Our Goal is to be a Pillar for Those Who Will Invest in Ukraine’s Reconstruction

The legal market in Ukraine has seen a new consolidation: Altelaw & Sempra. The firm announced its expansion and collaboration. Their joint team will now focus on Energy, Construction, GR, and Business Development. Central to their strategy is a partner model for client relationships, designed to provide not only legal support but also comprehensive backing for project implementation across the company’s developing practices. In their first joint interview for Yurydychna Gazeta (Legal Newspaper), the partners—Olha Savchenko, Ihor Retivov, and Olha Sydorchuk—discuss strategic goals, management format, new practices, and approaches to interacting with the business and professional community. Their aim is to deepen expertise in sectors critical to the economy and offer businesses a new level of trust and support.

— How did the idea for the Altelaw & Sempra merger arise, and what was the key impetus?

Olha Savchenko: Actually, everything came together simultaneously and organically: we are merging with Olha Sydorchuk and her company. Concurrently, Ihor joined the team as a partner with significant expertise in the corporate sector. So, it’s both a merger and an expansion—two processes that happened in parallel. Olha and I have known each other for a long time and have successfully worked together for over six years—she was a lawyer in our company and later became a consultant on construction matters. Over time, Olha began developing her own practice, and her company gained recognition and professional strength in the construction sector.

Now was the moment we realized it would be significantly more effective to combine our efforts on an equal footing, which will yield much better results for our clients. Just a few days before the decision to merge, Altelaw’s partnership expanded—Ihor joined the company. He will speak about his motivation himself. Our motivation was to find someone with experience working in large-scale companies and projects who could both implement that experience within a law firm and better understand the client. The overall idea is simple: to build strong expertise, unite teams we are comfortable working with, and move together toward results with the necessary energy.

— What were the biggest challenges you faced during the merger process?

Olha Sydorchuk: I’m not sure if they should be called challenges in the classic sense, but perhaps the main one was that each of us is a unique individual, with our own experience, approaches, and vision of processes. Therefore, the primary task was achieving a harmonious blend and building synchronicity in achieving results. But it was precisely our shared vision of how to interact with clients, the quality of services we strive to provide, and the expertise we aim to uphold—that became our anchor. Today, together, we genuinely have more strength and professionalism than we did separately.

— Will the specialization of practices change? Do you plan to launch new areas?

Ihor Retivov: We continue to develop as a team specializing in the energy and construction sectors. This is our key focus, and we plan to deepen our expertise specifically in these areas. At the same time, we are already launching new practices. This includes GR (Government Relations) and Business Development. Our goal is to be not just a legal advisor but a partner to the client at all stages, from the inception of an idea to project implementation. We want the client to feel supported not only in legal matters but also in strategic development, planning, and communication with the state sector—meaning comprehensive security and guidance every step of the way.

— What new value will the market receive from the merger? What niche do you aim to occupy in the legal market?

Olha Savchenko: Our idea is to preserve the approaches we have already developed and triple our efforts. We remain a niche company, but now with even stronger expertise in two key areas—Energy and Construction—with the addition of GR and Business Development practices in those sectors. Also, one of our focuses now is the partner ecosystem, particularly within the legal market. We highly respect many colleagues and firms practicing in our areas and those working in entirely different fields. Respect always translates into cooperation, and ultimately, when our clients seek expertise in other areas but under our supervision, we intend to recommend colleagues we trust, and as a result—close all the client’s needs.

What else new do we want to offer the market? We strive to establish a new legal culture, with a new, partner-centric attitude toward the client’s business. Yes, for us, every case or project is always personal. We genuinely care about every case as if it were our own. Perhaps from a professional standpoint, this is not always profitable or correct, but for the client, it is the best possible approach. In the end, we want to be a new format of advisor—one you can entrust a task to and not worry about the implementation process, but simply receive a high-quality result. An advisor you can rely on without reservation, because a partner should be confident that we will act in their best interest, just as we would for ourselves.

— What strategic goals have you set for the first year of operation?

Ihor Retivov: Olha Savchenko already partially touched upon this—we want to establish a new culture of interaction between the legal advisor and our partner. It’s important for us to provide not just legal service but to build long-term partnerships with both clients and colleagues across the market. During our strategic session, we defined several key goals for the first year. First, we want to maintain our niche expertise while developing new practices. To achieve this, we plan to strengthen the team, as we already see demand for expansion both from clients and internally. Second, we want to implement one or several cases that will exemplify our philosophy in action: where we build not just cooperation, but a true partnership with the client. We intend to make such a story public to inspire and demonstrate to our future partners how we view modern legal practice.

— How do you plan to integrate the teams while preserving the strengths of both companies?

Olha Sydorchuk: We highly value all members of our team, which is already functionally unified. Crucially, we have been working together on projects for a long time, so a separate integration process is not necessary. Accordingly, we are focused on developing shared values necessary to achieve strategic results, a unified approach to projects, and enhancing professional standards. Our goal is to preserve our strengths and amplify them, moving together in a shared direction. At the same time, the human element within the team is important to us: mutual support, assistance, and development.

— What will be the management structure after the merger?

Olha Savchenko: This is indeed an important question, and we gave it considerable thought. As lawyers, we understand well that without structure, rules, and clear order, a company will not function. Consequently, during the strategic session, we agreed that key decisions will be made collegially. All partners will have an equal vote. In cases where a unanimous decision cannot be reached on a specific matter, the final word will rest with the senior partner, which is currently me. However, when it comes to strategic, conceptual matters—development, direction, and partnership initiatives—the decision must be unanimous, or it will not be adopted. And in the role of senior partner, I will uphold this position. For operational, day-to-day decisions, we have chosen a model where we generally act jointly, but when necessary, one of the three partner links makes the final decision to ensure flexibility.

— How is specialization distributed among the partners?

Olha Savchenko: The Energy practice remains my primary area of expertise. Ihor Retivov is also joining the development of this practice, as he has relevant experience and sector understanding. Olha Sydorchuk will be responsible for the Construction practice; this is her professional forte, with which she has been involved for many years. Ihor will also develop the GR and Business Development practices. By this, we mean a more comprehensive client support model—from the idea’s inception to the project’s full implementation. We want the client to be able to approach us at the start, and for us to not only provide legal support but also assist with technical, financial, economic, and analytical issues. In fact, thanks to our niche specialization and deep market immersion, we already understand who truly delivers strong business models or the best technical execution. Accordingly, we aim to form a comprehensive service where the client receives not only legal expertise but also practical project implementation with vetted specialists.

— How do you plan to integrate client portfolios? How will communication with the market and the community take place?

Olha Sydorchuk: Given the long history of working together with Olha Savchenko, it has become historically natural for us to collaborate on many projects. Therefore, for some clients, this merger will not be news but rather a logical and expected step. However, we certainly plan to officially inform all our clients about the Altelaw & Sempra merger, as well as the opening of new practices and the expansion of the team. We want to do this openly and personally, so we plan to hold a separate event in an informal atmosphere. This will be a non-formal meeting with clients and partners where we can present the updated team, share the philosophy of the merger, and show how it will impact the quality of service. In communicating with the business community and the legal market, we want to talk not only about the new structure or practices but also about our values and approach to the client. We believe in trust, proactivity, and partnership. And we truly want our clients to feel this through the result, through interaction, and through the new energy of the team.

— How do you plan to work with the new client segment?

Olha Savchenko: The merger itself will serve as an additional signal for those who already know us professionally and may have considered reaching out but haven’t yet done so. In our niches—Energy and Construction—we have already built a positive reputation, for which we are grateful to our clients and partners. Now, with the consolidation and expansion, we want to demonstrate our expertise to institutional investors, and new and existing large players who will be involved in the country’s reconstruction. Energy and infrastructure have suffered significantly from the war, and they will be the focus for national and foreign businesses in the coming years. We believe in victory and are already prepared to be a reliable support for new clients who are working or will be investing in Ukraine’s recovery and energy sector. Accordingly, the main plan for working with the new client segment is to demonstrate through our long-standing practice, approaches, and projects that we are a reliable legal partner in their endeavor to rebuild and restore a prosperous Ukraine.

— Do you anticipate expanding the geographical scope of services or entering new markets?

Ihor Retivov: Yes, we position ourselves as a national company with international integration ambitions. Our goal is to develop partnerships with both foreign investors and institutions, and with legal colleagues abroad. We understand that after the victory, Ukraine will require reconstruction, and legal support for this process will be critically important. The Energy, Infrastructure, and Construction sectors remain extremely promising. We see foreign investors entering Ukraine, often through their legal advisors, and that is precisely why we want to form such partnerships: so investors can implement projects in Ukraine quickly, comfortably, and without unnecessary barriers, by engaging truly high-quality local expertise. Simultaneously, we are considering launching new practices that will complement the main areas, ensuring the client receives comprehensive support immediately, without waiting or needing to engage external consultants.

Joint Quick-Fire Questions for Each Partner

— What was the main reason for you personally to support the merger?

Olha Savchenko: Trust in my future partners. At some point, you realize it’s hard to move alone, and you need people you can rely on to make the journey easier.

Olha Sydorchuk: Shared values, a unified vision for the future, and the moral qualities of the partners. I perceive them more as friends than just colleagues.

Ihor Retivov: The desire and opportunity to do more. In the corporate sector, there are limits, and here I see a chance to realize more ideas within a company of like-minded individuals.

— What is your personal superpower as a partner in the updated firm?

Olha Savchenko: Empathy. Empathy towards colleagues, the team, and clients. I take all issues to heart and want clients to thrive. Emotional intelligence is paramount in the current reality.

Olha Sydorchuk: System thinking/Systemicity. It balances the emotional component in our team. We need a clear structure and process understanding to help clients grow.

Ihor Retivov: I know business from the inside and understand the corporate sector’s pain points. This insight helps guide client interaction. Also, my simplicity in communication.

— What is the most valuable experience you bring to Altelaw & Sempra?

Olha Savchenko: Interaction and workflow management with clients (related to my superpower). Plus, since this is a merger built on Altelaw, the entire history and achievements we’ve already secured.

Olha Sydorchuk: The multiplication of sectoral expertise in Construction and new approaches to company promotion.

Ihor Retivov: A vision for the development of new practices and the strategy for our organizational and structural development as a company.

— What was the most emotional moment for you during the merger process?

Olha Savchenko: Since I proposed the partnership, the most emotional and simultaneously the most difficult part was daring to take that step.

Olha Sydorchuk: For me—agreeing and committing to the decision. We were separate individuals; it required trusting the partners and making a joint choice.

Ihor Retivov: I had two components. The first was emotional, tied to the decision to leave the corporate sector. The second was personal: changing the paradigm and the necessity of adapting to this new format of cooperation.

— What inspires you most about your fellow partners?

Olha Savchenko: I deeply respect both. In Olha Sydorchuk, I value her clarity and ability to defend a position—sometimes firmly, but always professionally and essentially. In Ihor, I admire his expertise and knowledge in energy, which I believe is among the most comprehensive in the market.

Olha Sydorchuk: I value Olha Savchenko’s sincerity and openness. She is incredibly communicative and energetic. In Ihor, I value his systemicity. He approaches things measuredly, balancing our team.

Ihor Retivov: Their willpower, especially in the pursuit of transformation. They don’t just understand the need for change; they take action and execute, even when it’s difficult or uncomfortable.

Involvement in Professional and Business Associations

The team is actively engaged in expert and legislative work within key industry associations. The company is a member of:

• European Business Association (EBA);
• Ukrainian Wind Energy Association (UWEA);
• Energy Initiative of the UN Global Compact, which supports the idea of responsible business and sustainable development.

Olha SAVCHENKO, Partner at Altelaw & Sempra, Head of the Legal Committee of the Ukrainian Wind Energy Association, Member of the Committee on Energy, Oil, and Gas of the Ukrainian Bar Association

• — What strength of Altelaw would you like to preserve unchanged? — First and foremost, our history, journey, and experience. I want to preserve and develop the uniqueness of our expertise—in Energy, and now in Construction.
• — What value for clients do you personally want to enhance in the new company? — Sincerity in client communication—that’s what I have always prioritized and want to amplify. And also—the feeling of responsibility that arises when you create a company from scratch: I know what it’s like to be responsible for every step, every person, every project, and thus I understand the client’s similar journey.

Olha SYDORCHUK, Partner at Altelaw & Sempra, Member of the Board of Directors of the Confederation of Builders of Ukraine, Head of the Committee on Normative and Legislative Activities of the Confederation of Builders of Ukraine

• — What strength of Sempra would you like to preserve unchanged? — First and foremost, the expertise and experience in Construction we have developed over the years. And also—sincere, trusting communication with clients, partners, and within the team. That’s the atmosphere we want to preserve going forward.
• — What new projects do you want to implement as a partner? — I would like to develop the Business Development practice specifically in the Construction sector, leveraging my in-house experience in this industry. I know the processes from the inside, understand the market needs, and believe this niche is promising, complex, and highly necessary right now and for years to come.

Ihor RETIVOV, Partner at Altelaw & Sempra, Head of the Committee on the Development of Energy Storage Systems of the Ukrainian Wind Energy Association, Deputy Head of the Committee on Energy, Oil, and Gas of the Ukrainian Bar Association (UBA)

• — Which market or area do you consider the most promising for growth? — Besides Energy and Construction, we see great potential in developing the GR direction (Government Relations)—relations with government bodies. This is especially relevant in regulated areas where conflicts constantly arise, slowing down project implementation. We want to support such initiatives: from problem identification to regulatory solutions.
• — What is your personal metric for the company’s success in three years? — For me, it’s the realization of all the strategic goals we are currently setting: launching new practices, building partnerships with foreign companies, and establishing a new culture of legal service. And most importantly, that we can comprehensively meet clients’ needs—not only legally but also strategically.