningful experiences and fostering lasting trust and happiness among people and clients.
CEEIHM: Hitay operates across multiple sectors. How do you approach legal strategy in such a diverse business environment?
Ozdemir: Working in-house requires not only strong legal expertise but also a deep understanding of the industries in which our group companies operate. Possessing such business knowledge adds substantial value, as it enables legal professionals to provide advice that is both compliant and commercially sound.
Moreover, effective collaboration with departments such as sales, procurement, human resources, and project management is essential. It is crucial to understand and address the needs of both internal teams and external clients accurately. Consequently, the legal function should not be limited to providing reactive support; rather, it should play an integral role throughout the entire business cycle.
True impact comes from staying involved from the first negotiation to the final delivery; not reacting to risk but anticipating it. Our approach is built on proactive alignment, smart risk mapping, and continuous communication across all functions.Thus, I think legal strategies must be shaped around effective risk management, strong interdepartmental communication, and alignment with the Group’s overall goals and long-term strategy.
CEEIHM: How do you determine when to rely on external counsel versus handling matters in-house?
Ozdemir: As in-house counsel, our primary responsibility is to identify potential legal risks within the Group at an early stage and develop appropriate solutions — or at the very least, prevent disputes from arising. In our case, this often means minimizing litigation risks or, when litigation becomes unavoidable, preparing the company to be in the most advantageous position possible.
Of course, each risk carries its own unique dynamics. At times, the complexity of a matter requires seeking different perspectives or consulting external lawyers who have previously dealt with similar issues. When we encounter a risk outside our direct experience, the most effective approach is to engage with someone who has already faced and resolved a comparable situation.
In this regard, the support we receive from our external counsels is extremely valuable, as their specialized expertise and practical insights significantly contribute to our ability to manage legal risks effectively and safeguard the company’s interests. Partnering with such specialized counsels brings not just reassurance, but strategic depth to our legal risk management, because no legal team can master every scenario.
CEEIHM: What are some of the recurring legal or regulatory themes you encounter across the group’s portfolio companies?
Ozdemir: Given our extensive customer network, I would say that compliance and data protection are among the most critical recurring legal themes. These areas are highly prioritized across all our group companies, and we ensure strict adherence to the relevant legal framework and continuous monitoring of regulatory developments.
Given that our businesses operate in diverse sectors such as technology, online sports games of chance, renewable energy, and technology services, we also frequently deal with sector-specific licensing, regulatory reporting, and employment law matters.
CEEIHM: Over the next five years, what trends or shifts do you think will most influence the legal landscape for investment groups like Hitay?
Ozdemir: In the next five years, I see data governance, cybersecurity, and AI-driven regulation reshaping corporate law. The challenge won’t just be compliance; it will be foresight. Legal teams that anticipate rather than react will be the ones empowering innovation instead of constraining it.As we monitor these technological developments, it will also be essential to closely follow emerging legal frameworks and regulatory changes governing these fields to ensure compliance and effective risk management.
CEEIHM: What’s one piece of advice you’d give to young lawyers looking to build a career in corporate or investment law?
Ozdemir: One of the most important pieces of advice I would give is not to rely solely on legal knowledge, but to actively follow the business world and stay informed about both local and international developments in the industries they are interested in.
It is essential to remember that while striving to provide legally sound guidance, meeting the client’s objectives is equally important. When offering advice, it is critical to consider the desired outcome and provide the most appropriate and practical legal solution accordingly.
Another important aspect is the ability to work effectively with different teams. Especially when working in-house, it is important to remember that most of your colleagues will not be lawyers. Therefore, strong communication skills and a collaborative mindset become highly valuable assets, complementing your legal expertise and significantly enhancing your professional effectiveness, because collaboration, not isolation, is what turns legal departments into trusted partners.