Super Lawyer

Category: Associates, In-House Counsels and Advocates

  • “The real shift ahead will be from treating privacy as a legal checkbox to making it part of core business strategy.” – Ankita Sabharwal, Managing Associate at Chadha & Chadha.

    “The real shift ahead will be from treating privacy as a legal checkbox to making it part of core business strategy.” – Ankita Sabharwal, Managing Associate at Chadha & Chadha.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    Being in this industry with such diverse experience, what initially motivated you to choose law as a career, and what inspired you to specialize in Intellectual Property, Data Privacy, and Technology Law?

    As a child, I was always writing poems for school magazines. I still recall one incident when I shared an unwritten poem with a classmate, only to find it published under his name in the very next issue. I came home in tears, and that’s when my mother first introduced me to the concept of copyright. That moment sparked my curiosity about how law can protect creativity and original thought.

    Naturally, when I began my career, intellectual property became my first area of focus. Over time, as I engaged with clients and industries evolving rapidly in the digital age, I found myself drawn to the adjoining fields of technology and data privacy. It felt like a natural transition, broadening my horizon from protecting creative works to safeguarding innovation, digital assets, and personal data.

    Today, my work allows me to bring these threads together: using IP, technology, and privacy law not just as legal tools, but as enablers of innovation and trust in an increasingly interconnected world.

    You started your career at top-tier firms specializing in IP. What early experiences helped lay the foundation for your practice, and how did you navigate your way into such prestigious firms straight out of law school?

    When I first joined my law firm, most of my work was around intellectual property including litigation, opinions, and strategy. That’s when the GDPR had just come in, and suddenly everyone was talking about data privacy. I remember being really curious about it and actively looking for ways to get involved in those matters, even while my main focus was IP.

    What struck me was how naturally the two fields connected. On one hand, I was helping protect brands and creative works, and on the other, I was seeing how technology and privacy were becoming equally critical for businesses. That overlap made me want to broaden my horizon beyond IP, and it eventually set me on the path of building a practice at the intersection of IP, data privacy, and technology law.

    With years of experience across various domains in IP law, how do you approach complex IP disputes especially in the brand protection domain, and what are the key challenges in managing global IP portfolios?

    In IP disputes, whether trademarks, patents, or copyrights, I focus on aligning enforcement with the client’s long-term strategy and reputation. In brand protection, a recurring challenge is timing. Many businesses delay securing rights until the brand has grown or infringement has already occurred. The same happens with patents, where filings are often an afterthought instead of being integrated with R&D. Another common issue is skipping clearance searches, whether for trademarks or prior art in patents, which leads to avoidable disputes and costs. The key is to start early, secure strong and defensible rights, and stay proactive rather than reactive.


    You have advised clients on data privacy compliance under DPDP, GDPR, CCPA, and other international regulations. What are the major challenges companies face while ensuring compliance with these data privacy frameworks?
    One of the biggest challenges is procrastination. Companies know compliance is important but tend to delay it until there’s a breach or regulatory action, when it’s already too late. Another recurring issue is the way data is handled: it’s often scattered across departments, systems, and vendors without proper mapping or controls. Many organizations don’t even have a clear view of what data they collect, where it’s stored, or how long they retain it. Without that foundation, compliance with frameworks like DPDP, GDPR, or CCPA becomes patchwork. The real solution is to start early, streamline data handling, and embed privacy into day-to-day processes rather than treating it as a last-minute fix.

    What are the most critical considerations when drafting and negotiating technology contracts, licensing agreements, or cross-border data transfer agreements?

    For me, the most critical part of drafting or negotiating technology contracts, licensing agreements, or cross-border data transfer agreements is balance. On one side, you have the legal and regulatory requirements i.e., data transfer restrictions, liability, compliance with GDPR or DPDP, and so on. But on the other, you have the business reality: both parties want a workable, commercial arrangement that doesn’t get buried under red tape. I’ve seen that the real challenges often lie in the details, how data is actually handled day to day, who has access, how risks are allocated if something goes wrong. Cross-border transfers especially demand extra care, because you’re not just dealing with contracts but also with differing legal regimes and enforcement landscapes. So the key for me is clarity and practicality, making sure the contract reflects not just what looks good on paper but how the technology, data, and partnership will function in real life. That’s where the trust between parties really gets built.

    Having handled numerous brand protection, domain name disputes, and anti-counterfeiting enforcement cases, can you share one of the most challenging cases you’ve worked on and how you navigated it?

    While I can’t share client names, I can say I’ve handled everything from pharma to fashion to OEMs, and each sector brings its own unique challenges. One of the toughest situations I dealt with was a large-scale counterfeiting network spread across multiple jurisdictions. It wasn’t just about seizing counterfeit goods, it involved coordinating with law enforcement, navigating cross-border enforcement hurdles, and simultaneously managing domain name takedowns and online marketplaces. What made it challenging was the scale and speed at which counterfeiters adapt. Every time we shut down one channel, another would emerge. The way we navigated it was through a multi-pronged approach through legal actions, customs enforcement, online monitoring, and working closely with investigators. It taught me that brand protection today isn’t just about one-off enforcement, but about building a continuous, layered strategy.

    How has speaking at global conferences and publishing on technology and data privacy shaped your perspective and practice? What advice would you offer to students aspiring to enter this field, and what resources would you recommend to stay current?

    I still remember my very first global conference as a young attorney. I was so anxious, sitting in the audience, just trying to absorb everything and wondering if I would ever have the courage to stand on that stage. To look back now and see the journey from being an eager attendee to becoming a speaker is something that feels very special. Speaking at these forums and writing on technology and data privacy has given me incredible exposure. It has shaped the way I think and connected me with inspiring people from all over the world. More than anything, it has taught me that this field never stands still, and the best way to grow is to keep learning and sharing.

    For students who want to step into this space, my advice would be to focus on upskilling and to trust the process. Don’t feel pressured to be part of the rat race. Choose your own path, follow what excites you, and keep nurturing that interest. In the long run, it is passion and consistency that will set you apart. To stay current, I would suggest keeping an eye on regulatory updates, following thought leaders, and most importantly, engaging in conversations, because some of the most valuable insights come not from books, but from exchanging ideas with others who share your curiosity.

    As someone who oversees high-stakes matters, manages teams, and mentors the next generation of associates, how do you manage everything such as handling complex legal mandates, and what qualities do you value most in your team members?

    To be honest, I don’t think I do much! It’s the young associates who make it all possible. They come in with so much commitment, energy, and willingness to learn that managing high-stakes matters becomes a shared effort rather than a burden. My role is simply to guide and support them, but the drive really comes from their side.

    What I value most in my team is sincerity, curiosity, and ownership. These are qualities they already bring to the table, and they inspire me as much as I hope to mentor them. At the end of the day, it’s their dedication that keeps everything moving, and I feel fortunate to be surrounded by such motivated people.


    What emerging trends in AI, blockchain, or digital technologies do you see shaping the future of IP and data privacy law?

    I think the future of IP and data privacy law will be shaped by how we respond to technologies. With AI, the big questions are around authorship and ownership, who owns AI-generated outputs and the privacy risks that come from training on massive datasets. Blockchain adds another dimension: while decentralization is powerful, it raises real challenges for enforcement and even basic rights like data erasure.

    What excites me most is data privacy itself. It’s often seen as a compliance burden, but I see it as business-friendly. Strong privacy practices don’t just avoid penalties, they build trust, open up cross-border opportunities, and become a differentiator in crowded markets. The real shift ahead will be from treating privacy as a legal checkbox to making it part of core business strategy.

    Looking ahead, where do you see your practice evolving over the next five years, and what areas are you most excited to focus on?

    I honestly don’t know what life will look like five years from now, and maybe that’s the beauty of it. What I do know is that I want to keep learning, keep growing, and keep challenging myself to create a deeper impact through my work in IP, technology, and data privacy. But more than that, what excites me is the opportunity to create a path for others.

    As a first-generation lawyer, I know what it feels like to start without a roadmap, to rely on sheer hard work and belief. Over the next five years, I want to not only grow but also make sure that others like me, first-gen lawyers know they can dare to dream, carve their own space, and make it big. If my journey can inspire even a few to believe that it’s possible, that would be the most meaningful achievement of all.

    Get in touch with Ankita Sabharwal –

  • Global Perspective, Local Roots: Shaping Law, Leadership, and Impact – Yashasvi Tripathi, Corporate Associate at Davis Wright Tremaine LLP, United States.

    Global Perspective, Local Roots: Shaping Law, Leadership, and Impact – Yashasvi Tripathi, Corporate Associate at Davis Wright Tremaine LLP, United States.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    As a dual qualified lawyer, we would love to start from the very beginning. How and when did you decide to pursue law, and how did you end up deciding that it was the right time to move on and do your LL.M. as well? We would love to understand your journey, challenges, and how you built your road to excellence.

    I’m from Benares. I did my schooling there, and my father has a business and is also very active in social work. Back then, when I was in school, he used to write letters to authorities on various legal issues, troubles, or policy changes he thought were required for businesses in India. I used to take an active interest in what he was writing, and sometimes he would ask me to draft those letters. I think that’s how writing and my early interface with law and business began at home.

    When I was faced with the question of what I wanted to do, looking back now, I find it quite funny. There were many doctors in my family, so the obvious choice seemed to be medicine. But when I said I wanted to be a doctor, everyone at home said, “Oh no, we already have too many doctors, you should become a civil servant.” So, I initially wanted to become a civil servant, and that’s why I went to National Law University, Delhi. I thought, in Delhi we have everything, all the coaching, and law was considered a great subject for IAS aspirants.

    But when I started studying law, even before entering college, while preparing for CLAT and AILET, I fell in love with it. I used to read The Indian Express and The Hindu daily in Benares. I joined online coaching with Career Launcher because law wasn’t a very well-known option there at that time. This was back in 2012, and now it feels like history. Those days of reading newspapers and following legal developments made me fall in love with law. I realized that after studying law you could do everything a civil servant or even a politician could do in public interest litigation, fighting for the rights of disadvantaged people, becoming a corporate lawyer, anything was possible. The sky was the limit. So, I decided I wanted to stick with law.

    You don’t necessarily have to be a public lawyer, or a corporate lawyer, or any one thing you can carve your own path. That’s when I firmly decided to become a lawyer. Initially, I thought I would practice in the Supreme Court of India. I never imagined I would go to the US. My frame of mind was always to practice in Indian courts.

    By God’s grace, I was selected for National Law University, Delhi, with an All India Rank of six, and I was the first person from Banaras to enter that institution. For a long time, I think I was the only one from my city there. My parents were very supportive, and Delhi gave me tremendous exposure. One thing I learned is that if you work hard, you will succeed.

    I had no legal background, and I didn’t know where I would end up after five years. So, I focused on exploring. I did about 21 or 22 internships in college, which was one of the highest numbers in my batch. I never went back to Banaras during vacations I stayed in Delhi and kept interning. I was not sure whether I wanted to go into the private sector, NGOs, or litigation, so I tried them all.

    Eventually, I realized that I am guided by two principles: hard work and being the best version of myself. When I thought about how to achieve that, I felt pursuing an LL.M. would help me grow further. I also felt my education was incomplete without it. So, after all the internships and hard work in college, I decided to pursue an LL.M. I wrote my SOPs, appeared for exams, and went through the application process, which eventually led me to New York University.

    But more importantly, I want law students, especially those from smaller cities, to know that anything is possible. I consider myself from Banaras, which back then was not a Prime Minister’s constituency or the sought-after city it has become today. I am happy to see its growth now, but at that time it was still considered a small city. I want students from such places to believe that if you work hard and your aim is excellence, you can reach wherever you put your mind to.

    From being in one of the top universities in India to one of the top universities in the world. So how was your journey and the transition? There must be a lot of difference between the academia of NLU Delhi and New York University School of Law. While you were pursuing, what did you do and how did you make sure that your hard work paid off in the US as well? And what was your challenge over there, or maybe whatever you felt was very different and how you approached it differently with all your diligence and hard work. We would love to hear that story as well so that students and learners can understand that for a person who has done 22 internships in NLU Delhi and ended up at NYU, she has made a name for herself. How have you done that?

    It should be near 22, 21, or 25. I’m not sure of the number now. You can check my LinkedIn and I’m not even sure if I put all of them there. But anyway, I would want current students or current law students to take the LL.M. not only as an academic pursuit, not only as an academic course. I want them to take it as a professional pursuit as well. Since it involves a lot of investment, I don’t want students to just go and study. Of course, those who can afford it and who have academic inclinations or want to pursue academia should, by all means, go and do that. But many students fail to understand that the LL.M. is also an opportunity to pursue professional opportunities, and for that they have gone to the US. So utilize the LL.M. for networking opportunities, for exposing yourself to different careers and career professionals.

    I don’t want current NLU students or any law students who are in their fifth year to think they will just study as much as they can in one year when they’re going to the US, London, or Singapore. They should have a balanced course, take the minimum number of credits required, and then start learning outside of college and the classroom as well.

    You have conferences every day. You meet professors, you go to law firms, attend their networking events, and learn what the profession really is. That is very important. This is something students should start thinking about when they are in their fifth year of law school.

    This is one takeaway that I had. And to answer your question, the difference between NYU and NLU Delhi was that at NYU, it’s a totally Socratic method of education. No one is going to check if you are studying or not. You have to guide your own education.

    You have to pick your own subjects, you have to guide your own education, and you are fully responsible for your future, like any adult. So I think an LL.M. or Master’s should be done by an adult who knows what he or she is doing, and what he or she wants to pursue. If you are not sure about that, I would say work a few years in India before going to NYU or doing any LL.M. for that matter. At NYU, I had amazing faculty members who were already great and accomplished professionals. Even in the classroom, we were getting both theoretical and practical knowledge, how you would actually do something in a law firm or in court. That’s what makes the LL.M. different. That’s why it is a Master’s.

    And again, landing a job in the US was very difficult. As Indian citizens, we have to get H-1B sponsorship.

    You have to qualify through a lottery, then you have to get H-1B sponsorship, and you have to qualify the bar exam. Again, if you want, I can elaborate on the subject of how to land a job in the US, but that itself is a different conversation.

     We’d love to understand that also because obviously the people or the students who would like to maybe see how they can plan it. Like you have explained that these are the processes, it’ll be very, very helpful if you can talk a little bit about this aspect as well. How to actually land a job, because that is another struggle. The first struggle is to reach there, and then the second struggle is to find a better job where you can stay and work as well.

    Sure. So when we are in LLM, first of all, we are outside of our shelter. We have to start managing our food, our household, and it’s a foreign country. You are away from your family. It’s new people, plus it’s the pressure of finding a job. It’s a lot of things. So I always tell students to prioritize their wellbeing.

    Give full hundred percent to your education because, at the end of the day, all employers are going to look at your transcript. So you should be very sure not to overburden yourself and not to take extra credits just for your academic satisfaction. Take those kinds of credits which will help you land jobs in the US.

    Like if I’m a corporate lawyer, if someone wants to be a corporate lawyer, they should take mergers and acquisitions, securities, business law, contracts drafting, subjects like this, which make you eligible to sit for the bar exam and which make you a good candidate for the law firms over there. First take only those kinds of subjects. This can be a very controversial thing that I’m saying, don’t do subjects for your academic interest, but to each its own.

    And if you have been there with a lot of financial difficulties and with a lot of struggles, you want to make sure that you get the best opportunity when you are out of that college. I speak with several students from India and all they want is a job in the US after doing LLM because they have put in that kind of resources to get selected for an LLM to go there.

    So I would say, manage your academics well. Don’t overburden yourself and do well in academics. Start networking outside of your law school, inside your law school, network with your law professors. And networking is a long process. Like everyone says, network, network, network. But what is it? First, I would say it’s a sport.

    The more you do, the better you become at it. And it’s going to be a two-way process. Like mentoring, you are going to be a mentee to someone, but again, just don’t be entitled to anyone, don’t just walk up and say, I need a job. You have to learn from their experiences.

    You have to invest time with them so that the people you are speaking with in the US, who you are networking with, should understand that this person is worthy of mentoring. Become mentees to some good professionals in the US. Learn from their experiences. Follow them, genuinely follow them, genuinely learn from them.

    And it’s a two-way street. Everyone knows when you’re speaking with them that you’re looking for a job. So at the end of the day, if they find an opportunity, they will let you know. And you have to keep talking to multiple people, reach out on LinkedIn, email people.

    That’s what I did and that’s how I got a job. And that’s how law students from India who have no connections or who don’t have a background in law, have to make their own connections and that’s how they land a job. But it’s all about hard work and perseverance. It’s not about how smart you are to get a job in the US, it’s about your perseverance and your hard work.

    While in the US, when you started your LLM and began working, you were also a Legal Research Analyst with Jethmalani & Nallaseth PLLC. After that, you were associated with Nishith Desai Associates as well, in the US itself. So how did you plan it? Why did you decide to join these institutions? And how did your internships or the kind of work profile you had in India help you understand the working environments of India and the US, because there is also a huge difference? Also, how did you adjust, and what kind of strategies did you follow to make sure you adapted well, and obviously worked as hard as you always do?

    I started my professional journey, I would say, in the US. I did all kinds of internships in India, but I never worked professionally there. I went directly for my master’s. But I worked with two institutions, as you named: Jethmalani & Nallaseth and Nishith Desai Associates, whose headquarters or main offices are in India. So I have worked with Indian institutions, I would say. And then I went to Dechert, which is a big law firm. After that, I went to Davis Wright Tremaine, which is also a big law firm.

    As you said, it’s different. But I always wanted to be a New York lawyer, a US attorney, and I was in New York, so I wanted to be a NY attorney when I was doing my LLM. As I told you initially, I have always been driven by hard work and by striving to be the best, at least persevering for the best where I am.

    When I was in LLM, I understood that being in the US and getting employed there is very difficult. You have to be hardworking, strong academically, good at networking only then can you land a job in the US. So that became a challenge for me, and whenever I’m faced with any challenge, I am motivated to tackle it.

    I had to come back to India after LLM, but I thought, “Oh no, this is very challenging. Only the best of the best, apparently, can do it.” But after these many years of experience, I can say it’s not about the best of the best, it’s about hard work and perseverance.

    Then I told my father, “Dad, why not pursue a few years of employment in the US? I want to get a job and then I’ll come back.” I felt my education in the US was not complete without a few years of professional experience. He said, “Okay, go.”

    Back then, I started looking for opportunities. As I said, I had no professional experience from India, so I went directly from NLU Delhi to NYU. So landing a job for me was very difficult. That’s why when I speak to current LLM students who have a few years of experience, I tell them, You are already at an advantageous position compared to what I was.

    I started with the first opportunity I got, which was an immigration law firm. It was not a corporate law firm. My employer was Mr. Anil Jethmalani at Jethmalani & Nallaseth. He still continues to be my mentor. He was very kind to give me my first job. He saw that I was genuine. I had interned, but had no professional experience. He sponsored my visa, and I started working there very diligently as an immigration attorney.

    We don’t have immigration practice in India, of course it is outsourced, but it’s not established there. I started working there, but I was always interested in corporate law. So I used to network, network, network. Before going to the office to do my job, which, you know, was paying my bills, I would go to different law firms, attend conferences, meet people, write to folks on LinkedIn, and request coffee chats or informational interviews. That’s how I moved to Nishith Desai Associates.

    Again, Mr. Vaibhav Parikh of Nishith Desai Associates, the head of the US offices, has been amazing and a great mentor. This was my first corporate law job. I didn’t have a corporate law background from India. I was interested in pursuing something else, but when I was exposed to different things, having done all my internships, met people, followed the news I gradually decided what I wanted to do next. I had no fixed plan initially.

    Then I decided I wanted to be a corporate lawyer, and I decided on this in New York. Some people plan it beforehand: they want to be a corporate lawyer, then do an LLM, then get the job. I decided this after finishing my LLM. Mr. Vaibhav Parikh saw potential in me, thankfully, and offered me my first corporate law job in New York. At Nishith Desai Associates, I also worked very diligently, and I hope they felt the same. I worked there for almost one and a half to two years.

    At Nishith Desai Associates, the work involved practicing Indian law. We were co-counsels with foreign law firms, doing work for US clients who wanted to have Indian operations. So essentially, we were practicing Indian law for US clients or US law firms. Having done my LLM in New York and cleared the bar exam, I wanted to be part of even bigger global law firms, working on more complex deals. That’s how I shifted to big law, to Dechert. This required a lot of networking and meeting people, and then I came to Davis Wright Tremaine, where I am currently.

    Here, I’m practicing US law as a US attorney, focusing on M&A. The clients I work for and the cases I handle are very complicated and high-profile, and I thoroughly enjoy working on them. It has been a very enriching and challenging journey so far.

    Moving from an Indian law firm to a US corporate law firm, which is one of the biggest over there, what was your way to transition? How did you make that transition so easily or with a challenge, with your hard work? Also, the kind of understanding of international jurisdictions is absolutely different when you are practicing in litigation or practicing corporate law in-office, in-house. What is your understanding about that? Also, what prompted you to decide on corporate law, and how have you managed so far?

    So I thought of corporate law and I decided on corporate law because it’s very dynamic and fast-moving, and I’m a person, sorry to say with less patience. So I want fast-moving things or fast results. Litigation takes many years, and the same applies to arbitration.

    I was interested in international arbitration as well, and I pursued a lot of courses in that. I have publications in those areas, but I saw that corporate law is dynamic and fast-moving. I would be counsel to businesses, which was my motivation to be a lawyer in the first place, having seen my father.

    I would be their go-to person. I would meet clients from the business community. It’s very fast-paced, dynamic, and logical. You have things in your control. You don’t have to stand in court for hours. You are not in front of any tribunals. If things are in your control and your co-counsel or your peer controls, I am working for my client, and the other law firms are working for their clients. I’m a very collaborative person as well. So we collaborate and give results like we collaborate to merge two companies, acquire, merge, sell, or spin off.

    I wanted to do business law. That’s how I decided to be a corporate lawyer. I’m happy about my choice of law. You can see the results of your hard work in real time, which is very satisfying.

    And how did I prepare for my roles in US firms? I would say there are a lot of similarities. Of course, the working culture is different. In Indian firms, it’s very hierarchical and fast-paced. In US firms, it’s also fast-paced, but there’s less hierarchy. Senior lawyers are actually invested in your development. That’s what I experienced in my law firms, Dechert and Davis Wright Tremaine. My seniors are heavily invested in my mentorship and learning, and that’s what I also pass on to my juniors. I get to learn a lot and also pass on that knowledge.

    It’s high-paced, with complicated cases. At Davis Wright Tremaine, we try to simplify solutions or innovate solutions for complicated problems. For example, something you could do with a 50-page SPA (Share Purchase Agreement) might be condensed to 20 pages. We try to be very efficient for our clients because they’re paying us by the hour. We try to be as efficient as possible and innovate where we can.

    So these are the differences between the two law firms, but again, to each their own. People can do whatever they want in different places, and I got to learn a lot from all of these experiences, for sure.

    What kind of qualities do you look for in candidates? Because that is also a very major part of preparation for any student. And not only qualities the way they act, the kind of etiquette that you see in them, how do you judge them? After all, an interview is just one day, but the person will be with you for a longer period of time.

    So what kind of checklist, or anything, can you share about what you observe while recruiting someone for such a big law firm?

    First of all, this is, again, a very controversial thing to say. I should feel comfortable in that person’s company. Our work hours can at times get very challenging. We have signings and closings; we are rushing, and sometimes it’s fine, but at other times it’s super stressful. So you want to work with a person who is collaborative, who is nice, who can handle tasks independently if I assign them. Of course, it varies depending on the candidate’s year, but being nice and hardworking is key.

    They should be able to take initiative. I should see from that candidate whether they are proactive and helpful, because we all work in teams, and you want people who support each other during stressful hours. Hardworking, collaborative, and nice.

    When you are interviewing with law firms like these, you are already smart. You can only get to these interviews if you are smart. So all the candidates are intelligent. The challenge is to find someone who fits our culture wherever you are. The culture I look for is collaborative, hardworking, independent, and responsible for someone who says “yes” when given responsibilities. These are the things I would look for.

    But again, this is something for law entrants to think about later. First, I would encourage them to have a spectacular CV, to be smart, and to be eligible to reach these places.

    Intern in a lot of places. If you are sure you want to do corporate law, do internships with top-notch law firms in India. Go there, do research associateships with professors during your LLM, and then go for these interviews.

    So at the very end, we would love to understand that with such a demanding professional life, the kind of commitments that you have for something you have worked so hard for, and now that you have reached that particular space, how are you planning to manage a healthy work-life balance along with being a new mom? How are you going to delegate your responsibilities, and how do you see that so far, both with your earlier life and now with being a new mom yourself? So what are your plans for times to come, and how have you managed it so far?

    So far, I think I have managed it well. Not perfectly, but at least I have reached where I am and have managed it fine. I would say strategy is key. You have to be a pre-planner and be strategic about what you’re planning.

    So far, every morning, I make my to-do list and try to prioritize things at the very beginning: what is urgent, what has to be done, what can be delegated to someone else, and what is something that has to be done by me. This is something I have to complete and submit to my seniors.

    Every morning, I do my to-do list and plan accordingly, and I make sure that I have some time for myself for walking, for the gym, or whatever. I do that in the evenings and then have dinner. But at times, you don’t get enough time, given how corporate jobs are. I think strategy, pre-planning, and thinking about the urgency of a matter of what is delegatable, non-delegatable, and what to do in the mornings is very important.

    But honestly, I’m a new mom now. I myself don’t know how I’m going to manage my motherhood, which I absolutely cherish, and I’m thankful to God for this blessing. I am just ending my maternity leave and have to rejoin my law firm job, which I really enjoy and love doing.

    So let’s see how I manage those. I’m sure in my law firm, I have a lot of mothers who are balancing work and family. At Davis Wright Tremaine, we have a very good support system and a strong group of working mothers who have been very kind with their advice. I’m sure I will learn from them. But this is something I should share with you in a few years down the line how I manage my work-life balance after being a new mom.

    Get in touch with Yashasvi Tripathi –

  • “Looking back, I’d say building an international legal career requires a combination of strong technical skills, cultural curiosity, and adaptability.” – Nayanika Ruia, Associate at Goodwin, United States.

    “Looking back, I’d say building an international legal career requires a combination of strong technical skills, cultural curiosity, and adaptability.” – Nayanika Ruia, Associate at Goodwin, United States.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    Being dual-qualified in both India and New York is a remarkable achievement. What first inspired you to choose law as a career, and what motivated your decision to build an international practice?

    Hailing from a family of prominent lawyers and businessmen, I have been exposed to the world of commercial and legal transactions since a very young age. My initial interest in law was sparked during family dinner conversations about how legal frameworks influence business strategy and drive corporate growth. Those early discussions made me curious about the intersection of law and commerce and ultimately motivated me to pursue a career in law. My interest in corporate law was primarily triggered after I participated in a corporate and securities law moot court competition in law school, where I conducted research on issues relating to insider trading and investment fraud. My constant endeavor to explore and navigate through the practical aspects and intricacies of commercial laws motivated me to pursue internships with corporate law teams at premier law firms and various multinational companies. As I delved deeper into the field, I was drawn to the dynamic, fast-paced world of mergers and acquisitions and private equity—areas where legal precision, business insight, and negotiation strategy converge. After graduation, I gained extensive transactional experience in the M&A practice at AZB & Partners, Mumbai and Trilegal, Mumbai. Qualifying in India gave me a strong foundation in company laws and exposure to a rapidly evolving corporate landscape. However, I was increasingly working on cross-border deals involving US investors, Delaware entities, and multi-jurisdictional structures. This motivated me to pursue an LL.M. in the USA, not only to deepen my understanding of the US law but also to add value in cross-border transactions. My goal has always been to operate at the intersection of jurisdictions, helping Indian companies scale internationally and advising US private equity players and venture capital firms on investments into emerging markets. New York is the financial capital of this world and home to all the big multi-national corporations, private equity firms, and financial institutions. International qualification in New York was a natural step towards building that kind of practice and seeking the desired global exposure. I wanted to be at the forefront of my practice, in the city where all big-ticket matters unfold. Being dual-qualified in both India and New York has been instrumental in shaping my legal career, particularly in corporate law, where cross-border transactions are increasingly the norm.

    During law school, you completed 15 internships at some of India’s most prestigious law firms and multinational organizations. How did these diverse experiences shape your inclination towards corporate law, and what key lessons from those years continue to influence your professional approach today?

    Completing 15 internships during law school gave me an unparalleled opportunity to explore different areas of law and understand how legal theory translates into practice. From interning in the corporate teams of top-tier corporate law firms to in-house legal teams at multinationals, each experience offered a unique perspective. Learning the practical aspects of transactional work while undertaking due diligence exercises and drafting agreements gave me a hands-on exposure into the professional work at law firms and a glance into the legal requirements of companies from a client’s perspective. While this industry demands long and hectic working hours with challenging work-life balance, I enjoyed the fast-paced and high-stakes environment, and more importantly, I was fascinated by how lawyers help structure complex transactions, negotiate and draft key transaction documents, and manage stakeholder expectations by aligning legal solutions with business goals. I still remember the lessons I learned from my mentor, a counsel at Trilegal that continue to guide my professional growth till date: (a) Adaptability: working across diverse teams, sectors, matters and legal issues taught me how to quickly assess context and contribute meaningfully, even with limited time or background in this fast-paced industry; (b) Precision: handling high-value transactions at law firms taught me early on that attention to detail isn’t just expected, it’s essential. It’s not limited to the role of a junior associate reviewing documents, but rather a discipline that must be upheld at every level of the deal team; and (c) Communication: be it drafting a memo or conducting a due diligence review, clarity in communication and collaboration as a team make the long working hours bearable and the work more enjoyable. Looking back, those years gave me more than just technical exposure, they solidified my decision to pursue a career in corporate law and helped me build the skillset, habits, mindset, and curiosity that I carry into every transaction even today.

    At Columbia Law School, you not only pursued your LL.M. but also engaged deeply as a Research Assistant and took on leadership roles in student associations. How did these academic and co-curricular experiences expand your perspective on law and prepare you for a global career?

    Pursuing my LL.M. at Columbia Law School was transformative, not only because of the world-class academic environment, but also due to the breadth of co-curricular opportunities that enriched my understanding of the law from a global and interdisciplinary perspective. The opportunity to learn from distinguished professors and engage with the vibrant community made it an enriching educational experience! As a Research Assistant to Professor Jeffery N. Gordon, I had the opportunity to work closely on comparative legal issues, including research on complex M&A issues and legal grey areas, which not only sharpened my analytical and research skills but also gave me insight into how legal systems address ambiguity across jurisdictions. This role honed my ability to approach legal challenges from both doctrinal and policy-based angles. Beyond the classroom and theoretical learning environment, I took on leadership roles in student associations, such as, Student Editor for the Columbia Journal of Asian Law and Secretary of the Columbia Corporate Responsibility Association. I was also an active member of the Columbia Business & Law Association and Columbia Law Women’s Association. Organizing and moderating panel discussions alongside legal scholars and engaging/ interacting with BigLaw partners broadened my perspective on the practice of law across different commercial environments that I now regularly witness in my cross-border practice. My proactive participation in co-curricular activities allowed me to collaborate with my peers from diverse legal backgrounds, exchange perspectives on global legal issues, and build meaningful connections within the international legal community. Together, these academic and extracurricular engagements at Columbia Law not only enhanced my cross-cultural exposure but also equipped me with the global mindset to thrive in the US legal fraternity. In a nutshell, choosing to study at Columbia was one of the best investments I’ve made, not just academically, but personally as well. While the LL.M. program offered world-class legal training and exposure to a truly global network, living in New York added a whole other layer to the experience. I took full advantage of what the city had to offer, catching Broadway shows, exploring museums, trying out food from around the world, and just soaking in the vibe and energy of the city.

    Having worked with leading law firms before pursuing your international practice and master’s degree, what cultural and procedural differences stood out to you between legal systems? What were some things you had to learn, adapt, or even unlearn to navigate these differences effectively?

    Having worked on M&A and private equity deals in both India and the USA, the differences were striking. While the skillset of a corporate lawyer is arguably transferable and is not jurisdiction specific, in India, deal-making often involves more regulatory oversight, heavily negotiated transaction documents, partly due to enforcement uncertainties and foreign investment restrictions (FDI). In contrast, US transactions are typically fast-paced, more standardized, and heavily focused on commercial outcomes / business goals through precise contract drafting. For instance, I worked on a cross-border transaction that involved a Delaware entity that wanted to acquire an Indian company as its wholly owned subsidiary. As part of the transaction, I realized that Delaware enjoys significantly greater flexibility by providing the board of directors the discretion to govern the entity, whereas, in India, the corporate governance of an entity is more prescriptive and compliance-heavy with stricter rules on matters like related-party transactions, board composition, and structuring. While these legal safeguards in India serve important governance goals, they can sometimes limit the structuring creativity available in complex deals. Culturally, I had to adapt from a well-defined organizational structure in Indian law firms to a more collaborative, client-facing role in the USA, where lawyers early-on in their careers are expected to engage more directly and strategically with the client. I also noticed a shift from providing detailed legal analysis to offering simple, concise (to the point), business-oriented advice, which is critical in the US private equity and M&A space. This transition pushed me to unlearn overly cautious habits and instead focus on practical, deal-driven lawyering, a mindset that’s essential in global transactional work. One of the most appreciated cultural differences I experienced is that the “open door policy” in US law firms is genuinely practiced and not just stated. There’s a strong emphasis on accessibility, mentorship, and collaboration, regardless of hierarchy. Junior lawyers are encouraged to ask questions, contribute ideas, and engage directly with senior associates, partners and even clients, which fosters both learning and confidence.

    In your current role, you represent private equity firms, venture companies, and strategic investors in complex cross-border transactions. What have been the most rewarding aspects of working on such high-value deals, and how do you approach the challenge of reconciling multiple statutes and jurisdictions?

    I am currently a mid-level associate at Goodwin Procter, LLP, New York, focusing my practice on domestic and cross-border mergers and acquisitions, specifically leveraged buyouts, private equity transactions, and venture capital investments. Working on complex cross-border transactions has been incredibly rewarding, both intellectually and professionally. The most fulfilling aspect is helping clients navigate high-stakes decisions that directly shape and impact their business growth. The best part about my work is that it never gets boring!  Whether it’s representing private equity firms, venture-backed companies, or strategic investors, each transaction presents a unique set of challenges and opportunities. Being at the intersection of law, business and strategy is both challenging and energizing. There is a thrill in closing complex M&A deals. One of the key complexities is managing/ coordinating cross-border work and reconciling multiple legal regimes, especially when deal terms, corporate governance standards, or enforceability vary significantly across jurisdictions. We approach this by collaborating closely with key transaction stakeholders such as RWI insurer, opposing counsel, local counsel and by ensuring alignment on key provisions like representations and warranties, indemnities, and shareholder exit rights across transaction documents. Driving projects by setting timelines for internal workstream, determining and planning internal deliverables, and leading team calls to meet deadlines to increase efficiencies helps manage risk and maintain deal momentum across borders.

    Qualifying as a New York lawyer is no small feat. How did you prepare for the bar exam, and how has this qualification added value to your practice? What advice would you offer law students and young lawyers aspiring to clear the exam and pursue international opportunities?

    Preparing for the New York Bar Exam was intense, especially coming from a non-US legal background. While I recall it as being a traumatic experience, I did learn a lot along the way! I approached it with a structured plan and a strict routine. I enrolled in a bar prep course, followed a study schedule, and focused heavily on practicing questions and timed essays to build both speed and familiarity with the exam format. I mostly focused on practicing past exam questions because they really helped me get a solid grasp of the legal concepts and figure out how to manage my time during the test. Consistency and discipline were key. I used to wake up early to read through the study modules and watch all the videos and then spend the whole day practicing questions. This helped me understand and apply the legal concepts without the need to cram them up. Qualifying as a New York attorney not only adds credibility in one’s practice in the USA but is also a requirement for most BigLaw firms in making their decision to hire you to practice law in New York. As a New York qualified attorney, I am able to advise on US legal aspects directly, particularly in deals involving New York law-governed documents, which are common in my area of work. My advice is to treat the bar exam like a full-time job for those one to two months. Focus on understanding the test, its format/ structure and not just the law. No matter which bar prep course you choose, practice, practice and practice! This is very important. You don’t need to ace the exam (no extra points for high scorers) – you only need to pass it! Follow a study routine which works best for you but stick to it. There might be days when you may lack the motivation to study or feel burnt out but believe me, keep at it, be positive and put in the hard work because it definitely pays off!  

    With such elaborate professional responsibilities and a demanding work schedule, how do you strike a balance between your personal and professional life? What strategies or habits help you manage it all effectively?

    Balancing a demanding career in corporate law with personal life is definitely a big challenge! However, with time and experience I’ve found that setting clear boundaries and prioritizing both work and downtime is essential. While my law firm does strongly emphasis on physical and mental wellbeing by organizing retreats, wellness days and initiating activities to relieve work stress etc. I make it a point to schedule focused work hours and then fully disconnect during personal time, whether that’s spending time with family, exercising, or pursuing hobbies. I believe that following a proper routine and managing time consciously are key habits. I endeavor to stay organized and avoid burnout by using my vacation days to travel, which I deeply enjoy. I plan my weekends ahead and try to squeeze in activities which I really want to do such as watching a Broadway show or even going on hikes! Even when I get very little time for myself during rough days or intense work phases (when we are signing or closing a transaction), I try to do something that makes me feel calm and relaxed. I listen to music, play the piano or read a novel. I try to exercise regularly, stay hydrated and remain active during the day. Ultimately, I have learnt from my experience that work life balance is less about reaching a perfect equilibrium every day but more about putting in consistent effort to recharge and stay mentally fresh, which ultimately makes me more productive professionally and personally.

    Looking back at your journey, what advice would you give to students and young lawyers aspiring to build an international career like yours? Are there specific resources, skills, or values you recommend they focus on to thrive in this path?

    Looking back, I’d say building an international legal career requires a combination of strong technical skills, cultural curiosity, and adaptability. Moving to another jurisdiction and pressing the restart button in your professional life is not easy. One should have an open mind to adopt change and the strength to address any unforeseen challenges. It is important to develop a global mindset: stay curious about different legal systems, business cultures, and geopolitical trends. First and foremost, young lawyers still in law school should gain internship experience early on to understand the practical side of the legal profession. It’s essential to go beyond textbooks and see how law operates in the real world. A strong resume with good academic performance, complemented by diverse co-curricular and extracurricular activities, can significantly strengthen an application to study abroad. During my time in law school, I was an active mooter, and I continue to stay engaged with the community by judging some of the most prestigious moot court competitions globally. For those aiming to pursue an LL.M. in the US especially in corporate law, I strongly recommend gaining some hands-on experience in M&A or private equity transactions before applying. The LL.M. is a significant academic and financial investment, and it’s important to approach it with clear intent and direction. Students should not come with the sole aim of landing a job. The LL.M. is also an opportunity to grow as a lawyer, broaden your perspective, and experience true global exposure. Along the way, networking is absolutely key. Building meaningful and genuine relationships with alumni, law firm professionals, professors, and peers can open doors and provide lasting value well beyond the program. Finally, I would say: cultivate resilience and humility. The path can be challenging, especially as you navigate cultural, academic, and professional differences. But those who remain adaptable, open-minded, and solution-oriented will not only succeed but they will thrive.

    Get in touch with Nayanika Ruia –

  • “Moving from the courtroom to corporate boardrooms, I learned to switch between adversarial advocacy and collaborative problem-solving.” – Shreya Mehta, Counsel at TD SYNNEX.

    “Moving from the courtroom to corporate boardrooms, I learned to switch between adversarial advocacy and collaborative problem-solving.” – Shreya Mehta, Counsel at TD SYNNEX.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    From completing your B.B.A LL.B from Symbiosis to pursuing an LL.M. at NYU, how has your academic journey influenced your perspective on law and policy in a global context?

    What began as a spontaneous decision to pursue law gradually evolved into a conscious and enduring passion. Studying law taught me to view it not merely as a fixed framework, but as an ever-evolving dialogue across jurisdictions. At Symbiosis, I built a strong foundation in core legal principles within the Indian context, and later, my time at NYU shaped and broadened my entire perspective about it. 

    My motivation to pursue a post-graduation degree was a bit different from a lot of students out there. After nearly eight years of work experience, I decided to pursue my LL.M. at NYU; not as a break, but as a deliberate step to step back, reflect, and re-engage with law in a global classroom. That year was transformative. That experience allowed me to appreciate how legal systems can be both deeply interconnected and strikingly different, particularly in the areas I focused on; technology governance, environmental and energy policy. I believe that it also instilled in me the belief that a lawyer today must not remain confined within national borders or existing judgments, but should be ready to question, reinterpret, and challenge what they encounter at every step. I am also convinced that cultural context significantly shapes the way law is interpreted and enforced. Hence, my academic path enabled me to learn law in a way that extends far beyond textbooks.

    What inspired you to specialize in environmental and energy policy, with a focus on emerging technologies, during your Master’s at NYU? How did that experience enhance your understanding and practice of these areas?

    The real catalyst for my interest came during my time with the Cambridge Centre for Alternative Finance at the University of Cambridge. While researching the sustainability challenges of crypto-assets, I realized that what seemed like a niche question- whether blockchain-based assets could ever be environmentally sustainable- was in fact a window into a much larger set of issues around climate change, sustainable development, and the governance of emerging technologies. Over those nine months, I found myself asking bigger questions: how do we balance innovation with responsibility, and what role should law and policy play in steering that balance?

    When I decided to pursue further study, I chose the U.S. very intentionally. It has been a leader in both clean technology and regulatory innovation, and I knew that immersing myself in such an environment would challenge me and give me the global perspective I needed. NYU was the natural choice because of its emphasis on international and interdisciplinary learning. At NYU, seminars and courses such as Environmental & Energy Law Colloquium, and Law and Global Governance, allowed me to engage with both theoretical and practical dimensions of these challenges. I learned from professors who are at the forefront of global policy debates and worked alongside peers who brought perspectives from every continent. These interactions helped me see the intricate linkages between technology governance and environmental goals in a way that was both global and deeply contextual.

    That experience did more than just enrich my knowledge; it sharpened my conviction. I came away believing that solving climate and energy challenges will require not only technological innovation, but also robust legal governance frameworks that can adapt to the pace of change. It was at Cambridge where the spark was lit, but it was at NYU where that spark turned into a sustained commitment to work at this intersection.

    Early in your career, what were some of the most formative experiences, and how have you integrated those lessons into your professional practice?

    My most formative years were the initial three years, which were spent as a litigating lawyer under the mentorship of Mr. Anupam Srivastava (now Senior Advocate). For those three years, I had the privilege of working on a wide spectrum of matters across the High Court of Delhi, ranging from high-stakes political cases to civil disputes and recovery suits. Those experiences shaped me into the lawyer I am today. The environment was demanding yet enriching; drafting petitions, appearing before different courts, and learning to think on my feet. I entered litigation with stage fright, but my seniors’ trust and belief in me from the very first day when he handed me a file and asked me to argue before a registrar, is something that helped me as a young lawyer. Today, when I look back, that moment and many similar ones in those three years helped me shed my fear and find my voice as an advocate.

    I believe that the lessons I gained from my mentors and seniors during those years have stayed with me throughout my career. The discipline of drafting in litigation helps me today when I negotiate and draft million-dollar contracts or company-wide policies at a Fortune 500 IT distribution company. The advocacy skills I mastered in court helped me adapt seamlessly at NYU, where the Socratic method requires you to engage, challenge, and defend ideas in real time. I owe much of my professional growth to those early years and to the mentorship I received in that chamber, and they continue to anchor me, along with my work, and give me confidence as I navigate newer, global domains of law and policy even today.

    You’ve navigated diverse legal domains, from litigation and corporate law to compliance and emerging technology regulations. How do you adapt your approach when moving across such varied fields?

    Litigation gave me the strongest toolkit a lawyer can ask for; clarity of thought, precision in drafting, and the ability to argue under pressure. These skills are transferable across every legal domain I have since navigated. Whether drafting a court petition, negotiating a transaction, or shaping Data Privacy or AI governance frameworks, the process is similar- understand the facts, identify the risks, and build persuasive solutions.

    What changes is the context, and that is where adaptability comes in. Moving from the courtroom to corporate boardrooms, I learned to switch between adversarial advocacy and collaborative problem-solving. Litigation instilled resilience and meticulousness in me, and corporate practice taught me pragmatism and strategy. The combination of both makes me comfortable navigating even uncharted and new territories like digital assets or AI regulation, even after years of practice.

    While managing legal and policy functions at a cryptocurrency trading platform and later at Yellow.ai, what were some of the most challenging regulatory or compliance issues you faced in the digital assets and AI space?

    In the digital assets space, I faced regulatory ambiguity, which was new from what I was practicing before. When I started working for a cryptocurrency startup, digital asset regulations were not even at the nascent stage; everything was fragmented across jurisdictions, and mostly contradictory. The challenge was to build robust compliance structures in a grey zone, ensuring innovation without regulatory backlash- worldwide. Whereas at Yellow.ai, the challenge shifted to AI-driven business models, where data privacy, AI ethics, and regulatory uncertainty required foresight. Here, I guess, approaching every issue systematically, anticipating risks, and preparing strong documentation and frameworks to withstand scrutiny helped a lot. 

    From litigation to working in fast-growing tech spaces, the change was quite different, but as I mentioned, the approach remained similar, and these experiences taught me that in emerging fields, lawyers must not only interpret law but also actively shape it through dialogue with regulators and industry stakeholders.

    In your current focus on data privacy, AI governance, and sustainability laws, what shifts have you observed in these areas, and how do you navigate these evolving dynamics?

    Currently, I look after Data Privacy & Protection, AI Legal Governance, and Sustainability Laws for an IT distribution giant across the Asia-Pacific Japan region. The scale itself is humbling; advising a multinational with thousands of employees and partners requires not just legal expertise, but also cultural sensitivity, strategic alignment, and the ability to anticipate risks in markets that are at very different stages of regulatory maturity.

    This role is a stark departure from my earlier years in litigation and tech startups, but the contrast has been invaluable. While litigation sharpened my advocacy and analytical skills, working with startups trained me to be agile in ambiguous regulatory spaces. Now, in a corporate environment of this size, the challenge is about building governance structures that are both robust and scalable.

    The biggest shift I’ve observed is the fine balance between principles and accountability. In Data Protection & Privacy, this means embedding privacy by design into products, processes, and systems, instead of treating it as an afterthought. In AI Governance, the conversation is rapidly moving from broad ethical principles to concrete, enforceable frameworks like the EU AI Act, where businesses must demonstrate active risk management and transparency. And, in Sustainability, voluntary ESG disclosures are giving way to mandatory reporting requirements, with investors, regulators, and even consumers demanding credible, data-backed commitments.

    To navigate this evolving landscape, I rely on two approaches. First, I lean on the structured thinking that my litigation and academic experiences instilled in me; fact-finding, risk assessment, and precise documentation are my constant go-to. Second, I draw on my corporate and policy exposure to design governance frameworks that don’t just tick regulatory boxes but align meaningfully with business goals, enabling companies to remain compliant while still innovating and growing.

    Looking ahead, I believe the role of lawyers in these domains will become increasingly proactive. We are no longer just interpreters of the law; rather, we are architects of governance, guiding organizations through uncharted territories where law, policy, and technology converge.

    Having worked at the intersection of environmental law, corporate governance, and emerging technologies, what trends do you see shaping the future of legal practice in these areas?

    I believe the practice of law in my area is moving toward a far more anticipatory and integrated role than it has been in the past. Instead of being called upon to interpret rules once they are in force, lawyers are already and will increasingly be involved in shaping how those rules are designed, tested, and embedded into business strategy from the outset. In my view, this is especially true for fields like data protection, AI governance, and sustainability, where the pace of innovation is far faster than the pace of regulation.

    Another change I see is the growing expectation that lawyers act as translators, not only of law into practice, but of complex issues across various disciplines. For example, when discussing sustainability with the management of a company, the lawyer will not only have to explain reporting requirements, but also connect them to investor risk, technology adoption, and long-term corporate resilience. That level of cross-disciplinary fluency is going to define successful practitioners in the coming decade.

    Also, the global-local tension will only deepen as we are witnessing. We may see convergence in certain areas, like sustainability disclosures, but fragmentation will persist in fields like data protection and A.I regulations. Lawyers of the future will therefore need to be not just regulators’ watchdogs, but strategic advisors, who can help organizations craft governance frameworks that are both globally coherent and locally responsive.

    In short, I see the role of the lawyer evolving from interpreter of law to designer of governance, someone who not only ensures compliance but also helps businesses earn trust, stay resilient, and lead responsibly in uncertain times.

    What advice would you give to young lawyers seeking to build multidisciplinary expertise across litigation, corporate practice, and global regulatory policy?

    If I were to give one piece of advice, it would be to start with litigation if you get the chance. Those years in the courtroom gave me the strongest foundation: clarity of thought, discipline in drafting, and confidence in advocacy. As mentioned above, I still draw on those skills every single day, whether I am negotiating deals, drafting contracts, or shaping governance frameworks for global companies. Beyond that, I would encourage young lawyers to stay curious and not box themselves into one practice area too early. The legal profession today rewards breadth as much as depth, and a non-linear career path is not a weakness- it is rather a strength. Every shift, whether from litigation to corporate advisory or from startups to global policy, adds another dimension to your skillset and makes you a more resilient lawyer. And I cannot overstate the importance of mentors. I was fortunate to have seniors early in my career who trusted me and gave me real opportunities, and that faith shaped my confidence and growth. Seek out mentors who challenge and guide you, and be willing to learn from every opportunity, no matter how small it seems at the time.

    With such a diverse portfolio and responsibilities, how do you maintain personal well-being and work-life balance? Are there any particular strategies or resources you rely on?

    For me, balance has never been about drawing a hard line between work and personal life; it’s about weaving them together in a way that feels organic in my day-to-day life. I have found that movement is my best anchor. Whether it’s an early morning workout or a long evening walk to clear my head, those moments give me the energy and mental space to reset. They are often when I do my best thinking, away from screens and meetings.

    I also try to pick up new hobbies from time to time, something completely outside the legal world. Recently, it has been experimenting with different dance forms and cooking. Having something creative to turn to reminds me that my identity is bigger than my work, and it helps me keep perspective when deadlines pile up. It was early in my career, I learned how easily work can take over every waking hour if you let it. Now I’m intentional about boundaries. I’ll close my laptop at a certain time, put my phone away during dinner with family and friends, and make sure weekends have at least one pocket of time just for me. These small choices add up eventually- I have come to see well-being not as a luxury, but as a professional necessity.

    Get in touch with Shreya Mehta –

  • “I was fascinated by the intersection between intellectual property and everyday life and how trade mark practitioners must strike a balance between protecting a fair monopoly and allowing innovation and creativity to thrive.” – Kim Rampersadh, Trade Mark Attorney and Partner at Adams & Adams, South Africa.

    “I was fascinated by the intersection between intellectual property and everyday life and how trade mark practitioners must strike a balance between protecting a fair monopoly and allowing innovation and creativity to thrive.” – Kim Rampersadh, Trade Mark Attorney and Partner at Adams & Adams, South Africa.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    With over a decade of experience, what initially drew you to a career in law, and what inspired your decision to specialize in intellectual property and trademarks?

    I have always appreciated how rules and the law govern society and, from a young age, developed a strong sense of justice and fairness. What the law represents therefore resonated with me strongly and pursuing a career in law was a vocation.  Of course, having parents, who deeply value education, and who have very conventional ideas of employment, made my decision to pursue law an easy one. 

    The decision to specialise as a trade mark practitioner I credit to Adams & Adams. My relationship with Adams & Adams predates my employment with the firm and from that first interaction I was fascinated by the intersection between intellectual property and everyday life and how trade mark practitioners must strike a balance between protecting a fair monopoly and allowing innovation and creativity to thrive. The intellectual diversity of a trade mark practice inspired my choice.  

    Looking back at your early years as an attorney, what key lessons or experiences shaped your current approach to trade mark law and brand protection strategies?

    There are too many learnings to cite, but those with the most profound impact are:

    • being accountable, which translates to taking responsibility for all aspects relating to you, including the advice provided, your professional development and knowledge, and levelling with a client when things go right or wrong; and
    • shifting your mindset, so that within the legal problem you can identify opportunities for you and/or your client and add value that enhances business. 

    As a Partner at Adams & Adams, you handle complex, multi-jurisdictional matters. How do you balance strategic advisory, litigation, and client relationship management while leading within a large IP firm?

    Being knowledgeable and confident in one’s field, keeping up to date with developments, working systematically, and developing sound knowledge of and relationships with clients have all made striking that ever-elusive balance manageable as an individual practitioner. However, I would be remiss in not acknowledging that building trust with and reliance on team mates, colleagues from other jurisdictions and my own partners in business have all positively contributed to the handling of my practice and developing and realising aspirations and achievements. The combination of my personal attributes and professional networks and support make my day-to-day rewarding and sometimes balanced. 

    You’ve developed extensive expertise in enforcing trade mark rights across Africa. What are the most significant legal and practical challenges you encounter, and how do you navigate them?

    The diversity of the African continent is to be celebrated, but that same diversity can make enforcement in Africa challenging. Historically, many African states were subject to colonial rule by different countries that resulted in the different states adopting varied languages, including indigenous languages, and different legal frameworks and considerations. Some states have also not adopted the typical international treaties, and their own local law and practice is unique to their territory. Cultural nuances which are also varied, can play a role in the interpretation of legislation and its enforcement. To date, therefore, diversity in language, culture and legal practice affect how I practise brand enforcement from one territory to the next. 

    The continent still suffers from a lack of resources and infrastructure in parts which makes obtaining information relevant to enforcement difficult. This has, however, compelled me to be more liberal and innovative in strategies for enforcement. 

    With brands expanding rapidly into international markets, how do you approach developing cross-border IP strategies that ensure robust protection while remaining compliant with diverse regulatory frameworks?

    As exciting as expanding into international markets is, it is also challenging. Crafting a cross-border strategy requires foresight and flexibility and my approach includes:

    • assessing the current level of protection and any gaps in protection;
    • prioritising the acquisition of protection in line with business goals and the risk to business from one territory to the next – which means understanding the target business well and collaborating closely with the IP owner;
    • considering the benefits of protection afforded by international treaties and how they are treated practically in each jurisdiction and weighing that against regional and national filing systems in Africa, if applicable; 
    • leveraging technology to afford brand owners watching services specific to Africa with early access to publications; 
    • staying abreast of developments in legislation and practice in each country and considering how those affect existing rights;  
    • leveraging our professional networks to liaise with local attorneys, who frequently knowledge-share and assist us in understanding whether the IP in question can be protected and enforced; and
    • developing and maintaining knowledge of regulatory frameworks outside of IP protection which affect the relevant business, and which dictate how we tailor the approach so that there is compliance with those regulations, too.

    Could you share an example of a particularly challenging matter you handled and how you successfully resolved it?

    The most challenging case that I have encountered is still ongoing. It is a matter with theoretically excellent merits in favour of the brand owner, but the matter has suffered due to archaic legal provisions and practices, unforeseen delays and external factors unique to the specific jurisdiction and outside of the control of the attorneys involved. That said, my view is that the matter will ultimately be resolved in favour of the brand owner, due to:

    • flexibility in our enforcement strategy; 
    • reliance on astute counsel that are knowledgeable in their fields and who have never veered from their solutions-orientated approach; 
    • keeping alive to developments in other cases and areas of law, which aid the progression of the case; 
    • managing the brand owner’s expectations as we work together towards achieving the desired business goal; and
    • offering high levels of client service and attention to detail, so that the brand owner can appreciate the value added even when the outlook seems bleak. 

    Technology is transforming IP practice worldwide. How do you see tools like AI influencing trade mark prosecution, monitoring, and enforcement in the African context?

    AI is re-shaping trade mark practice globally and Africa is no exception. I anticipate that the incorporation of AI tools for purposes of conducting clearance searches, better tracking of renewals and online platform monitoring for infringement and the like will become commonplace. AI tools now available are seemingly modelled on developed, western data bases and the ease of access that they promote. In Africa, there are, of course, difficulties with legal frameworks, infrastructure and the reliability of local Registry records, which may affect the training of AI models and therefore their roll out and relevance to practice in Africa. Within that, however, seems to be an opportunity for the development of localised AI models, perhaps even by African creators and tech companies, that promise more relevance to the legal landscape in Africa.

    Given your experience in advertising and IP regulatory compliance, what key trends or pitfalls should brand owners be mindful of when operating in Africa, especially with the growth of digital marketing?

    Africa has cottoned on to the digital marketing boom with a surge in influencer and video-content marketing. This trend presents exciting opportunities and complex legal terrain with many countries in Africa relying on outdated legislation and enforcement mechanisms, or not having legislation that regulates, for instance, influencer marketing. This means resorting to traditional legal remedies and forums to address advertising concerns, which is not ideal. However, there is an increasing trend of awareness about the IP challenges arising from digital marketing and many countries are making good progress in adapting their legal frameworks to better deal with these challenges. For instance, South Africa’s Code of Advertising Practice now includes a Social Media code and there is a direct link for communicating decisions from the Advertising Regulatory Board to Meta. In addition, Nigeria recently revamped its copyright legislation and founded an Advertising Regulatory Council to deal with advertising complaints. There has also been an uptick in the promulgation of data privacy legislation in many African states and cases before African regulators and courts dealing with privacy and personality rights infringements arising from digital marketing. These developments are testament, in my view, to African awareness of the need for sound regulatory frameworks and treatment of digital advertising and related regulatory concerns.   

    As a partner in one of Africa’s leading IP firms, what leadership principles guide your work? What advice would you give aspiring IP practitioners who want to build a successful career in this specialized field, particularly in Africa?

    The leadership principles enshrined in the core values of Adams & Adams are those which I live by, personally and professionally. Of particular importance to me are the values of Constant Improvement, Integrity and Ethics, People-centriticty, Teamwork and Respect and Innovation. 

    My advice for aspiring trade mark practitioners is to realise that ambition by growing and showing interest and knowledge in new developments in or relevant to IP law and aligning with like-minded individuals already in the legal fraternity, who can mentor you and lead you towards pursuing a career in the field. 

    Looking ahead, where do you see the greatest opportunities and challenges for brand owners in Africa over the next decade, and how do you foresee trademark enforcement evolving with economic integration and technological advancements?

    With the lack of legacy wealth and infrastructure in Africa, it seems that digitally and technologically aware natives will drive business trends and move business further away from traditional models to allow greater access to and awareness of their brands on a more global scale via, for instance, mobile-first ecommerce sites. With the advent of the African Continental Free Trade Area, which creates access to a unified market in Africa with reduced tariffs, it is expected that there will be a boost in cross-border brand expansion on the continent and promotion for African brand loyalty. These two developments present great opportunities for Africans and brand owners generally, but the advent of new technologies and a unified market also imply a surge in trade mark violations and ease of access to goods that may infringe legally protected IP. Enforcement strategies will be dictated to by these developments, and it is foreseeable that brand owners will need to re-prioritise protection for trade marks in countries not otherwise considered a high priority. It is also expected that policy makers will exert further pressure on governments to introduce legislation that conforms to the trends in business and caters for unconventional infringements. In the meantime, and until the law catches up with trends in commerce and technology, attorneys and adjudicators will need to be innovative in their interpretation and the implementation of existing legal frameworks in resolving disputes. 

    Get in touch with Kim Rampersadh –

  • “The principle that has guided me from the beginning is: Blend legal precision with business pragmatism.” – Saarth Dhingra, AGM-Legal at GMR Airports.

    “The principle that has guided me from the beginning is: Blend legal precision with business pragmatism.” – Saarth Dhingra, AGM-Legal at GMR Airports.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    Having spent over a decade in the legal industry, handling diverse areas such as contract management, litigation and arbitration, trademarks, and legal advisory, what drew you toward in-house roles instead of pursuing a traditional litigation career?

    Over the years, I found myself more inclined toward roles where legal expertise is closely integrated with business strategy. While litigation offers its own challenges, I was drawn to in-house positions because they allow for ongoing engagement with the business, where legal input can shape decisions early and support long-term objectives. What appealed to me most was the breadth of exposure from contracts and disputes to intellectual property along with the ability to work cross-functionally. I’ve always enjoyed being a trusted advisor, not just resolving issues but helping prevent them through practical, forward-looking counsel. In-house legal work gave me the platform to apply the law in a commercially meaningful way, contribute to enterprise-wide goals, and build deeper relationships across the organization. That level of involvement and impact is what truly motivates me.

    Could you share a bit about your law school journey? What inspired you to pursue a career in law, and how did your LL.M. in Corporate & Financial Law shape your legal perspective and contribute to your long-term growth?

    My journey through law school was both intellectually stimulating and personally grounding—it confirmed that law was the right path for me. I was drawn to the clarity and structure that legal thinking brings, especially in navigating complex business scenarios. Early on, I realized I wanted to work at the intersection of law and commerce, where legal insight directly influences strategic decisions.

    What led me to pursue an LL.M. in Corporate & Financial Law from O.P. Jindal Global University (OPJGU) was a desire to deepen my expertise in areas that shape how businesses operate—corporate governance, M&A, financial regulation and cross-border transactions. The program not only sharpened my technical knowledge but also gave me a broader, international outlook, which has been essential in working with diverse industries and stakeholders. This academic grounding has played a pivotal role in my in-house journey. It equipped me to approach legal challenges with a commercial mindset, engage confidently with leadership, and contribute to sustainable, compliant business growth. OPJGU was established as a philanthropic initiative of its Founding Chancellor, Mr. Naveen Jindal, and I am truly indebted to him for establishing a world class university in India which has shaped the future of thousands of students globally including helping me in becoming a successful in-house counsel and working for giants like JSPL, BPCL, ReNew and GMR.

    You began your career with an in-house role, a path not many young professionals take right away. What early experiences or challenges helped build your legal foundation and shape your approach to corporate practice?

    Starting my legal career in an in-house role gave me a unique head start as it allowed me to understand the commercial realities of legal work from day one. Rather than focusing solely on theory or litigation procedure, I was immediately immersed in how legal decisions impact daily business operations and long-term strategy. One of the earliest challenges I faced was learning to tailor legal advice in a way that was both accurate and actionable for non-legal stakeholders. It pushed me to think beyond just identifying issues. I had to propose workable solutions that aligned with the company’s goals and risk appetite. Those early responsibilities, whether it was reviewing contracts, supporting compliance efforts, or advising internal teams, taught me to be responsive, business-minded, and pragmatic. They laid the groundwork for the way I practice today with a clear focus on enabling the business while managing legal risk thoughtfully.

    Over the years, you’ve held in-house roles across various organizations. How has each experience contributed to your legal and leadership development, and in what ways do these roles continue to influence your current position?

    Every in-house role I’ve taken on has added a different layer to my legal and leadership journey. Working across varied sectors and organizations has helped me develop a broad perspective and a flexible approach to handling legal challenges. It’s taught me to quickly understand business priorities and align legal strategies accordingly. Along the way, I’ve learned to navigate cross-functional dynamics, manage stakeholder expectations, and lead initiatives that have both legal and commercial impact. These collective experiences continue to influence how I work today; whether it’s offering practical, business-oriented legal advice, leading teams, or mentoring junior colleagues. They’ve shaped me into a legal professional who’s not just reactive, but someone who adds value proactively across the business.

    At GMR, you manage end-to-end contracts for the entire non-aero business across India. What are some of the recurring challenges you face during contract negotiations in this sector, and how do you typically address them?

    Working in the non-aero space at GMR Airports, one of the recurring challenges during contract negotiations is managing the varied expectations of diverse stakeholders from retail and F&B partners to service providers while staying within a strict regulatory framework. Each agreement involves a careful balance between commercial viability, operational flexibility, and legal compliance. Negotiations often involve complex revenue-sharing models and long-term commitments, which require clarity around deliverables, risk allocation, and exit rights. It can also be challenging to tailor terms that satisfy business teams yet remain aligned with airport concession requirements and regulatory obligations. To navigate this, I intend to focus on building structured, practical agreements with well-defined roles and responsibilities. I work closely with the internal teams to ensure business goals are captured clearly, while also ensuring the contract holds up to legal and compliance standards.

    What are the key legal complexities you encounter during due diligence in airport-sector transactions, especially when working with international investors or structuring joint ventures?

    In my opinion, due diligence in the airport sector, particularly when dealing with global investors or joint ventures, is layered and complex due to the regulated nature of airport operations and the involvement of public authorities. The first area of scrutiny is usually the concession agreement where we assess whether rights can be transferred, what limitations exist, and whether any government approvals could delay or derail the transaction. Issues like land tenure, encumbrances, and use restrictions are also critical, especially since many airport projects are developed on leased government land or under public-private partnership models. These factors often carry legal and operational risks that must be identified early. When foreign investors are involved, we also have to navigate FDI regulations, security clearance requirements, and ensure the investment structure complies with both aviation sector guidelines and company law. In joint venture setups, we focus on clarity around governance, economic rights, dispute resolution, and exit options, which can get intricate in a sector with long concession cycles. To address all this, we ensure to carry out detailed legal risk mapping, engage with stakeholders to understand regulatory expectations, and build robust representations and warranties into the deal documents. This helps ensure transparency and long-term sustainability for all parties involved.

    What advice would you offer to young legal professionals aiming to build a career in corporate law or enter in-house roles early on? Are there particular skills or experiences you believe they should focus on?

    For those starting out in corporate law or looking to join an in-house team early in their careers, I’d recommend focusing on building a well-rounded foundation not just in legal knowledge, but also in understanding how businesses function. Getting comfortable with contracts, compliance, and risk assessment early on will give you a strong advantage. It’s equally important to develop clear and concise communication skills, because in-house lawyers often act as bridges between legal and non-legal teams. I’d also advise young professionals to prioritize adaptability and commercial thinking and the ability to align legal advice with business goals is key in any corporate role. Real-world exposure, even through internships or secondments, can be more valuable than purely academic achievements. Lastly, find mentors, ask questions, and stay engaged with both legal and business trends. The more proactive and curious you are, the faster you’ll grow into a trusted advisor.

    What guiding principle has stayed with you throughout your career, and how does it shape your professional outlook today? What is your vision for the future, both personally and for the legal profession?

    The principle that has guided me from the beginning is: “Blend legal precision with business pragmatism.” This approach has helped me stay grounded in legal integrity while ensuring my advice adds real value to the business. It’s about being a protector of the organization’s interests, but also a facilitator of its goals. Even today, I focus on being solution-oriented and commercially aligned, especially in high-stakes or cross-functional matters. I believe that legal professionals should be trusted not just for their knowledge, but for their ability to guide outcomes and build confidence. In the future, I see myself stepping further into leadership and mentorship roles, using my experience to support both the organization and younger legal talent. As for the profession, I envision a shift toward more agile, tech-savvy legal teams, i.e. the ones that integrate deeply with business strategy and act as co-creators of value, not just risk managers.

    Get in touch with Saarth Dhingra –

  • “To transition into media and technology law, one should start by building a strong foundation in contract and intellectual property law, especially copyright and licensing.” – Diwakar Abhishek, Legal Counsel at Swastik Productions Private Limited, Mumbai.

    “To transition into media and technology law, one should start by building a strong foundation in contract and intellectual property law, especially copyright and licensing.” – Diwakar Abhishek, Legal Counsel at Swastik Productions Private Limited, Mumbai.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    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.

    Get in touch with Diwakar Abhishek –

  • “I would say a good mentor plays a pivotal role in shaping one’s life, and in enhancing the thought process. I was fortunate enough to work at places where I was provided complete autonomy in work.” – Richa Saraf, Head of Legal and Compliance at Merlin Holdings Pvt. Ltd.

    “I would say a good mentor plays a pivotal role in shaping one’s life, and in enhancing the thought process. I was fortunate enough to work at places where I was provided complete autonomy in work.” – Richa Saraf, Head of Legal and Compliance at Merlin Holdings Pvt. Ltd.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    What inspired you to take up Law? Did you have to deal with any resistance from your family while making that decision?

    My father wanted me to pursue CA like the rest of my relatives, since it was considered as a good earning prospect, especially in Kolkata. For him, law meant running around court rooms, which was mostly the case back in 2011. While there were law firms like Khaitan in Kolkata, in-house roles were minimal. 

    I somehow tried to convince him that I don’t want to pursue litigation, and am willing to work as a corporate lawyer, which I believe will have an enhanced scope in 5 years, by the time I graduate from law school. However, he was so reluctant that he even got me the CPT exam form, which he said would be a backup in case I am unable to clear CLAT. 

    During that time, NLU Odisha, NLU Delhi and JGLS were just newly launched, and the entrance exams for these institutions were held separately. I was not able to fill up many forms due to the resistance at home, thus, my options were quite limited.

    Later, I spoke to a relative staying in Kolkata that I am desirous of moving to Bangalore, and he helped me with the admission process at Bangalore Institute of Legal Studies.

    Would you say your law school prepared you for the practical work which you had to do at work?

    I think the curriculum at traditional non NLUs do not prepare you for a corporate job. Neither the intricacies of due diligence nor contract drafting are taught; you learn them while at work. When I visited NLSIU for their intra college client counselling competition, on a special invite, I realised that these things are so much helpful and I missed out on so much. 

    The only advantage I had was of staying in the city of Bangalore- I could intern at some prestigious law firms, and I was able to avail the benefit of the NLSIU library for conducting research work for moot competitions. 

    In deciding between corporate and litigation practice, what are the parameters that you considered?

    My internship experience was a mix of corporate and litigation, however, given the state of courts in India, the number of adjournments; I decided against litigating.  

    You have interned with former Justice Indu Malhotra, Supreme Court. Can you share the experience with our readers?

    When I had applied for an internship with Ms. Malhotra was a Senior Advocate of the Supreme Court. I had procured two internships for the same period; another one being with Mr. K.V. Viswanathan, the then Additional Solicitor General of India (who also was elevated as a Judge of the Hon’ble Supreme Court later). I searched for their email ids on the Supreme Court Bar Association directory, which provides open online access on contact details of all advocates registered with the bar association of the Hon’ble Supreme Court, and followed up my application with calls.

    The juniors at the office of Ms. Malhotra were extremely helpful and welcoming, and assigned me work like preparing a list of dates, research work on service matters, etc. In fact Ms. Malhotra also personally assigned me research work on her book on International Commercial Arbitration, which she was editing. I also visited the Apex Court regularly during my internship period, and was lucky to witness other eminent counsels like Kapil Sibal, Pinky Anand, Arvind Datar, etc arguing in court.

    How was your time interning at law firms like Krishnamurthy & Co. (K Law), Majmudar and Partners and Tatva Legal?

    Most of the law firms do not hire interns until 3rd or 4th year, and therefore, I could only intern with firms at the later part of college life. In Karnataka State Law University, the curriculum is designed in such a way that in a B.A. LL.B. course you are not taught core law subjects until 4th year.

    While many of my friends complained that they were not assigned proper work during internship, and were given clerical tasks such as lifting of files or printing, surprisingly, for me, this wasn’t the case; my first internship with a law firm was at Tatva Legal, where I was conducting research on corporate laws, and was also involved in preparation of due diligence report of a company. At K Law also, the associate partners were kind enough, and I was assisting them in preparation of opinions, drafting of agreements and legal notices.

    Majmudar & Partners offered me a long term internship during my final year, and therefore, I declined the internship offer at Bharucha & Partners (Delhi), however, later I realised that the decision was misplaced. Majmudar’s Bangalore office was very small, with only 1 partner and 2 junior associates. The partner directly assigned me work relating to review of agreements and drafting of advice, however, no proper feedback was provided on the same. Also, he kept assuring me of a PPO, which never happened.

    After your education, you moved back to Kolkata, your hometown. Many stayed back in Bangalore or moved to Mumbai/ Delhi for better opportunities and bigger pay packages. Was this a conscious decision to move back to your hometown? If so, why? How challenging was it?

    It was more of a personal decision for me; I had stayed out of home for 5 long years, and I wanted to be close to my parents. In fact I had a job offer from Wipro Legal and Compliance Team, Bangalore, as a Legal Executive, which I declined.

    Finding a job which gives you a good exposure and also pays well was difficult. The corporates in Kolkata mostly have real estate work, and there is no departmentalisation (MA, PE, VC, Banking and Finance, and so on) as in most law firms outside Kolkata. I even interviewed for Khaitan, where the work was General Corporate; later, I joined Mr. Vinod Kothari in his financial and resolution services team, which gave me a good exposure both in terms of clientele as well as work. I worked with big corporate houses and NBFCs like Emami, Lux, Motilal Oswal, Poonawalla Finance (erstwhile Magma), Shriram Finance, Srei, amongst others. 

    You have pursued LLM from Jindal Global Law School. What was your motivation behind pursuing LLM? When did you finally decide that you need to do it? What was your topic of thesis? Why did you choose that subject for research?

     I had an inclination towards teaching, and I always wanted to pursue a PhD; the decision to pursue LLM was a just step towards that.

    I just didn’t want to leave a full time job to pursue academics, and when JGLS offered the blended LLM program in collaboration with Upgrad, I grabbed the opportunity.

    My topic for my thesis was “Lifting of Corporate Veil and Group Insolvency”. I was involved in insolvency related work since its inception, i.e. from 2017, and during my LLM, the Insolvency and Bankruptcy Board of India had constituted a working group to develop draft framework on group insolvency, the Videocon ruling was also recently pronounced during that time, it was a burning topic during that time, therefore, the decision.

    You’ve advised on market entry strategies across jurisdictions like Australia, Thailand, Philippines, Vietnam, Indonesia and supported international acquisitions in Singapore. Please share your key experiences?

    I worked closely with the global expansion and marketing team of Livspace. My role included the following:

    1. to provide a comparative analysis of entry mechanisms abroad;

    2. to highlight the risks and restrictions on the marketing approach in various jurisdictions;

    3. to engage with foreign lawyers for due diligence of the target company, and to review related agreements.

    Laws in common law jurisdictions are mostly similar, and due to the emergence of technology, the relevant statutes are also readily available online, therefore, advisory on Singapore law was manageable. The difficult part was litigation management overseas. 

    Livspace is into the service industry, and therefore, there were cases filed with the Consumers Association of Singapore and with Small Claims Tribunals every now and then. Since I was not qualified to practice in Singapore, I was unable to personally appear in these matters; but still I managed most of the litigation inhouse, I used to draft replies, assist with filing (which was done online with SingPass), and was also instrumental in training the executives (mostly from operations) to appear in the said matters.

    You’ve engaged with regulatory bodies and handled litigation including under IBC and MSME. How do you build legal strategies that balance compliance with business risk, particularly in high-stakes cases?

    I am not keen on lengthy litigation and cutting the pocket of my client, I am practical that way and mostly try to conduct a cost benefit analysis for my client, and suggest negotiation or settlement, as the situation demands. However, where the reputation of my client may be at stake for frivolous claims, I would strongly urge for a no settlement policy, and to pursue the matter legally to deter the opposite party and also to set a precedent.

    Please share your journey as an adjunct faculty at Neotia University. You have taught a number of legal subjects and the trending ones from alternative dispute resolution, contracts, company law, intellectual property law and international trade law. Tell us about your teaching methodology. What advice do you share with your students on scoring higher grades?

    The experience was great. I had complete flexibility on the way I wanted to conduct classes. The teaching methodology varied depending on the subject- for instance, (1) for ADR, my focus was on practical aspects of mediation and negotiation through extensive role play sessions, where students were also provided feedback; (2) ITL is more of a theoretical subject, but I was not very keen on delivering notes, since that makes the class very monotonous, therefore, I used the reverse teaching methodology, where each student was assigned a topic on which he/she had to give a presentation, and then any part left unanswered was addressed by me; I believe that the flipped classroom approach enhances the presentation and speaking skills of students; (3) classes for contracts were a bit theoretical where the emphasis was teaching the essentials of the contract law and the key terms of contracts, with a blend of problem-solving and collaborative assignments.

    My advice to law students (esp to non NLU students) would be to study for knowledge, not for exams. Most of the time I hear that the students should mug up sections and case laws to pass the exams; and in some cases, students may not understand any part of what they are writing, but that seemingly does not matter for the exams. I would instead advise students to be inquisitive and ask the most important question “why”.

    Our readers will also be curious to know about your love for writing?

    My former employee Mr. Vinod Kothari is a renowned author of several books, and I was fortunate enough assist him in his books- 27th Edition of Tannan’s Banking Law and Practice in India (2017) and 6th Edition Lexis Nexis’s Securitisation, Asset Reconstruction and Enforcement of Security Interests (2020). He was the one who encouraged me to write. 

    When I was working with Mr. Vinod Kothari (who is also an Insolvency Professional), I used to write mostly on practical issues we used to face with the newly launched Insolvency and Bankruptcy Code, and the gaps therein along with my suggestions; later my write ups were quoted by the Hon’ble Supreme Court in Phoenix Arc Private Limited vs. Spade Financial Services Limited & Ors. (February 1, 2021) and by the National Company Law Appellate Tribunal in the case of Jayanta Banerjee vs. Shashi Agarwal & Ors. (June 4, 2021), and my writings have continued ever since; with the most recent one being on the “Co-Lending Arrangements” published by SSRN. 

    Now, I feel writing for me is more of a way to express my thoughts on any recent amendment/ judicial pronouncement.

    Is it easy to have a work-life balance in this profession?

    Well I would say that’s a decision you have to make. I have seen people quitting the profession to focus more on personal life, mostly after marriage, or to raise their kids. While I am in favour of having a balanced life, I did not want to take a career break, and continued to work even post maternity, however, with a more flexible work environment in-house. 

    Looking back at your diverse legal journey, what advice would you give to young legal professionals aiming to transition into in-house roles? 

    I would say a good mentor plays a pivotal role in shaping one’s life, and in enhancing the thought process. I was fortunate enough to work at places where I was provided complete autonomy in work. I also believe strong interpersonal skills, analytical and problem-solving abilities, research skills, and a keen attention to detail are important not only as an inhouse counsel but for any lawyer.

    Get in touch with Richa Saraf –

  • “With rapid advancements in technology, particularly with the rise of AI, IP and Data Privacy laws are evolving quickly. Staying updated through IP-specific news, following IP practitioners, and engaging with industry peers will be highly beneficial.” – Isha Gandhi, Senior Legal Associate at R K Dewan & Co.

    “With rapid advancements in technology, particularly with the rise of AI, IP and Data Privacy laws are evolving quickly. Staying updated through IP-specific news, following IP practitioners, and engaging with industry peers will be highly beneficial.” – Isha Gandhi, Senior Legal Associate at R K Dewan & Co.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    What initially inspired you to pursue a career in law? What aspects of law sparked your interest and shaped your understanding?

    I chose law as a profession because I’ve always had a passion for writing and speaking. Law provides the perfect platform to combine these interests, allowing me to express ideas clearly through legal writing and to advocate effectively in speaking engagements. The ability to analyse complex issues, craft persuasive arguments, and communicate them both in writing and orally is what truly drew me to this field.

    After completing your law degree, what experiences influenced your decision to specialize in intellectual property law? What were some of the key moments that helped establish your foundation in IP law?

    I developed a strong interest in Intellectual Property Law during my college years, which led me to pursue a specialized diploma in IPR laws from Symbiosis Law School, followed by a course from the World Intellectual Property Organization. The complexity and significance of protecting innovations in an increasingly digital world fascinated me. To deepen my understanding, I also interned with boutique IP firms during my college years, gaining valuable insights into IPR laws.

    When advising multinational corporations on IP protection strategies, how do you navigate the complexities of differing national IP laws and enforcement mechanisms? Can you share an example of a time when you successfully managed cross-border trademark infringement issues?

    Intellectual Property (IP) laws in most countries are largely governed by international conventions and treaties, such as the TRIPS Agreement (Trade-Related Aspects of Intellectual Property Rights), Berne Convention, etc. which establishes a common framework for IP protection. As a result, the fundamental principles of IP law are generally consistent across jurisdictions. However, each country may have its own specific regulations, enforcement mechanisms, and nuances in how IP rights are granted, protected, and enforced. Thus, navigating the complexities of different national IP laws requires a tailored approach.

    A key aspect of advising multinational corporations is understanding the unique regulatory environment in each region and developing a strategy that ensures protection while considering local enforcement challenges. One instance I recall involved a cross-border copyright infringement and trademark passing off issue where the infringer had obtained registration of a concerned trademark in India and the client’s mark was pending for registration. The Trademark laws are territorial in nature and there are multiple cases supporting this principle. In this case we had to establish the malafide adoption by the infringer before the Court and filed multiple rectifications against the fraudulent registrations obtained by the infringer in India. This collaborative approach helped to secure an injunction order in favour of our client.

    With the rise of digital platforms, how has IP infringement evolved over recent years, and what proactive measures can brands take to protect their intellectual property online? Drawing from your experience on the Internet Committee at INTA, which policies do you think are essential in addressing online IP issues, particularly with respect to domain name disputes and cybersquatting?

    The evolution of IP infringement in the digital space has been significant, with an increase in online piracy, unauthorized use of trademarks, and domain name disputes. Brands must adopt a proactive, multi-faceted approach to protect their IP online, including monitoring digital platforms, utilizing digital tools for brand protection, and engaging in vigilant enforcement actions. On the Internet Committee at INTA, we focus on creating policies that balance the needs of IP owners with the realities of the digital space. Policies to address cybersquatting, such as enhancing domain name dispute resolution mechanisms, are critical. Strengthening the cooperation between domain registrars, social media platforms, and IP owners is vital to combatting these challenges effectively.

    As privacy and data protection laws become increasingly significant, how do you incorporate cyber law considerations into your intellectual property advisory, especially when drafting documents such as terms of service, privacy policies, and user agreements?

    With privacy and data protection laws becoming increasingly stringent, especially with regulations like GDPR, it’s essential to integrate these considerations into IP advisory work. When drafting documents such as terms of service or privacy policies, I ensure they reflect both IP protection and compliance with data protection laws. This includes ensuring clear consent protocols for data usage, addressing how user data interacts with proprietary technology, and defining the ownership of data generated by users. The intersection of IP and cyber law is particularly important for tech companies or those with a heavy online presence, as they must navigate these dual concerns with care.

    How do you approach the drafting and strategy behind a commercial suit for trademark infringement or passing off, as well as copyright infringement, considering the complexities of such cases? Can you share an example of a particularly complex matter that required you to appear before the Delhi District Courts or High Court?

    Every case is unique, and before strategizing and drafting a commercial suit, I ensure a thorough investigation of the facts to build a strong case. This includes gathering evidence of use, assessing market presence, and evaluating the likelihood of confusion. Following this, I research the latest legal positions taken by various courts within the country, and in some instances, I also examine international legal perspectives. This ensures that my approach is both methodical and comprehensive.

    One particularly complex matter I worked on involved a copyright infringement case against a well-known global online audio-video streaming platform. The case required a deep dive into copyright infringement on the web and the liability of intermediaries. The research expanded to cover the copyright laws of different countries signatory to the Berne Convention, as well as relevant court decisions from multiple jurisdictions.

    For law students or aspiring lawyers interested in brand protection, what advice would you give them for building a successful career in IP law? Are there specific resources, strategies, or steps they should take while still in law school or right after graduation to get ahead, particularly in the evolving landscape of legal practice and emerging legal fields?

    For law students or aspiring lawyers interested in IP law, I recommend pursuing a specialized course in IP, in addition to thoroughly studying the relevant subjects offered by your college. With rapid advancements in technology, particularly with the rise of AI, IP and Data Privacy laws are evolving quickly. Staying updated through IP-specific news, following IP practitioners, and engaging with industry developments will be highly beneficial. Internships with IP law firms or in-house legal teams, as well as participating in IP-focused Moot Courts and competitions, provide invaluable hands-on experience. Building a solid foundation in both legal theory and practical application is essential as the IP landscape continues to evolve.

    Given the high demands of your profession, how do you manage to maintain a balance between your personal and professional life? What practices do you follow to prioritize your health and well-being while maintaining a successful career in law?

    Achieving the perfect work-life balance is often seen as a utopian ideal that many of us strive for. While there are times when one must prioritize work or personal life, balancing the demands of a legal career with personal life is undeniably challenging. This field is demanding and keeps you constantly on your toes, so it’s essential to make time for regular exercise and prioritize health and well-being.

    Over the years, I’ve learned that delegation is a key part of professional growth, and I make sure to delegate tasks when possible to manage my workload effectively. Having a strong support system—both professionally and personally—also plays a significant role in maintaining this balance.

    In addition to my passion for work, I make time for sports and dance to recharge myself. I’m a Kathak trainee and completed my third-year graduation in the art last year. In 2023, I was the runner-up in both the Singles and Mixed Doubles categories at the Delhi High Court Table Tennis Tournaments. I also practice mindfulness and make it a point to disconnect from work and travel when needed to maintain mental well-being.

    Having been with R. K. Dewan & Co. for nearly a decade, how has your role evolved over the years, and what factors have contributed to your continued growth within the firm? What do you believe has been key to maintaining your passion and motivation while managing such a dynamic and demanding career in intellectual property law?

    Under the mentorship of legal stalwarts Dr. Mohan Dewan, Dr. Niti Dewan, and Mr. N. K. Bhardwaj, my nearly decade-long journey with R. K. Dewan & Co. has shaped me both professionally and personally. Starting as a first-generation lawyer, I have grown to independently advise clients and manage junior lawyers, a progression made possible by the trust the firm has placed in me, which has led to an expansion of my roles and responsibilities over the years. What continues to drive my passion and motivation is the dynamic nature of IP law and the constant challenge of navigating new and complex legal issues.

    Maintaining passion and motivation in such a demanding career comes down to balancing professional challenges with personal interests. I find excitement in solving complex problems for clients, and I stay driven by the impact that intellectual property has on innovation and creativity. Additionally, the opportunity to work on diverse and high-profile cases, along with the trust and responsibility the firm has given me, continues to inspire me. The combination of professional growth, personal development, and a supportive work environment has been key to maintaining my enthusiasm for IP law.

    Get in touch with Isha Gandhi –

  • “There are many roads to the same destination- so if you are a young lawyer, explore more and find that aspect of law which excites.” – Shwetambara Mani, Global Counsel – Commercial, Legal Operations & Privacy at Integrated DNA Technologies.

    “There are many roads to the same destination- so if you are a young lawyer, explore more and find that aspect of law which excites.” – Shwetambara Mani, Global Counsel – Commercial, Legal Operations & Privacy at Integrated DNA Technologies.

    This interview has been published by Anshi Mudgal and The SuperLawyer Team

    With 15 years of experience and leadership across six continents managing legal operations, what initially sparked your interest in law, and what continues to drive your passion for the field today?

    I cannot think of that one aha! moment, when I decided to be a lawyer, but I think the spark was lit by my mother. She saw something in me, long before I could recognize it myself. I was in class 7 when my cousin asked me what I wanted to be when I grew up. I thought for a bit and said maybe a journalist. My mother was sitting across the room and said, “Why not a lawyer, you do love to argue”! That sentence sat with me, and interest slowly turned into curiosity and learning, and then into my goal and journey. 

    The first few years of my career, I was pulled in different directions, and this was a quite confusing time for me. My masters, followed by relocating to South Africa and moving in house reignited my passion for law. I enjoyed being curious again and realized that the constant learning and variety of being an in-house counsel excites me. My job gives me a chance to add value and enable outcomes, while meeting many brilliant minds while doing so! This drives me and makes me look forward to my work every day. 

    After your time at a top-tier law firm in India, you decided to pursue a Master’s degree from UCLA School of Law, USA. What prompted this decision, and how did your experiences at UCLA shape your career path? How was the experience of being awarded the Dean’s Tuition Fellowship Award?

    2 years into my first job, I felt the hunger to learn and explore. While I enjoyed the comforts of having a stable job- it became increasingly clear that I wanted to step out of my comfort zone. I was eager to explore the world and felt it was time to be a student again. I applied to a few law schools in the US and Europe and was grateful to be accepted into UCLA School of Law. UCLA has a well-rounded Masters Program in Business Laws, Media and Technology Law- and it was the best fit for me. The Dean’s Tuition Fellowship is awarded to students based on merit and need and is a straightforward application process. Being awarded the fellowship came as a blessing and eased the financial burden of pursuing the degree. 

    Pursuing further education is an investment in yourself- it is resource intensive and expensive. However, like all good investments, value is reaped not immediately but in spurts, and over a long period of time. The academic curriculum of the LLM degree built on the skills I had acquired in my Bachelors and became a strong point in enabling a career outside of my home turf. 

    However, what has continued to positively impact my career path is the softer skills I acquired such as cultural awareness and adaptability- which was facilitated by the larger educational experience of meeting so many people from different cultures, countries and backgrounds.

    What early experiences in your career helped shape your legal expertise and set you on the path to success? After working with several law firms in India, you transitioned to working with the Corporates in South Africa. How did you adjust to the cultural shifts between these environments, and how did you navigate those differences?

    After my stint in law firms, I spent 6 months teaching at Christ University, School of Law before moving to South Africa. What began as a journey to teach ended up being a journey of learning. I loved working with the young energy my students brought to the table, their curiosity became a way for me to sharpen my own skillset. My students taught me that preparation gets you closer to success, and good communication gets you there! This lesson became the biggest enabler for my transition into South Africa. 

    My move to South Africa was a leap of faith, hoping that it would all work out. It was incredibly humbling to be in the job market in South Africa- where the firms I had worked for or the university I graduated from did not carry the weight it carried on home ground. I had to up my game, learn new skills and explore the flavor, politics, laws and people of the country. I volunteered at a few organizations and networked with several professionals in the quest for my next step. It took time to let go, relearn, unlearn and adjust. I landed a job at CNBC Africa about 1 year after my move! By that time, my heart and mind had grown to embrace South Africa, and South Africa embraced me back!

    When you are in a law firm, you are the external neutral party bringing in your wisdom and expertise. As an in-house lawyer, you are more like a one-stop shop for all legal solutions- you facilitate outcomes and provide guidance. I had to develop a deeper understanding of the business, the product and the people. Reading, researching and preparation for my daily tasks helped. I had to use my knowledge of familiar systems like India and the US and transfer it to a South African context- conceptually compare them and find real life and real time solutions! It was very exciting and offered a sharp learning curve in legal and people skills.

    In your current role, you’re responsible for implementing global privacy strategies. What strategies do you employ to cater to compliance with the diverse privacy regulations across regions? Additionally, can you share an example of a legal dispute you’ve managed relating to privacy compliance and the factors you took under consideration to effectively manage it?

    Privacy has emerged as a consistent stream of work, and most in-house teams are now upskilling their resources or getting onboard talent to effectively address this area of work. Another area we have noticed traction in the past couple of years is laws relating to AI. 

    While the global network of privacy laws has rapidly increased after the enactment of the GDPR, the principles they embody and the efforts they require from an organization are largely similar. Our approach is to assess these legislations and measure our compliance with the most stringent standard. Of course there are times when we have to customize our approach based on the jurisdiction and issue at hand. 

    A well-built privacy program for a company deals with both proactive and reactive efforts. Our teams proactive efforts include training high touch point teams, awareness campaigns, privacy impact assessments for vendors, diligence and risk assessments for vendors and customers, and data protection agreements. Reactive efforts include things like managing data incidents and addressing data subject requests. 

    In my experience reactive efforts in managing data privacy and addressing data incidents are a delicate balance between speed and cautiousness, a difficult mix! We manage to navigate complexities through collaborative efforts with teams such as IT, Information Security and Governance and Risk, subject matter experts, external counsel and tools for tracking and monitoring. While there can be a standard approach, it is also critical to customize your approach based on the facts which are unique each time around. 

    Given your extensive experience managing intellectual property matters across diverse regions such as India, Africa, and the Netherlands, how do you approach the protection of IP assets in these varying legal frameworks? Could you share a specific example of an IP infringement case you’ve encountered, and how you navigated the legal complexities in those different jurisdictions?

    Over the past six years my team has relied on specialized IP teams and in house subject matter experts to protect our assets, and my role has been to facilitate their guidance and support. However, during my time with CNBC Africa & Forbes Africa protecting our IP portfolio within my role- and it was interesting because Africa is such an active landscape for IP law, issues and litigation. Being in the media industry, infringement had 2 angles- we had to ensure that our brand was not being infringed, including the content we were putting out every day; and we had to ensure that we were not infringing copyright and other IP rights in the content we created and curated on a real time basis. So there never was a dull day!

    My first day at CNBC Africa & Forbes Africa involved finding legal representation in the High Court of Nairobi for a copyright allegation we were defending. I remember reading the paperwork and spending a nerve-wracking night converting my IP law classes in NALSAR and UCLA to the Kenyan context. It was much like a suspense thriller, where I found the right representation and guidance just at the nick of time. 

    As an in-house counsel covering IP among other tasks, I relied on local counsel and subject matter experts to provide me with in-depth guidance and representation. My value add was in translating this guidance into the context of the business and giving the business a strong assessment of the facts, the risks, timelines, costs and impact on the product and organization, to enable them to make decisions. 

    As a woman in a leadership position, have you faced any hurdles while managing and motivating a global team of commercial counsels and paralegals across regions? Additionally, what is your idea of supporting and empowering other women in your team to thrive in the workforce? What is one piece of advice or principle that you live by that continues to influence your work today?

    While workplaces can present hurdles in terms of navigating complex people and cultural dynamics- the biggest hurdle was often my own self-doubt. When you conquer the conversation in your head about yourself, it breaks you free to do things with confidence. Confidence in myself, helps me add more value to people’s lives at work and home. 

    I am fortunate to work at an organization where diversity, equity and inclusion forms a part of the social fabric of our work life and is integral to our ethos as a team. Our team actively encourages us to bring our whole selves to work. Supporting and empowering others around you becomes easier when the entire organization and work culture backs you to do it. 

    Support and empowerment are powerful words but are so human and can be achieved through simple things. A few years ago, I was tired and anxious about a new project, it didn’t help that my daughter was teething, and the sleepless night routine seemed endless. In the middle of the mania, there was an unexpected parcel on my desk! It was a present from my manager which had a teething necklace for my daughter and a scented candle, with a note “relax, you’ve got this”! I was moved by her act of kindness. What struck me is that she had listened to me, listened to what I was telling her, and to the things I was not really telling her. With this small act of kindness, she showed me she cared, she supported and empowered me all at the same time!

    I have the honor of working with many strong women across different countries, in different age groups, with different backgrounds and unique perspectives, my way of supporting and empowering them is by showing that I care- this can mean hopping on a call on short notice, sending the contract a day ahead of time, helping on a tough assignment, giving someone an afternoon off, or giving a new mother or grandmother flexibility, pet sitting, or sending a teething necklace! 

    Women and men have many roles to play outside of their employment, they are parents, caregivers, pawrents, children, siblings and friends. Allowing them to embrace all these aspects of their life allows them to bring their best to work, be more productive and find value in their work. The principle I live by is ‘be kind to the person in front of you, you do not know the battle they fought to be here today’!

    What advice would you give to law students or young lawyers aspiring to pursue an international career in legal compliance and advisory? What resources or strategies would you recommend for staying current on the latest global legal trends?

    There are many roads to the same destination- so if you are a young lawyer, explore more and find that aspect of law which excites. An international career often begins with a good education or career at home- the Indian law degree is incredibly versatile and prepares you well to understand, compare and transition into common law countries. The core principles which you learn also help in navigating complex legal systems with higher compliance risks. 

    Please take a chance and explore areas of the law which get you curious, even the less popular ones. You can build on your education and experience by doing an LLM or MBA abroad, joining a multinational company which offers exposure to other jurisdictions, secondments at an international law firm or Indian law firm with offices abroad. 

    Based on the path you choose, or the path which chooses you- there is no shortage of resources available. From online literature, information groups to resources which specialize in international careers. It is important to find a good mentor in the field of your choice – so invest in connecting with people who have a career graph you aspire to have. 

    International taxation, laws related to data privacy and AI, international dispute resolution and trade compliance, are some areas which can help with transitioning your degree and experience into an international context. 

    After taking a parenting break, how did you navigate your return to work, particularly in a leadership role? What strategies or support systems helped you balance your professional responsibilities with your personal life, and how did the experience shape your approach to leadership moving forward?

    Before I had my first child, I underestimated the demands of caring for a little human being! I thought I would head back to work in a few weeks. But after my daughter was born- realization hit home that I wanted to be a part of her journey and give her more time. So, I did not rush back- but when the day to head back came around, I still remember being very anxious! I was constantly looking at my phone, waiting for it to ring! 

    Support systems can come in many forms- mine turned out to be family and flexibility! Since I was far from home, my husband and I had to rely on each other as a support system. We juggled our days and calendars and made sure one of us was around with the little ones. My husband remains my strongest support network- and much of what I do would have been impossible if not for him. My parents and brother pitch in with emotional encouragement, advice and humor- indispensable emotional support!

    Flexibility continues to give me the support system I need- my manager and teammates are considerate and provide me with the much-needed flexibility to make it work. 

    The only strategy I continue to use to help me balance is I let go of my fear and ask for help- from my partner, my family, my employer and manager, my colleagues and friends. Most times people always are willing to help! 

    To a new parent heading back after a break, please know that it is always scarier in your head! When the day finally comes – whether it is the first day back at work, or having to wear your baby for a meeting, or when you must reschedule your life because work or your child needs you, you find the strength!  Don’t be afraid to be transparent and let people know what you need. Most people at work or around you, want to help, but don’t know how they can set you up for success- so ask for what you need, be it flexibility, change in hours or the longer lunch break. 

    Some skills are life earned and may not always find a place in your CV, but the impact is still there! After several months of consecutive all-nighters and nappy changes- I discovered a newfound confidence in myself. Becoming a parent was the biggest turning point in my life, it impacted me deeply both personally and professionally. I found that I had more compassion, humility and empathy. My passion for work, focus, my ability to prioritize and efficiency improved greatly- making me a better teammate and leader. Overall, my children really have brought out the best in me!

    Given the demanding nature of your work, how do you manage to unwind and maintain a healthy balance between your professional responsibilities and personal interests?

    Over the years I have learnt the importance and strength of saying no! I try not to spread myself too thin with multiple commitments and social engagements. I try to keep my focus simple for each day, between work and the kids. Even with that, balance looks different on different days- so I truly take it one day at a time. 

    My personal interests have evolved over time, and at this phase of my life most of my own interests be it theatre, music, staying fit or reading is customized to a child friendly format! We also end our day together through a fam-jam session with music and a meal as a family- which is the best part of my day! 

    I believe life has phases, and in this phase of my life, my children are small and enjoy my company- I have been told that this doesn’t last forever, so I am trying to make the most it! Me time during this phase is also ‘we time’ with the kids, so a 20-minute workout, a bicycle ride (since I live in the Netherlands)! or reading. As this phase changes, my definition of balance and me time will also change, so I look forward to more adventurous experiments on balance in the seasons to come! 

    Get in touch with Shwetambara Mani –