What was your experience like pursuing the B.S.L., LL.B. program at Symbiosis Law School, Pune University? What inspired you to choose law as a career path?
I was part of the 2000-2005 batch at Symbiosis Law School, Pune. At the time, that was the only campus of Symbiosis and it was affiliated to Pune University. Coming from the heartlands of Uttar Pradesh, where I studied across various districts, transitioning to a cosmopolitan campus was a cultural shift. School life in U.P. was more traditional and structured, but at Symbiosis, I experienced diversity, freedom of thought, and a broader outlook on the law and society.
I was never inclined toward science or mathematics, which were often the only options given to students back then. I wasn’t great at either. Fortunately, coming from a legal background, law was always present in my environment. It lingered in my mind and triggered a serious interest soon after school. I appeared for the entrance exam and secured admission into Symbiosis, and from that moment onward, I knew I had found my calling. The depth of civil and criminal law captivated me from the very beginning — corporate culture was never my cup of tea. I always wanted to be a courtroom lawyer, and that conviction only grew stronger during my law school years.
In the early stages of your career, you served as State Counsel for Uttar Pradesh at the Supreme Court of India. How did that experience shape your legal perspective, and what impact did it have on your professional growth?
I’ll be honest — nepotism does exist in our profession. But having said that, the opportunity to serve as State Counsel for Uttar Pradesh at the Supreme Court early in my career was a transformative phase. I was entrusted with drafting Criminal SLPs, Article 32 petitions, Reviews, and more. But it wasn’t just about the legal work, it was mainly the environment that shaped me.
Being in court every day, watching legendary lawyers argue, listening to courtroom banter… it was mesmerizing. That exposure taught me courtroom craft like nothing else. It is often said that a lawyer must be crystal clear on the facts, because the judges already know the law. That wisdom stayed with me. The court isn’t impressed by ornamental arguments; it respects clarity and preparation.
What inspired you to establish your own independent practice? Could you share some of the initial challenges you faced and how you navigated through them?
I started my independent practice quite early, opening a one-room office on the second floor of a building in Lajpat Nagar. It wasn’t easy. I had to knock on different doors, asking for work. Gradually, I got empaneled with banks and insurance companies. Alongside, I took on private civil and criminal matters and even matters related to IPR.
I never said no to any work — whether it was registering a marriage or conducting due diligence for agricultural, residential, or commercial properties. That consistency and “go-getter” attitude paid off. Word of mouth remains the best marketing strategy, and that helped me earn the trust of top professionals in MNCs.
Having the bank and insurance panels helped extend my practice pan-India. I proactively offered pan-India services and built a network of trusted lawyers across the country. It wasn’t easy. Far from it! It was, in fact, full of unexpected challenges, but persistence paid off. Today, I can proudly say that I run a reliable pan-India litigation practice serving multiple clients nationwide.
You’ve represented the Delhi Police in numerous cases involving fundamental rights and constitutional matters. Is there a particular case that stands out as especially challenging or impactful?
Every case has its challenges. But the ones that stay with you are those that show you both the human side of crime and the imperfections of our system. I remember one particular case: a brutal murder on a public road using large knives and swords. There were eyewitnesses, there were recoveries, and I was representing the victim.
There was strong evidence, but the accused were powerful. Witnesses were threatened, some were even bought off. I remember walking into the courtroom flanked by over a hundred men glaring at me. We had to move multiple applications to secure protection for the witnesses. Some still turned hostile. Working closely with the police, I saw firsthand how their hard work can be undone by manipulation and intimidation. That case deeply affected me — it showed me both the resilience and the vulnerability of our justice system.
When handling high-stakes criminal matters, how do you balance the legal complexities with the emotional and human elements that often accompany such cases?
In high-stakes criminal matters, it’s never just about law books and precedents. There are real people, real emotions, and very often, deep trauma involved. I’ve seen crimes born out of vengeance, impulse, and even false allegations. Whether I’m representing the victim or the accused, I try to understand the ‘why’ — in legal parlance, the “motive” — the story behind the act. It helps me build my case, because crimes are rarely black and white.
One must be both empathetic and analytical while handling criminal cases. That balance helps in framing a stronger legal strategy and also in dealing with clients and especially their families, who are often emotionally shattered.
In your experience handling matters under Labour & Employment Laws, what are the most common issues establishments face, and how can these be addressed proactively in the early stages?
Being associated with MNCs and institutional clients, I frequently deal with labour and employment contract issues. The most common problems arise due to ambiguous employment agreements, non-compliance with termination procedures, misclassification of employees, and disputes over wages or bonuses.
To avoid these issues, companies must ensure their employment contracts are drafted with legal precision, HR policies are clear and compliant, and they follow due process during hiring, termination, or disciplinary actions. Early legal intervention and internal audits can prevent most of these problems. A stitch in time truly saves nine in labour law.
What are the key considerations and recent developments in bail jurisprudence that legal practitioners should be mindful of when representing clients before the Supreme Court, various High Courts, and district courts in Delhi, Uttar Pradesh, and Haryana?
“Bail is the rule, jail is the exception”: this principle from State of Rajasthan v. Balchand (1977 AIR 2447) is often quoted but rarely followed in spirit. Bail today is a discretionary and often inconsistent domain. Two identical fact situations can yield two very different bail outcomes.
Judgments like Arnesh Kumar v. State of Bihar have helped reduce unnecessary arrests, especially in offences punishable with less than 7 years. But we still lack uniformity. Courts are supposed to consider whether the accused will tamper with evidence, flee, or pressurize witnesses. But over time, “gravity of offence” has taken disproportionate weight, which was never meant to be a primary criterion.
I’ve seen false cases filed to settle personal scores, even invoking POCSO where minors are tutored to speak against relatives in matrimonial disputes. Allegations under 376 IPC or Section 354 are sometimes misused in civil or employment-related vendettas. Of course, not every case is false; but the potential for misuse is real. Legal practitioners must push for more consistency and emphasize the fundamental principles of liberty and fairness.
What advice would you offer to young professionals aspiring to build a career in litigation? Are there any particular habits, resources, or practices that have helped you stay current and sharp in this fast-evolving field?
Use AI and digital tools wisely. They’re helpful, but they’re no substitute for deep legal understanding. Read every word in your draft. Don’t blindly trust technology or florid language from thesauruses or ChatGPT. Courts appreciate clarity and precision, not jargon or verbosity. Big, long drafts may work in corporate circles, but they don’t impress judges.
Precision wins cases. Read regularly — judgments, legal updates, articles — and never stop refining your drafting and argumentation. Litigation is a responsibility. Be present. Be prepared.
Looking ahead, what is your vision for the future of your legal practice and your personal journey within the profession? How do you maintain focus and mindfulness in pursuit of that vision?
Advocacy has become more than just a profession for me. It is my lifestyle, my identity. I cannot imagine a day without the rhythm of courtrooms, case files, and client interactions. It’s what keeps me grounded, challenged, and constantly evolving. My vision is to continue offering honest, effective legal solutions, build on the pan-India practice I’ve established, and serve every client with the same commitment, till my last breath. There is no looking back.
Law runs in my blood; we are a family of lawyers. My father, a retired High Court Judge, has been my lifelong mentor. His insights, clarity of thought, and sense of balance in legal reasoning continue to guide me. Whenever I’m stuck, I know exactly where to turn. My wife is an in-house counsel, my mother (though not practicing) has a deep understanding of law, and not a day goes by in our house without spirited legal debates. Sometimes it’s lively, sometimes it’s noisy, but it’s always engaging. Along with the love and care that bind us, law is also the force that connects and energizes us.
Focus and mindfulness for me come from consistency and determination. The determination to read every document carefully, to understand every client personally, and to never compromise on precision. I believe in showing up — fully present and fully prepared — every single day. That’s what shapes long-term success.
I’ve also been fortunate to have worked under some of the finest seniors, whose mentorship helped me in understanding not just the letter of law, but also the unwritten code of ethics and decorum in the courtroom. Their teachings stay with me even today.
As the profession evolves with technology and new challenges, I remain rooted in traditional advocacy values: clarity, credibility, and compassion. That’s the compass I follow on this lifelong journey.
Let’s understand why and how you chose to pursue a career in law while you had already completed your Bachelor’s in English from Delhi University?
It’s a very interesting question though. I never thought of becoming a lawyer, but I had this idea in my mind that I wanted to do something which has a larger public interest. It was my father who wanted me to become a lawyer. I was a UPSC aspirant and I used to say, this time I’m sure that I’ll clear UPSC. And he used to say that you will become a very good lawyer. So it was his inspiration and the journey when I entered into law. And when I did my first internship, it was at the Delhi Commission for Women. I had goosebumps when I went there for the first time. And for the first week, I could not sleep. I used to say to my mom that I never thought that women are in such a bad condition. What I was seeing was a nine-month pregnant lady saying that her husband pushed her back, threw her out of the house, and beat her so much that she ran away. Another female was raped by ten men. She had married one, and he just captured her in her home, and she was being raped daily by ten people. She said that she had just run out of that place. So that sort of complaint was coming from very basic people who never knew what law was, who never knew what resort they had or where they could go and complain. And when I saw that this power a lawyer has, this knowledge a lawyer has, any female lawyer or a male lawyer can deliver this justice or help in taking that path, this internship changed my outlook. And this was the reason that I decided I will not go for judiciary, I will not go for UPSC, but I will go for litigation.
During the very early stages of your legal career, what kind of experiences do you see have shaped your thoughts in relation to the kind of practice that you want to take forward because you are doing something very unusual? Why? Because your points towards bringing in that social justice in society are very different. And I really would request you to bring in those aspects which were so inspiring for me. And I really don’t want to push anything, but I just want to understand how you came to that thought process because it’s not easy for anyone to just give up something so big and plan something to do for society that easily.
So basically, I had a plain paper when I entered into litigation. No one from my family, no one from my in-laws, no background from lawyers or litigants to the nearest or the far more relatives I could see. I had never experienced or listened to any lawyer or their experience. I just did law and I came as a practitioner. But as soon as I came, I realized that this is the only field which is gender neutral. Gender neutral in the sense that the hard work a male has to do, the same a female has to do. You have to earn your client on your own. You have to work on your own. Suppose I say today that I want to practice in the field of IPR or I want to practice in the corporate field, but I want to be in litigation. That means I should have my own clients. But then I’m getting divorce cases, I’m getting property disputes, depending on the social exposure that I have or the client base or the people who know me as now becoming a lawyer. So the first and foremost thing I realized after becoming a lawyer is that you cannot choose your profession, the profession chooses you. That means the field you can’t choose, the field will choose you. Otherwise, in a job in various law firms, you can apply for a job in which you are interested. But becoming a proper advocate, practicing independently as a litigant, you have to wait for your clients. Then, when I say it is a gender neutral process, a client comes to you, a client doesn’t bother if you are not feeling well, you are married, you have shifted to a new place, you have kids, you don’t have kids, you’re pregnant, you’re not pregnant. Doesn’t matter. For them, they need the delivery of their work. Doesn’t matter whether you’ve eaten or not. And the same things apply to a male. They don’t bother if there’s some mishap in the family, if they’re struggling with something, or if they don’t have people to come. Whatever the problem a male faces, the same problem and even more a female has to face. So I understood that I can’t cry like a crybaby. I have to make sure that I have my own setup. I have my own work culture. I have to set my own standards, and I have to start working the way every second person in this profession is working. Every colleague is working with the same passion that I am working with. What difference do I have to offer to my clients? I should trust them. I should be loyal to their work. I should be readily available to them. These are very important points. It’s very unfortunate that I’m saying this, but clients come to me with this problem that their lawyer is not picking up the call. It is very shocking because taking a case means taking the whole life of an individual. So this moral social obligation that we as lawyers have, ethics also, we know what our ethics say. But fortunately or unfortunately, whatever the circumstances are, I can’t comment on that. But these are three to four very essential things as a lawyer irrespective of whether you are a male or a female, you have to face. But when I went to the court, I saw that actually the condition, the infrastructure is very poor. I strived in the chamber for almost four or five years. I worked from the chamber, and what I realized was that there were no basic amenities, no washroom facilities. If a female is pregnant, then she might have some medical condition if she’s using those washrooms on a daily basis. And when it comes to hygiene, it was very bad. And with respect to females, there’s another factor of hygiene. It was very bad. And with respect to females there’s another factor of regular day-to-day monthly hygiene and basic facilities and amenities, but all of them were lacking. I realized that one of my colleagues, she started practicing with me. She got married, she was blessed with a baby girl, and then she was nowhere to be seen in the court. I asked her, why aren’t you coming? So she said that my baby is too small, and coming to court means you have to start by 9 in the morning, and you don’t know whether you will be reaching back by 8 or 9 or 10. The time is not limited. And I can’t leave work. There is no facility in the court where I could come with the baby and use a creche facility, leave her, do my work, and go back. And this is not about the Honorable Supreme Court or Honorable Delhi High Court. The basic infrastructure at the district court level, where most of the females are working and being independent lawyers, they get cases, independent cases, that means they have their own client base. So they have to first start with district court only. Nobody will give you a direct SLP of the Supreme Court. So they have to struggle for that. And with the gap of the maternity time period, their family also says that you can’t take the child, what are you earning? It doesn’t make sense because those first five years are pretty hard for every lawyer, either male or female. And when we see that there are females of 20 to 25 years, 30 years of age groups from 20 to 30 years, and then you see females from roughly around 40 and above because in those 10 years, most of the females are engaged in their household activities. So for that, I observed that in order to sustain in this field, every female has to find a way out. First, it’s better to establish yourself, and it’s very important that as a female you have a better family who understands you, after marriage and before marriage, who understands your work, respects it, and helps cater to those four to five years of growing up and understands your development and growth. So the challenges of being a female lawyer are very interesting, and it’s very deep. And I enjoy those challenges. And then I see myself that I have actually come out of it, so I feel that it’s worth living.
My next question would be, how do you see all these kind of challenging impacts help you either get better perspective towards law or help you get clients or help you do the networking, because all of these things at the end of the day end up either having a better network which will bring in a long term of change or have better clients who may or may not bring in that particular change.
So how do you see your practice moving towards a specific area of such sorts which actually points out such important things that are not there. That is basic infrastructure, just to practice. So how do you see yourself in times to come?
See, what future to predict I don’t know, but what I can say is it has made me a better human being in that perspective because being a lawyer, being from a well off family, or a family who promotes females to get educated and also in my next family where I am married. They also promote females to be educated, to go out and to have work.
She’s struggling that there are no washrooms in the capital of Delhi in the main courts where almost five to ten lakh people are coming on a daily basis. And again, I’m not talking about Honorable Delhi Court and Honorable Supreme Court. They have very good facilities.
But when we come to district court, I can’t say what Uttar Pradesh, Rajasthan, Punjab, Haryana district courts are to offer to the lawyers. But when I see that there’s no creche facility, no washroom facility.
I can feel that a female who’s not empowered, who’s not having that support from the family, who is not educated, now they have to face daily life problems.
Their husband might die and they might end up in domestic violence disputes with their in-laws.
Or they have husbands who are not supportive. Or the family, they got married and she has to run off and she might be facing some other issues from the family or a girl who has taken a step out and she got married but it doesn’t work the way she had thought. And now she wants to explore legal remedies.
So, since India has so much population, and the population has so much thought process and every individual is different, I feel that this experience which I had in my past five, six years, it not only evolved me as a person but also gave me a thought process that how much a female or a male or a person on daily basis is struggling every day going out and earning for the family and then facing legal issues, what all they have to experience. So when I look down on myself for the next five to ten years, I see that I have to make sure that those people who are actually loyal to their work, who are actually loyal to the system, who actually look at justice as God. They get what law has provided in its books, and it should not be just a book, it should be a delivery system. And we being the representative, we should deliver it to those people.
So, my journey as a whole has started from district court and then High Court and then Supreme Court. If I had gotten a golden plate, I would have started from Supreme and I could have not seen what cross examination is. I could have never seen what evidence is, what are the documents that need to be added in the file, what all evidence I need, and what is the written statement that I have to file.
Or what are the basic ingredients that plaint should have. This is what I have learned from my clients. They have told me that, you know, this document needs to be added because it has this relevance. But when I look into SLPs what I see is down paper trail. Oh, in district court, this paper was not there. Now our case is weak.
So a well learned, educated lawyer should come to district court, they should practice there, and then they should proceed to Honorable High Court, to Honorable Supreme Court, and this should be the step. But nowadays, the generation is that as soon as they do law, they feel that we are lawyers of suits and we just have to jump into some lavish kind of practice. We will get some fame. I don’t know what they think of it.
Actually, they should come to district court and they should understand what a life of a lawyer and clients are.
How does the court function? Very interestingly, I would say, I was in the Rouse Avenue Court. We had one argument in the CBI matter and one of the senior advocates from Maharashtra was there, and I was addressing readers of some work and I said I’ll ask Alhmad. So the senior advocate said, who’s Alhmad? So I said that there is this person who looks into the court’s day to day activity. So he said, but in Maharashtra we don’t call him Alhmad. So how does the court practices vary from state to state?
Even I would not know. I go to a new place, what a reader is called, and when we go to Ghaziabad court, a reader is called Babu.
But being an independent practitioner, I should be aware of all these practices. Even if my clerk would come to me and say that, you know, this much is the cost, I should know that I have gone through all these things. I know how much it may cost. So a lawyer should be the clerk first, then should be an intern, and then should be a litigant.
And this is what I have learned through my journey till now.
Let’s move on and understand certain challenges that you may have encountered while you were dealing with sexual harassment complaints or administrative inquiries during your representation of plans or universities per se, especially University of Delhi.
How have you strategized that and how have you overcome those kinds of challenges?
So I’m not specifically talking about any university per se, but we have to understand the importance of the POSH act. Unfortunately, most of the people are not understanding what POSH act is about and why the POSH act was born.
So in that case, what happens is females are using it, first of all, and also misusing it. So in every sort of institution, administration, these are first and foremost important things that we make sure to understand the genuineness of the case. Secondly, the males are offensive in that case, what they say is, we’re also harassed, this is what I face in most of the training sessions. What the male’s outlook is with respect to the POSH act. We are also being harassed. There are fake female complaints. There are administrative issues with respect to promotions and with respect to work culture, with respect to the hours that they have to work and they do not feel like working.
They file a complaint under ICC, so even males are not understanding where that line is being crossed and it becomes a case of POSH act.
Third and the foremost thing is the ICC committee itself, they’re not even aware what is procedure first of all, they feel they are not even comfortable with the environment that, if a complaint has come how it should be dealt with. Either they panic. What I have observed in most of the corporate companies, what they do is without getting into investigation, they suspend the accused or the respondent. And this is a very dangerous situation. Just in order to prevent your name, your company’s name, you suspended a person without getting to know what has actually happened, without even investigating.
So what’s important is the awareness. Training of POSH is a very fundamental and important aspect that is ignored by most of the institutions until and unless there are complaints which have come. Then they will recommend their final finding that POSH sessions are recommended.
But it is not similar to any gender committee. It’s not similar to any disciplinary committee. It has its legal liability. It has its legal obligation that has to be complied and the birth of the POSH is because of Bhavari Devi case and Nirbhaya rape case.
That is to be understood. It cannot be compared with a male harassment or disciplinary committee harassment. It’s very different perspective and it evolves around that definition of sexual harassment only and those points only determine the complaint. So these are the challenges which I have faced while dealing specifically with the POSH act and the complaints before ICC most of the time.
I would now like to ask you about establishing your law firm at such an early stage. You have made NS Solicitors and after working for such a short span of time, you have built a name for yourself. What do you see or what plans do you have as a mission and vision for your firm, along with the kind of causes that you are fighting for, or you are bringing in those topics, which are absolutely required.
So how do you plan to take forward your law firm, along with the passion that you have for social causes?
One thing which I feel as a lawyer is that a law firm is mandatory for me.
All the juniors, all the associates associated with me, I feel that they should be independent and their independence is not in association with me. Whenever associates or an intern come to me, first and foremost I say you are not here as a permanent member.
You have created your own practice. How can I help you? You have to take my help. You have to go out in public. You have to create your own face. This is how I started. This is how my seniors helped me, and this is how I should help you. This is my obligation that you are being associated with me.
And I should make sure that you have your own life ahead. So the concept of a law firm for me is that all the associates with me, I am associate and they are also associates. I never call myself a founder. I never call myself head of the team. If I am working on a case, I make sure one associate with me is working so both are equal at the stage. I never named my law firm as Niyati Sharma and Associates because not all of us are associated with my name. If they as a lawyer are dealing with their client, they have my office, they have their law firm name, and they can have their card made, they can use their file which has NS Solicitors, and they have their own name on their card.
They’ve got their name on their file. They feel independent, they don’t need infrastructure, they don’t need money for that. So, the idea of a law firm is only for that. Another reason for the law firm is that I have different sects of corporate, civil, criminal, and we all have the head of all the sects and specifically with the IPR. So, I had one of my associates who started his practice from a very early stage. But he was not sure where he had to go and how he could explore cases, how he could get more cases.
So for him specifically, we highlighted a few aspects that were he’s coming from, where his family belongs to, what sort of work he’s into. So what we used to do is, I used to give them Saturday off and they have Sunday off. So on Saturday, they had to go to their gatherings.
They had to meet people and then distribute their cards and tell them that I have my office at this place and if you have any issues with respect to your work, you can let me know. It took him six months. And those regular practices like going on weekends, going to some meetings, some family gatherings, social gatherings.
What I have seen usually is nine to eight associates working, no Saturday or only Sunday off, and it’s a packed job. But whenever my associates touch wood as of now, if they ask for a leave, I make sure they have to inform me beforehand. So, we designed their work in such a manner that it took him six months and one year or so, and gradually his first case came.
And, whenever a first case comes, we make sure we have a cake cutting ceremony or we distribute sweets for our associates. And then randomly another case came, and then another case came. Now that the associate has his own office in Delhi, but he is again associated with us till now.
So, this is how I feel. I do not want to restrict any newcomer. They have their own life. They have their own family. They have their own perspective of looking into society and why should that perspective be limited to my office only.
So I’ll have 10 offices, then it would not be only my single office. So, this is the way I function my law firm, and today I’m proud to say that I have associates and juniors from all over India. From Kolkata, from Nagaland, from Haryana, from Delhi. Those who can obviously travel to Delhi and want to work.
I am open to every sort of work culture just because of the reason that everyone should get equal opportunity and they should get that scope of practicing in Delhi. And they should not be held back that I don’t have anyone, I do not have anyone in Delhi, where should I go. So this is how I want my law firm to be. Today also, when I see interns, I make sure that not specifically Delhi, I have students from different, different parts of states. If they’re applying to me through email, I very proudly welcome that. Just because of the reason that they’re doing so much hard work that they’re finding out the advocates online, and then they’re applying. They’re not coming through their father’s call or through their uncle’s call or through someone. So this is how an experienced advocate who has seen all the journeys should treat youngsters.
Such a positive and noble gesture that you are imparting on so many people. It is already bringing in a lot of change and I feel like it’ll be bringing in a lot more change if everyone whosoever is associated with you, expands their services and their purpose. It’ll be very influential for social causes as well as the practice itself.
So, do you think in doing all of this, has social media contributed in any way, bringing in these kinds of changes, bringing in your awareness aspect in front of the society? And how has that helped you establish even more authority and authenticity in your practice?
Let me say that social media and online practices have evolved a lot. When I started there was no social media. Post Covid, there was actually the beginning of online virtual hearing. And I do remember that when I was in the early phase of my pregnancy, I had an abortion though. During that time, I was running to court and I was sweating and I was out of breath.
And I felt that I might have to end my practice here because I can’t come for another few months in such a conducive environment where I have to run and reach the court. I have to park my car and have to run, move fast and my items are about to reach, this is how lawyers are working, you know, very fast, super fast, but then gradually after 2021, by the end of 2021. There was a transformation to virtual hearing.
And this empowered mostly females who are having maternity issues, who are having health issues, who are having their young ones, and they cannot travel that often that a male advocate can. Obviously, they can go to their office for a few hours and then come back home but they have virtual hearing. If the child is not feeling well, if their husband is not feeling well, if someone in the family is not feeling well, they can take that time, which is involved in traveling and through virtual hearing, they can do that. So the litigation has empowered females a lot via virtual hearing.
Specifically, those females who are around the age of 25 to 40, they can establish their litigation. They can have their family. They can have their clients. Even a female in one room setup at their home can establish her litigation with a virtual hearing setup. She need not go to the chamber, she need not go to office, she need not join another person’s office just because she does not have her own setup.
So, the virtual hearing has increased the participation of women. So. I have this data which says that only 15% of the females used to practice when there was no virtual hearing, but after virtual hearing, the participation of females has increased a lot. Now, a female doesn’t take a break of even six months. So virtual hearing has evolved so much that it has empowered the females.
When it comes to social media, we see that there are so many reels that advocates are making these days, so when I say that while I was starting my practice, I had one case in a month. And another 29 days, I had nothing to do. I used to call people or talk with my friends, or I used to think of it. Now I don’t have time. But when I see those youngsters who have just done their law or are into practice, they started developing their social media to that level. Now they have thousands, lakhs of followers.
And gradually they’ll get work from that space. So, now the client base is not just limited to your near and dear ones. The client base has now changed to social media also.
You get a lot of work from social media and this has empowered those who might not have a circle where they might get a case, but they have that idea where they can deal with artificial intelligence, they can deal with space law, they can deal with environmental law, they can deal with sports law, which is not a common practice when it comes to civil or the criminal sort of work.
So, social media, I guess this is the way it has impacted.
So while you were talking about all these burning issues, I would say, they bring in a lot of food for thought, especially for young lawyers who are starting not only their career, but their lives as well. What is your take on maternity leaves or rather parental leave or paternity leave? How do you see that will bring in more workforce back if one gets ample amount of leave after having a baby?
So this issue was raised by one of the advocates, before the Honorable High Court of Delhi. And it was observed thereby that advocate is a professional-based service and therefore there is no need for maternity leaves. But I would like to add to that, that it’s not just the professional-based services, rather for a female who’s an independent advocate, who is appearing before the court and having a good amount of attendance. The bar should take that criteria in that if you are having supposedly 20 appearances in a year and you have to take maternity leave. So the bar should give a stipend of let’s say 5 thousand, 10 thousand, so that she can take care of herself and her baby during those six months when she’s off from her work. Even the family won’t say that you are not getting anything, being a lawyer.
If you would’ve got a government job, it would’ve been a better position, what are you getting from being a lawyer? So in that case, a small support from the bar will help the females to get out of the six months phase, and then gradually she can start the practice. But when as a female we see that we do not have any support, even if taking leaves, then the gap from going out of career and the line of going out of career starts.
So I think maternity for females is an important aspect, which I think the bar should take that decision just like they had helped in COVID providing stipend to those young advocates who were not doing that good and required some basic stipend. Similarly, those females who are not from that well-off family or they need support to establish their career, they can have this six months stipend. A specific amount should be decided and they should have an attendance prior to practicing or they should have an attendance continuously so that they are eligible for the maternity leaves or the parental leave, let’s say.
You mentioned the bar’s role during COVID, how do you see bar associations, both state and national, contributing to the lives of lawyers in India, especially in promoting gender equality? Given the lack of basic amenities like toilets and maternity support, what role should the bar play, and how does this compare to international bar practices?
So I think now the bar has also become a very strong, opinionated platform where the lawyers and the youngsters are getting into.
Let me tell you, with respect to the Delhi High Court elections, this time there were more recorded voters than ever before. So the participation of advocates is increasing. Similarly, the youngsters are coming into the bar elections. So now the perspective of the bar has changed a lot and the bar has a very important role to play with respect to the basic amenities, the facilities, the outlook, the perspective of lawyers, and what are the challenges the lawyers are facing. It is the bar that takes it up. So, when it comes to the international community how they make sure that the facilities are there,
The perspectives are there. I must tell you, it is the first time that female reservation in the bar came up this time. So the role of the bar has evolved because there were no females, so there were no requirements, there was no urge. So we are at a revolutionary stage with respect to the bar also.
The representation of females has increased. The candidates you may see there are so many females now coming up. In campaigning, there are so many females involved. So now the bar has an important role to play with respect to the basic amenities, the facilities. And now the bar is coming online through social media and telling that these are all the things we have done in the court.
So very interestingly, I’ve seen the president of Delhi High Court or the elected bars of Saket Court, let’s say Dwarka Court. Now they are coming up with what they have done.
Just on the first day of their bar being elected, they come and say that these are the things that we have done. They’re now accountable to lawyers through the social platform also. So that is the reason I’m saying that only the bar can take this issue ahead with respect to maternity and paternity leaves.
Since we have already discussed all these things, all the advice that you have given, we would request you to impart some more wisdom and give some golden nuggets for the aspiring law students who want to build such a kind of social impactful legal career as you are making.
Particularly in the kind of fields that you are interested in that is gender justice, legal policy, public interest litigation, and other social causes which will bring in long-term change.
I would like to say to my young fellows who are now entering into the field or will enter into the field very soon.
I have always seen a few female advocates and a few female judges who had all the things in their life, all the comforts, all the facilities, but they dedicated their life to social work. I might point out a few judges whom I really admire Justice Swarna Kanta Sharma, she has published so many books.
She actually works for the justice of the females. She has worked from Delhi courts to Delhi High Court, and she’s now continuously working for the females. Justice Bela Trivedi, she has worked so much for the cause of females. So I would like to say that first, you have to empower yourself. If you feel that you want to contribute to society,
The first and foremost thing is to make sure that you have your hold on your profession, and through your profession, you have to deliver into society. And this is how all the successful males and females in this field are working. And secondly, you have to target your career and divide it in three-year spans. First three years, you should have a target, next three years, you should have a target. First three years, you should have a target that people should know you. After people should know you, after three years, those people should get back to you. You have to make sure that if there is an advocate, your name should come to their mind.
And then comes the golden phase next three years and you will not know how, after 10 years, you are into those top 10 lawyers. But you have to make sure as a litigant, it’s not a piece of cake that you are entering with lavish gowns, flowing and photographs. This is a very beautiful way to display your profession, but your objective should be clear, your target should be clear that first three days all my people should know that I’m an advocate. You should not expect anything else more than that. And once you’re an advocate and people are coming back to you, then you’re a lawyer. You have established yourself in your field. So this is my message to all the young generation. See what all successful people have done, learn from their mistakes, and then decide how you will be taking your five years ahead.
And one thing more as an advocate, when I started, people used to say it’ll take you five years to establish. I used to say they’re very slow people. They don’t know how to establish themselves. But when I came into this field, I understood why they used to say five years. It is not that you won’t get work till five years. You will get work.
The pace of the work will be very slow. You’ll have to go through a lot of patience and then things will fall into place.
What initially drew you to the legal profession, and how did your academic journey shape your early interest in media, entertainment, and technology laws?
To be honest, I initially became a lawyer almost by elimination! Like many in my region, engineering was presented as the ‘obvious’ path. While I knew it wasn’t for me, law wasn’t a generational profession in my family, which led to some initial resistance. However, I was eventually drawn to the legal field’s potential to shape society and advocate for others.
My early interest in criminal law was more out of curiosity for the drama, but it was the MCU and similar movies that unexpectedly sparked my fascination with IPR. I was intrigued by how these films showcased the immense value of creative works, the complex web of ownership and licensing, and how legal frameworks protect and enable the entire entertainment industry. It was a whole new world!
Did I pursue it right in the beginning – the answer is NO! My first job was purely out of need and financial constraints, I grabbed the job that demonstrated security, and paid fine. Then the second and the third; none gave me ample satisfaction.
Even though this interest in IPR grew within me sub-consciously but persistently, for almost a decade, it took me some time to really gather courage to pursue it. The world of media and entertainment law seemed very specialized and competitive, and I wasn’t sure how to break in. Interviewing with studios and specialized law firms in media practices resulted in disappointment.
The pandemic of 2020, in a way, provided the space to seriously reflect and take that leap, when I jumped from the ship, in unchartered waters (for myself). I took the time to build a solid foundation in media law while continuing to explore opportunities.
Looking back, I’m grateful for that journey. The initial resistance from my family has turned into immense support, and I’ve found a truly rewarding path in a dynamic field. Learning from all previous jobs has equipped me to face challenges. For any young lawyer unsure of their path, I’d say embrace the unexpected, explore your passions, and don’t be afraid to carve out your own niche. Your unique background and interests can become your greatest strengths.
Looking back at your first role, how did your experience in legal project management and forensic investigations lay the foundation for your future work in corporate and media law?
My initial role in digital forensics, or e-Discovery, might seem far removed from media law, but it provided an invaluable foundation. This role involved analyzing the communications of top-level executives (like CEOs and CFOs) at major global companies. Reading their emails, strategic plans, risk assessments, and discussions gave me a unique understanding of how business decisions are made at the highest level. I saw firsthand how legal considerations intertwined with financial projections, market analysis, and strategic goals. You get to see how the executives of fortune 500 companies across the world think. Their communications with their lawyers, their external lawyers, business considerations, thought process; they were open before me. When you are reading through the emails, financial projections, opinions, risk assessment, business proposals, and the discussions of these CXOs day-in and day-out, at around 1000 documents per day, the information, although enormous, starts building up, stacking in a meaningful manner.
Simultaneously, I had the opportunity to work with some of the world’s leading legal minds, who possessed inspiring business acumen. I learned how to manage client expectations, innovate in real-time to expedite processes, and build efficiency to handle large volumes while maintaining high quality.
These experiences taught me how to assess risks and rewards, a skill that’s crucial in any legal field, including media law. For instance, when evaluating a content licensing agreement or advising on a new production, I draw on my understanding of the business realities to provide informed and balanced counsel. I am able to give the risk assessment which is a balance between risks and rewards for each deal or opportunity. This background has shaped how I approach legal challenges, combining legal expertise with a practical understanding of business objectives. That experience helps me even today in interpreting contracts not just for what they say, but what they might mean commercially.
Your work at Sodexo involved legal operations across the APAC region, what challenges did you face managing cross-border legal compliance, and how did this prepare you for later in-house counsel roles?
Sodexo was my first in-house role, a significant shift from working with external clients and a deep dive into Indian law. Initially, I found it quite challenging. For example, understanding the specific needs and expectations of “internal clients”; colleagues in departments like sales, operations, and HR who needed legal support, was new. Also, I had to quickly learn the ropes of a completely new industry and adapt to the company’s work culture. There was a lot to learn in a short time!
Fortunately, I had patient mentors and a very supportive boss, without whom I may have struggled. I was given increasing responsibilities, starting with contracts management for Indian operations, then litigation, and eventually overseeing legal matters for Southeast Asia and the Middle East.
While the role didn’t involve managing cross-border compliance in the way that some multinational companies do, it did require me to handle legal issues with an international dimension. For instance, when supporting a project in Hong Kong, I had to immerse myself in Hong Kong law, compare it to Indian law, and ensure our contracts were sound in that jurisdiction. This involved careful analysis and collaboration with local counsel. For example, navigating labour laws while drafting service-level agreements with large FMCG clients taught me about balancing scalability and compliance.
Looking back, my time at Sodexo was pivotal. It taught me how to be a business partner, not just a legal advisor. I learned to communicate legal advice effectively to non-legal colleagues, manage diverse stakeholders, and develop practical solutions in a fast-paced environment. These are essential skills for any in-house counsel, and the experience I gained at Sodexo truly prepared me for the challenges and opportunities I’ve encountered in my subsequent roles.
Having transitioned into media law with ALTT and later Screenwriters Association, what were the most significant legal or contractual differences you encountered between tech-sector law and entertainment law?
When I left Sodexo to pursue media and entertainment law, I started small – drafting contracts for screenwriters and gradually working with artists, producers, and even international clients on content compliance and music rights. The early work didn’t pay much, but it helped me build trust and credibility; some of those clients still reach out today. Breaking into the industry wasn’t easy, and I’m grateful to Balaji Telefilms for giving me my first in-house opportunity, which soon led to heading legal operations at ALTT.
The shift from service industries to a content-driven company was massive. Earlier, I was reviewing contracts post-signing; now I was involved from ideation to release: across film, TV, and digital platforms. The core legal principles stayed the same (like contracts and labour laws), but the subject matter completely changed, from food regulations to copyright, talent agreements, and licensing.
My tech background, especially in digital forensics, gave me an edge in content rights, data governance, and cross-border compliance. At the Screenwriters Association, I focused on protecting creators, negotiating fair contracts, and educating them on their rights. While each role was different, the constant has been using law as a tool to empower, protect, and enable creative work. The shift taught me that while legal fundamentals remain the same, the ‘language’ of law differs dramatically across industries, and learning to speak both fluently is what makes a good media lawyer.
In your current role leading the legal department at Swastik Productions, how do you approach providing strategic legal counsel on content production, syndication, and partnerships, and what are the key intellectual property considerations that typically arise when structuring such deals in the entertainment industry?
In my current role at Swastik Productions, legal strategy is never one-size-fits-all; each production, syndication, or partnership comes with its own set of challenges.
Content Production: I tailor my approach based on the medium:
TV deals often mean limited IP ownership for us, so I focus on securing strong commercial terms and airtight contracts.
Films require deeper negotiations around IP, creative control, and distribution rights; I handle these with a mix of legal detail and business sense.
Digital content needs special attention to rights, copyright risks, and compliance with evolving digital laws.
Syndication: Whether we’re licensing content in or out, rights clarity is key. I ensure we secure or retain the right scope, minimize exposure, and structure deals for long-term value, thanks to my prior experience managing complex licensing agreements.
Partnerships: Strategic alliances need a 360° legal view, requiring balancing IP rights, revenue models, creative inputs, and risk-sharing. Each deal is structured with both business goals and legal safeguards in mind.
IP at the Core: Across the board, IP is central:
Ownership and assignment must be clear.
Licensing scopes (use, geography, duration) must be precise.
Third-party rights must be cleared, my digital forensics background helps here.
Moral rights and creative decision rights, often overlooked, matter deeply in creative collaborations.
At the heart of it, my job is to enable great storytelling while protecting Swastik’s interests. The diversity of work keeps it exciting, no two deals are the same.
Having led IP litigation and compliance operations across UK and US jurisdictions, how did you navigate the complexities of cross-border intellectual property enforcement, and what were some of the key challenges or learnings from handling high-stakes cases internationally?
While I haven’t directly led litigation in foreign jurisdictions, I’ve played a crucial managerial and support role in several high-stakes IP matters, particularly during my time with legal process outsourcing and consulting firms where I collaborated on UK and US cases. My involvement ranged from overseeing document review teams to coordinating closely with external counsels and in-house legal departments of multinational clients.
In cross-border IP enforcement, especially in the context of mergers and acquisitions or global patent disputes, the challenge is often less about the black-letter law and more about synchronizing legal strategy across jurisdictions, each with its own procedural idiosyncrasies. For example, reconciling discovery expectations in the US with data protection constraints under the UK or EU regimes required a deep understanding of not just the laws, but also cultural and operational nuances.
A major learning for me was the importance of structured communication, translating legal and technical complexity into actionable advice for internal business teams while keeping litigation timelines and compliance risk under control. I also became adept at coordinating across time zones and legal systems, often acting as a bridge between the litigation counsel and the business decision-makers.
The most impactful aspect of this work was realizing that successful enforcement is as much about procedural discipline and strategic foresight as it is about substantive rights. Managing document trails, understanding patent families, aligning with antitrust concerns in cross-border deals, all required a careful orchestration of legal, commercial, and compliance objectives.
In sum, while I wasn’t the lead litigator, I contributed meaningfully by ensuring the right intelligence, compliance safeguards, and documentation flowed to the right hands at the right time. These experiences have given me both a global perspective and a strong operational grasp of how IP enforcement plays out in practice across borders. This foundation makes me confident in navigating global rights and data governance frameworks as the media landscape continues to globalize.
What advice would you offer to law students or early-career professionals who aspire to transition into media and technology law, and what skills or experiences should they actively pursue?
I would like to reiterate, there is no “one glove to fit all hands!” The media and entertainment industry is nuanced, and comes with its own struggles. To transition into media and technology law, law students and early-career professionals should start by building a strong foundation in contract and intellectual property law, especially copyright and licensing. Staying updated on evolving tech regulations like data privacy and cybersecurity is equally important. Developing a basic fluency in emerging technologies such as AI or blockchain can give you a distinct advantage.
Key soft skills like negotiation, discretion, and commercial awareness are essential in this space. Understanding how entertainment and tech businesses generate revenue will help you navigate legal challenges better.
Pursuing specialized certifications such as CopyrightX or NPTEL or from organizations such as Law Sikho are helpful to offer a competitive edge.
Gaining hands-on experience through internships with production houses, OTT platforms, or digital rights organizations is highly valuable. Working with law firms that service media clients or freelancing for creators helps build practical knowledge and a portfolio.
Networking with professionals at media and tech law events and maintaining an active LinkedIn presence helps in staying visible and informed. Lastly, be open to non-traditional roles within content, IP, or compliance teams as stepping stones into the field.
Outside of your legal career, how do you unwind and relax, and in what ways do these personal interests contribute to maintaining balance, focus, and resilience in such a demanding profession?
Outside of my legal work, I unwind through short motorcycle rides that help clear my mind and give me a fresh perspective. Riding requires focus and adaptability, which mirrors the multitasking I often do in my professional life. I also enjoy reading fiction, it allows me to step into different worlds and sharpens my storytelling, something I find useful when drafting arguments or simplifying complex ideas. Most of my downtime is spent with my wife and our two dogs, whose companionship is a constant source of comfort and balance. I keep a very small circle of close friends, and those rare conversations keep me grounded. While the legal profession demands attention over weekends too, I make the most of any free moment to recharge. I’ve learned to juggle tasks efficiently, and I believe my passion for riding and stories plays a part in that. They teach me presence, rhythm, and timing, the qualities I bring into my legal work too. These personal interests may be simple, but they help me stay focused and resilient. Even a brief ride or a good book can do wonders in keeping the mind relaxed and sharp.
Can you tell us about your journey into the legal profession? What inspired you to become an advocate?
Unlike some, I didn’t grow up knowing I wanted to be an advocate. Initially, I didn’t see myself pursuing law. At the time, my interests lay elsewhere, and I hadn’t fully explored what a career in law could offer. But as I was exposed to legal studies/work/clerkship especially being with my father who is a retired District Judge and working with Hon’ble Justice Mrs. B V Nagarathna (now judge of the Apex Court), I began to appreciate the depth, challenge, and impact of the field. Over time, that curiosity grew into a genuine passion. Now, I’m not only confident that this is the right path for me, but I also find a real sense of purpose and satisfaction in it.
Also, my father, Mr. M Ramesh Rao, who served as a District Judge (now retired), has been a significant inspiration in my journey towards becoming an advocate. Growing up, I witnessed his deep commitment to justice, integrity, and the rule of law. His principled approach to decision-making and his respect for the legal system left a lasting impression on me. It made me realize the powerful role that legal professionals can play in upholding justice, which ultimately motivated me to pursue a career in advocacy. His dedication to justice and ethical standards inspired me to contribute meaningfully to the legal field in my own capacity.
In the initial phases of your career were there any mentorship experiences that played a key role in your development as a legal professional?
I was fortunate to work with Sri. C.V. Kumar and Smt Bhushani Kumar Advocates from Bengaluru and Sri. K L Patil, Advocate from Dharwad, where I gained hands – on experience in litigation and client handling. Also, their valuable mentorship experience helped me develop my legal research and courtroom preparation skills.
During my Clerkship under Hon’ble Justice B.V. Nagarathna was a transformative experience, through which I gained significant insights both ethically and professionally. I had the privilege of closely observing her judicial acumen, and commitment to justice. Her dedication and approach to the law have made a lasting impact on me.
Also I consider Hon’ble Justice Santosh Hegde as my role model. His exemplary career in the judiciary and his efforts in fighting corruption reflects values that I strive to uphold.
Law can be a very challenging field. Have you ever faced ethical dilemmas in your legal practice and if yes, how did you handle them? How do you maintain impartiality and professionalism when dealing with controversial and emotionally charged cases?
While I haven’t encountered a major ethical dilemma personally, I understand the importance of addressing them head-on. My approach would be to first consult the relevant rules of professional conduct, seek advice from more experienced colleagues if needed, and always prioritize honesty, fairness, and the law.
One such instance, I once worked on a matter where a client asked me to withhold certain facts from disclosure that I believed were material. This created a conflict between the duty of confidentiality and the duty of candor to the court. When they insisted, I withdrew from representation in accordance with ethical requirements.
I understand that dealing with controversial or emotionally charged situations requires a high degree of sensitivity and professionalism. I approach these cases by actively listening to all perspectives, focusing on facts rather than personal opinions and ensuring that all parties feel heard and respected.
Can you share what drove your decision to start your own legal practice and what were some of the biggest hurdles you encountered, and how did you manage them?
Since the year 2021, with God’s grace, I started my independent practice with my colleague/friend Akshata Sharma. Starting my own legal practice was driven by a strong desire for independence, professional growth, and the ability to serve clients on my own terms. I wanted to create a practice that reflected my values, personalized service, transparency, and client trust.
Honestly, I couldn’t have done it alone. I was fortunate to have a few close friends namely Vivek Kumar Pandey, Akshata Sharma, Meghana Muddurangappa and Smt.Padmaja Tadapatri (who holds a place in my life just like my mother does), and others from different professional backgrounds, who supported me through the process. Whether it was helping me set up the office, referring clients, or simply being a sounding board for ideas and doubts, their encouragement made a big difference.
Of course, the journey wasn’t without challenges. There were times I doubted myself, especially when things were slow. But those moments taught me persistence, adaptability, and the importance of building strong professional relationships. Overall, it was a transformative experience that strengthened me to build not just practice but also confidence, adaptability and a strong professional network.
What advice would you give to young aspiring advocates who wish to excel in the legal field as you and what resources would you suggest to them?
If I could give advice to young advocates, it would be to stay passionate and persistent. Advocacy is not always easy. Change can be slow and obstacles are inevitable, but keeping your passion alive will motivate you to keep going. Listening carefully to the people or communities you advocate for is crucial, as it ensures your work truly reflects their needs. I also believe that building a strong network and continuously learning about the issues and effective strategies strengthens your impact. Ultimately, every small step you take contributes to meaningful change, so stay encouraged and committed.
Youngsters in the legal profession should develop a ‘Never give up’ attitude, as perseverance is key to success in a challenging field that demands resilience, continuous learning and the ability to thrive under pressure. Setbacks, rejections and long hours are part of the journey, but those who stay committed, adapt and push through adversity, ultimately carve a meaningful and impactful career in law.
Also, at this outset, I would like to narrate an impactful example of Ekalavya and Karna from the Mahabharata in the context of young advocates struggling to enter legal practice. The story of Ekalavya from the Mahabharata deeply resonates with the journey of many young advocates today. Ekalavya was denied formal training by Guru Dronacharya, yet he didn’t give up. He created a statue of his guru and practiced with unwavering discipline in solitude. His dedication was so intense that he became an archer of extraordinary skill, purely through self-effort and inner discipline.
Similarly, many young advocates struggle to find mentors, chambers, or opportunities when they start. But like Ekalavya, those who stay committed—who read case law, attend court regularly even when they don’t have a brief, and keep learning by observing and self-study can build themselves into formidable professionals. The path is difficult, but if the focus and discipline are strong, success follows, just like it did for Ekalavya, even if recognition was delayed.
Likewise, the character of Karna from Mahabharata is also a powerful way to inspire them. Karna, born with great potential, but denied recognition because of his social identity. He was a warrior without a recognized lineage, constantly judged for his birth rather than his abilities. Much like Karna, many young advocates today may face barriers like lack of family background in law, absence of elite connections or starting from smaller towns or tier-2 colleges. But the story of Karna teaches us that your origin does not define your destiny. In the face of rejection, injustice and inner conflict, one can rise through resilience, discipline and unshakable belief in one’s abilities. Young advocates must remember, like Karna, your journey may be tough, but your courage can become your legacy.
What common misconceptions do people often have about the legal profession? Additionally, can you share a particularly challenging case that you’ve dealt with and how was your experience navigating the same?
One common misconception is that lawyers spend most of their time in dramatic courtroom battles, like on TV. In reality, a lot of legal work is behind the scenes, researching case law, drafting documents, negotiating settlements. I actually find that appealing because it emphasizes strategy and careful thought, which is what drew me to the profession in the first place.
To resolve the issue of litigation one should adopt STAR (Situation, Task, Action, Result) method. In one case, a client approached me with a boundary dispute with a neighbouring property owner. The issue was escalating quickly. Both parties were considering legal action over a small strip of land affecting fencing and access.
My task was to find a solution that avoided costly litigation. I reviewed the land titles, easement history, and surveyed documents. I then facilitated a joint meeting with both parties and their surveyors. I explained the legal standing clearly, but more importantly, I listened to both sides to identify practical needs.
I proposed a boundary adjustment agreement that allowed shared access through a revised easement and minor land transfer, which satisfied both sides. I also had the agreement recorded formally to prevent future disputes.
As a result, both parties avoided litigation, saved significant legal fees, and maintained a cordial neighbour relationship. The client was extremely satisfied and referred others to me afterwards.
Since you are serving as a High Court Government Pleader in the State of Karnataka, what is your understanding of the role of a government pleader/advocate? Kindly share your work experience as an advocate for the High Court Legal Services Committee?
My understanding is that a Government Pleader/ Advocate represents the Government in legal matters, particularly in Courts and Tribunals. Their primary role is to ensure that the Government’s position is presented clearly, accurately, and ethically. This includes drafting legal opinions, appearing in court, providing legal advice to Government departments, and ensuring that the rule of law is upheld in all actions taken by the Government.
A Government Advocate also has a broader duty to the public interest. Unlike private advocates, who serve individual clients, a Government advocate must balance the legal position of the State with fairness, justice, and constitutional values. Integrity, impartiality, and accountability are essential in this role.
I believe this position requires not only strong legal knowledge and advocacy skills but also a deep commitment to public service and ethical responsibility.
I was empanelled as an advocate with the High Court Legal Services Committee in the year 2020, for 5 years, during which I provided free legal assistance to marginalized individuals who could not afford representation. My primary responsibilities included drafting petitions, appearing before the High Court, and conducting legal counseling sessions.
I handled a diverse range of cases including criminal appeals, writ petitions for enforcement of fundamental rights, and bail matters. One significant experience was assisting a wrongly accused individual in securing bail after months of unlawful detention—a case that reaffirmed my belief in access to justice.
This role also involved working closely with jail authorities, NGOs, and court staff, which helped me develop strong interpersonal and procedural coordination skills. Despite time and resource constraints, I ensured every case was handled with diligence and empathy.
I was also appointed as an Amicus curiae by the Hon’ble High Court of Karnataka in various Criminal Appeals.
Overall, the experience deepened my understanding of public interest litigation and reinforced my commitment to pro-bono service, which I believe is integral to the profession.
Can you share your experience as an advocate for the Juvenile Justice Board appointed by CCL (Centre for Child and Law) and matters relating to iprobono?
During my time as an advocate with the Juvenile Justice Board and iProbono, I had the opportunity to work closely on cases involving children in conflict with the law, as well as those in need of care and protection.
At the Juvenile Justice Board, my role involved representing minors, ensuring that their rights under the Juvenile Justice Act were upheld, and advocating for rehabilitation over punishment. I often worked on drafting legal submissions, liaising with child welfare committees, and counselling children and their families.
Through iProbono, I worked on pro bono cases focused on child protection, particularly representing children in need of care and protection. I collaborated with multidisciplinary teams, including psychologists and social workers, to ensure a child-sensitive approach in legal proceedings.
These experiences not only deepened my understanding of child rights law and restorative justice principles but also strengthened my ability to communicate empathetically, work under pressure, and navigate complex legal frameworks with a focus on vulnerable populations.
I believe these experiences have made me a more compassionate and strategic legal professional, especially equipped to work in roles that intersect law and social justice.
What practical steps or habits have you found effective for managing stress and maintaining well being amidst the high demands of legal and consultancy work?
Legal and consultancy work can be fast-paced and mentally taxing. So I have found it essential to be pro- active about managing stress and well-being. One of the most effective habits for me is time-blocking and prioritizing tasks using a simple system like the Eisenhower Matrix. It helps me focus on what’s urgent VS important and rescues the feeling of being overwhelmed.
One principle that guides my work is rooted in the Bhagavad Gita: ‘Karmanye vadhikaraste ma phaleshu kadachana,’ which means, ‘You have the right to perform your duty, but not to the fruits of your actions.’ I try to follow this mindset at work — giving my full effort, staying committed, and letting the results follow. As an advocate, I believe in putting my complete effort into representing my clients with integrity and diligence, without getting attached to the outcome. The results, whether favourable or not, are often influenced by many factors beyond our control. What matters is that I uphold the law and my ethical responsibility.
After transitioning from the Kerala High Court to the Supreme Court of India, what differences have you observed in terms of legal strategy, advocacy, and the overall courtroom environment?
First of all, a big thumbs up to LawSikho and SuperLawyer for reaching out to young lawyers, interviewing them, and sharing their experiences with the wider legal community. It’s an encouraging initiative that inspires and guides many who are just starting out in the profession. I trust that this exchange of experiences among lawyers is carried out within the bounds of professional ethics, and serves to strengthen the legal fraternity.
Coming to the question, in terms of legal strategy and advocacy, I have not observed any significant difference from the High Court. The manner in which we draft a petition or present a case before the court is almost the same. These are the basics. They apply uniformly across all courts. The only difference I observed was the time available during the admission stage in the Supreme Court. You typically get only one to three minutes to argue the matter, and within that short span, you must convince the court that the case warrants admission and the issuance of notice to the parties. If you have a strong case on merits, are well-prepared, and present it with due respect to the court and the opposing side, the court will hear you regardless of your experience or age in the profession.
You’ve taken up several pro bono matters, including a notable case involving life-saving treatment for an infant. What drives your commitment to such causes, and how do you balance them alongside a demanding practice?
I won’t claim to have taken up several pro bono matters, but yes, I have handled a few because I believe it is not just the duty of a lawyer, but also a moral responsibility as a human being to help those in need, to the extent we can. One such case that I will always be proud of as a lawyer was about securing life-saving treatment for an infant. The child was only five months old. Her parents had already lost two daughters to a rare genetic disorder called Spinal Muscular Atrophy. Naturally, they were terrified that their third daughter might meet the same fate. Through the intervention of some social activists, they reached out to me. To save the child, they needed Rs.18 crores, an amount far beyond their reach. I filed a writ petition seeking financial assistance from the State, arguing that the right to life is a fundamental right under the Constitution, and it is the duty of the State to ensure that this right is not violated. Hon’ble Mr. Justice Nagaresh passed an interim order directing that the child be provided with complete free treatment, based on a statement made by Government Pleader Ms. Parvathy Kottol, who was handling the case at that time. The State extended full support to the family. What stood out to me in this experience was how, in such extreme situations, Judges and Government Pleaders are also willing to go beyond their regular roles to ensure justice is served.
With experience spanning Constitutional, Administrative, and Criminal Law, how do you tailor your approach to building cases in each of these distinct domains, and what strategies help you stay current across them?
At this point in time, I don’t believe it’s possible for me to plan and settle into a specific area of law. The areas of law one ends up working in often depend on the offices one has assisted, or the nature of the cases you get. Moreover, legal subjects often overlap, say, a criminal case may give rise to constitutional questions.
While I was a junior at Nagaraj Associates, I had the opportunity to assist in a wide range of matters across various fields. In my personal view, at this stage of practice, a lawyer should be open to working across all kinds of matters, be it civil, criminal, constitutional, arbitration, or any other area of law.
Your PIL led to significant changes in Telegram’s content moderation policies. Could you share about it?
No, the platform did not change any policy on its own. The PIL was filed specifically to curb child pornography on this particular platform. When the court issued notice to the State Government, the State supported the Petitioner and even stated that the platform was a “safe haven for criminals.” Later on, the Central Government issued the new IT Rules, which included the appointment of a Nodal Officer for all digital platforms to address such complaints. The court then relegated the Petitioner to approach the Nodal Officer under these rules. As per my understanding, the platform no longer retains such objectionable content. It is now being removed immediately upon detection or complaint.
Having handled a wide range of cases across different legal domains, could you share one of the most complex or challenging cases you’ve worked on and how you navigated its intricacies?
One case that stands out was that of a minor boy who aspired to study at Jawahar Navodaya School. His admission was rejected on the ground that he had not studied in a rural area, as required by the rules. We challenged these rules. In the second round of litigation, after the Single Bench dismissed the case, I filed a writ appeal. At that time, I had just two years of experience in the profession. I studied the case to the best of my ability and appeared before the Division Bench led by Hon’ble Mr. Justice Jayasankaran Nambiar. However, during the admission hearing, the questions posed by the Bench made me feel as though I didn’t even know the basics despite all the time and effort I had invested in preparation. The court granted me one more week to prepare. When I returned the following week, I argued the matter with all the relevant case laws. Yet, each argument was carefully questioned and, one after the other, rejected by the court. Despite that, when the final judgment was delivered, the court directed the school to grant admission to the student, with a specific note that the relief granted would not be treated as a precedent. What made the experience unforgettable was that the Hon’ble Judges recorded in the judgment how I had presented the arguments in court. After pronouncing the judgment, they smiled at me and said, “We are granting this relief only because of your hard work on this case.” That moment was a huge relief, not just for the child, but also for me as a young lawyer. It gave me immense confidence to continue in the profession.
In one of your cases, the court emphasized that a guilty plea should not automatically result in a lenient sentence. How do you perceive the judiciary’s evolving stance on sentencing and plea bargaining in the Indian legal system?
There is a growing trend where, when charges are framed and read over to the accused, they admit guilt on the spot, believing that the matter will end with the payment of a small fine. In one such case, the Petitioner had suffered a head injury from an attack, yet the accused was let off with just a petty fine. This was challenged, and the court took serious note of the same, issuing a strong warning to the trial court against exonerating accused persons in serious cases merely on payment of fines. While plea bargaining is an accepted legal practice, in my personal opinion, it should not become a means for the accused to escape the real punishment prescribed by law for serious offences.
As someone who has independently argued cases before the Supreme Court and contributed to reported judgments, what guidance would you offer to young lawyers aiming to build a strong practice?
As anyone would say, hard work and stepping out of your comfort zone are the only ways to grow. In my case, I decided to move to Delhi after five years of practice at the High Court even though I had a handful of cases there. Some well-wishers asked me, “Why would you leave a steady practice to become a briefless lawyer in a new place?” Honestly, I wasn’t sure if my decision was right. Coming from Kerala, where we enjoy clean air, good food, water, and a clean environment, the shift was tough. I initially found accommodation in a very poor locality, and the weather, food, and overall conditions in Delhi weakened me both physically and mentally. At one point, I even questioned if I had made a mistake. But within two months, I started receiving briefs in the Supreme Court from senior colleagues at the High Court. That’s when I realised that the hard work I had put in back home was beginning to pay off in a new form. So yes, in my experience, hard work remains the only way to build a strong and lasting practice. One guiding principle I always carry with me is a piece of advice from my senior, Mr. Adv. Nagaraj Narayanan, once gave me: “Never ever suppress any facts from the court, even if they go against you.” That integrity is something I strive to uphold in every case I handle.
What initially inspired you to pursue a career in law, and how has your vision for your legal practice evolved over the years? What are your aspirations going forward?
It was my father who first inspired me to pursue law as a profession. I remain ever grateful to him for his constant support. Today, my wife, Ipsita Ojal, who is also a lawyer, stands beside me, making her own sacrifices by joining me in Delhi to support my journey. Over the years, my vision for legal practice has matured from simply building a career to creating a meaningful and principled practice. I aspire to continue growing in this profession, staying true to the values that brought me here, and to keep practising with the same commitment and integrity that I began with.
I believe more young lawyers should actively come to the Supreme Court. It’s one of the most effective ways to make litigation at the apex court more accessible and affordable for litigants, especially those from underprivileged backgrounds. Until we have separate regional benches established across the country, the presence of committed and capable young lawyers at the Supreme Court in Delhi is essential to bridge the gap.
Balancing the demands of a legal career with personal life can be challenging. How do you manage this balance, and what are your preferred ways to unwind or recharge outside of work?
For me, the answer is simple. My family. Amid the pressures of legal practice, spending time with my loved ones helps me stay grounded and recharged. Their presence gives me both strength and perspective, and it’s through those quiet moments with family that I find balance.
You’ve had an impressive journey-from top-tier law firms to leading legal roles in global MNCs. How has your professional experience shaped your approach to legal advisory today?
Thanks. My career, as a corporate and commercial lawyer, has spanned over twenty years across law firm and in-house roles, and each stage has played a significant part in guiding my approach to proactive and business-centric legal support.
I started my professional journey in 2004 at AZB & Partners (“AZB”), New Delhi. I was involved in complex transactional work, including advising on matters pertaining to FDI, joint ventures, M&A, software licensing, and general corporate advisory. In 2010, while in AZB, I had an opportunity to do a secondment with Boeing International Corporation India Private Limited for a year, where I got my first exposure to an in-house legal environment. It was a transformative phase that helped me understand how legal advice fits within broader business objectives, something not always visible from a pure law firm perspective.
This early insight laid the foundation for what became the most defining part of my career at Bentley Systems India Private Limited, a USA- based software MNC (“Bentley Systems”). At Bentley Systems, I served as Legal Counsel for almost twelve and a half years, across Asia South, and later expanded my remit acrosstheSouth-East Asia region.
My primary responsibilities included managing a wide spectrum of responsibilities, including contract management and negotiation, software licensing, regulatory compliance, employment law matters, corporate leasing, contractual and commercial risk identification, and mitigation. This role further refined my ability to deliver practical, business-focused legal solutions across borders and industry contexts in an in-house legal environment. This role further deepened my appreciation for the unique challenges that businesses face.
Over time, I came to see how legal support, when truly embedded in the business, could shift from being a reactive function to a proactive enabler of growth, innovation, and risk resilience. not just in navigating legal risks I began to see how legal issues were rarely isolated as they were often intertwined with operational realities, commercial strategy, and internal culture. This further broadened my understanding of how legal support must evolve- not just to protect the business, but also to empower it.
What inspired you to start Bridge Counsels?
Working in both top-tier law firms and as in-house counsel gave me a deep insight into how legal services function at both ends of the spectrum. On one hand, I experienced the deep technical expertise and structured advisory of law firms while on the other hand, I saw the need for legal support to be responsive, integrated, and aligned with business realities, especially in fast-moving environments.
What stood out to me over the years was a significant gap in the market, particularly among startups, MSMEs, and even in growth-stage companies, which often lacked access to quality legal advice because they didn’t have the scale or budget to maintain a full-fledged in-house legal team. Yet their need for ongoing, dedicated legal support was no less critical.
I firmly believe that founders should invest their time and energy in the growth of their respective business and leave the legal, commercial and corporate matters to experienced experts. This realization led me to launch Bridge Counsels which is designed to provide Fractional General Counsel (“Fractional GC”) as a service
My focus at Bridge Counsels is to serve as a legal partner offering structured, proactive, and business-focused legal support tailored to each client’s scale and stage of growth. Therefore, at Bridge Counsels, my aim is to bridge the gap between the high-touch, strategic insight of an in-house legal team and the flexibility of an external counsel. The name Bridge Counsels reflects this philosophy, bridging business needs with legal clarity.
How do you define the role of a Fractional general counsel, and how does this model differ from having an in-house legal team or relying solely on traditional law firms?
The role of a Fractional GC is to provide continuous and strategic legal engagement to businesses as their de facto Head of Legal or General Counsel, delivering end-to-end legal support on a flexible, outsourced basis. This setup would help businesses, especially startups or growing companies, to get expert legal support without hiring a full-time employee.
A Fractional GC can offer companies, often startups or small businesses or foreign multinational companies proposing to enter India, the opportunity to work with experienced former in-house lawyers without incurring the cost of a full-time general counsel, helping them manage their daily legal needs and make informed strategic decisions.
Unlike in-house counsel who works full-time for a single company, Fractional GCs can support multiple clients while acting as trusted, long-term advisors. They are more integrated into the company’s daily operations, unlike traditional law firms, often participating in strategic planning and internal meetings. This model suits businesses that want consistent legal guidance tailored to their evolving needs, without the need to form a full legal department.
A Fractional GC not only provides strategic legal support but also acts as a bridge between the company and external legal service providers such as law firms, consultants, and specialists. They help control legal costs, identify the right external resources, and manage them efficiently. At its core, their role is to protect the company’s interests, ensure consistency in legal strategy, and make sure that external advisors align with the business’s goals and risk appetite.
What type of companies would benefit most from hiring a Fractional GC, and at what stage in their journey is it most impactful to bring one on board?
As stated above, startups and emerging enterprises typically benefit the most from hiring a Fractional GC. A Fractional GC can step into an early-stage business and provide high-level commercial advice to the board, especially when there is no established in-house legal leadership. They support key areas, including contracts, employment, data privacy, intellectual property, real estate transactions and regulatory compliance.
The most impactful time to bring in a Fractional GC is during key growth phases. This includes raising funds, expanding the team, entering new markets, or forming significant partnerships. At these stages, decisions carry a higher legal risk, and it becomes crucial to have someone who understands the business and can provide strategic guidance.
While a Fractional GC is often associated with small and medium-sized enterprises, this model is not limited to early-stage companies. Businesses at any stage of growth can benefit from this flexible legal support. Large-scale enterprises may also use a Fractional GC for urgent, short-term projects that need experienced oversight. Fractional GC can efficiently handle routine legal tasks such as drafting and reviewing contracts, updating internal policies, managing compliance calendars, supporting HR and employment matters, coordinating with external counsel, and maintaining legal templates. This allows lean in-house teams to focus on strategic priorities while ensuring day-to-day legal operations run smoothly and compliantly.
As you build bridges, what are the kinds of responsibilities and deliverables you envision handling as a Fractional GC on a recurring basis? How are you preparing to meet those needs from day one?
As a Fractional GC, I am expected to handle a range of responsibilities that align legal strategy with business goals. This includes managing risk proactively before it becomes an issue, supporting contract negotiations, ensuring regulatory compliance, and helping with corporate governance. I also aim to develop legal frameworks that support growth, guide internal teams, and collaborate closely with leadership to make informed, legally sound decisions that move the company forward.
I would prepare myself by deeply understanding the company’s industry, operations, and goals. My primary goal is to be agile, responsive, and business-minded, delivering practical legal advice that aligns with long-term strategy.
As you engage with fast-scaling startups and growth-stage businesses, how do you plan to help them navigate legal risks and regulatory compliance, especially when they operate across sectors or jurisdictions?
When working with fast-growing startups or businesses across sectors, my focus is on offering practical legal guidance that aligns with their pace and growth. I begin by understanding the business model and key regulatory touchpoints, whether in contracts, data privacy, employment, or fundraising. From there, I help build simple, workable systems such as basic compliance processes or policy inputs that support sound decision-making. The aim is to be a steady legal partner, offering clarity and foresight as companies scale and navigate legal challenges. Confidence, knowing they are protected and compliant at every step.
In a Fractional GC model where you’re not embedded full-time, how do you plan to ensure deep alignment, continuity, and confidentiality with leadership teams?
That’s a great question and one I take very seriously. My aim would always be to stay closely connected with founders or businesses through regular interactions and be available when needed. The goal is to be seen not as an outsider, but as a trusted legal partner who understands the business and supports it with consistency and confidentiality.
Startups often move fast. Can a Fractional GC really make a difference during key moments like fundraising, investor negotiations, or M&A? Could you share an example
In India, startups often face complex legal challenges during key growth phases such as raising funds, expanding teams, entering new jurisdictions, or finalizing strategic partnerships. These challenges include navigating investor negotiations, managing ESOPs, ensuring regulatory compliance, and reviewing commercial contracts. A Fractional GC brings senior legal oversight without the cost of a full-time hire, making it ideal not just for early-stage companies but also for growing businesses that need structured legal support without expanding their in-house teams. Established enterprises also use Fractional GCs services for short-term or high-stakes projects requiring experienced legal direction.
What should founders or CXOs look for when choosing a Fractional GC beyond just credentials? What soft skills and instincts make a real difference?
Beyond credentials, founders should look for a Fractional GC who’s practical, business-minded, and easy to talk to, someone who can offer clear advice without legal jargon. They should have the judgment to say “no” when it matters, to protect the company’s interests. Identifying legal risks early, communicating them to leadership, and striking the right balance between legal protection and business growth are key. A good GC doesn’t slow things down; they help you grow smartly and safely.
You’ve also built internship and mentorship opportunities at Bridge Counsels. What role do young lawyers and law students play in your model and what advice would you offer them as they enter the evolving legal profession?
In the Fractional GC model, young lawyers and law students support senior counsel across multiple clients by assisting with contract drafting, compliance research, and legal operations. They gain exposure to varied industries and fast-paced legal issues, learning how to align legal advice with business strategy. Unlike traditional roles with narrowly defined tasks, this model provides a broader, more strategic perspective on how law drives growth. They actively contribute rather than merely observe and build the skills to become future legal advisors with strong commercial judgment and cross-sector experience. It’s a dynamic environment that prepares them to think like trusted advisors rather than technical legal executors. They aren’t passive participants as they engage meaningfully while developing the capabilities needed to grow into future in-house leaders or strategic legal partners.
As you enter the evolving legal profession, my advice is to stay curious and open to learning. Today’s legal landscape demands not only strong legal knowledge but also a deep understanding of business. Focus on sharpening your research, writing, and communication skills while also learning to think commercially and practically. Always ask questions, take initiative, and seek feedback. Don’t aim to know the law; strive to understand how it applies to real-world decisions. Most importantly, be adaptable, because those who grow with change will be the ones who lead it.
After completing your Bachelor’s in Technology in Electronics and Communication, you decided to pursue a career in law. What inspired this shift, and how has your technical background contributed to your legal career?
While I was doing my undergraduate studies in Electronics and Communication Engineering, I developed a strong appreciation for structured problem-solving and analytical thinking. A pivotal moment came when I worked on a project involving video capturing and recognition technology for identifying letters and numbers on car plates. After dedicating significant time and effort to develop this innovation, I discovered that a subsequent batch had replicated my idea for their project. This sparked a deep curiosity in me on how I could protect my work and ensure exclusive rights over something I had created.
This realization led me to explore the legal frameworks that govern innovation and ownership. While I thoroughly enjoyed the technical challenges of engineering, I found myself increasingly drawn to the interplay between technology, commerce, and human interaction—how ideas are protected, commercialized, and integrated into society. This marked the beginning of my journey into the field of law and specially, intellectual property law. I decided to pursue law, with a clear objective to practice IP law once I graduate.
When I began my legal journey, I recognized a clear gap in the market—clients, much like myself in my engineering days, were increasingly seeking nuanced, technology-driven solutions to complex intellectual property challenges, particularly around ownership and innovation. In that moment, I knew I had found my calling.
How did your L.L.M. at Boston University School of Law shape your perspective on Intellectual Property law, and how have the skills and experiences gained there influenced your approach to high-stakes International and domestic IP litigation and advisory?
My LL.M. at Boston University School of Law was a transformative experience that significantly shaped my approach to Intellectual Property law. Beyond the rigorous academic curriculum, one of the most valuable takeaways was learning how to move beyond theoretical understanding and apply legal principles in a practical and commercial context. I had taken classes on trial court advocacy, legal writing, and related practical modules, the insights from which continue to guide my approach to legal practice even today.
Having students from all over the world, not only helped me build lasting professional relationships which I continue to maintain to this day, but also fostered a global legal mindset that has helped me while advising or litigating matters involving international stakeholders.
I strongly encourage those looking to specialize in a particular field of law to pursue a Master’s degree, as it offers both depth of knowledge and invaluable exposure to diverse legal perspectives.
Having worked with various prominent IP law firms, what motivated you to transition to establishing your own practice, what were the hurdles that you faced while founding Nikhil Chawla and Associates?
When I founded Nikhil Chawla and Associates, like with any new venture, the initial phase came with its share of challenges—building a client base, establishing credibility, and navigating the uncertainty that comes with stepping out independently. There were days where I found myself questioning my decision of starting on my own.
During this time, I had the opportunity to interact with several senior advocates. One piece of advice from Swathi Sukumar, Senior Advocate, particularly stayed with me—she said, “you just have to show up at the office every day, the work will eventually come.” That simple yet profound advice became a guiding principle for me in the early days, reinforcing the importance of persistence, presence, and consistency in building a practice.
6 months of feeling doubtful about everything and no sign of progress is the entry price that you have to pay before things start to move in the right direction. Having said that, with relentless hard work and unwavering dedication, you will find yourself moving in the right direction—without it, you risk getting lost in the vast sea of lawyers around you.
As a dual-qualified lawyer and an AI enthusiast and Certified Information Privacy Professional, how do you see the intersection of AI, data protection, and privacy laws evolving in the near future?
The intersection of AI, data protection, and privacy law has become, if not already, the most consequential area of legal and regulatory evolution in the modern era.
With the enactment of the Digital Personal Data Protection Act, 2023, India has taken a foundational step toward codifying privacy rights and data protection obligations. However, the law still leaves several gaps when it comes to regulating AI-specific concerns such as algorithmic transparency, automated decision-making, and the right to explanation. In parallel, India is also formulating its National Strategy for Artificial Intelligence and has published ethical AI guidelines through NITI Aayog. These developments signal the government’s intent to promote responsible AI while safeguarding individual rights.
All of us are already aware that AI has become omnipresent and part of our everyday lives. However, its widespread adoption also raises critical legal and ethical questions ranging from informed consent, purpose limitation, and data minimization to algorithmic accountability. In parallel, concerns around bias, discrimination, and automated profiling are becoming more pronounced. These issues are steadily making their way to the forefront of legal discourse, and our legal systems will soon be called upon to adjudicate upon this, drawing a clear Lakshman Rekha between what is permissible and what is not.
Going forward, professionals with a grounding in both law and technology will be key to shaping this transition, ensuring that innovation does not come at the cost of civil liberties. I believe the future will require lawyers who understand code, technologists who understand rights, and courts who can bridge both worlds.
Could you share your experience while representing a leading music label in a high-profile copyright infringement dispute against an internationally renowned hip-hop artist. How did you prepare for such a case and what were the key outcomes?
When I started my private practice, the first case I was entrusted with involved handling a dispute against the renowned hip hop/rap artist Bohemia. I was representing a music company that had entered into an exclusive artist agreement with Bohemia, which he breached by collaborating with other parties in violation of the agreement’s terms.
During our preparation for this case, we knew that seeking specific enforcement of personal service obligations was not permissible under the Specific Relief Act. However, we were able to identify a negative covenant in the agreement that prohibited him from collaborating with third-party labels during the term of the agreement. We also found legal precedents supporting the enforcement of such negative covenants in agreements involving personal qualifications.
As a result, on the very first day, we secured an ad interim order restraining Bohemia from working with any third-party labels for the remainder of the agreement’s term. This interim injunction ultimately paved the way for an early settlement.
After the settlement, Bohemia even released a track referencing the litigation. The success in the Bohemia matter opened the door for me to handle other high-profile media and entertainment disputes, including cases involving prominent artists such as Badshah and Satinder Sartaaj.
What advice would you offer to young professionals aspiring to follow in your footsteps and build successful careers in intellectual property, technology law, and commercial litigation?
Law is a profession that demands dedication and discipline, it is meant for those who truly love the law. Without that passion, it’s difficult to sustain the commitment the profession requires.
Talking from my own experience, when I had started my legal career, I sometimes relied on shortcuts instead of diligently reading statutes and studying case law. Over time, I came to realize that true success in this profession requires depth, being thorough with the law and cultivating a strong understanding of legal principles. Unfortunately, I see many young professionals today falling into the same trap. What we truly need are students and professionals committed to rigorous legal study and a genuine passion for the craft of law.
It is important to be working with a good mentor, someone who can guide, challenge, and shape you. Equally important is being at the right firm/advocate, where the work culture, values, and opportunities align with your long-term goals.
You’ve built a distinguished independent practice, representing both high-stakes private clients and government enterprises. What inspired your transition from being an Associate under a Senior Advocate to establish your own practice?
Thank you very much. As much as I appreciate the kind gesture, I feel it is too soon to say that I have a distinguished practice. I am definitely humbled and grateful by the opportunities that have come my way; there is still a lot of learning left and I hope to achieve more at the right time.
While practicing law, as one matures and learns to grasp how the legal industry operates in India, one reaches a stage where there is a simultaneous urge to make your own mark in the profession. One’s personal aspirations coupled with the rigorous training which is undertaken during the initial years of practice leads one to desire more from their capabilities as a lawyer. You get down to brass tacks, work on your thought-process and make an honest attempt at handling a legal brief sans supervision. In the process, you wish to hold your own turf, work with the tools which you have gathered, seek client(s) and navigate the case accordingly. You also become accountable and feel ready to take the flak when things don’t go as per expectations. In essence, this feeling is very subjective and the inflection point cannot be attributed to a single event.
To answer your query, I feel ‘inspiration’ is not a linear term. It can come from the mundane to the magnificent moments of your personal and professional endeavours. They are building blocks of your personality which end up getting chronicled in the vicissitudes of life. In my case, there have been various instances which have inspired me to cut the cord and carry my own weight. Growing up in New Delhi one has an early exposure to the power corridors and legal circles of India. One of the earliest exposures which I can recollect is watching parliamentary debates and reading interviews of many senior lawyers and distinguished legal luminaries. This was a constant source of inspiration during my formative years. A chance-meet with some of the prominent figures in the legal world was also a source of encouragement to consider joining the profession.
While these are contributory factors, I owe substantial credit to my Senior Mr. Prashanto C. Sen, Sr. Advocate who, being a first-generation lawyer, has established a flourishing litigation practice in India. His noble approach to the profession, impeccable standards and going the extra mile to serve the legal needs of his clientele inspired me the most. While taking me under his wings, he not only taught me the fundamentals of law; his training and invaluable wisdom which I imbibed, helped me come out of my shell at an early stage of my litigation career and further encouraged me to start my own practice.
Your practice spans infrastructure, mining, energy, and arbitration sectors known for their complexity and regulatory intensity. What drew you to these domains, and how did your early exposure during internships and associate years influence this path?
Yes, my practice till now has ended up within the four corners of these domains that you have mentioned. Just to give you a brief overview, after graduating in B.A. (Hons.) from the University of Delhi where I read Economics, I pursued the three-year LL.B. course at Campus Law Centre, Faculty of Law, University of Delhi. While attending law school, I used to be drawn towards understanding the dynamics of laws and regulations which are applicable while conducting business activities and commercial dealings. This was probably because of my background in Economics which is a commercially – oriented field.
With time I was clear that I would like to gain further knowledge and deeper insights into commercial laws which are applied in business affairs. My interests and curiosity piqued during Company Law classes at CLC, and I wanted to further analyse how these laws end up navigating businesses in the real world. In order to see whether I fit into these domains, apart from general reading at law school, I simultaneously undertook multiple legal internships at some of the most prestigious law firms as well as the Attorney General of India’s office. My internship days taught me the basics of not just corporate law practice but also how to conduct oneself in law firms. Although as interns we had limited roles, it was during these rigorous training sessions that I got the initial exposure to these domains. At corporate law firms, I was able to understand how lawyers apply the law on a day-to-day basis to help corporations and other businesses solve complex legal issues in these sectors. I was fortunate to intern under some of the best legal minds in the country, many of whom showed excellent qualities of being a lawyer and were very patient with the younger lot.
When I decided to pursue a career in litigation, Commercial Litigation and Disputes Resolution came as a natural choice since it includes a mix of both – appearing before judicial forums and practicing commercial laws. It also includes within its fold advisory, ADR and counsel work. I chose counsel-chamber practice since there is more responsibility which is put on your shoulders thereby shortening the learning curve. In chamber practice, you are directly dealing with clients while single handedly assisting your Senior.
Importantly, Mining, energy and other areas of the infrastructure sector are highly regulated and routinely end up being exposed to major and complex litigations against the State. They require consistent consultations with counsels, legal experts and sectoral specialists. I was lucky to be selected at the Chambers of Mr. Prashanto Sen, SA to start my legal career. It was during my initial days as an Associate where I got a proper exposure to these domains. During my term as an Associate, I was tasked with handling very high stakes litigations for not just infrastructure MNCs but also government/PSU bodies as well as sector-Regulators such as CCI and AERA. This was a golden opportunity since one got to analyse issues from both ends of the spectrum – as a private entity as well as a public body. We were tasked with counsel work in diverse fields of law and I was taking care of briefs concerning three major sectors: mining, electricity and aviation. I was therefore very fortunate to get the right exposure in these fields at an early stage of my litigation career, and perhaps this was the inflection point since the exposure helped me shape my domain knowledge, and provided the required impetus to refine my legal craft.
Representing clients in high-stakes disputes involves navigating regulatory and commercial pressures. Could you share a particularly challenging or defining case and how was your experience dealing with it?
That is correct, it is a high-pressure area of practice. Room for error is minimal. The stakes are very high and the timelines equally rigid.
Till date, one of the most challenging and defining cases as an Independent Counsel has been C.A. No. 262/2020 (titled Vedanta Ltd. v. R.N. Mohapatra and Ors.) where I was engaged before the High Court in writ proceedings as well as the Supreme Court. The case involved various complex and interesting legal issue(s) concerning Constitutional Law, Contracts, Customs and Trade Law, Civil Contempt Jurisprudence. This litigation spanned over a period of close to 3 years and was one of my very first legal brief(s) as a newly-minted independent Counsel. It was during the course of this litigation that I ended up building great rapport with many able lawyers – both in-house and outside Counsels and commercial-management specialists with whom I still share a working relationship. I was also fortunate to have been guided by Senior in-house counsels and industry leaders, who were very kind to acknowledge my efforts and support me further in my practice.
I would say that handling high stakes disputes help you come out of your comfort zone as a lawyer. The experience(s) ends up educating you on the ground realities of how academic knowledge is to be applied whilst handling a matter, to the benefit of the client whose business interests are at stake and who is relying on your capabilities to assist them.
These opportunities don’t knock on your doors very often; therefore, it is imperative that you take up such cases without any hesitation. You can always learn along the way. While handling these disputes one faces a lot of challenges – both professionally and personally – which end up testing your mettle. These cases are laborious and demand long hours which at times run into late nights and early mornings, working on weekends, gruelling schedules and exhausting deadlines, all while micromanaging immense pressure from the client. However, when you come out on the other end, you will always be satisfied irrespective of the outcome of the case and be glad that you pushed through.
Having advised both government enterprises and Fortune 500 companies, what key differences have you observed in their legal cultures, decision-making processes, and approaches to risk?
In my limited experience, I would say that the legal culture per se is not very distinguishable. At the end of the day both sets of corporations engage lawyers who play a very specific role. Lawyers have their tasks cut out and are only performing their duties as per the terms of engagement/Vakalat.
While it is true that private and public corporations have their distinct characteristics and cultures, both do have their sector-specific targets and goals which are required to be fulfilled at all times. The legal team(s) of both are answerable to the management’s needs. Thus, at a macro level and from the outside one does not feel that there is much difference in the day-to-day operations and engagements.
I cannot comment much on the decision-making process of either of the two, but I would say that there is a certain level of risk-taking appetite, which is much higher in private corporations as compared to government enterprises. This is borne out of various factors: Private corporations are Laser-focused on profitable outcomes of their decisions with minimal externalities. The time lines are very strict and there is little to no room for any ambiguity. The targets and management/commercial asks are very clearly classified and is percolated through a chain of command. As a corollary, the expectations from an outside Counsel also becomes crystal clear. Private corporations are democratic in that there is much more room to express creative ideas, out-of-the-box thinking is encouraged during conferences and at times appreciated. Frankly, one sees a very peculiar pattern where, due to the fact that private organisations encourage quick and bold decision-making efforts, the unnecessary clutter and irrelevant thought process are weeded out at the very initial stages of brainstorming, helping the team to clearly demarcate the tasks at hand and focus on the relevant issues.
On the other hand, PSEs work in a more conservative fashion but are professional in their conduct. There are already established norms and set patterns/traditions which are adhered to and followed while performing the tasks at these organisations. I would say that the propensity-appetite to take risks in PSEs are much lower and there is a consistent effort to avert exposure to untoward outcomes. Being a government company which is answerable to the state exchequer and other departments, a PSE always has a touch of public duty in their actions which ends up contributing to the behaviour of not being very intrepid. This factor is ingrained in the functioning of many PSEs and is reflected while handing litigations and taking decisions. PSEs do command a lot of admiration and respect for the work which they are doing in the infrastructure domain – they are very clear on their roles and the primary objective of building the nation. In that pursuit, many are working tirelessly to achieve this goal.
You initially studied economics before pursuing law. What led you to choose a career in law, and how has your academic grounding in economics complemented your legal work?
This is a very interesting question. I will say that an error of judgment led me into reading economics which then led me to law. It was during my first year of graduation at Sri Venkateswara College (University of Delhi) where I read taxation and basics of Public Economics. I had an epiphany and I started reading more basics of law which was available in the University library. This made me realise that law was my actual calling throughout. Since I did not want to let go of the opportunity of pursuing a coveted course such as Economics from DU, I decided to sit tight and then pursue the three-year LL.B. course offered by the Faculty of Law, University of Delhi.
Although Economics and Law only converge in certain specific legal fields such as Competition/Anti-Trust, Aviation, etc., in my personal opinion I feel Economics helped me to a great extent in shaping my commercial analyses of legal issues. B.A. (H) Economics is rigorous and is a highly analytical course rooted in problem solving capabilities. Further, commercial clients need a result-oriented approach to a dispute. The grounding in economics certainly complemented my legal work and till date helps me understand business-commercial needs in a better fashion.
For young litigators looking to build a niche in infrastructure or regulatory disputes, what skills and experiences should they focus on early in their careers?
For young litigators my advice is to undertake a lot of drafting work during the initial years of their career. Drafting is like solving mathematical equations – the more you do it the more skilled you become. Secondly, stay up to date with what’s happening around the world – read at least 2 national dailies. It is very important that your client believes that their lawyer is not living under a rock! Thirdly, you need to know which laws and bare acts to look into whilst dealing with a client query – while no one expects you to verbatim learn the statutes, it is expected that you can figure out the applicable laws on the issues. This comes with practice and it is important that you keep revising the bare acts occasionally/during vacations. Fourthly, it is a harsh suggestion but in order to survive in litigation you cannot look at the clock till you finish a task – infrastructure and regulatory sector is a very demanding branch with gruelling working hours. Just like building muscles during strength training, you need to build stamina to brave the requirements in independent practice. The longer hours you pull during your initial days will make or break your practice in the subsequent years. So be ready to give it your all. Lastly, and most importantly no matter how much pressure is put on you or how powerful your clientele is, never compromise on your ethics and integrity. Go to bed with a clean conscience. As Advocates, the Standards of Professional Conduct and Etiquette under the Advocates Act, 1961 is our Holy Scripture. As Officers of the Court, it is our solemn duty to uphold the Code’s sanctity. Make sure your professional standards don’t drop by any margin whatsoever.
What’s one core principle or motto that has guided your legal journey? How do you envision the growth of your practice and your role in the evolving legal landscape of India?
There is a Latin phrase ‘Incende naves’ which means burn the ships. It isn’t about ships, it is about committing oneself to a belief, and striving towards achieving your goals and endeavours to the best of your abilities without looking back. This core principle has guided my legal journey from the day I stepped into law school. Legal practice (of any nature – litigation/corporate) is a complicated voyage riddled with uncertainties and externalities. I believe in order to survive in litigation you need this core principle ingrained in you at a very initial stage of life. If you enjoy the law, keep your head down and work when times get tough, respect your seniors, there are enough reasons to pursue your journey.
To answer your other question, I feel litigation and disputes practice is here to stay notwithstanding the onset of the Artificial Intelligence revolution across fields. Law is a distinct arena where no matter how much technology one infuses, one will always need the reassurance of a legal mind and a human touch. The legal landscape of India is definitely undergoing successive churns; this is part and parcel of a growing economy. I am looking forward to seeing more ADR mechanisms being put in place. I see a significant growth in arbitration as well as mediation sectors in the next couple of years. While my practice is already within the core litigation space, I do envision to move more and more into the arbitration and other ADR practice. There is a lot of work to be done in these fields.
With a practice that spans high-stakes matters and sectoral expertise, how do you maintain personal balance, and what keeps you intellectually and professionally motivated in the long run?
In independent practice, how you manage your time is mostly up to you. It is important to have a daily routine and more important to stick to it. In my case, there are days when you don’t get time to even sit for a minute, but then there are days which are fairly light. So, I balance it out. On lighter days I do strength training, read a lot of non-fiction books (especially on current affairs, economics, etc.), and occasionally travel with family.
In the long run, the only thing which motivates you is your passion for law, helping people in need, and knowing that you are now part of a very illustrious and prestigious community, be it litigation or transactional practice. There is fairly no other stream of motivation because your career is not a straight steam-lined path. In order to find more motivation, it is important that you go to courts even on days when you don’t have a matter listed, sit and observe the judges as well as the seniors who are arguing a case, stay up to date on any important judgments and maintain very healthy professional boundaries between your practice and your clientele.
Sir, you have extensive experience advising and representing clients across diverse legal domains. Looking back, what initially inspired you to pursue a career in law? How did your integrated B.S.W., LL.B. degree from Gujarat National Law University shape your early understanding of the legal system and its role in society?
Firstly, thank you for inviting me to your platform to share my journey. From a young age, I took a keen interest in public affairs. I religiously read the newspapers and followed the news on television. The dynamics of politics, society and international affairs fascinated me. To me, the study of law seemed like the perfect pathway to enter public life. I felt, and was also advised, that the subjects one would study in law school would hold me in good stead in achieving my goals at that point in time. So, that is how I found myself in law school. It is a different matter that at present, I’m doing something slightly removed from public affairs in the way I understood it as a teenager. But then again, litigation also intersects with public affairs, so I am content doing it.
As far as choosing BSW as my stream in law school goes, it was entirely by happenstance. I was allotted GNLU after the third round of CLAT counselling, by which time seats in my preferred Bachelor of Arts stream were unavailable. Given that BSW also aligned with my career objectives at that point of time, I decided to take the plunge. There was some trepidation, given that we were the first batch that was being offered this course. However, looking back, I have no regrets, given that it exposed me to a range of experiences, especially in the course of field work in rural areas, that I would otherwise not have had.
In the early stages of your legal career, what were some of the key formative experiences or challenges that deepened your understanding of the law and helped shape the direction of your professional journey?
Before I joined law school, I had a vague idea that the practice of law is demanding. It was during my internships while in law school that I got my first glimpse of what it actually meant. I had the privilege of doing most of my internships in Delhi at the Supreme Court and Delhi High Court. At first, I was star struck, seeing stalwarts of the legal profession in such close proximity. Over time, I saw them in action and gradually, began to recognise the mastery in their craft. Often, the fees charged by top lawyers get the spotlight, but what people do not see is the years of effort, hard-work, dedication and sacrifice that precedes that. Being exposed to that environment gave me a sense of what it takes to succeed in the profession. I, very reluctantly, came to terms with the fact that the conventional notions of work life balance would have to be foregone. After all, one has to work seven days a week for most of the year. Professional life is often fast paced and dynamic. It is certainly not for every personality type. At the same time, the profession also offers a sense of fulfilment and reward, provided the right effort is put in. Therefore, if one is able to accept the trade-offs, the profession can be deeply rewarding.
It was also during my internship phase and subsequent professional life that my understanding of the law truly started taking shape. It’s still an ongoing process. For me, it was essential to move beyond books and see the law in action to truly internalise it.
What was your motivation behind taking the England & Wales Solicitor Qualification Exam (“SQE”)? How has your dual qualification influenced your approach to your practice area?
My decision to prepare for the SQE was guided by multiple factors. Primarily, I believed that since the Indian legal system is largely derived from English law and is relevant to some extent in shaping Indian jurisprudence, pursuing it would be a good idea. The area of English law that I was keenest on learning was civil commercial law, which is especially relevant to my practice area. It has a rich jurisprudence dating back almost three centuries and continues to be the preferred legal system to govern a range of commercial contracts. A hallmark of English law is that it has adapted itself over time to facilitate commerce by balancing predictability and flexibility. That is why it continues to be referred to for guidance across the Common Law world. I was eager to learn about its development in greater detail.
Preparing for the exam was a unique experience, offering its share of excitement and overwhelm. It felt like going through law school again with the advantage of some professional experience, which made grasping concepts easier. The fact that Indian law aligns with English law in many aspects also helped. For me, being exposed to facets of civil commercial law and civil procedure were deeply enriching. It was remarkable to see the level of detail with which the Civil Procedure Rules along with the practice directions dealt with. Another subject which fascinated me was Equity and Trusts. It did not occupy a prominent position in Indian law school syllabi at our time. However, once I entered the profession, I understood the importance of this body of law, especially to my practice area.
On the whole, studying for the SQE certainly broadened my perspective on my legal practice, which I try to bring to bear in my work. One example that comes to mind is the guidance on steps to be taken and best practices at different stages of a litigation (from pre-claim to execution) are pieces which I have sought to incorporate into my practice.
You’ve represented and advised clients in and relating to both, domestic and international arbitrations. What are your thoughts on the evolution of the arbitration landscape in India and where it stands in the international landscape?
One of the most important considerations while incorporating arbitration clauses in contracts is the choice of seat, given its ramifications on the conduct of the arbitration and enforceability of the award. While choosing a seat, parties would essentially look at whether the legal framework, predisposition of courts and the general structure of the legal system is favourable to aiding arbitration, from the interim measures stage to enforcement of the award. In the last 15 years, there has been a concerted effort in India to encourage arbitration, be it through judicial decisions or legislative change. Pain points have sought to be resolved. The general trend has been positive. After all, it must be recognised that to attract and encourage trade and commerce, India needs to provide an effective and efficient dispute resolution mechanism to businesses. Arbitration provides a potential answer to this. However, one hurdle that is yet to be overcome entirely are the delays in courts processes, right from appointment of arbitrators to hearing challenges to awards. This is primarily a consequence of the heavy roster of Indian judges. This structural bottleneck would have to be addressed if India is to compete as a hub of international arbitration. Here again, the general trajectory has been in the right direction. We must also recognise that the effect of changes sought to be made will not appear overnight. We can certainly be hopeful that in the coming decade, India will occupy a more prominent role in the international arbitration landscape.
As a Principal Associate in Khaitan & Co’s dispute resolution practice, you’ve dealt with complex matters across insolvency, arbitration, and constitutional litigation. Can you please talk about some of the key strategic and legal insights from your experience?
Without going into the specifics of matters, one of the significant learnings from my professional life is that no matter how good or bad a client’s case might appear to be, its ultimate outcome is far from certain. Therefore, while humility is the order of the day in all situations, it assumes even more importance when your client appears to be on a strong footing. One must never let their guards down.
On the other hand, even when your client does not appear to have the best of cases, earnest effort can get your client a result favourable to it in the circumstances. Essentially, the outcome of a case is not always black and white in terms of winning or losing. There are a range of outcomes in between which can be of tremendous help to clients. It is, therefore, important to understand the Client’s needs and devise strategy accordingly. While the Client should be given an accurate account of the merits of their case, it should not influence how you defend the case.
Finally, and perhaps most importantly, lawyers must remember that they are officers of the court and they have a responsibility to assist the court in arriving at the right decision. Therefore, it is important to strike a balance between the responsibilities towards your client and the court.
Also, while litigation strategy is essential, it has to be balanced with thinking on the feet. We operate in a dynamic environment, where evolving circumstances might require a complete reorientation of strategy. Therefore, it is important to develop the muscle to deal with such changes.
With your interest in public policy and sports governance, what institutional or regulatory reforms do you believe are most needed in India’s sports ecosystem? Are there specific areas where legal intervention could drive meaningful change?
The need of the hour is to ensure good governance of sports governing bodies (“SGBs”) so that the interest of athletes is at the forefront. A report by the Indian Express earlier this year highlighted that 770 sports-related litigations pending in courts across India, out of which more than 200 related to governance of the SGBs. This means that valuable energy and finances that could have been used to support athletes is being diverted towards other causes. Ensuring that SGBs get their houses in order is essential so that athletes can receive the support they need and deserve. There are numerous accounts of athletes having to fight against the system to achieve their goals. If we are to become a sporting nation, reform of SGBs is fundamental.
The Union Government has taken several steps in the right direction. The Draft National Sports Governance Bill, 2024 which was published for public comments in October 2024, offers some hope. The Minister for Youth and Sports Affairs recently announced measures to foster more accountability from National Sports Federations. However, it must be remembered that sport is a State List subject under the Constitution. Therefore, the onus is on states to ensure good governance of SGBs at the State and District level. Orissa has shown the way in this regard. Moreover, it is critical to understand that to build India’s sporting credentials, we cannot look at the government for all our solutions. Private sector involvement and investment has to be facilitated across sports. For that to happen, a favourable sporting ecosystem conducive to investment has to be created, which takes us back to reform of SGBs. Private players will be wary of supporting sports which are not well administered. On the other hand, if the sport is being administered well, it will naturally attract private sector support. Rugby India is a case in point. Despite not being a major sport in India, it has managed to secure private sector funding because it is well governed and is more likely to achieve its targets, however modest they may be, than a sport which is more prominent but ill-administered.
What advice would you offer to young lawyers aspiring to work in the dispute resolution practice in a law firm? Were there any particular habits, values, or resources that played a significant role in your own professional development?
In a law firm, you don two hats- one of a lawyer and the other of a businessman. The latter does not get highlighted enough. As a junior, you are so engrossed in the minutiae of the legal side that the business side gets neglected. Before you know it, you are eligible for partnership and to stake your claim, you must show your business building credentials. It is then that you truly start focusing on it. While it is certainly true that the initial phase of your career should be spent honing your craft, some time should also be devoted to learning the business of law. As you move up the ladder, the amount of time you devote to it would necessarily need to go up. So, my advice to those aspiring to work in law firms would be to start learning the business of law early in your career so that you don’t have to endure baptism by fire.
As far as values go, the ones that have served me best are responsiveness and reliability, be it with colleagues, clients or even the Bench. These are fundamental to success in a service industry like ours.
To develop professionally, I have tried to push myself out of my comfort zone by embarking on educational endeavours frequently. Time is always a constraint but I have never let that be an excuse.
Finally, as lawyers, it is important to remain updated about developments in my practice area. It is also essential to anticipate areas where I could bring my professional skills to bear in the future, so that I can position myself accordingly. To this end, I try and read about developments and trends within and outside the law on a daily basis. I immensely enjoy reading and learning new things. I love that I’m able to do that in this profession.
Given the high-pressure nature of litigation and arbitration, how do you maintain a healthy work-life balance? Are there specific practices, routines, or philosophies that help you stay grounded, focused, and resilient in your career?
As I said before, to work in the law, you have to forego conventional notions of work-life balance. However, that does not need to come at the cost of spending time with your family and yourself. In fact, both are basic human needs. Even within this system, one can find a way to give them the time they deserve. All it requires is conscious effort and awareness. Being particular with your schedule helps. It goes without saying that support from family is also necessary in adjusting to this way of life.
It is important to underline the importance of taking care of one’s physical and mental health so that you are able to be the best version of yourself every day. It is very easy to go off the rails, given the demanding work environment. I try and fit in 3-4 days of physical activity every week. To regulate my emotions and nervous system, I have incorporated breath work into my routine. The third area which I try to focus on is the food I eat. I love eating but to operate optimally, I avoid eating foods that inhibit my mental functioning. I do indulge myself from time to time but not on a regular basis.
Coming from an academic background in economics, what inspired you to pursue a career in law? Has your background in economics enhanced your ability to navigate complex commercial and transactional disputes?
Looking back, I believe I was always meant to be a lawyer. I distinctly remember in Class 6, I wrote in my slam book that I wanted to be one, without fully understanding what it meant. One vivid memory is from a school session where we talked about our parents’ professions, and I was fascinated by a friend whose family included a prominent criminal counsel — I was hooked. My time at Modern School, Vasant Vihar, further shaped this instinct. I was drawn to history, public speaking, dramatics, and editorial work, all of which naturally nudged me toward law.
However, as a first-generation lawyer with no immediate role models, I had to be practical. At that time, I had topped in economics and was equally passionate about history. I faced a real conundrum: pursue economics, follow history academically, or take the uncharted path into law.
I chose to study Economics (Hons.) at Delhi University, knowing well that if law was truly my calling, I could always pursue the three-year law course later. That clarity helped me focus. Though I did well academically, I realized early on that economics was not my true passion. I enjoyed its rigour but not the heart of it. The day I graduated was the day I gave myself permission to fully pursue law.
That said, I don’t regret my economics background — it has deeply shaped my approach to litigation. Understanding economic models, financial structures, and market behaviour enables me to unpack complex commercial disputes with greater insight. Whether it’s a shareholder conflict, contractual dispute, or regulatory challenge, my economics training helps me grasp the underlying commercial drivers, spot inconsistencies in financial narratives, think strategically and to ask “why” until something actually made sense. In high-stake litigation, clarity of thought and structured analysis make a tangible difference, and this analytical discipline has been a real asset throughout my career.
Early in your career, you worked with a range of law firms and senior lawyers. What are some of the foundational experiences during that period that continue to shape your legal practice today?
Early in my career, as a first-generation lawyer with a three-year law degree, I was acutely aware that I needed to make every internship count. I sought out diverse experiences, interning with Tier 1 and Tier 2 law firms, specialized litigation boutiques, corporate firms, and even spending time with trial court, High Court, and Supreme Court lawyers. This breadth gave me a panoramic view of the profession and helped me understand its many facets.
My final internship was with Mr. Amarjit Singh Chandhiok, Senior Advocate, which eventually led to me joining his chamber. Many questioned my choice to work with a senior counsel straight out of law school, but I knew the value of the environment I was entering. Fali S. Nariman’s phrase resonates deeply with me: “When you mention a famous racehorse, the first question is always, ‘From which stable?’ The stable matters.” For me, Mr. Chandhiok’s chamber was that stable, the ideal place to hone one’s craft.
Mr. Chandhiok is the quintessential mentor. His razor-sharp eye for detail, encyclopaedic knowledge of civil and commercial law, and unmatched clarity of thought set a high bar for anyone aspiring to excel in litigation. It was there I truly understood the critical importance of strategic thinking before stepping into court and the necessity of being impeccably prepared. The chamber handled a wide spectrum of complex cases—arbitrations, election petitions, shareholder disputes, guardianship matters, civil suits—each presenting unique challenges and learning opportunities.
The work ethic instilled in that chamber remains with me. Often, the briefs would come only by late evening, requiring all-nighters to prepare comprehensive notes for Mr. Chandhiok’s arguments the next day. This rigorous training taught me the value of hard work, discipline, and an unwavering attention to detail. But beyond the technical skills, it was Mr. Chandhiok’s words of wisdom after every case, his humility, and relentless pursuit of excellence, that reminded me there is always more to learn and room to grow.
Many successful lawyers speak warmly of their formative chambers, and I echo that sentiment. That environment shaped not just my legal skills but my approach to the profession and to clients, grounded in diligence, strategy, and integrity. It remains the foundation upon which I continue to build my practice today.
What made you switch from a Senior Counsel’s chamber to a tier 1 law firm, JSA Advocates & Solicitors. What changes did you encounter making the shift from a senior counsel to a law firm.
I wanted to broaden my horizons and take on the role of a drafting and filing counsel, while engaging with a wider spectrum of complex commercial and transactional disputes. I first learned about a vacancy on Mr. Dheeraj Nair’s (Partner) team through my best friend who works at JSA. I had also seen Mr. Nair in action, strategizing thoughtfully and decisively alongside Mr. Chandhiok during a court hearing, which left a lasting impression on me.
Having now worked alongside Mr. Nair for seven years, I can confidently say that I owe much of my professional growth and success to his exceptional mentorship. He is not only an outstanding lawyer with a deep strategic mind but also possesses exemplary client management skills. It was with him that I truly understood the importance of building long-term client relationships, something that requires not just hard work but countless sleepless nights until those eventual eureka moments arrive, and trust me, they always do. His ability to simplify complex problems, think several steps ahead, and communicate with clarity is truly inspiring. What stands out most is his commitment to nurturing young lawyers by instilling confidence and encouraging independent decision-making, qualities essential to growth in the formative years of a legal career.
JSA is a visionary firm that genuinely values every lawyer’s contribution, fostering a culture of collaboration, continuous learning, and innovation. The firm’s forward-thinking approach and emphasis on teamwork create the ideal environment to develop as a well-rounded legal professional. At JSA, talent is recognized and nurtured, and I continue to learn and grow every day.
Of course, working at a law firm involves a shift in perspective. You move to the other side of the spectrum, from pure advocacy to client interface, drafting, filing, conferencing, arguing in court, and even raising bills. You need to stay on top of all these aspects. Importantly, it is here that you truly appreciate the commercial side of law, the strategic thinking, client focus, and business realities that shape legal advice and advocacy.
What made you give the prestigious Advocate-on-Record examination? As an Advocate-on-Record at the Supreme Court of India, how has this designation influenced your practice, particularly when appearing before the Supreme Court? What additional responsibilities does this role entail?
My decision to pursue the Advocate-on-Record (AOR) examination was inspired by Mr. Dheeraj Nair, who is an AOR himself. His expertise and professionalism motivated me to deepen my engagement with Supreme Court practice. The AOR designation is a prestigious credential that signifies mastery over Supreme Court procedures, drafting, and advocacy.
Being an AOR has significantly influenced my practice by enabling me to file and argue cases directly before the Supreme Court, enhancing my ability to manage cases end-to-end. It has sharpened my drafting skills, improved my understanding of complex procedural nuances, and instilled a greater sense of responsibility and ethics.
Additionally, the role involves coordinating with multiple teams within the firm who seek to file cases before the Supreme Court, which helps expand one’s professional reputation. Being an AOR requires a comprehensive approach that balances client expectations, legal strategy, and court requirements. This designation has been instrumental in broadening my professional capabilities and strengthening my commitment to delivering high-quality advocacy at the highest judicial level.
You’ve advised on a wide array of legal issues including shareholder disputes and commercial contracts. What is your approach?
I have advised on a wide range of legal issues, with shareholder disputes being a key area of specialization. These disputes involve complex interpersonal dynamics, competing interests, and nuanced corporate governance challenges. Successfully resolving them requires a solid grasp of company law, contractual frameworks, and sharp negotiation and strategic skills.
My approach combines meticulous fact-finding with anticipating opposing strategies, crafting compelling arguments, and managing sensitive negotiations. This combination of legal acumen and practical strategy enables me to help clients navigate these disputes toward effective and sustainable outcomes.
With respect to gaming laws and regulatory compliance, how would you assess India’s legal framework in comparison to internationally accepted norms? What are the major compliance challenges businesses in this sector face?
India’s legal framework for online gaming is evolving but remains fragmented compared to more cohesive international models. The 2023 amendments to the Information Technology Rules introduced self-regulatory bodies and defined permissible real-money games, but the overlap between central guidelines and varied state laws continues to create compliance uncertainty.
Major challenges include regulatory ambiguity, inconsistent licensing processes, complex tax structures, and an aggressive enforcement climate. In contrast, many global jurisdictions offer streamlined, centralized regulation that promotes industry growth and investor confidence.
To align with international standards, India needs a unified national policy that reconciles state and central regulations and provides long-term clarity. In this landscape, lawyers play a key role in helping businesses navigate legal risks, ensure compliance, structure operations, and engage effectively with regulators.
You regularly advise foreign clients on Indian legal matters, especially in high-stakes, cross-jurisdictional transactions. How do you navigate the differences between the legal systems?
Advising foreign clients on Indian legal matters, particularly in complex, cross-border transactions or disputes, requires more than just a knowledge of Indian law. It involves simplifying the law, explaining the procedural nuances, and often, the practical vagaries of the Indian legal system. A lawyer’s job in this context is not only to identify the risks but to provide clear, actionable solutions.
Foreign clients and firms come to us for results, not just analysis. I make it a point to move beyond theoretical advice and focus on pragmatic, commercially viable strategies. Over time, I’ve built strong rapport with several international clients and counterparts, owing to my problem-solving approach and my ability to communicate local complexities with clarity and confidence. That balance between legal insight and practical execution is what truly makes cross-jurisdictional work successful.
Given your work with India’s leading e-commerce platforms, what are the recurring legal challenges these platforms face regarding intermediary liability and content removal, especially amid changing digital regulations? How effective are current mechanisms in resolving these disputes?
E-commerce platforms in India operate under increasing regulatory pressure, particularly concerning intermediary liability and content takedown obligations. While the IT Act provides a “safe harbour” to intermediaries, the practical enforcement of this protection remains inconsistent.
Many courts across the country are still hesitant to extend timely protection under the safe harbour principle, which creates urgency in seeking relief. Given how time-sensitive these issues can be, I often find myself moving quickly between courts in different parts of the country to secure interim protections and maintain operational continuity for clients.
A key challenge lies in navigating overlapping obligations, balancing compliance with evolving IT Rules, addressing takedown demands, and mitigating exposure to reputational and legal risks. Current mechanisms such as self-regulatory bodies and grievance redressal structures help to an extent but lack uniform enforcement and often do not provide swift remedies.
From a strategic perspective, it is essential for intermediaries and e-commerce platforms to establish clear internal protocols, escalation frameworks, and litigation preparedness. As counsel, we do not just advise on what the law says, but help clients anticipate regulatory action, build proactive compliance systems, and craft legal strategies that ensure effective and timely results.
Could you share your experience handling one of the most challenging cases you’ve come across? How do you approach such complex matters, from research to strategy and how do you manage the pressure in high-stakes situations?
I cannot single out one particularly challenging case because my work spans a wide range of complex matters. I regularly handle commercial and contractual disputes, shareholder and joint venture conflicts, domestic and international arbitration, banking fraud, insolvency, white-collar crimes, gaming laws, regulatory compliance, and public law issues. Many of these cases require creative thinking and tailored strategies, which clients expect from us.
I focus on extracting detailed information from my clients because as lawyers, we often find solutions or key documents that laypeople might miss. Asking questions, and then asking more, is essential. Clients appreciate this thoroughness over time. One important lesson I have learned from senior colleagues is the power of asking the right questions. An eye for detail makes all the difference.
My approach starts with deep research and understanding of both legal and commercial aspects. I develop dispute resolution strategies that combine pre-litigation efforts with litigation or arbitration while always aligning with the client’s business goals. Managing pressure in high-stakes matters requires discipline, preparation, and staying calm under uncertainty. Working across courts, tribunals, and regulatory bodies, I rely on meticulous planning and teamwork to navigate complex situations and deliver effective results.
This broad exposure has helped me develop a flexible mindset and problem-solving skills to meet clients’ needs even in the most challenging matters.
With rapid developments in data privacy laws and digital regulation, how do you foresee the legal landscape in India evolving over the next few years? Are there any trends that businesses or legal professionals should be particularly mindful of?
India’s data privacy and digital regulation landscape is evolving rapidly and is expected to become much more robust in the next few years. The upcoming comprehensive data protection law will impose stricter requirements on how businesses collect, process, and transfer personal data, emphasizing user consent, data security, and cross-border data flows. This will push Indian companies and foreign investors to enhance their compliance frameworks and technology safeguards.
Regulators are likely to increase scrutiny, focusing on transparency, accountability, and enforcement against violations. Cybersecurity norms will also tighten, and there will be closer coordination between data privacy laws and sector-specific regulations like finance, healthcare, and telecom.
As a lawyer advising clients in India, I focus on helping them understand these evolving rules in practical terms, not just the legal text. This means guiding them through data audits, compliance program design, and risk assessments, while also preparing them for potential regulatory investigations or breaches.
I work closely with clients to build proactive strategies that balance legal requirements with their business realities, helping them stay compliant while minimizing disruption. This client-centric, solution-driven approach is critical given how fast and complex the regulatory environment is becoming in India.
Is there a guiding principle or professional motto that you’ve followed throughout your career? What advice would you offer to young law graduates aspiring to build a career in litigation and dispute resolution?
A guiding principle I’ve followed throughout my career is to be practical, business-friendly, and bold in representing my clients. While developing strong legal arguments are important, often the most effective solutions come from understanding the client’s commercial realities and crafting strategies that balance legal rigor with practical outcomes. When a brief comes your way, defend your client like a warrior — with full commitment, clarity, and confidence.
Also, keep saying YES. Even when it feels daunting or you feel unprepared, step forward and volunteer. Some of the most defining moments in my journey came from saying yes to opportunities I wasn’t sure I was ready for.
For young law graduates aspiring to build a career in litigation and dispute resolution, my advice is to develop not only your legal knowledge but also your ability to think strategically and communicate effectively. Be willing to ask the right questions, dig deep into facts, and understand the context behind every dispute. Litigation or Dispute Resolution is not just about winning arguments; it’s about delivering solutions that work in the real world. Stay bold, stay curious, and never lose sight of the client’s goals. Practicality and fearlessness will set you apart as a trusted advocate.
You maintain a diverse and demanding practice appearing in courts, advising clients, contributing thought leadership, and more. How do you find balance between your professional obligations and personal life, and how do you manage stress in such a high-intensity career?
There is no such thing as work-life balance in law—that’s the honest truth, and I wouldn’t want it any other way. A good lawyer never really stops working; clients’ legal challenges keep coming, and you’re constantly thinking through solutions and next steps. Trust me, all of us in this profession enjoy that challenge.
To manage stress, I try to make some time for reading non-fiction, playing pickleball, taking family vacations, and catching up with my non-lawyer friends to stay grounded and keep my “other” world alive. But I’d be lying if I said there is any perfect balance between work and life.
