Specifically for Hubs, Nataliia Vladimirova, Founding and Managing Partner of Prima Veritas, discusses the legal services industry and shares her insights on launching a successful business.

The Concept

I am a lawyer by profession, and like most practitioners, I often found myself assisting acquaintances with legal matters. However, I maintained a clear boundary regarding the “you’re a lawyer, right?” perception. I am an Intellectual Property (IP) specialist, and my expertise does not extend to personal injury matters, divorce proceedings, or lease disputes. As a result, people approached me only with specialized requests, and over time, these engagements laid the foundation for a future business.

I realized that sooner or later I would want to establish my own boutique patent and law firm. I strongly believe in narrow specialization. A professional should operate within a clearly defined field; for example, one would not seek dental treatment from a general practitioner, even if they have a general understanding of the procedure.

Like many corporate employees, I lacked the catalyst to begin. That catalyst came during my maternity leave. When my child was three months old, I felt ready to return to work; however, my previous employer only offered a full-time position. As I was not prepared to leave my child with a nanny full-time, I decided to attempt launching my own firm.

After assessing the risks, I realized that I had little to lose. I was bootstrapping the business from the ground up, without significant capital investment, reinvesting only the income generated. This is how Prima Veritas was established.

I carefully studied business materials that resonated with me. Carl Sewell’s Customers for Life was particularly influential, offering practical insights applicable across service industries. I also gained valuable knowledge in legal marketing and cost-efficient promotion from professional platforms and business literature.

I started with a Facebook page. I created a group, identified potential clients—primarily business owners—and conducted outreach offering Trademark (TM) registration services. The response was immediate, leading to my first clients. I built the business from scratch without using personal savings, primarily because I did not have any at the time.

The Launch

Looking back, the first priority was the corporate identity. After reviewing numerous proposals from a copywriter friend, I ultimately chose the name myself. I knew that I did not want “Vladimirova & Partners”; I wanted a Latin name. After reviewing various options, I selected Prima Veritas, meaning “The First Truth.” This is particularly symbolic in intellectual property law: the party that first secures protection is legally in the stronger position.

Next came the visual identity. I envisioned a tree with deep roots and branching structure. I commissioned senior design students to develop the logo and was very satisfied with the result. This was followed by the brand book, website, recruitment, and office arrangement.

The brand book was developed by the same student shortly after the logo; the entire package cost approximately 800 UAH—equivalent at the time to the official fee for filing a single TM application. The initial website cost 1,200 UAH. Although it has since been updated multiple times, it fulfilled its purpose at the launch stage.

At the beginning, I recruited assistants through an internship model. During interviews, I was fully transparent with recent law graduates: “I am a mother launching a startup. I can share my expertise and mentor you. Are you ready to join?” This approach enabled me to build a committed core team.

My first office was arranged as a sublease from my mother, who operated a fashion consultancy. She had available workspace and allowed me to use it free of charge for the initial months. My managers worked on a commission basis, which helped maintain low overhead costs while revenue generation began. Over time, I transitioned the team to junior associate salaries and moved to a formal lease agreement.

The initial operational phase lasted approximately three months and included basic expenses: a part-time freelance accountant (who remains with us), utilities, performance-based compensation, and telecommunications.

Marketing Strategy

We position ourselves as a client-oriented firm. We provide additional services typically associated with international firms, such as automated SMS and email notifications regarding application status, as well as online filing capabilities via our website. In certain cases, we also operate on a no upfront fees basis.

We choose to trust our clients. While there are occasional instances where clients withdraw after services have been initiated, such cases are relatively rare.

Our competitive advantage also lies in our modern and technology-driven approach. While many patent attorneys rely primarily on referrals, we actively implement legal tech solutions and marketing tools, including email campaigns, lead generation, CRM systems, and strategic partnerships.

Today, our client base consists primarily of small and medium-sized enterprises (SMEs). Approximately 50% of our work comes from referrals, which remain the most cost-efficient source of new business. Delivering high-quality service is fundamental. In terms of paid promotion, digital channels such as Facebook, YouTube, and SEO-driven content deliver the strongest return on investment (ROI). We allocate approximately 10% of our profits to marketing activities.

In 2014, Prima Veritas’s turnover exceeded 330,000 UAH, compared to 250,000 UAH in 2013. We continue to expand our client base, which now includes over 300 active clients. In terms of TM application volume, we ranked among the top 10 in 2013 and reached the top 5 in 2014. Our objective for the current year is to enter the top 3.

Industry Specifics

In the legal profession, brand perception and maintaining a professional appearance are essential. I was mentored by an experienced patent attorney who believed that legal services should be strictly referral-based. However, my business perspective suggested otherwise. As a result, I combine the professional discipline of traditional legal practitioners with the flexibility of modern business approaches.

I once read an article analyzing law firm cost management during periods of economic downturn. It suggested reducing most expenses, with the exception of maintaining a prestigious office. In fact, in challenging times, it recommended upgrading to a more representative location.

Clients need to clearly understand the value they receive. A well-presented office and visible indicators of success create a perception of stability and competence: if a firm maintains such standards, it likely has a strong client base and a high level of expertise.

After the New Year, we successfully relocated to a premium office space. Following a client event at a Regus Business Center, I was impressed by the environment. We opted for a flexible office solution, which proved to be more cost-efficient than our previous office while significantly enhancing our professional image. Interestingly, most clients rarely visit the office in person; however, announcing the relocation on social media generated new leads and strengthened client confidence, contributing to increased brand equity.

Challenges

Our practice is significantly affected by the socio-political situation in Ukraine. Unfortunately, we lost a substantial portion of our client base in Crimea and the eastern regions, which were previously active business areas. Operations in Crimea ceased almost immediately, followed by a decline in the eastern regions.

As TM registration typically takes up to a year, promoting such long-term legal services during periods of uncertainty is particularly challenging. Many business owners are unsure of their short-term prospects, which complicates long-term planning. This situation encouraged us to diversify our services. In 2015, we launched a pilot program offering comprehensive legal support, engaging more than 20 specialists across various practice areas. We are also expanding into litigation.

Another challenge is the limited public awareness of intellectual property protection. While business owners understand the necessity of registering a legal entity, trademark registration is not mandatory in most cases. We often encounter statements such as “my business is already well known” or “there is no risk of infringement.” Addressing this requires continuous client education and promotion of intellectual property rights protection.

From a management perspective, team building has also been a learning process. As a naturally open and trusting person, I have had to develop a more structured approach to assessing professional reliability. At times, this has required making difficult personnel decisions, which are nevertheless essential for sustainable growth.

Finally, managing a business during two maternity leaves requires effective delegation. I consciously accept the associated risks, understanding that occasional personal involvement may be necessary, but this balance is essential.

Advice

Maternity leave can be an excellent time to start a business. Delaying may result in becoming absorbed in routine obligations. If you have the opportunity, it is worth taking a calculated risk—especially if you have limited downside.

I am convinced that the most successful businesses emerge at the intersection of professional expertise and genuine passion. Engage in work you truly care about—this commitment is what sustains long-term success.