CEE In-House Matters Interview
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"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."
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.
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?
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. At Yapı Kredi Bank, I expanded into financial law, drafting international finance agreements and supporting cross-border transactions.
Later, I joined Teleperformance to establish and lead a legal department from the ground up. 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.
How is your legal team structured, and how do you balance strategy with day-to-day operations?
My team handles both operational matters — 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.
What do you find most rewarding about leadership?
Leadership allows me to mentor lawyers, create a culture of ownership, and demonstrate how legal can add measurable value — reducing costs or enabling faster deal closings. Within one year, I built a functioning legal department from scratch. I consider this a direct result of leadership, not just legal skills.
What do people often misunderstand about the legal function?
Many think legal is the department that mostly hinders business by always saying "no." I shift this by positioning our team as business enablers. Instead of blocking, we structure solutions that manage risk while allowing innovation and speed. When a new idea comes up, my approach is: "How can we do this safely?" rather than "We can't do this."
What qualities do you value most in outside counsel?
The best external counsel understand not just the law, but also our industry and business objectives. I look for pragmatic, solution-driven advisors who communicate clearly and partner with us — rather than simply sending legal memorandums without providing actionable, industry-applicable solutions.
How do you approach AI regulation while ensuring compliance?
I closely monitor the 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.
What are the most pressing legal challenges in the BPO sector today?
The BPO sector faces challenges around data protection (GDPR, KVKK), AI regulation, and cross-border labor and outsourcing compliance. With operations spanning multiple jurisdictions, aligning contracts, HR frameworks, and client obligations across regulatory regimes is critical.
What excites you most about where Teleperformance is headed?
TP's evolution from a traditional BPO into a tech-enabled solutions provider is exciting. Our AI and digital platforms open new opportunities, but also require thoughtful legal frameworks. Being at the center of that transformation is very motivating. I'm proud to be in a role where legal is not a back-office function but a driver of trust and innovation.