The Beginning

-From junior lawyer to Partner at Concern Dialog- that's an impressive journey. Looking back, what was the "turning point" when you felt you had truly become a carrier of the company's culture?

I don’t think there was one single turning point. I usually find such moments in ordinary, seemingly unremarkable events. There have been many instances that, looking back, reaffirmed that joining Concern Dialog nearly ten years ago was the right decision.

One of the most memorable was my very first work meeting. When someone introduced me as Aram Orbelyan’s assistant, Mr Orbelyan immediately corrected them: “Junior lawyer, not assistant.” I often return to that moment because, simple as it was, it perfectly reflected the healthy hierarchy and culture of collegiality that define Concern Dialog.

- If you had to describe your formula for professional growth at Concern Dialog in three words, what would they be?

-Energy, honesty, purposefulness.

I remember during my job interview, Mr Asatryan asked where I saw myself in five years. Without hesitation, I replied: “As a partner at Concern Dialog.” The firm’s culture, combined with my determination, helped turn that ambition into reality.

Setting the Stage

- As a Partner, what was the most difficult decision you've had to make, and what lessons did you take away from it?

- The difficulty does not lie in the legal issues themselves, but in assuming the considerable responsibility of advocating for solutions that may be unconventional and carry certain risks, yet remain fair. A business lawyer should not merely tell clients what they cannot do; they should help them find a legally sound way forward.

- As a Partner, you often "put out fires." But has there ever been a time when you yourself "started a fire" in a process because you disagreed with a certain approach?

One of the most challenging aspects of my daily work is maintaining sound judgment in tense situations. There are moments when my first instinct is to “start a fire”—to argue with the full force of my emotions. But I always rely on two guiding principles: the client’s interests and the letter of the law. I am still learning, of course, but I hope I am becoming better at pausing first, then formulating and presenting my arguments clearly.

Sometimes, instead of “putting out fires,” I am the one who intensifies the discussion. But the fire is never the objective. The objective is to confront uncomfortable questions and ultimately arrive at a better-reasoned decision.

-What, in your opinion, is the most important thing in the work of a business legal advisor?

- The first is understanding the business. To assess its legal aspects properly, you need to understand its essence, its logic, and the mindset of the people behind it. My father is the smartest businessman I know, and he has had a tremendous influence on both my understanding of business and the way I think.

The second principle is something I learned back in Exeter: it is not enough simply to read the law - you must analyze it critically and understand its purpose. This matters in every area of legal practice, but particularly in business law. It allows us to see the law not merely as a set of restrictions, but as a tool that, when applied thoughtfully, can create opportunities for business.

The Inner Compass

-You paint. Law is very structured, while painting is about freedom. Do these "freedoms" help you find non-standard solutions in your work?

Absolutely - that is one of the reasons I love painting so much. It allows me to step beyond boundaries, break rules, and embrace mistakes. For me, painting is a space of freedom where I can exercise my creativity. I believe this also makes me more open, in my professional work, to finding unconventional yet legally sound solutions.

-If you had to explain to a five-year-old why businesses need "rules of the game," how would you do it?

I would probably suggest playing a game together and then, halfway through, suddenly change the rules in my favour. When they naturally protested, I would explain that the “rules of the game” in business exist for precisely this reason: so that everyone knows in advance what is and is not allowed and can trust that no one will change the rules to their own advantage halfway through.

Simply Me

-Lilit wouldn't be Lilit if she couldn't dedicate at least a little time each day to...

- Laughter and good books. Humour is also my “secret weapon”: it helps even in the most tense negotiations, lifts the team’s spirits, and reminds us that difficult situations can be approached without losing perspective or optimism.

- What's an interest of yours that your colleagues might not know about, but that helps you "recharge"?

I reread the same book almost continuously: Fredrik Backman’s Anxious People. I have read the print version several times and still often listen to the audiobook in the car. Needless to say, it is my all-time favourite book. It reminds me that we are all anxious and vulnerable in our own ways, and that it is always worth trying to understand were other people are coming from.

Backman writes, “How do you eat an elephant? The answer is simple - one bite at a time.” That is also how I approach big problems.

-If you had the chance to meet junior associate Lilit, what advice would you give her?

I would say: “Lilit jan, relax a little, take a deep breath, and remember to enjoy the journey.” (Smiles.)

-They say success in law often means sacrificing your personal "self." Is there any truth to that?

- No sacrifice at all. On the contrary, long-term success requires holding on to what makes you who you are: your interests, values, sense of humour, and unique perspective on the world. To me, success is not about allowing your profession to take over your life; it is about pursuing your professional path without losing yourself along the way.

Concern Dialog

-What's the secret to Concern Dialog's success?

-The people and the culture.

-Which of Concern Dialog's corporate values would you single out?

Honesty. I firmly believe that it is the foundation of lasting trust—both within the team and in relationships with clients. Without honesty, it is impossible to create genuine, long-term value.

-Concern Dialog wouldn't be Concern Dialog if...

-It ever lost its strategic vision, flexibility, innovative spirit and - most importantly - the warmth, energy, and sense of unity that drive the team forward.

Instead of an epilogue 

-If one day a book were written about Concern Dialog, what title would you give it?

-"Setting the Benchmark: The Dialog way"

-If that book had one sentence about you - as a profesional and as a person- what would you want that line to convey?

-"She never shied away from uncomfortable questions, persistently sought the right answers, and, along the way, always tried to strengthen the team and make each working day a little brighter.”