Dr. Markian Malskyy, managing partner at Arzinger law firm (Ukraine)
Interviewed by Vilija Viešūnaitė, managing partner, TRINITI JUREX Lithuania
How did you first learn about the outbreak of the war, and what was your initial reaction as a partner?
There is a certain mystery in this story. I was traveling with a night train from Kyiv to Lviv and was awaken by a call of an alarm service stating that there was something wrong with the system. This has never happened neither before nor after. This was an hour before the explosions and alarms started. I have not fallen asleep since then and an hour later a message came from one of our parties into the group chat that a war has started. Like for all Ukrainians the sounds of explosions and alarm was shocking. We were literally not putting our phones down reading the terrible news all the time. It was surreal – the kind of sound you expect to hear in history documentaries, not outside your window. My initial reaction was both personal and professional: shock at the reality of war, but also a sense of clarity that this was the very moment for which we had been preparing. As a partner, I knew that my role was to help steady the team, get people to safe places, to show that while the world had changed forever overnight, we had no right to be paralyzed.
What were the very first steps you took for the safety of your team and clients?
Well before February 2022, we had established a crisis coordination group inside the firm, which consisted of 10 people and operated for 4 months. That foresight made all the difference. On the very first day of the invasion, the group activated evacuation plans, contacted colleagues to assess their immediate needs, and began moving people into pre-rented apartments in safer locations (of about 500 square meters), which we signed and prepaid on the 7th of February 2025. We ensured that our people had safe shelter, transport options and communication channels. At the same time, we reached out to clients. For many, simply hearing that “Arzinger is operational, and your matters are under control” was enormously reassuring. Safety and continuity – those were our two guiding principles from the very first hours. We had the all team call within the first week, discovering who is where and what could be done further. Our mistake was not to have enough gasoline in the evacuation cars, we did not think that the petrol stations will operate slowly and limits of 20 litters per car would be introduced. The roads got blocked by cars moving towards west and many had to shorten their evacuation plans as they started running out of gas. “Thanks to COVID 19” we were much better prepared to stay together online. In fact that “virtuality” helped businesses sustain.
Can you share a personal moment that encapsulates what it felt for partners like to lead during those first days?
We remember the flood of messages from colleagues in our internal chat that morning. Some were practical – “Where do I go?”, “Is the train station safe?” – others were simply emotional, sharing fear and disbelief. Reading them, our partners squad realized that leadership at such a time is not about complex strategy but about presence and simple steps. We spent hours answering, checking in, reassuring, and coordinating. The prepared and committed team played a vital role. It was exhausting, but it also gave us all strength, because it reminded us that the firm is not just a workplace – it is a community. In the end of the day the whole crisis plan was that the firm takes over the crisis for employees, their relatives and even pets. We understood before the war that we were that “center of living interests” for our employees, so that lists of persons for the evacuation plan was quite big.
How did the firm adapt its day-to-day operations when the war began? Were you prepared for that?
Yes, we were prepared to an extent that surprised even us. Much of our IT infrastructure was already cloud-based, which allowed us to switch to remote operations almost immediately. We had also conducted medical first aid trainings and emergency response drills beforehand, so people knew how to act, which reduced panic. Of course, not everything was smooth. Some colleagues were under bombardment, some without stable internet, some did not manage to evacuate or decided not to. Because we had prepared structures in advance, we could redistribute workloads, support one another, and keep projects moving. Within just a few days, Arzinger was again functioning – not “as usual,” but as effectively as the situation allowed. Of course a week or two work stopped, but the working conditions picked up back soon.
What was the reaction of the clients? Which practice areas were most affected?
Clients showed both worry and solidarity, but were also in stress. Majority of projects first stopped. In a crisis situation everyone acts differently. International clients wanted certainty that their legal matters in Ukraine would not collapse. Local clients, meanwhile, were grappling with existential challenges: relocating businesses, restructuring supply chains, keeping staff safe and protecting their land and country.
The first areas most affected were transactional practices and labor law. We also faced urgent demand for relocation support and force majeure advice.
At the same time, during the first period of the war, pro bono projects stepped into our agenda. We provided legal assistance to numerous Ukrainian and international foundations and NGOs that were helping the country. Some afterwards became paid projects as some international financing stepped in. In parallel, we actively organized – and continue to organize – fundraising initiatives in support of the Armed Forces of Ukraine and other humanitarian causes. Social engagement became an integral part of our work, and we felt a strong responsibility to contribute not only to business but to society as a whole.
Our teams had to pivot quickly, often working around the clock. What impressed me most was how rapidly our lawyers adapted – shifting focus, mastering new legal and military questions and maintaining client trust.
Did you need to relocate staff, change office locations, or adopt new technology to maintain services?
Yes. Relocation was a central part of our early response. Colleagues and their families were moved to safer regions thanks to the apartments we had secured in advance. This gave them not only physical safety, but also the psychological comfort of knowing they were not alone. In terms of technology, our shift was more about intensity than novelty. We already had remote-working systems, but we had to scale them up in just a few days. Teams became entirely dependent on video calls, cloud platforms and messaging. We also developed new internal protocols to ensure that sensitive client data remained protected even as people worked under extreme circumstances.
What long-term changes to your firm’s strategy or practice areas emerged from the crisis?
The war fundamentally reshaped the legal market and Arzinger adapted quickly. We strengthened our focus on the new daily needs of our clients. At the same time, the crisis pushed us to rethink resilience as a core part of strategy. It is no longer enough to provide legal expertise – firms must also be advisors in risk management, crisis preparedness and long-term sustainability. We now actively integrate these perspectives into client relationships and our own operations. Even now we are one of the few firms where all partners are in Ukraine. We felt being together with our clients in Ukraine makes more sense.
How did the war influence the culture of your firm — team cohesion, communication, morale?
The war tested our culture in ways we could never have imagined. Yet it also deepened it. The sense of solidarity, mutual support and responsibility grew stronger. Communication became more frequent and transparent: daily check-ins, updates from leadership and open conversations about fears and challenges. Morale naturally fluctuated – fear, exhaustion, and grief were real. But each success story, each client matter resolved and each colleague safely relocated reinforced our belief that we could overcome this together. The war, paradoxically, made Arzinger not weaker but more cohesive. Of course the success of Ukrainian army brought up the morale. The pictures of hundreds of burning russian tanks, shot down helicopter and planes, as well as the reality of highly unprofessional russian army made our moods much better. Lacking logic and competence of the invaders together with the heroism and immortal motivation of the Ukrainian fighters showed us that Ukraine will stand.
Were there key decisions about staffing, client relationships, or partnerships that you view as turning points?
Yes. One turning point was our decision to prioritize staff safety above all else – even if it meant short-term sacrifices in operations. This built trust inside the firm and made people more committed in return.
Another was the intensification of partnerships with international firms. As Ukraine became the focus of global attention, cross-border cooperation increased dramatically. Many of our foreign colleagues reached out immediately, offering support in relocating our people to safer countries or providing them with temporary employment opportunities during the most difficult months. This solidarity was invaluable and demonstrated the strength of our professional community.
By positioning ourselves as a reliable Ukrainian partner we were able not only to serve international clients but also to strengthen our long-term global network.
Looking back, what leadership lessons stand out most from managing through the war?
Several lessons stand out:
1. Preparedness matters – having plans, even if imperfect, saves lives and keeps businesses functioning.
2. Presence is leadership – being visible, available and responsive counts more than perfect strategies.
3. Empathy is strength – people look to leaders not only for instructions but for humanity.
4. Decisiveness beats hesitation – in crisis, timely decisions, even if not flawless, are better than delay.
These lessons will stay with us all far beyond the war.
What practical steps would you recommend to other law firms facing sudden geopolitical or societal crises?
First, create a crisis management team and a detailed plan in advance – even if the crisis seems unlikely. This does not hurt and makes everyone feel better. Second, secure safe accommodation and relocation plans for staff; logistics are the first bottleneck in emergencies, especially the shortage of gasoline was a big issue. Third, train your people – not only in IT security and data protection, but also in first aid and emergency response. Finally, test your systems: make sure remote work, communication, and client servicing can survive total disruption. Be also prepared to support your staff financially. We immediately paid out about a 2 months in advance salaries to make sure the employees had financial security. Banks, shops and mobile operators proved to be safe. Some cash in pockets, minimal supplies in emergency backpacks were probably also more securing and reassuring rather than a real need. I am sure the developed world has scrutinized the Ukrainian experience and is better prepared.
How can firms balance client service with employee well-being during extreme disruption?
It is a delicate balance, but the principle is simple: take care of your people and they will take care of clients. We made sure to provide psychological support, flexible working arrangements and the understanding that family comes first. Support of the country was also something we all continue feeling necessary as we all further donate almost the fourth year now. This all, paradoxically, allowed us to maintain a high level of client service, because people were not forced to choose between loyalty to the firm and loyalty to their loved ones, feeling the support of the firm to the country.
Are there specific technologies, management practices, or cultural elements that proved indispensable?
Yes. On the technology side, cloud-based systems, messaging apps and remote access platforms were absolutely essential. On the management side, regular coordination calls and rapid decision-making protocols proved critical. Culturally, what mattered most was trust. Colleagues trusted leadership to make decisions in their best interest and leadership trusted colleagues to deliver under extraordinary conditions. Without this culture of mutual trust no technology would have been enough.
How do you see the legal market evolving post-war?
I believe the Ukrainian legal market will become more internationally advanced and innovation-oriented. Post-war reconstruction will generate enormous demand for infrastructure projects, investment support and cross-border transactions. At the same time, sanctions, regulatory compliance and dispute resolution will remain important. Ukrainian firms that can combine deep local knowledge with international standards will be best positioned to thrive. We expect more competition as foreign law firms plan and implement their entrance to the market. However, we believe that there will be enough place for everyone. Now it is outmost important to put more pressure on the aggressor to prevent it from continuing the war, making it pay for the damage caused and ensuring the war does not reincarnate in a few years.
What are your priorities for the next few years in strengthening the firm against future uncertainties?
Our priorities are threefold:
1. Resilience – further developing systems for crisis responses, data protection and operational continuity.
2. Further support – feeling the needs of employees in hard circumstances.
3. Preparation for the reconstruction of Ukraine – strengthening our international partnerships and presence in cross-border exposure.
By developing these areas, we aim to make Arzinger not only crisis-proof but also future-proof.
What message would you share with the next generation of lawyers about leadership in times of upheaval?
Leadership in times of upheaval is not about titles or hierarchy – it is about responsibility and empathy. My message would be: do not wait for certainty before acting. In crises, certainty never comes and we are doomed in our era for compete uncertainty. Lead by being present, by caring for your people and by making decisions when are needed most. Perhaps most importantly: never underestimate the power of community. A law firm is more than contracts and cases. It is a group of people bound by trust and incredible synergistical strength. In the darkest of times that strength becomes a big power.
Interview published in „Advokatas“, 2025 No. 7
