Super Lawyer

Category: Founder

  • “What started as a passing interest grew into a true passion, and today, that commitment to justice is what drives my legal career.” – Ramandeep Bawa, Founder of RDB Associates.

    “What started as a passing interest grew into a true passion, and today, that commitment to justice is what drives my legal career.” – Ramandeep Bawa, Founder of RDB Associates.

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

    What inspired you to pursue a career in law? Was there a defining moment or personal experience that influenced your decision to enter the legal field?

    I wasn’t always drawn to law. As a child, I was more interested in creative pursuits, exploring stories and ideas rather than legal principles. But over time, I found myself captivated by how law shapes society and protects individuals. One pivotal moment was when I witnessed a close family friend navigate a complex legal issue. Seeing how the right legal guidance could change someone’s life made me realize the profound impact of this field. That experience planted the seed of curiosity, and the more I learned, the more I saw law as not just a set of rules, but a way to advocate, solve problems, and create meaningful change. What started as a passing interest grew into a true passion, and today, that commitment to justice is what drives my legal career.

    Early in your career, what experiences significantly shaped your understanding of legal practice? Could you share any pivotal moments or cases that contributed to your growth as a trial lawyer?

    Early in my career, I was fortunate to be mentored by Senior Advocate Mr. Ajay Burman after graduating in 2011. Under his guidance, I learned the nuances of trial advocacy—everything from drafting precise pleadings to developing effective courtroom strategies. His mentorship provided an invaluable foundation, shaping my approach to legal practice and reinforcing the importance of meticulous preparation.

    When I started my independent practice in 2013, it was a turning point in my journey. Representing clients across district courts, High Courts, and tribunals across India sharpened my ability to handle diverse procedural complexities. Each case brought its own challenges, but those experiences pushed me to refine my skills and deepen my understanding of the Indian legal system. Whether it was navigating intricate statutory interpretations or advocating for clients in high-stakes matters, those years played a crucial role in shaping me as a trial lawyer.

    As Nelson Mandela once said, “I never lose. I either win or learn.” That philosophy has resonated throughout my career—every challenge, every case, and every setback has been an opportunity to grow and refine my craft. The lessons I’ve learned early on continue to guide me, shaping the way I approach advocacy and justice.”

    What led you to establish your own practice, RDB Associates? What vision drove this decision, and what challenges did you encounter during the process?

    The decision to start RDB Associates in 2022 wasn’t just a career move—it felt like the culmination of everything I’d learned and cared about as a lawyer. After years of working independently across different courts and states, I kept thinking, What if I could build a firm that doesn’t just handle cases but truly fights for people? I wanted a place where strategy and empathy weren’t buzzwords but the foundation of every case. That’s how RDB Associates was born—a team built to tackle tough legal battles while keeping clients’ voices at the center.

    Funny enough, the name “RDB” wasn’t part of some grand plan. Back in law school, friends and professors started calling me that as a nickname—almost like a joke! But over time, it stuck. By the time I started my practice, clients would say, “We’re going to RDB for help,” and I realized it had become part of my identity. When I launched the firm, using that name felt right—it carried the trust I’d earned and the scrappy, personal approach I’ve always believed in.

    One case early on shaped everything for me. A client came to me completely broken by a legal battle—they’d almost lost faith in the system. I remember sitting with them, hearing their story, and thinking, This is why I do what I do. We worked day and night, dissecting every angle, and when we won, it wasn’t just about the judgment. It was about watching them walk out of court with their heads held high again. That moment crystallized my philosophy: Law isn’t just about arguments in a courtroom; it’s about restoring people’s dignity.

    Building the firm hasn’t been easy. Finding the right team—people who genuinely care about clients as much as winning—took time. Scaling across states while staying true to our “human-first” approach? That’s still a daily balancing act. But every time we take on a tough case or hear a client say, “You made this feel possible,” I know we’re on the right track. For me, RDB Associates isn’t just a firm—it’s a promise to turn legal battles into stories of resilience, one client at a time.

    You’ve been at the forefront of medical ethics and healthcare litigation, especially during the COVID-19 crisis. Based on your experience, what legal reforms are essential to better safeguard the rights of patients and healthcare providers in future public health emergencies?

    During my time working on the front lines of the COVID-19 pandemic—advising hospitals, patients, and government agencies on everything from vaccine mandates to life-and-death resource allocation decisions—I saw firsthand how our legal frameworks struggled to keep pace with the chaos of a public health crisis. Those years weren’t just about interpreting policies; they were about sitting across from exhausted ICU directors wondering if they’d face lawsuits for triage decisions, or patients’ families begging for clarity on why loved ones couldn’t access treatments. Those experiences convinced me that we need fundamental reforms to protect both caregivers and communities when the next crisis hits. That’s the exact reason why I enrolled in the Postgraduate Diploma in Medical Law & Ethics (PGDMLE) at NLSIU Bangalore. I realized I couldn’t just rage at the system’s flaws; I needed the tools to rebuild it. Studying the ethics of triage protocols, patient autonomy, and distributive justice gave me language for the moral vertigo I’d witnessed. But it also hardened my resolve: we must do better next time.

    A few priorities stand out to me. First, we have to address the legal gray areas that left healthcare providers paralyzed by fear of liability. I’ll never forget a Zoom call with a rural hospital team who’d reused PPE against normal protocols because they had no other choice—they spent more time worrying about lawsuits than patient care. We need laws that shield providers acting in good faith during emergencies, so they can focus on saving lives, not second-guessing every choice.

    Second, patients deserve more than vague promises during crises. Early in the pandemic, I worked with families who couldn’t get straight answers about vaccine access or ventilator allocation. That confusion eroded trust. We need enforceable rights to transparency—clear, legislated standards for how hospitals communicate priorities and allocate scarce resources. It’s not just ethical; it’s practical. Trust is the currency of public health.

    Third, the pandemic exposed how rigid regulations can stifle rapid response. I saw hospitals delay adopting telehealth because reimbursement rules weren’t updated, or scramble to interpret conflicting state/federal guidelines. We need “emergency mode” compliance frameworks—agile, pre-authorized systems that let providers adapt quickly without drowning in bureaucracy.

    And finally, telemedicine isn’t going anywhere. But its legal foundation? That’s still catching up. I advised dozens of clinics on privacy and licensing hurdles when they pivoted to virtual care overnight. We need durable laws that secure telehealth’s role in equitable care, not just temporary pandemic fixes.

    These lessons didn’t come from textbooks—they came from late-night calls with nurses, tense meetings with regulators, and too many conversations with grieving families. If we want a healthcare system that’s both compassionate and resilient, we have to build these reforms into its DNA now. Because the next crisis isn’t a matter of if—it’s when.

    As technology continues to reshape the legal landscape, how do you foresee cyber law evolving in India over the next few years, particularly with advancements in AI, increasing concerns over data privacy, and the rise of digital defamation cases?

    When I think about the future of cyber law in India, I’m struck by how rapidly technology is outpacing our legal frameworks. We’re at a pivotal moment where innovation and regulation must collaborate to protect citizens while fostering growth. Let me share my perspective on the key areas shaping this evolution.

    The Rashmika Mandanna deepfake incident last year was a wake-up call for me. Seeing how easily AI can manipulate reality made me realize how unprepared our laws are. I’ve spent hours discussing with peers: Who’s liable when a deepfake ruins a reputation? The creator? The platform hosting it? Right now, it’s a gray area. I strongly believe India needs AI-specific laws—or amendments to the IT Act—that enforce transparency and hold both developers and distributors accountable. Without this, misinformation could erode trust in digital spaces altogether.

    The DPDP Act of 2023 was a milestone, but I’m not convinced it’s enough. Take the Aadhaar breaches—these aren’t just technical failures; they’re systemic risks. In my research, I’ve noticed smaller companies often lack robust compliance frameworks. We need stricter audits, sector-specific rules (like for healthcare or finance), and real consequences for breaches. Personally, I’d advocate for a public awareness campaign too. People deserve to know how their data is used—and how to fight back when it’s misused.

    Last month, a friend’s startup was nearly derailed by a viral false review. It reminded me how fragile reputations are online. While free speech is sacred, I’ve seen too many cases where social media platforms hide behind “neutrality” to avoid accountability. My take? We need specialized cyber tribunals to resolve defamation cases faster. And intermediaries should be legally nudged to act responsibly—maybe by mandating takedown mechanisms for verified slander.

    The Air India data breach shook me. It wasn’t just about stolen passports—it exposed how vulnerable critical infrastructure is. I’ve spoken to cybersecurity experts who stress that reactive measures won’t cut it. Proactive steps like mandatory audits for utilities, ethical hacking certifications, and cross-border collaboration are vital. Frankly, if we don’t treat cyberattacks as acts of war, we’re leaving the door open for chaos.

    The RBI’s cautious stance on crypto is understandable, but ambiguity breeds risk. I’ve met young investors who don’t realize their crypto gains could be taxable—or that scams have little legal recourse. We need clear laws on fraud prevention, taxation, and consumer rights. Blockchain itself isn’t the enemy; it’s the lack of rules. Let’s regulate smartly, not stifle innovation.

    To me, cyber law isn’t just about rules—it’s about building trust in a digital India. Yes, laws must evolve faster, but collaboration is key. Lawyers, technologists, and policymakers need to sit at the same table. If we get this right, India could become a global model for balancing innovation and justice. And honestly, that’s what excites me most about working in this field.

    Your fluency in Japanese is quite rare among Indian legal professionals. How has this cultural and linguistic proficiency influenced your work with Japanese clients and impacted your approach to international legal matters?

    Learning Japanese started as a quirky lockdown project—honestly, I never saw it becoming part of my legal career! While most people mastered Dalgona coffee recipes, banana bread recipes or binge-watched entire seasons of TV shows, I decided to shake things up—I learned Japanese. 

    Here’s the thing: speaking Japanese isn’t just about translating words. For Japanese clients in India, it’s about catching the quiet stuff—the pauses, the unspoken hesitations. In Japan, communication is layered. You don’t just say what you mean; there’s a dance to it. I remember one case where a corporate client kept avoiding direct answers in emails. When I switched to speaking Japanese in our meeting, their relief was instant. Suddenly, we weren’t just talking at each other—we were problem-solving together. That trust? You can’t Google Translate that.

    There’s a saying in Japanese: “Kotoba yori kimochi”—feelings matter more than words. I’ve seen this play out in messy cross-border disputes or even delicate family cases. Once, in a tech contract negotiation, a tiny phrasing mismatch in English drafts nearly blew up the deal. But because I could explain the legal nuances in Japanese, we untangled it over a 10-minute call. The client joked afterward, “You’re like a legal diplomat with a dictionary brain.”

    Sure, it’s fun to surprise people when I switch languages in meetings, but the real win is this: law isn’t just about arguments. It’s about making someone feel heard, especially when they’re far from home. Whether it’s a corporate fraud case or a criminal defense matter, speaking Japanese lets me bridge two worlds. I’m not just their lawyer—I’m someone who gets why a bow matters more than a handshake, or why silence sometimes speaks louder than a contract clause.

    Funny how life works, right? A lockdown hobby became the tool that lets me turn legal headaches into human connections. And honestly? That’s the part of my job I love most—not just winning cases, but making sure no one gets lost in translation.

    You’ve built strong collaborations with international law firms. How have these alliances strengthened your ability to manage cross-border disputes, and what are some of the key challenges in reconciling international legal standards with Indian practices?

    One of the most rewarding parts of my career has been working with international legal teams—especially those involving Japanese stakeholders in tech, healthcare, or fraud cases. My fluency in Japanese and understanding of cultural nuances aren’t just “skills on paper.” They’ve been lifelines in building trust and untangling disputes that span borders. Let me give you an example: early in my career, I worked on a cross-border corporate fraud case where a Japanese tech firm was navigating a joint venture dispute with an Indian partner. The legal stakes were high, but so were the cultural ones. Being able to draft documents in Japanese, interpret subtle cues in negotiations, and explain the “why” behind India’s regulatory frameworks helped bridge gaps that might’ve derailed the case.

    These collaborations have taught me that cross-border work isn’t just about knowing the law—it’s about weaving together perspectives. For instance, working with EU teams on healthcare compliance, I saw firsthand how GDPR’s strict data privacy rules clashed with India’s evolving digital health policies. By pulling insights from both sides, we crafted hybrid strategies that satisfied regulators in Brussels and Mumbai. It’s like being a legal translator—not just of language, but of intent.

    But let’s be real: harmonizing international standards with Indian practice isn’t a tidy process. I remember a case where a Japanese client insisted on arbitrating a dispute in Tokyo under Japanese law, while the Indian counterpart demanded litigation in Delhi. The tension wasn’t just about “choice of law”—it was about pride, precedent, and perception. We navigated it by framing arbitration in Singapore as a neutral middle ground, but getting there required hours of candid conversations about what each side truly feared losing.

    Procedural differences can be landmines too. Once, during discovery in a U.S.-India fraud case, I realized the American team’s aggressive document requests were seen as invasive by the Indian witnesses. We had to recalibrate—explaining the “why” behind U.S. discovery rules to our clients, while gently pushing the U.S. team to respect local discomfort with overly broad requests. It wasn’t in any textbook; it was about empathy as much as strategy.

    And enforcement? That’s where theory meets reality. I’ll never forget the scramble to enforce an arbitral award from London in an Indian court—only to hit roadblocks because of a missing stamp paper. It felt absurd in the moment, but it taught me to sweat the small stuff and see the bigger picture: global rulings mean nothing if you don’t understand local procedural quirks.

    At its core, this work is about more than legal frameworks. It’s about asking questions like: How does a Japanese CEO’s expectation of “consensus” align with India’s more hierarchical corporate culture? Or Why might a German tech firm balk at India’s approach to interim injunctions? Those human, cultural layers are what make cross-border work so messy—and so fascinating. Every case is a crash course in humility, creativity, and finding common ground when the rulebooks disagree.

    Your pro bono work reflects a strong commitment to legal inclusion and social justice. What fuels this dedication, and how do you envision the broader role of legal professionals in expanding access to justice for marginalized communities?

    Justice isn’t just my profession—it’s a responsibility that defines how I approach the law. While my resume may not explicitly list pro bono hours, my career has been shaped by a conviction that legal advocacy should never be a luxury. Early in my practice, I represented a single mother facing wrongful eviction. She hadn’t slept in days, terrified of losing her home, yet she hesitated to seek help because she assumed the system was ‘not for people like her.’ That moment crystallized for me how deeply fear and complexity alienate marginalized communities from the very institutions meant to protect them. Since then, I’ve anchored my work in dismantling those barriers.

    My commitment starts with direct action. I’ve prioritized cases where individuals, like that single mother, lack the resources to fight systemic inequities. Whether it’s negotiating with landlords, defending workers’ rights, or guiding survivors of domestic violence through restraining orders, I’ve learned that access is the first hurdle. Many never reach a courtroom because they don’t know their options. That’s why I partner with NGOs to host free legal clinics in underserved neighborhoods. At one clinic, a teenager asked me, ‘Can the police really do that?’ after facing harassment. We drafted a complaint together, but what stayed with me was his shock that he had rights. It’s not enough to represent people—we have to empower them.

    This is where legal literacy becomes transformative. I’ve spent weekends leading workshops in rural communities, breaking down laws into relatable terms. For example, explaining inheritance rights to women through stories instead of statutes, or using role-play to teach villagers how to file RTI requests. When people grasp their rights, they shift from feeling powerless to becoming advocates for themselves and their communities. Technology amplifies this. During the pandemic, I collaborated with a tech startup to create a chatbot that guides users through labor law disputes in regional languages. One textile worker used it to reclaim months of unpaid wages—proof that innovation can democratize justice.

    But individual efforts aren’t enough. The legal fraternity must confront systemic flaws. I’ve joined advocacy groups pushing for reforms like simplifying bail procedures for low-income defendants and expanding legal aid funding. Last year, I testified before a state committee about how archaic procedural rules delay justice for rape survivors. It’s frustrating work—progress is slow—but necessary. We can’t fix a broken system without challenging its foundations.

    Mentorship is equally critical. I volunteer at law schools to nurture students who see law as a tool for social change. One mentee, now a public interest lawyer, recently texted me after winning a landmark case for tribal land rights: ‘You showed me that justice isn’t just in textbooks.’ That’s the legacy I want—inspiring the next generation to prioritize ethics over billable hours.

    Ultimately, justice is about dignity. Dr. King’s words—‘Injustice anywhere is a threat to justice everywhere’—ring truer today. When a farmer can’t contest land grabs or a Dalit student faces caste-based harassment without recourse, it corrodes our collective faith in the system. My role, as I see it, is to bridge the gap between the law’s promise and its practice. That means showing up in courtrooms and communities, drafting policies and pamphlets, leveraging tech and tradition.

    Yes, the challenges are vast—underfunded legal aid, bureaucratic inertia, and a culture that equates legal success with corporate pay checks. But every small victory, whether it’s a client’s relieved smile or a law student’s spark of idealism, reminds me why this work matters. Justice isn’t abstract; it’s the assurance that the system sees you, hears you, and fights for you. And until that’s a reality for every Indian, I’ll keep pushing—case by case, reform by reform, heart by heart.

    As a current member of the Sentence Review Board for the Delhi Government, you help review clemency and early release cases. What are the major aspects you have to keep in mind while making such decisions?

    I, though not a member, while assisting the Sentence Review Board, have learned that every case is a mosaic of stories, laws, and emotions. Let me share a few moments that shaped my perspective.

    There was a case involving a young man, barely 21, who’d been incarcerated for a non-violent drug offense. His file showed a troubled past—no family, homelessness, and exploitation by a local gang. But over time, he’d transformed. He earned a high school diploma in prison, taught others to read, and even started a small vegetable garden in the prison yard. The warden shared how he’d mediate conflicts among inmates, calling him a ‘quiet peacemaker.’ When compiling his case, I made sure to highlight not just his clean disciplinary record, but the person he’d become. It wasn’t about excusing his crime—it was about asking, Has he earned a chance to prove himself outside these walls?

    Then there was the heart-wrenching case of a 65-year-old woman serving time for embezzlement. She’d been a single mother, desperate to fund her daughter’s cancer treatment. Her remorse was palpable in every interview. She’d spent her incarceration stitching clothes for orphanages and writing letters of apology to the victims. But what stayed with me was her daughter, now cancer-free, pleading for a chance to care for her aging mother. I remember sitting with her file late one evening, thinking about the weight of punishment versus redemption. How do you measure justice when regret is so profound?

    I also recall a case where victim impact steered the conversation. A man convicted of assault had exemplary conduct in prison—counseling peers, earning certifications—but the survivor, still battling PTSD, feared his release. There were no easy answers. I worked closely with social workers to ensure her voice was central in the report, even including her request for a restraining order. It reminded me that fairness isn’t just about the offender; it’s about holding space for those still healing.

    Collaboration is key. Once, a prison nurse flagged an inmate’s terminal illness—a man with months to live, too frail to pose any risk. His brother, a farmer in Punjab, wanted to take him home to spend his final days with family. The medical reports, the brother’s letters, and the quiet dignity of the prisoner’s acceptance of his fate… these details became the backbone of my recommendation. The Board approved his release, and I later heard he passed away surrounded by loved ones. It reinforced why we must never reduce people to their worst mistakes.

    These experiences taught me that clemency isn’t about leniency—it’s about listening deeply to the law, the evidence, and the human heart. My job is to ensure the Board sees the full picture: the tears behind the paperwork, the growth amid the grit, and the fragile hope of second chances.

    You regularly engage with academic institutions and legal forums. What core principle do you emphasize to aspiring lawyers that you feel is often overlooked in formal legal education? Additionally, what guidance would you offer to young professionals still finding their footing in the legal field?

    When I mentor young lawyers, I always start with this: The law isn’t just about books and courtrooms—it’s about the person sitting across from you. Early in my career, I represented a single mother fighting a wrongful eviction. She wasn’t just a “tenant” in a file; she was terrified of losing the home where her kids took their first steps. That case taught me something no textbook ever did: empathy isn’t soft—it’s strategic. You can’t fight for someone if you don’t see them.

    Here’s what I wish someone had told me when I was starting out:
    Stay curious, but stay grounded. The law changes faster than TikTok trends—today it’s AI regulation, tomorrow it’ll be space law! But don’t chase shiny things at the expense of fundamentals. I still rehearse courtroom procedures in my head like a nervous rookie. Why? Because last year, I won a case on a procedural technicality my opponent overlooked. Basics matter.

    Words are your secret weapon. Early on, I wrote briefs packed with Latin phrases, thinking it made me sound smart. Then a judge pulled me aside and said, “Counsel, I’ve got 50 cases today—make me care in one page.” Now I write like I’m explaining things to my grandma. Clarity beats complexity every time.

    Your reputation isn’t a LinkedIn badge—it’s your currency. Once, a client asked me to hide evidence. I walked away, even though it meant losing a paycheck. Two years later, that same client referred a friend, saying, “You’re the only lawyer I trust.” Integrity compounds.

    Find your people. I wouldn’t be here without my mentor, Justice Kapoor, who once told me over chai, “Law is 10% argument, 90% listening.” Surround yourself with folks who’ll call you out when your ego’s writing checks your skills can’t cash.

    And burnout isn’t a trophy. I learned this the hard way during a marathon corporate trial. By day three, I was running on vending machine coffee and hubris. When I fumbled a simple objection, the opposing counsel smirked, “Tired, RDB?” Now I treat rest like it’s part of the job—because it is.

    Winston Churchill once said, “Success is not final, failure is not fatal…” I’ve lived that. I’ve lost cases I should’ve won and won ones I had no business touching. But what sticks with me isn’t the verdicts—it’s the client who hugged me after reuniting with their child, or the retiree who whispered, “You gave me hope again.”

    At the end of the day, great lawyering isn’t about being the smartest in the room. It’s about being the one who notices—the trembling hands, the unasked question, the quiet victory hidden in a compromise. Master that, and you won’t just practice law. You’ll change lives.

    Get in touch with Ramandeep Bawa –

  • “If you are passionate and ready to put in the work, you absolutely can build a successful international legal career.” – John Mathew, Founder of Team Counsel.

    “If you are passionate and ready to put in the work, you absolutely can build a successful international legal career.” – John Mathew, Founder of Team Counsel.

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

    How did your academic journey from earning a B.A., LL.B. at Karnataka State Law University to completing an LL.M. in Business and Finance at The George Washington University Law School shape your approach to international transactions and corporate advisory work? 

    By my third or fourth year of law school, I knew that I wanted to be a corporate transactions lawyer. I didn’t know much about the field back then, but I knew this was the path for me. Interning with top-tier Indian law firms during college gave me a strong foundation and later working in those firms helped sharpen my skills. 

    When I decided to pursue an LL.M., I wanted to expand my horizons. At George Washington University, my focus was Business and Finance Law, but the university also had a strong International Law program. This gave me the perfect blend. I studied U.S. corporate law and international investment law side by side. 

    The exposure I got there, especially learning from professors who worked with major international companies and firms, helped me develop a more global, practical, and mature approach to law, something I continue to apply every day at Team Counsel. 

    In the early phase of your career at a law firm, what were some of the key experiences that enhanced your understanding of the law? How would you describe those formative years in practice? 

    The early years were intense but transformative. I was in the trenches doing due diligence, legal research, drafting contracts, and attending negotiation meetings, all of which helped shape my legal thinking. 

    One lesson stood out: the 10,000 hours matter. There’s no shortcut, you have to show up, keep your head down, and learn the craft patiently. Those formative years were very impactful, they shaped who I am today. They also gave me the foundation I needed to make the most of my LL.M. and continue building a better, more thoughtful practice. 

    While working as a research assistant to Mr. Marcelo Vázquez-Bermudez at the United Nations’ International Law Commission, what insights did you gain that shaped your perspective on international investment law and cross-border legal frameworks? 

    Assisting Mr. Marcelo Vázquez-Bermudez, the Special Rapporteur for the UN International Law Commission, provided invaluable insights into international law. I contributed to a landmark research project on general principles of law under Article 38(1)(c) of the ICJ Statute, focusing on their application within the Indian legal system as both a domestic and international source of law. This experience deepened my understanding of how legal frameworks are developed and influenced across different jurisdictions. 

    During the same time, I was selected for a semester-long externship at the Multilateral Investment Guarantee Agency (MIGA), part of the World Bank Group, where I was exposed to investment guarantee transactions in Asia and Africa. To better understand the real world implications of my research project, I also had the opportunity to help organize a discussion event at MIGA with the Special Rapporteur.

    All these experiences helped me understand international law and investments from a global, systems-level perspective, something that continues to inform how I support clients navigating cross-border issues today at Team Counsel. 

    After working with various top-tier law firms and international organizations, what motivated you to establish your own practice? What was your vision behind founding Team Counsel, and how do you see it evolving in the future? 

    I always knew I wanted to start my own consulting practice, but I thought it would happen much later. Life had other plans. 

    Just before the pandemic, I was finishing up my LL.M. and preparing to take the New York Bar, with plans to join a global law firm abroad. But COVID changed everything. I returned to India and joined a top law firm, amazing team, big-ticket deals but deep down, something felt off. 

    Shortly thereafter, I left Big Law, and joined a global venture capital fund, supporting venture growth investments across India, Southeast Asia, and the U.S., which gave me deep insight into cross-border deals and the startup ecosystems around the world. I helped close over 45 investments worth USD 12 billion across India, Southeast Asia, and the U.S within a period of a year or so. 

    It was exciting work, but I realized I wanted more. I wanted to work with startups and use my experience to help them grow. And, I wanted to build something of my own. 

    But most importantly, I wanted to disrupt legal for the startup ecosystem with innovative and client centric service models. 

    That’s how Team Counsel was born from two clear goals: 

    1. Make world-class legal support accessible to startups without burning their budgets. 

    2. Build transformative legal solutions that help startups operate more efficiently and grow sustainably. 

    The startup ecosystem has been so welcoming. Today, we have supported 20+ startups and investors, guiding them from start to finish, and we are just getting started! Most importantly, we have built a passionate team that’s hungry for more wins. Much like in my favorite poem, “The Road Not Taken” choosing the road less traveled and starting Team Counsel has made all the difference for me. 

    You’ve closed over 80 high stakes deals across multiple jurisdictions. What has been the most complex transaction you’ve worked on, and how did you overcome its challenges? 

    Over my decade-long career, I have worked on numerous complex high-value M&A, PE, and venture-growth deals, closing almost 90 transactions worth USD 20 billion across 8+ jurisdictions, including India, Southeast Asia, and the U.S. 

    But honestly, I find the most challenging deals are often the early-stage ones. That’s because founders and investors are new to the game. There’s a lack of clarity, experience, and sometimes, even awareness. A big part of my role is to educate both sides, helping founders understand investor expectations and

    guiding investors on what really matters at that stage. It takes patience and step-by-step effort to bring everyone on the same page. 

    With your membership at New York Bar Examination and experience in cross-border transactions, how does dual qualification enhance your ability to advise clients on international legal matters, especially between India and the U.S.? 

    While I’m not yet a New York bar qualified Attorney, I am eligible and had planned to take the exam before COVID hit. Travel restrictions delayed everything and I got busy with work, but it’s still on my list, hopefully next year! 

    That said, my U.S. education and work experience already help me a lot. At Team Counsel, we work with clients in the U.S. and other jurisdictions regularly. Being familiar with both Indian and U.S. legal systems gives me an edge in handling cross-border matters more effectively from understanding regulatory expectations and deal structures to anticipating potential risks across jurisdictions. 

    There’s real value in being dual-qualified, especially in today’s global economy where startups and investors are constantly crossing borders. It builds trust, adds credibility, and allows me to bridge legal systems with confidence. 

    You’ve advised across a wide range of sectors, from renewable energy and pharmaceuticals to media and education. When working with startups both domestic and international, what do you see as the major legal challenges they face in navigating regulations, particularly in India? 

    Startups face a very different landscape compared to large corporates. When I worked with global enterprise clients, they typically had experienced legal teams and established processes in place. But for most startups, especially in India, the reality is quite different, there’s often a lack of awareness about legal obligations, limited access to quality legal support, and no tailored regulatory framework designed specifically for early-stage businesses. 

    One of the biggest challenges is helping founders recognize that legal compliance isn’t just about avoiding problems, it is a key driver of long-term value. At Team Counsel, we work closely with startups to simplify the complex, break things down into actionable steps, and guide them through building a strong legal foundation. Our focus is on making them investor ready, helping them scale with confidence, and ultimately supporting the creation of sustainable, high impact businesses. 

    Outside of your legal career, you enjoy reading and spending time with your pet. How do these personal interests help you maintain balance and resilience in such a demanding profession? 

    I love reading and spending time outdoors with my boy, Rocky. These simple joys help me stay balanced. They allow me to disconnect from the day-to-day rush, clear my head, and come back with a fresh perspective. 

    In a profession that can be all consuming, it is important to have something that grounds you. For me, these moments are a reminder that there’s more to life than just deadlines and deals and that clarity makes me better at what I do.

    What advice would you give to young lawyers and law students aspiring to build an international legal career like yours? Are there any specific resources or habits you’d recommend for staying ahead of the curve in this dynamic field? 

    As a first-generation lawyer, I started out with no roadmap, just a lot of questions and a strong sense of curiosity. What made the difference was staying committed, being open to learning, and finding mentors who guided me along the way. If you are passionate and ready to put in the work, you absolutely can build a successful international legal career. 

    My biggest advice is to be proactive, read industry reports, keep up with global legal and business trends, and show up at events that push you out of your comfort zone. Also, the legal profession is evolving rapidly with the rise of AI and tech, so it’s crucial to always plan with a long-term mindset, think five years ahead. And most importantly, don’t be afraid of your weaknesses; if you embrace them, they can become your greatest strengths. That’s where your edge lies.

    Get in touch with John Mathew –

  • Crafting a Legal Legacy: The Journey from International Training to High-Stakes Litigation – Anurag Katarki, Barrister, Advocate and Founder of the Chambers of Anurag Katarki.

    Crafting a Legal Legacy: The Journey from International Training to High-Stakes Litigation – Anurag Katarki, Barrister, Advocate and Founder of the Chambers of Anurag Katarki.

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

    I’ll start with the very, very important, and first and pertinent question, how and when did you decide to become a Barrister and an Advocate? And how was your journey? When did it start and how is it going? What kind of challenges have you faced still now?

     Thank you for the question. Coming from Delhi, obviously it being the litigation hub, my school was right near the Delhi High Court and the Supreme Court.

    So it was always on the way to school. I would see the courts, the lawyers. It was very intriguing to me. And then, a funny anecdote, when I was in 11th or 12th, I remember I had taken commerce with maths and I was so traumatized with maths. Then the next question came, where can I make money where math won’t be required and I don’t have to use trigonometry.

    So there were few options which came out of which, again, law came, so I thought, might as well. Maybe that’s destiny. So that was the main reason why I started with law. It was a very stupid excuse, I must say, but everything’s written. I went to the UK. I was in University of Warwick where I did my undergrad, LLB. Unlike India, there what you do is you learn the substantive law in your undergrad. That is your LLB. That’s for three years. And then you either become a barrister or a solicitor, wherever you learn the procedural aspects. So solicitors are the ones who work in law firms. They are the ones who interact with the clients who make your witness statements or draft your petition. Barristers are a bit of a different side of the disputes.

    Barristers are the ones who have the right of audience. That means they’re the ones who argue in court. So the training to be a barrister is quite different. It’s more about reading skills. It’s more of technicality and more into law. I mean, I’m sure both require their own sets of skills. Being a solicitor on the original side and being able to deduce that evidence from the client is a separate art, which barristers don’t have to do because then the paperwork already comes to them and you have to apply your brain just towards the right affording suspect.

    So I was trained to be a barrister there, which opened my insights a lot. The way of education that we got there was quite different. Coming from a CBSE background where in our board exams, we were required to write probably a 300 word essay and suddenly entering into this university where within the first week I’m given an assignment to write a 3000 word essay.

    It was challenging for all of us. I still remember, okay, so I wrote that essay and then they were like, but this is already there in the book. Like, what do you want? Law is already there and I’m giving you the law. And that’s where they taught me what analytical thinking was. And I think it was very important. Honestly, coming from the CBSE background, I did find it a bit disadvantageous, initially.

    Took me a year to grasp and understand how this functions, how the essay writing functions, how do you write 5,000 words when you can do the same for 500 words. That’s also an art. Yeah, it was a very different form of education system. Some things I would say they should learn from India and some things I would really suggest India should learn from them.

    Like when I was trying to be a barrister, we used to have recorded sessions of cross-examination or examination in chief or client handling. The biggest thing is client handling. What questions do you need to ask your clients while also protecting yourself under the ethical rules?

    Like a simple thing if you’re doing mainly criminal trials. You won’t ask him a question, did you do it? Because the moment you say that and he answers that question to you, you can’t now take a not guilty plea. So ethical standards also come around, I’m sure. So these are things I’m not saying people have  mal intention  or anything, but these are things that need to be taught.

    Problem is, I don’t see in Indian law schools that are being taught, I was fortunate enough to have been taught that. And whenever I have interns, I always tell them that when you’re talking to a client, be very careful because it is a double edged sword. Anything and everything that they reveal to you, though it is bound by attorney client privilege, but you also have the advocates Act and you need to be careful in navigating your way through both of them, by using it harmoniously.

    So these are a few things that I learned there, how it was different. Then obviously after doing law, I was really motivated to come back to India because I love my country. I love the way things function. It may be chaotic, but I love the chaos. So I decided to take that leap of faith and coming back to India. I remember I was with Mr.Ciccu sir, in Delhi for a couple of years, one and a half years or so, where, I mean, I was exposed to the world of arbitrations, which was a very new ballgame. And, considering I was a barrister, so I had the license to practice in arbitration, so until I get my formal license in India to practice, so that way it was better for me to do that.

    A very good experience in international arbitrations. And then I moved to Bombay, took another leap of faith, left my hometown Delhi, and then moved to a completely different city, the financial capital of India. It was an eyeopener. It taught me a lot.  AZB was amazing that way. The work was high pressure, I won’t lie, but what you learn in a short span of time is invaluable because you have such volumes of cases and the type of cases.

    There are humongous disputes for hundreds and thousands of crores. How a big firm functions, how 20 lawyers put their brain in one case. And, yeah, I mean, it was a very good learning process and that way Bombay has been kind and cruel at the same time. It always uses the carrot and stick story.

    If you screw around, you’ll get beaten. If you’re nice, you get that carrot. So yeah, it’s been a good journey so far.

    Keeping that in mind, in the early stages of your career, you gained invaluable experiences with Senior Advocate, Ciccu Mukhopadhaya,  the kind of challenges you may have faced because you were transitioning from UK to India and the way it works over here, how did these kind of experiences contribute to your understanding of the kind of arbitrations that we do on national, or rather domestic level and international arbitration; so how do you see your transition along with the transition of arbitration itself?

      I mean, true, like you said, arbitration has scaled great heights in India.

    When I moved from the UK, I remember doing some internships in mini pupilages in the UK especially. The most notable one was Blackstone Chambers that I was there, I was fortunate enough to assist the seniors that time. The Queen’s Council now King’s councils in the Gina Miller case, though, not an arbitration, but it was Gina Miller is the famous Brexit case.

    So there I saw barristers sitting one entire month on one case. So as a new law student, that is something very new, how well prepared you all are, and even the competition is as well prepared. India has a very different work game. I’m not comparing the two of anything about competency or quality.

    Both require a different set of skills. They are shocked when they see Indian senior counselors appearing in five cases in a day. They’re like how is this possible? Here one barrister is sitting for an entire month for one case. How is this person doing five appearances in one day. It’s shocking to know. It requires a different set of skills to do. When I started litigation, the moment I came back to India, that switch was quite different.

    It was shocking. It was amazing how in chaos they are still functioning properly. That was an eye opener how this is happening. Now, specific context of arbitrations. During that time, international arbitrations were growing. Now I foresee a dip in the arbitrations because of a lot of things.

    A, how the government is also taking a not so pro arbitration stand now, with more than INR 10 crores of government contracts removing the arbitration clause. Stamp duties being imposed on awards. Very high stamp duties, especially like now, the recent Maharashtra Stamp Act, so it will hinder arbitration going forward. Considering also the list of non arbitrability of disputes being expanded.

    It has come to a point. It feels like sometimes nothing is applicable. But yeah, talking about that golden period when I was here with Ciccu sir, very amazing. It was like dust. So anywhere you hit a case law is gonna get settled about different parts of things, be it seat versus venue obligations, be it pre-enforcement deposits.

    And then set aside the definition of patent illegality being expanded and then again being narrowed down, the stamping of arbitration issue. These all are really enthralling issues which have been taken the course of arbitration in India. Specifically with Ciccu sir, I was fortunate to assist him in international arbitrations.

    The most fond memory I have was when I went to Paris with him for a CIAC arbitration. So the biggest question everyone asked was, oh, why Paris if it’s CIAC? So the seat and venue argument again comes out there that Paris was the venue, that Singapore is the seat, substantive law is theIndian contract Act.

    So three 3 types of law, procedural, substantive, and the seat (jurisdictional). So it was enthralling to witness how SIAC functions at an international level. We had all the top arbitrators in the world in that, the biggest names that you can understand, how professionally it was being conducted, how every line was being transcribed, was very important to see.

    And the best part was in the night, our job was to inspect if everything’s written is right or not, because by chance there’s an issue. Then how witnesses were cross examined, how the Chinese walls were always maintained regardless of how they are based, that there is no intimidation or anything going on.

    It was a very good experience and you learn different facets of law. When you go for enforcement or set aside how Singapore views it and how India views it. India, I would still say has a bit more broader scope than Singapore, but maybe it’s needed because it’s different geographical, geopolitical, demographic issues that we have here.

    Considering now that argument, which is going on in the Supreme Court regarding, section 34, that is a set aside application should they be allowed to modify the award. Now that is something which is, I don’t know what the Supreme Court’s going to say because I have views on both sides.

    If you allow them to modify it, then very well, because otherwise what happens, the moment you set aside, you go back to clock zero and you stop. But the moment you get the power, the modify, then what’s the point, there is a normal court proceeding where you’re giving appellate powers. So it’s a very difficult thing. The scope in India, and at least in the last 10 years since the amendment has come, the act after 96 close to 18 years, that amendment came 18, 19 years. Since then, a lot of things have changed. Arbitration was booming. Maybe with these recent amendments or the government stand and the highest stamp duty, it may take a hit. But if you want to have India as a very high on the charts on the ease of doing business, we have to be pro arbitration.

    So that is my takeaway from the last 7 to 8 years of practice in arbitration.

     How did you decide to start your own law firm, your own chambers, and what was the motivation behind it? And the kind of challenges? I’m pretty sure you must have faced. We request you to share some of those with the kind of solutions that you came up with because you started this at such an early age. It’ll be very beneficial for our learners to understand how they can also brush themselves to go through this particular path. 

     Sure. I mean, I was fortunate enough to become a barrister at the age of 21, 22. So I was quite young when I already had all the accolades. I had an undergrad and I had a barrister degree. I was just 22. So I moved to India at that time. I was one of the youngest in the course also there, everyone else is 26, 27 or 29.

    I was the only kid there. So it helped me mature up faster because the people around me are all 5, 7 years elder to me. I was in AZB. Like I said, the matters were so big that 20 lawyers are working on it. But then somehow I just felt that I’m not getting to do the work that I wanted. Because of such magnanimity, you’re not able to do the entire work.

    Though everyone is given a specific job, otherwise it’s not going to  get done. Only the partner knows the entire case holistically. Otherwise, you all are doing your separate job as needed. So I realized that, let me just understand this. And, I really have the hunger to learn and do cases from start to finish.

    I’ll make the index and make the list of dates and draft the petition. I want to argue also. Everything I wanted to do. I want to do it. So I had that little kid in me who never thought things through that time, I was young, so maybe, one day I just decided that no, I don’t want to be a small part of a big project.

    I’d rather do the entire project by myself regardless of how small it is. The kid in me never sought advice from anyone also, it was just a pure instinct move and I left. And life taught me a lot of things that way. One case led to another. One thing I learned, you need to be fearless. Fearlessness and stupidity have a very thin line, so you got to be careful there as well.

    You got to take your steps slowly, but calculative, but also not be scared. Because the moment you venture out in independent practice, there are a lot of things that you need to be careful of. It’s not just your ego that you want to do it alone. It’s the client’s case at risk. Sometimes it is their freedom if you’re doing bails, sometimes it is their hard earned money if you’re doing a civil case, sometimes it is their house if you’re doing a redevelopment agreement and the issues that come around there, it is their house. If you do it wrong now he’s going to be homeless. So there’s a lot of pressure also, high stake pressure there. You should never be afraid of asking help from anyone. Never think that if you’re asking from help, maybe you’re getting demeaned.

    Your job is to ask for help. I remember catching anyone  in the Bombay Bar and going and meeting and started talking to them. I still remember 4 years ago, my first office was the High Court library. Because, I couldn’t  afford to buy so many books. All these books are very expensive.

    Bombay real estate is very expensive. Anywhere you go to rent an office, it’s really expensive. And I was that time around 25, 26, and I didn’t feel right to take money from my father. I’m an independent guy and I had my savings a little bit from a AZB, I thought, let me venture this out. So I’ve seen it from the ground up.

    From my days of having my first office in the High Court library with the rotating chairs, whoever sat in your chair, has sat now.  So no fixed office that way. So I would think positively, I’d say I have many offices and I have a huge collection of books, which is for free. So that’s where it started.

    One thing led to another. You got to be courageous. You got to learn throughout your life. Like you said, I’m very young and I would consider myself to be a student of law forever because law is something where you learn something new every day. Today I may know the law and the other person might come up with a new argument, which is intriguing.

    Then I’ll learn something. And the same thing even I have done. Sometimes I might think this is a very foolish argument, but I have won the case on that. I don’t know how judge saw sense in it. Maybe I wasn’t seeing it. So it was a very enthralling experience. Because I didn’t have foresight of which type of case is going to come to me, any client who would repose faith in me and took over that case.

    So maybe that way I became fortunate enough to have a very expansive field of practice. I remember doing IBC, oppression mismanagement. I remember having a client who came to me for Armed Forces Tribunal. I have nothing to do with Armed Forces Tribunal, like I’ve been only a commercial litigation lawyer.

    It was a very enthralling experience. Then I remember a friend came to me for his share subscription agreement, and lucky for him, he got selected by the Y Combinator and now he has raised a hundred million. So through his journey, like when he was in the nascent stage I  did that share subscription, but every round he came back to me because then I understood the startup game, how it is going, what are the common pitfalls businesses face?

    What are the challenges founders face? What are the challenges investors face? What are the regulatory requirements that they always overlook? What are the employment law requirements that they generally overlook? And I’m a very big fan of tech, so I keep a note of all of it. So it’s a very good database for me also to sit and analyze across industries so that way the other startups also started.

    So they started with the STEM toys and gaming, gambling, then drone tech, health tech. And as lawyers, one thing I’ve always suggested is not just about the law. It is you need to understand the industry better than your client, because then only he’s going to respect you. Only when you know his industry better than him is when he’ll understand, okay, you understand my problem genuinely.

    It’s not just the law that you’re telling me. This even online I can see. So it’s very important for you to understand the industry that they’re in. What is the issue in that industry? Because how you say, what is a startup? It’s a innovative or an inventive way of finding solution to a problem. Now, first you should see why haven’t other people done it?

    Is it so difficult? Are you Einstein? How did you come up with this? There should be some issue why they’re not doing it. Is there a legal issue? Does the law not allow It? Are the taxes too high? Are the cess too high in that industry? Maybe there’s a high GST. Maybe that’s why it’s not working. Maybe something like Bitcoin where the government is only not clear whether it’s legal or illegal, but yet put 28% tax on it.

    So the model is only not viable. So all these things you need to advise clients, even though you’re not expected to know this, but you will only be able to serve your client to the best of interest when you know all these things. So that’s what I’ve learned in my humble experience till now.

    It has been a good journey. I hope it gets better.

    We would request you to share your experience about how you get called to the Bar by The Honourable Society of Gray’s Inn, the kind of things that one has to do in his or her legal career for that particular qualification of getting as a barrister, it’ll also help the learners, and I would request you also, in case you have some insight about the SQE qualifications, which usually Indian lawyers can qualify and register themselves over there and practice in UK because you already have seen that particular world,  there is a possibility that we’ll get to know more about it, obviously from the firsthand experience?

      Sure. I mean, I can’t comment much on SQE, but SQE is always, that’s a solicitor route. I think they have changed the name also now. They keep on changing names. Can’t help it. Even for a barrister, during my time it was BPTC.

    Now it is BVC, BFC. I don’t know. They keep on changing God knows for what reason, but yeah solicitor is obviously the easiest way for Indians. If you’re going to migrate to the UK. You won’t get right of audience. solicitors  don’t have right of audience. You can practice in the lowest court that is a magistrate court or the crown court.

    But not above that, above that you need to take another exam or something through which you may get a right of audience. But having said that, for Indians, generally people who are going there, if you think a law firm is the safest bet for you, of course, you would rather do the SQE than do the barrister because obviously you have jobs in law firms which are better paying and more secure.

    You might have to work a lot. But obviously it’s way more secure and you have a fixed pay. Coming to the barrister side. First, I’ll just give you a highlight of the process, at least during my time how it was. For us, if we had to do an undergrad in the UK, LLB and then do this, or there’s one more thing called GDL, that is a one year, super law course, as I call it. So we do all the subjects in one year, all the major subjects are trust, law, contract law, Tort law, and criminal. These are the major ones, which everyone has to do. There may be some electives you’ll have to take, but all within one year, so very daunting. For Indian lawyers maybe you can write to the Bar Standards Board, that is the BSB, there to seek an exemption, saying that you have studied, that India is also a common law jurisdiction. How contract law is an act given by them. Mostly the principles. The principles are the same everywhere, in any common law jurisdiction. So if we can make an argument and show that you have some years of practice and seek an exemption from doing the GDL or anything, then comes the course or the BPTC course, maybe whatever the new acronym that they have put in now, I don’t know. So in that, what happens is that, A is that you get into that course. Second is you become a member of one of the four inns of court. So that’s Gray’s Inn, Middle Temple, Inner Temple and Lincoln’s Inn. So from Lincoln’s Inn, you have our Jawaharlal Nehru, from Middle Temple you have Sardar Patelji, from Gray’s Inn we have Mr.Ambedkar. That’s why personally, I had chose Gray’s Inn because of that, since it was the smallest and the youngest. Lincoln’s Inn is the oldest and the biggest. There comes your Inner temple where you had Gandhiji. So, I mean, you become a member of these four inns of court. Some people have their interview process also.

    It’s a process that you need to apply, get recommendations. Interviews are being conducted and then you are admitted as a member of the inns of court. So now to get the big call to a bar, you need to do 12 qualifying sessions in the inns of court, which can range from dinners to moots to lectures to trial to mock trials, anything. These all happen in their ancient old halls, which are like all 500 years old or 600 years old. Halls like if you have seen Harry Potter, how they dine. So that dining shoot has happened in Lincoln’s Inn. So that’s how we all barristers used to dine. We all used to go on our big gowns.

    And then there’s your master’s table where there’s the king’s councilors and the queen’s councilors and the guests for that time dinner or lecturers come and then we all would sit in sets of two students and two practicing barristers. So that way we could also communicate. We would get to know people in the fraternity.

    We get to know their experience. They might also impart some wisdom to us. It was nice. Then comes the hardest part, which are the exams. So your course starts sometime in September and till May, so roughly 6 months, 6 to 8 months. During this period from Jan onwards, your exams will start.

    So every month expect to have 3 exams.  The exams would be like arbitration. And here all the procedural law comes. Like, remember when I told you the substantive as an undergrad, procedure is there, so your CRPC, CPC,  arbitration. Then comes your opinion writing, drafting, cross-examination, examination in chief, presenting an application.

    Then comes ethics. So these all courses are there, and you have to get a minimum 60% in each to pass. No one gets above 80, so you need to fall in that middle bracket of 60 to 80. They fail you by one mark also. And the first thing that you hear when you enter the barrister courses, look to your left, look to your right 30% will run away by next month. That is a normal thing. But yeah, it’s fruitful. The experience is fruitful and when you come out you also see the change in you, how your skills have been sharpened, how pinpointed questions you ask and how you present yourself in court. Before the course and after the course are a very different experience.

    And I can say this because I know lawyers who were lawyers in Brazil, Argentina, Mexico, and they have come here and done this course, they’ve been practicing for 10 years. They themselves shared that their skills are now sharpened. 

    You’ve had exposure to global jurisdictions through your legal journey — what major changes did you notice in yourself through this process, and what motivated your return to India? How did you navigate the transition back, and did your familiarity with Delhi help? Additionally, how did you develop the skill of reading clients and understanding the psychology behind cases and businesses?

     So, like I said, these are courses that have to be taught in India. So we were taught this day in and day out, so every week we used to have a recorded lecture, like I’m sitting with a professional actor and doing cross-examination or interview of the client, conducting an interview of when he or she has come and told me like I have to prep them for the cross-examination tomorrow.

    So I’m like, okay, come, let’s sit. I’ll ask you a few questions you have to answer. You need to understand what question not to ask. And you’re trained in? These things are very important. People in India always say we will learn through practice. Even if I was in India, I would also like to learn through practice, I can read about it.

    But I didn’t know there were books like these. There are very nice books written out there regarding opinion writing or client management or conducting cross-examination, even for pleadings. I remember the first book I bought was How to Plead Without Tears. I’m forgetting the author, but that was the title of the book, the first book I borrowed from the library.

    So these are things, like I said, when I was in India, I didn’t know of this. Once I went there and when a professional actor, and usually the teachers are the ones who are practicing barristers, so these are part-time teachers, technically they’re only coming for that one course. And then going back to their practicing scene.

    So they would give their personal anecdotes, give you more wisdom, and that is very important in shaping my ideology also. Second thing is how in India people take a lot of their friends, family cases. Though it is not illegal, the Advocates Act only doesn’t allow you to appear for blood relatives.

    But generally what they taught me and why I clearly agree was especially in litigation, if not corporate, is you should be fully independent. The moment you have a client in litigation with whom you have a personal relation or anything, it’s not that it is illegal or anything, I would say that your judgment is clogged because then you start taking it personally.

    And also you are not being true to the ethical values because if you see your duty towards the court is paramount, it’s above your duty towards the client. That’s what the advocates act also says. When you have somewhat vested interest. I’m not saying monetary only because he’s your friend, maybe you’re a bit more emotional about that case.

    Maybe it’s your relative, you’re a bit more emotional. It clouds your judgment. You’re not able to understand the counter-arguments, and that’s when the other lawyer who is totally independent will get the better of you. Because more often than not in court, you can write 10,000 pages of pleadings.

    The judge is only gonna listen to you, to the council. So 90% is a council, 10% obviously, you can’t plead facts, which you haven’t submitted in your pleadings, but as to law especially. Unless you are independent, your judgment will be clogged. And that’s my personal experience . And that’s the main thing that I was taught there.

    And I completely agree with that.

    Over the course of your career, you have appeared in various cases at the Supreme Court of India as well, which are of significant matter. If you don’t mind sharing some of the highlights of a few intriguing cases, also, the kind of complexities and how you navigate through that whole process.

    Because as you were trained to do that particular research at length, how have you made sure that you do it in a limited period of time that is given to you, and how have you navigated the whole process?

     Actually more than that, I would add one more. Not just a limited period of time, but also the limited period of speaking time that you get in the court.

    The Supreme court is a very different practice than any other court, unless you are a very known face of how like the big stalwarts are, the court wants to listen to them. Everyone in the audience also wants to listen to them. When Mr. Sibal talks, Mr. Singhvi talks, all these all these are like songs when they’re talking, we are like please keep going, even if it is for hours because we get to learn so much from them.

    When someone like me steps in, who still has only one or two gray hair, they don’t listen to you. They’ll give you probably 2 minutes, 5 minutes if they are generous, or maybe it’s very contentious. The longest I’ve gone is half an hour, and as we know, 9 out of 10 cases are thrown on the pre notice change. In the Supreme Court there’s a very old saying, if you have notice issued then 80% of the case is won. Then you get to know if your true counsel, if you’re able to get the case dismissed after the notice is issued, because getting the notice issue is a very high threshold. Something like the Supreme Court, I mean cases which are very close to my heart is one I remember I argued, Lieutenant’s matter.

    I was fortunate enough to appear before the Additional Solicitor General of India. We had a lot of heated arguments. It was a matter of Article 21 right to life. My client was paralyzed and he was being invalidated from service and also asked to leave the hospital. Where will a paralyzed man go?

    That was the biggest thing. Where do we let the paralyzed man go? We can’t just leave him on the streets. So that was a very interesting argument. He brought in Article 21. We used a little bit of our own brain process, like they were throwing him out of the hospital. And I started asking for a release, which relates to US surgery.

    I took them to the US and the judge, I remember Deepanker Dutta was there and he’s like, you want surgery in the US? Where do you think you are? This is in India, like this, do you think we send everyone to the US? So then I was like, okay sir, please give it to me in AIMS only then. He’s like he is already in a government hospital now, I was like but they’re removing him, and he’s like no, no, he can be there. That’s what I ultimately wanted.

    So it was good. So that was one case that I’m really proud of. That was my first pro bono case. I thought at least I did whatever I could for the client, unfortunately he is no more. Then another, I remember my first case was against Mr. M.R.Shah, it was small, I mean, I won’t consider it small that way. It was a very small point of law where the workers were supposed to be given compensation.

    Poor workers were being tortured and tormented. Somewhere in 2002 during construction, they fell. One person severed their hand, 20 people fell like that, and the contractor and the agency weren’t giving them their insurance amount. I remember I appeared before Mr.M.R.Shah And no one appeared for the respondents.

    He asked me pinpointed questions. And before me, mine was serial number 11, I remember, the first 10 were dismissed. First 10 were dismissed, or no one got notice issued. I was there and the respondents didn’t appear. He grilled me for 10 minutes and I was like, why is this guy doing this to me?

    These are poor people. And I was still young. I was just 26, 27 years old. These are poor people, they deserve their thing, unnecessarily this appeal has been filed too after a delay, and the High Court for reasons best known to them allowed the appeal. So after I filed this, he grilled, grilled, grilled.

    Then suddenly I saw an order where he has given me, he has issued notice, and he has written some good things about me like counsel vehemently argued. So these small pleasures of life that you enjoy. You like why you are doing this job. Law is something which is…, I mean, sure monetary aspect is there, but you can’t join this profession, especially litigation if you are just looking at the monetary aspect because more often than not, you will have many clients who cannot afford, but you really wanna help them because ultimately they have no other way to get justice.

    So council practice is very different, and if you’re only looking at the monetary aspect, I would suggest don’t get to council practice that easily unless you have a lot of monetary support.

    I’m pretty sure you must have gone through a lot of these kinds of exciting cases where you not only learn, but others also have learned from you. Can you share your experience about advising the investors and acting as an external legal counsel, especially for drone tech manufacturers, and you are also involved in the agricultural sector, the drone use in the agricultural sector.

    How have you approached that? What kind of due diligence is conducted? The kind of agreements that are made, or how do you actually address the issues or challenges in these legal fees, which are actually emerging industries. How have you gotten into this and how do you see that technology is going to be a change factor for legal practice itself?

    See, tech is coming and everywhere, everything nowadays tech is being added. Legal tech is there. Drone tech is there. The other day I met someone who was into spiritual tech. I don’t know what that means. I dunno what that means but I’m intrigued to know, like you specifically asked about drone tech.

    And actually recently I met another client, which is into anti drone tech. He is like everyone’s making a drone, I’ll make an anti drone. So it’s very interesting what’s going on. Specifically if you talk about agritech in combination with drone tech, a lot of things come in, A, obviously licensing. You can’t just fly a drone.

    You need your DGCA license. You need licensed pilots, you need trained pilots. You need a proper training school. You need to make sure that the data that you are collecting, you have taken consent. Consent is most important. And, the DPDP act, though it has come, the rules haven’t come, so you’re not able to enforce it.

    Some people have already found loopholes. Some people are like, okay, tech as if it is online, I’m gonna write a ticket for it, and then process the data. So unless case laws come, we can’t navigate through all this. A lot of SPDI rules, information tech. Now drones are also flying. Now a lot of times happened like, had an instance scenario where the drone fell and it burned the entire crop.

    Who is liable? Insurance company saying we are not liable to pay because we covered the drone catching on fire and falling while we are not responsible for this crop. And fortunately, unfortunately, everything was dry grass. What do you do? The villagers have tied the pilot who had come to fly the drone.

    They’re not leaving him, giving the money back. So these are complex issues which come around. You have to navigate, you have to get proper insurance and such things. You need to make sure that the testing for the drone is right. The pilot who’s been given the drone is safe, secure, properly licensed.

    The data that you’re using, you have full consent to, not only to collect, but also to monetize it. Otherwise, tomorrow you might have a claim from the landowner who will say, I’m also part owner of this data. Such complications are always going to come. You need to make sure that there’s a proper title towards those drones as well.

    A lot of people imagine that the drone falls where it is, the drone is 10 kilometers away from you. A lot of people take the parts and run away. That also happens. Someone say, this is mine. So security also has to be taken care of. It’s a very niche industry that you need to take care of. I need to also, every time, sit with the founders and see what their vision is.

    Is your job just to spray pesticides through a drone? Covering 20 kilometers? Fair. Is your job also to put an infrared camera and see what is the output of this? Where all is the pesticide spraying, where it is spraying, where the output coming is less or more. All these are important issues which need to ask the founders as to how they are gonna navigate.

    Do they plan on having this and monetizing this, or they just want to set up a company? So all these questions need to ask in accordingly, different, different acts coming. So it has to do a lot with what the founder’s vision is. If you have very low business capacity and very low investment, maybe just a simple drone with the pesticide you will need to  just spray it.

    You wanna go through a high tech process, output data, input data, get every small thing about the crop. Is this crop good, viable? What vegetable should grow there? This all requires a lot of SPDI rules. DPDP rules, information tech rules. A lot of things happen.

    Given your diverse national and international experience, what advice would you offer to legal aspirants entering tech-related fields, especially in terms of necessary qualities, strategic preparation, and managing mental health alongside the demands of a legal career?

      See, obviously, law, especially litigation as a profession, I would suggest only do it if you have the passion for it. And especially when you are independent, like how I am. Work-life balance has no meaning only. If you don’t have work, you’ll be sitting in anxiety.

    If you have work, you’ll be very grateful to God and you’ll work till 4 am also. So for me, I just can’t relate to it. Maybe when I was working in a law firm, yeah. I would say, oh, why am I getting called at 2:00 AM in the night? I don’t wanna work, I wanna sleep. Now I get a call at 2:00 AM the night. Yes, of course I’ll be there.

    So it’s very different perspectives. The day I left and I saw I’m loving what I’m doing, I work any hour because I get that excitement. Until you’re getting that excitement, everything seems like a chore then I mean, you won’t wanna do it as and when you like. So only enter this profession if you have that passion. Second, you have to keep your diet very well, because the problem with this is we are in a desk job.

    This is all a desk job, so use bound to gain weight, especially the way things are out here now. Eating outside, unhealthy, unfiltered, questionable oil food. It’s going to take a toll on your mental health because the only way your physical health is fine is when this is going to be fine. And considering with so much involvement of technology and everything, mental health does take a huge shift.

    So always suggest everyone to keep everything disciplined. Learn to work out for at least half an hour a day. Eat healthy, eat home food. Best part, nothing will happen. If you eat home, you eat puri at home, it’s fine as long as it’s home food. The outside oil you don’t know what’s in there, They’re cooking in the same oil for 10 days.

    Second, obviously the passion has to be there and everything ultimately flows from the Constitution. I have it right here. This is the father of everything, every time you have a doubt. What is this law? I’m not understand. Read from where it has come. It has to come from the Constitution, only the Constitution gives that authority, the power to make that law. So the day you understand Constitutions. All your issues regarding complexity of laws will go and any new law which also comes, you will know how to understand it if you understand the Constitution. So every law student, I always suggest that constitutional law is not just for someone who practices in the red jurisdictions or only the Supreme Court.

    It is for everyone because you could be doing corporate anything, but to interpret that statute, you need to understand the Constitution, and this is the golden rule for everything.

    Get in touch with Anurag Katarki –

  • Beyond the Courtroom: Building The Contract Consultants Around the Heart of Every Business. – Abhinav Kumar Karn, Founder of The Contract Consultants.

    Beyond the Courtroom: Building The Contract Consultants Around the Heart of Every Business. – Abhinav Kumar Karn, Founder of The Contract Consultants.

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

    Could you share the thought process behind starting this consultancy? What inspired the idea, and why did you choose this particular name?

    In an era of prestigious law firms with legendary names, I wanted to create something different, something that directly conveyed our expertise. That’s why I chose “The Contract Consultants.”

    Throughout my career, I realized that contracts are the heart and soul of any business. Well-drafted contracts protect companies from legal expenses, arbitration, mediation, and compliance issues. Businesses that want to excel should prioritize strong contracts.

    Our expertise lies in contracts, and we wanted our name to reflect that. The idea behind this name is simple: you focus on growing your business while we handle your contracts and documentation.

     What challenges did you face in choosing law as a career, especially when your choices were questioned? With 12 years of experience, how has your journey shaped you?

    I’ll keep it brief. I’m originally from Ranchi, and my house was next to the High Court. Seeing lawyers in their black coats from childhood fascinated me and made me admire the profession.

    However, where I come from, law wasn’t considered prestigious, it was often seen as a fallback option. My entire family had a science background, and my brother is a major in the Indian Army. So, my decision to pursue law was unconventional.

    The first challenge was convincing my family. My father supported me and encouraged me to take the AILET exam. Once I joined law school, I realized the vast opportunities the field offers beyond just becoming a judge or starting a practice.

    I studied law at MS Ramaiah College of Law in Bangalore. Moving from a small town to a metropolitan city was a transformative experience. It broadened my perspective, shaped my career choices, and helped me evolve as a person.

    I started in litigation, then shifted to corporate law. Over time, I realized my true passion was making an impact and building something of my own. For me, success isn’t just about financial gains—it’s about standing for what you believe in. My journey has been a gradual process of discovery, with each experience reinforcing my commitment to law.

     Given your expertise in contracts, particularly in e-commerce, what are the most common pitfalls businesses face? How have you helped address them?

     As a lawyer, two crucial questions guide my approach: What? and How?

    E-commerce businesses often make the mistake of copying existing terms and conditions or privacy policies without considering their specific business model. There are different categories: intermediaries, B2C, and B2B platforms, each requiring tailored contracts.

    Some common issues include:

    Dispute Resolution: Many businesses fail to include clear dispute resolution mechanisms in customer-facing contracts.

    Liability Limitations: Companies don’t define liability properly, leaving them exposed to unexpected claims.

    Regulatory Compliance: Ensuring compliance with laws like India’s IT Rules, Consumer Protection Act, and FDI regulations is crucial

    A well-drafted contract should align with the business model, define liability, include compliance measures, and ensure trade secret protection. Boilerplate clauses are everywhere, but strategic customization is what mitigates risk.

    With rapid technological changes, how have you adapted your approach to risk management and contract negotiations?

    Contracts have evolved significantly over the last decade, especially with AI and data privacy regulations.

    Previously, a simple NDA was considered sufficient for confidentiality. Now, contracts must explicitly define data privacy, data breaches, data transfers, and liability for AI-generated outcomes.

    Key changes include:

    Precise Confidentiality Clauses: Defining what constitutes confidential information and outlining penalties for breaches.

    Regulatory Adaptability: Contracts must allow for amendments in response to legal and technological developments.

    Cross-Border Compliance: Understanding GDPR, CCPA, India’s DPDPA, and other international privacy laws.

    Businesses need contracts that are both legally robust and flexible enough to adapt to evolving regulations.

     What key provisions do you focus on when drafting Master Service Agreements for tech companies?

    Many businesses focus on boilerplate clauses (indemnity, liability, termination, governing law) but overlook critical details.

    Commonly missed elements include:

    Auto-Renewal Clauses: If not properly structured, businesses might get locked into contracts they wanted to exit.

    Audit Rights: Allowing unlimited audits can expose sensitive trade secrets and confidential information.

    Scope of Work Clarity: Vague scopes lead to increased work without additional compensation.

    Early Termination Provisions: Without structured termination clauses, companies may be forced to pay the full contract value despite early exits.

    A well-drafted MSA should protect both short-term and long-term business interests while ensuring flexibility.

    How do you ensure contracts maintain clarity and legal safety in new markets with evolving regulations?

    Compliance is all about understanding “What?” (laws and regulations) and “How?” (implementation).

    We conduct gap analyses, risk assessments, and compliance roadmaps to ensure businesses remain compliant. Using a Red-Amber-Green framework, we prioritize urgent risks while addressing lesser risks systematically.

    When entering new markets, businesses must understand:

    Applicable data protection laws (e.g., GDPR, CCPA, DPDPA).

    Cross-border contractual obligations.

    Industry-specific compliance standards.

    We focus on ensuring that contracts align with regulations while maintaining operational flexibility.

    How has ADR (Alternative Dispute Resolution) evolved, and how do you incorporate it into contracts?

    Dispute resolution isn’t just about litigation, it’s about economic viability and preserving business relationships.

    Key considerations:

    Cost-Benefit Analysis: Is the dispute worth pursuing, or would negotiation be a better option?

    IP Disputes: Clearly defining IP ownership in contracts reduces conflicts.

    Confidentiality Protections: Preventing trade secret exposure during audits or negotiations.

    Effective ADR clauses ensure disputes are resolved efficiently, preserving business continuity.

    How do you stay updated with constant legal and regulatory changes?

    It’s about building a habit.

    Weekly Review Checklist: I set aside time to track key developments.

    Webinars & Newsletters: Staying connected to legal platforms and industry experts.

    Peer Discussions: Conversations with colleagues provide fresh insights.

    Being proactive ensures we anticipate legal changes rather than just reacting to them

    Balancing Corporate Life & Mental Well-being

    How do you maintain work-life balance while thriving in a corporate environment?

    Mental well-being is key. Work culture matters more than the company name. A great manager and team make a huge difference.

    Prioritize mental health over money. Financial success is meaningless if you’re mentally exhausted.

    Corporate life isn’t just about earning; it’s about personal growth.

    The best professionals aren’t just technically skilled; they are resilient, self-aware, and mentally strong. 

    Get in touch with Abhinav Kumar Karn –

  • “At the end of the day, if you are not able to deliver in Court, a last name -no matter how famous- will not get you very far.” – Antony R Julian, Founder and Principal at Julian Law Offices.

    “At the end of the day, if you are not able to deliver in Court, a last name -no matter how famous- will not get you very far.” – Antony R Julian, Founder and Principal at Julian Law Offices.

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

    What initially inspired you to pursue a career in law, particularly at a prestigious institution like University College London (UCL)? What factors influenced your decision to choose UCL, and how would you describe your academic and personal experiences there?

    I always wanted to be a lawyer – even before I understood what a lawyer really does. I have no explanation as to why except guessing that it could be the unconscious conditioning of watching my father (Dr. A. Francis Julian – a Senior Advocate), and hearing stories of my grandfather (who was a lawyer in the erstwhile State of Travancore). I was never consciously influenced to take up the profession by my father. All options were always open. My sister (A dentist and a children’s author) and I were encouraged to explore and see where our intellect and abilities would take us – somehow I always found my way back to the Law.

    This clarity (or blinkered view, if you will) allowed me to focus early on where and how I wanted to study law. I was very clear that I wanted to study law abroad. I had set my sights on going to a law school in the USA. The first time I wrote the LSAT, my scores were not too great. So I decided to take a gap year and write it again. The second time I also wrote the LNAT (the UK equivalent of the LSAT). In the second round, I managed a decent score, and also got scholarships to a couple of good universities in the USA. However, my LNAT scores were comparatively much better and I was offered a place at UCL. 

    Prof. (Dr.) C. Rajkumar (Founding Vice Chancellor of O.P. Jindal Global University) was another profound influence on me from early in my life. I’ve known him from my school days when he used to frequent our home as a law student at Faculty of Law, Delhi University. His stellar academic achievements were inspirational and it was something I tried to emulate. He also counselled and mentored me extensively during the law school admissions process. His time then was especially precious as it was around the same time that OPJGU was being established !

    Seeing the historical relevance of the UCL Law Faculty to India (due to some very famous Indian alumnus, including Mahatma Gandhi), I knew this was where I wanted to go. 

    UCL was a completely different experience after a bachelors degree at Loyola. I struggled a bit initially due to the massive amount of self-study required, but managed to get a decent grade. Life at UCL was not limited to lectures and libraries. The university’s location in the heart of London provided countless opportunities to engage with the city’s cultural and social scene. I learnt the law but more importantly, I learnt a lot about life in my three years there. However, as much as I loved the city,  I didn’t envision myself living there in the long term. So I decided to return to India on completion of my degree.

    After completing your law degree, you pursued an LLM in International Dispute Resolution at Queen Mary University of London (QMUL). What motivated you to specialize in this field, and how did your time at QMUL shape your professional trajectory? In what ways has this specialization influenced your career?

    An LLM is often considered as a purely academic pursuit, unsuited and unnecessary for those in Court litigation. That view, in my opinion, could not be more wrong. The practice of law has become greatly specialised. Having technical expertise is necessary and needed to stand out as a lawyer.  Litigation itself is a vast field, and every field of law has its own form of adversarial litigation, whether before a court, a tribunal, or an arbitrator. 

    QMUL has some of the best faculty in the world when it comes to international arbitration, they are not only academics but also full-time practitioners who have practical experience. They had excellent insights to share during the discussions in the tutorials. 

    In the early stages of your legal career, you worked with Mr. Salman Khurshid. What were some of the most valuable lessons and insights you gained from that experience ?

    Working with Mr. Salman Khurshid was a defining experience in my professional and personal life. Mr. Khurshid (Salman Sir to us) is probably one of the most large hearted persons I have had the opportunity of knowing. He is, of course, a very fine lawyer but above all he is a gentleman and a statesman in the truest sense, he embodied dignity, compassion, and the uncompromising need to ensure justice is done. 

    As his chamber member, I got an opportunity to work on a variety of matters – Constitutional, commercial, criminal, arbitrations- before various judicial fora – the Supreme Court of India, various High Courts, NCLT, NCLAT, TDSAT, COMPAT, etc. 

    Days were spent in Court (this was before the advent of virtual hearings), evenings in the Office. 10-12 hour work days were the norm. But the hardest worker in the office was the head of chambers himself. It was often the case that we would prepare copious notes and go to his house late in the evening to brief him for the next day, only to find him reading the files. This was apart from the various responsibilities he discharged as a leader in the Congress party. 

    Being one of the sought after Senior Counsels in Delhi, he was also a generous paymaster, giving all his chamber members a rather generous retainer coupled with regular bonuses. We were also actively encouraged to take on independent matters and permitted to use the office facilities for our own personal practice. 

    Ours was also a chamber that was very diverse. We had chamber members from at least 10 states in India. We also had a higher number of first generation women lawyers than male lawyers. Of the 20 or so chamber members, only 5 (including me) were male and only 2 were second generation lawyers. 

    Among the many lessons I learnt from my five years (2014-2019) at Mr. Khurshid’s chambers, the one I recall the most is that respect can only be earned, never demanded.

    I have tried my best to emulate these important lessons in mentorship and leadership in my practice as well. Of the four three associates I have had the privilege of working with at Julian Law Offices, all are first generation lawyers, three are women lawyers. One of them is presently doing her LLM in the UK.

    Additionally, being a father to two daughters makes me more conscious of the need to ensure the profession is more welcoming to women. If either of them decide to enter the profession, they need more women role models to look up to. 

    What inspired you to establish your own law practice? What vision guided you in founding your practice, and what were some of the key challenges you encountered during this journey?

    Starting my own practice was a natural trajectory of my career path. Being a law practitioner’s son – I had ready access to a chamber at the Supreme Court, I had a network to tap into, I had a well stocked library of commentaries and law reports at my disposal, and most importantly – credibility capital. These, of course, only get you so far. 

    At the end of the day, if you are not able to deliver in Court, a last name – no matter how famous- will not get you very far. Furthermore, the profession is a rather close knit community and any professional mishaps are rarely forgotten. Having a recognisable last name only increases the scrutiny of your conduct in Court. One is judged much more harshly if one comes from a family of lawyers. Reputations built over a lifetime can be destroyed in a day. For every successful second generation lawyer, there are ten who never made it out of their parents’ shadow.  

    One challenge I faced in establishing my practice was to ensure a steady supply of clientele. Practicing solely at the Supreme Court is not feasible unless one has a ‘feeder’ high court from where one can get a steady supply of matters for appeals. 

    This was the reason I expanded my practice to the Madras High Court in 2021. Having a lot of personal and familial connections in the city, it was a natural move. So far the move has proved 

    Furthermore, my wife and I felt it was a better place for our daughters to grow up in, compared to Delhi.

    You frequently represent clients at the Supreme Court of India. What are unique challenges of advocacy at the Supreme Court, and what strategies do you employ to address them?

    Practice at the Supreme Court of India is unlike practice at any other Court in India. Majority of matters filed at the Supreme Court are Special Leave Petitions (SLPs) under Article 136 of the constitution of India – about 93% according to a recent study. Since this is a completely discretionary jurisdiction, there is no certainty of the appeal being admitted.

    The judges hear about 70 SLPs on Mondays and Fridays (the two days designated for hearing fresh SLPs). The average time granted to make your case in an SLP is about 93 seconds. As counsel one is expected to start in medias res assuming the bench has looked through your petition in detail. You have to know exactly what to say, how to say and (most importantly) when to say it. Brevity is the order of the day and there is no room for any oratorical faff. 

    Another important aspect of Supreme Court practice is drafting. Clarity and Concision are essential. The importance of having a short and concise synopsis cannot be stressed enough. If you cannot state your case in one and half pages of double spaced size 14 font, you have an uphill battle. Early in my career, I used to draft long-winded synopses. I learnt the hard way that this rarely works. 

    If one reads biographies of some of India’s greatest litigation lawyers  (MC Setalvad, Palkhivala, Fali Nariman, etc) you will often find that the common thread in their advocacy is brevity – in pleadings and oral advocacy. 

    Your reputation as a Supreme Court counsel is built on the success in getting SLPs admitted. It is also the way to get a foot in the door so that longer oral submissions can be made when both parties are before the Court and the SLP or Appeal (once leave is granted) is heard at length. 

    A good way to build and protect your reputation at the Supreme Court is to never appear in or file frivolous or meritless SLPs. With adequate experience, one can make a reasonably accurate prediction of whether or not an SLP will be admitted. The SLP should either have legal merit or there should be some grave injustice which is apparent. Without either of these, filing an appeal purely at the instructions of a client is unfair to everyone involved – to the Court as it wastes precious judicial time, to yourself as you will cut a sorry figure in Court, and to your client who ends up wasting resources better spent elsewhere. 

    This can be challenging to do, especially early in your career when it can be tempting to take up every case that comes your way (been there, done that!), But over time you realise that your credibility is built not only on the cases you appear in but also those you don’t appear in. As an Advocate, your duty is not only to your client but also to the Court. Considering the heavy burden on Indian Courts, judges never appreciate their time being consumed by meritless cases. 

     As an arbitration practitioner and a member of the prestigious Chartered Institute of Arbitrators London, what are some of the major challenges in arbitration in India?

    Wiser and more experienced minds have spent much ink on the problems and challenges plaguing Indian Arbitration. Suffice it to say that we cannot continue to run arbitration like courts. We need more non-judge arbitrators.

    Another crucial point is that many businesses, particularly in smaller cities and towns, remain unaware of the advantages of arbitration. With cheaper and faster ODR options available, there are now ways to get low value disputes adjudicated in a faster and efficient manner. Furthermore, there is a need for structured training programs to equip practitioners, arbitrators, and legal professionals with specialized skills in arbitration law and practice

    Another major challenge is post award proceedings. Even though most section 34 challenges fail, the rigmarole of challenge and then enforcement makes arbitration a daunting prospect. Even though it is ultimately much faster than a civil court, post award proceedings are a dampener. 

    What advice would you offer to young lawyers aspiring to build a diverse and successful practice? What key skills, qualities, and mindset do you believe are essential for thriving in the competitive and multifaceted legal profession?

    I am still a ‘young lawyer’ by any measure! And, I am still learning how to build a diverse and successful practice. 

    That said, these are three things which I feel have really helped me in in my personal and professional life.  Firstly, cultivate a reading habit. Read widely, especially non-law books. Fiction, non-fiction, history, humour, mystery – there’s something for everyone. As lawyers, we tell stories (strictly non-fiction!), adhering to certain strict rules, but stories nevertheless. Reading greatly improves the capacity to put complex facts in a coherent manner highlighting aspects that are relevant to your case.

    Secondly, building a great network. The importance of building a good network is crucial for lawyers, especially in India where one cannot market or advertise in any way. A great way to do this is to pursue and cultivate interests outside the law – play sports, join a book club, pursue interests outside the law, take an active interest in your local community. 

    Thirdly, find a good mentor. Ideally someone who’s professional qualities you see yourself emulating. And when the opportunity arises, be a good mentor to others as well. I have had the privilege of watching and learning from some excellent mentors. Mr. Promod Nair, Senior Advocate Karnataka High Court, deserves special mention as someone who has been a good friend, mentor, and guide to me. 

    Balancing the demands of a high-pressure legal career with personal well-being is no easy task. How do you maintain a healthy work-life balance ?

    As a litigation counsel, the demands of the profession can be relentless. There are no fixed working hours, the pressure to consistently perform is high, and unlike salaried positions, there’s no guaranteed monthly income — though the expenses remain constant. This makes litigation a high-stress career, often not very kind to one’s mental and physical health. 

    It’s easy to get consumed by the profession, which is why setting clear personal and professional boundaries early in your career is so important. I firmly believe in prioritising rest, family time, and personal interests without guilt. It’s essential to create space for yourself beyond your work identity. Personally, I avoid carrying work home with me. I’d rather stay late, finish what needs to be done at the office, and keep my home a space of peace and relaxation. This helps maintain a healthy separation between professional responsibilities and personal life. 

    Additionally, taking care of one’s physical well-being is equally important. A balanced diet, regular exercise, and proper sleep aren’t luxuries — they’re necessities for surviving and thriving in this demanding profession. Over time, I’ve realised that discipline in these small, daily habits make it possible to build a sustainable, fulfilling legal career – and life. 

    Get in touch with Antony R Julian –

  • “Unlike other professions, law practice is mostly regional and for those aspiring to have a more International appeal, they could, besides pursuing an LLM abroad, consider taking the Bar exams and qualifying in other jurisdictions such as UK, US or Singapore.” – Mohammed Shadaan Saipillai, Founder & Partner at Calibre Legal.

    “Unlike other professions, law practice is mostly regional and for those aspiring to have a more International appeal, they could, besides pursuing an LLM abroad, consider taking the Bar exams and qualifying in other jurisdictions such as UK, US or Singapore.” – Mohammed Shadaan Saipillai, Founder & Partner at Calibre Legal.

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

    Having over two decades of experience and initially coming from a commerce background, what inspired you to pursue a career in law? How has your commerce degree influenced and complemented your legal career?

    It was because of my commerce degree and my evolved liking towards company and commercial law modules, that I decided to pursue law. Pursuing law degree was never in the scheme of things until the final year of my commerce degree in the year 1997. While my friends were wanting to make progression by pursuing MBA, I chose to be different and decided to tread the uncharted territory. I aspired to become a first-generation lawyer and started preparing for the law entrance exam with a lot of dedication. To be able to compete with thousands of law degree aspirants and to successfully pass the entrance examination in the open category, made me more confident in pursuing law as my career. By pursuing a full time 3-year commerce degree from The New College, University of Madras and thereafter, 3-year law degree from Government Law College, Madras, I believe I was able to take advantage of both the degrees to full extent. Further, my law degree helped me learn company and commercial law modules in greater detail with in depth learning of not just the statutes but also the jurisprudence behind them as well as the settled judicial precedents.

    Your LLM in International Finance from Queen Mary University of London undoubtedly played a pivotal role in shaping your approach to corporate law. How did this advanced education enhance your ability to advise multinational clients on cross-border financial and regulatory matters? What made you choose Queen Mary University, considering its prestigious reputation?

    I completed my law degree and enrolled in 2001. My plan initially was to join a good senior counsel to learn and practice on the litigation side. I joined the office of Mr. G. Masilamani, Former Advocate General of Tamil Nadu and Addl. Solicitor General of India. After two years of litigating in courts, I joined a leading National law firm (Chennai office) in the year 2003 to pursue my interest in corporate and commercial law practice. Although I was harbouring the desire to pursue my Master of Laws (LLM), I was too busy working and got around to take the bold decision much later in 2010. I had already put in over 9 years of experience and was a Senior Associate in the law firm. It was a strategic decision for me to pursue LLM to get out of my comfort zone and better my chances of being promoted to Partner position. Pursuing LLM at Queen Mary University of London (QM) was one the best decisions that I made. I chose QM for many reasons including: (i) it is one among the Russel Group of Universities, (ii) highly ranked for law, (iii) renowned faculty, and (iv) centrally located in London. The whole experience living in London and learning from the best faculty was a rewarding experience. And when I returned to India, equipped with an LLM from QM and based on my past work experience, I found there were a lot more opportunities with other National law firms coming my way. Fourteen years later, LLM degree still comes in very handy especially when working on cross border mandates dealing with foreign counsels including inhouse General Counsels (GC’s) as it adds to the credibility and enhances the international appeal. As more and more Indian organisations look at expanding their businesses abroad, I am able to benefit domestic clients seeking assistance in foreign jurisdictions through leveraging on the foreign lawyer contacts across the globe developed at QM.

    Throughout the early stages of your career, you gained invaluable experience working with both national and international organizations. Can you share some of the defining moments or key experiences that significantly contributed to your deep understanding of the law and propelled your career to such remarkable heights?

    Be it working with Senior Counsel as a junior advocate, to working for leading law National firms as Partner, to working in the US for a top tier firm for a few months, each and every experience has been a great learning experience for me. Working for Holland & Knight LLP in Atlanta, Georgia, as a foreign lawyer trainee, afforded me the opportunity to work within a team of 30 lawyers on a large M&A transaction. This opportunity gave me a deep insight on the hard-working culture among lawyers in the US. Through my experiences spanning 24 years working for law firms to eventually founding Calibre Legal, I believe I have done the full circle and I have learnt important values including adhering to good professional ethics, hard work and client satisfaction. 

    As the Founder and Managing Partner of Calibre Legal, you have not only built a successful law firm but also positioned it as a leader in the industry. What motivated you to take the bold step of starting your own firm, and how have you witnessed the legal landscape evolve, particularly in Chennai?

    Having joined a law firm in 2003 when the concept of law firms was at a nascent stage in Chennai, I have witnessed the evolution of the legal landscape from close quarters. Chennai clients were predominantly relying on senior counsels and individual litigating practitioners. However, this scenario has changed leaps and bounds. With newer legislations including amendments to existing statutes, coming into force and with the focus shifting towards compliance and good corporate governance, clients are realising the importance of seeking legal advise prior to entering into any transaction to protect themselves from future litigation rather than approaching an advocate when they have already landed in legal issues. Further, the clients are increasingly realising the importance of working with a team of lawyers in a law firm enabling them to avail end to end legal support across diverse practice areas. As regards starting Calibre Legal, having already put in 18 years of experience and with a passion to provide National law firm standard legal service in a boutique set up to the MSME sector companies, I believed that it was the right time to set up Calibre Legal in the year 2019. Our founding principles are (i) Responsive – emphasising on client satisfaction embracing high levels of Partner accessibility and responsiveness, (ii) Resourceful – engaging dedicated professionals to achieve client objectives, and (iii) Reliable – building strong client relationships through providing commercially oriented reliable legal solutions. Our focus is always on our clients and their expectations and due to their invaluable testimonials, Calibre Legal has been ranked in the recent past by leading International agencies such as India Business Law Journal (IBLJ), Asian Legal Business, Legal 500 and Chambers and Partners. 

    As a qualified Solicitor of the Supreme Court of England and Wales, your dual qualification is a testament to your exceptional legal acumen. How has this unique qualification enhanced your ability to advise clients across multiple jurisdictions, and how do you navigate the complexities of bridging the differences between Indian and English legal systems in your practice?

    London is a leading jurisdiction for International arbitration involving International Chamber of Commerce Rules of Arbitration and is relevant in cross border transactions. Being dual qualified helps significantly especially considering my desire to collaborate with UK based solicitors and barristers to help domestic clients seeking appropriate recourse in the UK. Considering the commonality in common law jurisdiction plus with an LLM degree from the UK, qualifying as a UK solicitor was a natural choice. And because of this qualification, I am not just assisting domestic Indian companies with cross border transaction but also being retained by middle-east based organisations to assist with resolution of International commercial disputes.

    You’ve advised high-profile clients such as Firstinsight Technologies and GP Strategies, guiding them through India’s intricate regulatory framework. Can you share some of the key challenges you faced while helping these multinational corporations establish operations in India and how you effectively navigated these challenges with your vast expertise?

    One of the significant concerns for any multinational company (MNC) is to be able to navigate through the complex legal landscape in India. Typically, the GC or inhouse legal team of any MNC would reach out to a law firm in the local jurisdiction to advise them in relation to, amongst others, the foreign direct investment, tax implications, the various RBI compliances, reviewing employment law contracts and policies from an India law perspective. Assisting MNC’s in relation to setting up operations in India are one of the Firm’s core practice area. With our vast experience in hand holding MNC’s, we are able to anticipate their concerns and queries and are able to provide them the right legal advise and assistance. Labour and Employment laws is another area of concern as an organisation cannot simply hire and fire an employee who is in the workman category. For one of our MNC clients looking to terminate the services of an employee suspected of financial irregularities, we assisted them through providing them end to end legal support in drafting a detailed show cause notice, advising them on the due process and until the employee voluntary resigned from employment. This was a sensitive matter for them and we were advising their HR team based out of Singapore and the GC based in the US in addition to the key officials based in India. 

    One of your significant client mandates involved advising RX Ventures LLC in relation to a commercial dispute with an Indian entity. Given your exceptional track record in dispute resolution, what were the primary challenges in this project, and how did you utilize your expertise to address these effectively, ensuring a successful outcome?

    Dispute Resolution and litigation is another core area of our practice. The way we approach litigation is that we use it as a last resort to get the parties to the negotiating table to resolve their dispute. No client, particularly an International client, wishes to engage in protracted litigation as it is time consuming and expensive. When RX Ventures LLC (RXV), which is a US based company, approached us to recover a substantial sum of money outstanding from an Indian entity, we advised them on the recourse available including under the Insolvency and Bankruptcy Code and under the Commercial Courts Act. These laws are a big boon to businesses and ensure that the disputes are resolved in a time bound manner. Based on the circumstances of the case, we advised RXV regarding initiating proceedings under the Commercial Courts Act (Act) and filed an application for Mediation under the Act. The Mediation process went on for 3 months and at the end of it, the parties reached a settlement and the settlement money was recovered by our Client in less than 6 months. Our client had initially thought that it would take several years to recover the money and was pleasantly surprised at how quickly he could recover the outstanding payment.  

    As a respected member of both the Bar Council of Tamil Nadu and The Law Society in the UK, your career has undoubtedly set a high standard for others to follow. What advice would you give to aspiring law students who dream of achieving an international legal career like yours? What resources do you rely on to stay ahead of industry developments, ensuring that your knowledge remains cutting-edge?

    Aspiring law students must bear in mind that law practice is akin to playing a test match cricket as opposed to a T20 game. There are no short cuts and they must be prepared to put in a lot of hard work and work towards learning the nuances of the profession and law with patience and perseverance in order to achieve success. Unlike other professions, law practice is mostly regional and for those aspiring to have a more International appeal, they could, besides pursuing an LLM abroad, consider taking the Bar exams and qualifying in other jurisdictions such as UK, US or Singapore. As regards keeping oneself abreast with legal developments, in addition to updating oneself on case laws, it would help to subscribe to various International legal directories including IBLJ, Legal 500, Chambers and Partners, Legal Era and Mondaq. With the increasing role of Artificial Intelligence, research has become a lot easier but it is important to take time out to read and update oneself. 

    Balancing the demands of a highly successful legal career with personal life is no small feat. Your ability to thrive in both areas is truly inspiring. How do you manage to maintain a healthy work-life balance while ensuring that both your professional commitments and personal life are equally prioritized?

    Rather than work-life balance, I like to call it work-life integration. It is all about prioritising on what is important at that point in time and giving your 100% to the task at hand. In addition to work and family, it is important for legal professionals to ‘externalise’ themselves that includes attending and speaking at conferences and being part of networking organisations as these help with building client contacts. Further, I strongly believe in the ‘Givers Gain’ philosophy that only when you give back to the society generously – whether it is time, knowledge or support, you ultimately receive more in return. I have recently founded and working towards strengthening ‘Startup LEAP’, which is a non-profit legal aid programme to help provide information and guidance to those beginning their entrepreneurial journey. I also volunteer my time at Anjuman-E-Himayath-E-Islam, which is an orphanage with over 800 children and also serve as part of the leadership team in a couple of social organisations including my alma mater, Don Bosco Egmore school alumni association. 

    Get in touch with Mohammed Shadaan Saipillai –

  • Balancing Courtrooms and Corporate Governance: A Lawyer’s Journey to Building a Multi-Faceted Legal Career. – Akshay Goel, Founder of A. G. & Associates.

    Balancing Courtrooms and Corporate Governance: A Lawyer’s Journey to Building a Multi-Faceted Legal Career. – Akshay Goel, Founder of A. G. & Associates.

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

    We would love to learn more about the mentoring work that you do with the NGO called Youth Against Injustice Foundation and how you ended up co-authoring a book at such a young age. With your 13 years of experience, we would love to know more about how you ended up pursuing law and what motivated you to make that choice.

    Thank you for this opportunity. To begin with, I am a first-generation lawyer. There are no lawyers in my family; everyone in my family is an engineer, so in a way, I’m the rebel because they wanted me to pursue engineering, but I chose law instead. Due to peer pressure, I was made to choose PCM (Physics, Chemistry, and Math) in my 11th and 12th. However, after my 12th, I decided not to pursue engineering.

    The reason behind this was that I lost my father at a very young age, and during that time, I realized how complicated things could get. For instance, even obtaining a death certificate and managing the transfer of the bank accounts was full of issues. At the post office, they updated my mother’s name with a different spelling, so we had to run to court to get an affidavit declaring that both names referred to the same person.

    That experience became a trigger point for me. I realized that this profession needed me, and I should do something to help others who face similar issues. That’s when I decided to pursue law. I joined the LLB course at Pune Law College, Bharatiya Vidyapeeth University, and after completing my LLB, I was fortunate enough to start my career with a lawyer in Defence Colony, who gave me a lot of freedom. I was allowed to argue cases from day one, and that support really helped me gain confidence.

    Within five or six months, I was handling my own independent case before the Delhi High Court. It was a writ petition, a service matter, and I had promised myself that I would never take on service matters. But ironically, my first independent case was in service law. I won the case, which gave me a major boost in my career. I started getting more independent cases, and in 2012, I joined the LLM evening course at ILI. I was juggling my time between court, the office, and college, but it gave me confidence that I could do a lot with the limited resources I had.

    After completing my LLM, I became an independent lawyer and started working with companies on a retainership basis. I then thought about starting my own law firm that could help young lawyers and mentor them, so they could have the kind of opportunities I didn’t get when I started. I’ve been mentoring interns and associates, making sure that they learn from the work they’re given and aren’t just there for a certificate. I try to teach them the practical nuances of law because most of the interns come for short periods, so it’s important to make the most of that time.

     That’s an inspiring journey. We also want to understand your decision to pursue an LLM. It’s often said that once you’ve completed law and are doing litigation, there’s no need to pursue further studies. How did that decision enhance your presence in the legal fraternity?

    From the beginning, I’ve had an inclination towards teaching. I used to help teach my junior batchmates during my LLB days. So, I decided to pursue an LLM, and I wanted to study at the best institute. I didn’t want to give up on my litigation practice either because that’s where my passion lies—appearing in courts. There were only two institutes in Delhi offering evening LLM courses—ILI and DU. I chose ILI because it’s one of the best in India, and the fact that it’s backed by the Supreme Court of India was an additional attraction.

    I got selected after giving an entrance exam, and that gave me the chance to meet people from various backgrounds, including batchmates who were IPS officers, IAS, and IRS officers. It was fascinating to see how they were at the top of their careers but still pursued further education. The guest lectures from renowned personalities, including Supreme Court judges, were another highlight.

    What I also learned during my time at ILI was how to handle pressure. Before joining ILI, I was someone who would always complete my work ahead of time. But during this course, I learned how to manage last-minute work, which has really helped me in my career today, especially when I’m under time constraints in the legal world.

    That’s a great lesson on adapting to time pressure. Moving on, we’d love to learn more about your law firm, which functions both as a litigation and consulting firm. Many people often think that law firms are either litigation-based or consultancy-based but not both. How have you managed to maintain this balance in your firm?

    My partner, who is also my wife, is a company secretary, and she handles the consultancy side of things, while I focus on the litigation and legal aspects. We’ve divided the work based on our strengths. Clients generally approach law firms for legal services like case representation, agreement vetting, or intellectual property filings, while for consultancy services like company registration or secretarial work, they tend to approach professionals like chartered accountants or company secretaries.

    Since my wife is a practicing company secretary, she handles all the consultancy work, and I can focus on litigation. We’ve managed to portray our firm as a one-stop solution for all business needs, from company incorporation to winding up, taxation, secretarial compliance, and more. We also provide a virtual CFO service to startups and assist with funding rounds, negotiations, and business proposals.

    The difference between litigation and consultancy is that while lawyers can provide legal consultancy, a consultancy firm provides a full package, handling everything from audits to legal opinions and business strategy.

    It’s clear that you’ve built a successful partnership. What inspired you to start your own firm so early in your career? What challenges did you face in the beginning, and how did you navigate them?

    I started my firm before I even got married. The inspiration wasn’t my wife—though she has been incredibly supportive—but I wanted to establish a law firm and take it to new heights. The challenges I faced initially were tough. Many people had promised to give me work, but they backed out. It was a very low phase, and I had invested all my savings into setting up the office. I started off getting only two or three cases a month, which was not enough to cover my expenses.

    But slowly, I built relationships with people who helped me get more cases. Social media actually played a big role in my early success—I got my first big client through Facebook. From there, the business grew. I also did pro bono work, which helped with word-of-mouth marketing.

    During the COVID-19 pandemic, business came to a standstill, but within two to three months, I was back on my feet and getting clients again. Despite having associates, I still prefer to be in court and actively involved in the work. Hard work and dedication have definitely helped me in growing my firm.

    After marrying my wife, the consultancy side of our firm expanded, and now we have offices in the GCC region as well. Our services have grown, and we now provide solutions across multiple jurisdictions.

    Keeping all that in mind, we would like to move forward and understand more. You are also an empaneled advocate for Punjab National Bank and IIFCL, that is, India Infrastructure Finance Company Limited. Could you share some key challenges that you face while representing these public sector organizations, especially in both litigation and corporate matters? What have you encountered, and how have you managed or made a roadmap for overcoming these challenges?

    I’ve been handling their litigation work, not the corporate work of those banks and financial institutions. The challenge I face is that we always have to be on our feet. The trick I’ve learned is that I should do the work before they ask me to. They follow up with me, and because I do not wait to be asked, I stay ahead. I have learned that diligence is key, especially when working for these organizations. I make sure to handle all drafting and compliances well before the court hearings. Additionally, I make sure to follow up with them to get everything done on time.

    It’s difficult to get things moving in government organizations because many approvals are required. So, I ensure that I get the necessary approvals early, so things can be done ahead of time before the court registry and the date comes up. One of the things I’ve learned working with them is how the financial sector works, especially how loans are given and the challenges of repayment. Many people come to court blaming the bank or financial institutions, saying they were not properly informed or their documents were not handled correctly. It’s challenging to manage these cases, but I try to be diligent in ensuring everything moves forward smoothly.

    You have a booming litigation practice, but you’re also an independent director, registered with the Independent Director Database. How do you manage all of this? How did you end up taking this role, and how do you guide the companies with corporate governance and ethics, particularly as an outsider? How do you influence them to be more ethical and oriented toward better corporate governance practices?

    I got my start as an independent director in 2014. I was appointed as an additional director at a company, and that’s how I got my director identification number. I helped them with diligence, corporate governance, and everything happening within the company. Later, I wasn’t a director for 2-3 years, but then I was appointed as an independent director for a company getting listed. However, I had to resign because I couldn’t pursue litigation cases while being an independent director, and I felt it was limiting my ability to perform my job fully.

    When the Independent Director Database came about, I registered myself, and during the COVID period, when courts were closed, I qualified for the exam and later received opportunities to be an independent director for a couple of companies. I assist them with all their compliance needs, such as forming committees, handling labor issues, and guiding them through necessary legal updates. For example, I worked with a manufacturing company that had unskilled and skilled laborers. They weren’t aware of changes to daily wage norms, so I helped them avoid potential legal scrutiny.

     With your booming career and all the work you’re doing, you also teach as a guest lecturer at Dharmshastra National Law University. How do you engage with the students and bridge the gap between theoretical knowledge and the practical application they will encounter in their legal careers?

    When giving guest lectures, I teach them both theoretical and practical aspects. For instance, when teaching them about pleadings, I don’t just explain the theory behind it—I give examples of how this particular order or section is used in court. I teach them how to draft and file applications, the basic nuances to keep in mind while drafting pleadings. I provide formats and give hands-on experience so they can understand how this works in practice.

    I also teach them about client counseling, jurisdictional nuances, and the practicalities involved in court cases. For example, I teach them about the pecuniary jurisdiction in Delhi, explaining that cases below ₹3 lakh are filed before the civil judge, while cases above ₹3 lakh go before the District Judge and those above ₹2 crore go directly to the High Court. I also focus on the Commercial Courts Act, explaining how things like recovery suits were impacted after its enactment.

    You have extensive experience and are heavily involved in international arbitration bodies such as DIAC, MIAC, and the Young ICCA. How has your participation in these institutions impacted your practice, and what role do you see these organizations playing in the field of commercial arbitration?

    I’ve recently got attached to these institutions, so I don’t have hands-on experience yet. However, I can see how they are helping institutional arbitrations move forward. Previously, ad hoc arbitrations were handled by retired judges, but now these institutions are also paneling advocates as arbitrators, which gives a faster, more efficient way to handle cases.

    A new aspect that’s coming into play is emergency arbitration, which became prominent after the Future Group case. These institutions provide a platform for urgent interim orders, which helps expedite matters when needed. While I haven’t had hands-on experience yet, I am looking forward to becoming more involved in the future.

    You also balance your professional life with being a part of the NGO Youth Against Injustice Foundation, where you’re committed to social justice. How do you manage your time for all your professional responsibilities and still find time for social causes?

     I manage my work-life balance by taking family trips regularly. Every month or two, I make sure to take some time off, go on a trip, and spend time with my family, especially my children. This helps them not feel neglected despite my busy schedule.

    Regarding my work with the NGO, we focus on helping people involved in false rape cases and those who face difficulties registering FIRs. We also mentor students, providing them with knowledge about the legal aspects of pursuing cases related to harassment or abuse. I assist the NGO in guiding victims through the legal system and help create awareness.

    You’re truly making an impact in many spheres. As we conclude this interview, could you offer some advice for law students or professionals who aspire to follow in your footsteps, whether in litigation, corporate law, or social justice?

    My advice would be to dream big and be patient. If you want to succeed in litigation, take it step by step. My first five years were all about learning the basics. The next phase was about building a client base. And now, in the third phase, I focus on growing my practice and ensuring success.

    I’d advise law students to be patient and go through these phases. The first five years should be focused on learning and building knowledge. Once you get clients, you’ll need to know how to handle them and offer the best services. Do not enter this profession solely for the sake of earning. The journey may be slow at first, but once you start earning, the possibilities are endless. Focus on knowledge, and the success will follow.

    Get in touch with Akshay Goel –

  • “Withstanding pressure, paying close attention to detail, building relationships, staying focussed and the virtue of “giving more than you take”, in the initial years are most important.” – Utsav Mukherjee, Founder of The Law Offices of Utsav Mukherjee.

    “Withstanding pressure, paying close attention to detail, building relationships, staying focussed and the virtue of “giving more than you take”, in the initial years are most important.” – Utsav Mukherjee, Founder of The Law Offices of Utsav Mukherjee.

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

    What motivated you to choose law as your career, and what factors influenced this decision? How did your time in law school further fuel your passion for the field and shape your aspirations moving forward?

    Back when I decided to pursue law, I did not know what exactly my career graph would look like. I just knew that I had some of the characteristics and skills which lawyers require. I was a voracious reader. I was a deep thinker. And I was a good communicator. Writing and speaking well came naturally to me. Law school was an interesting experience. I prioritized building relationships from my early days. Right from my internship days. In fact, some of my good friends and professional connections today are people who I met while interning with different law firms and offices. So my passion for law grew as I interned with different law firms and offices. I enjoy deep research and writing as much as I enjoy public speaking, and therefore, I thoroughly enjoyed my internships, as well as extra curricular activities in law school. My confidence grew further when I represented my university in National Moot Court Competitions, and Model United Nations. 

    In the early stages of your career, as you worked with various lawyers and law firms on landmark cases, what was your experience like? What moments or particular cases helped deepen your understanding of the law and shaped your approach as you were learning the ropes? Is there a particular experience you’d like to share with our readers?

    The early days of my professional journey, working with different chambers and firms, were indeed a grind. In the very beginning, you have to do a lot of grunt work. Yes, you have to understand the nitty gritties of legal procedures and filings. You initially learn to take notes meticulously, manage files, communicate efficiently with senior colleagues, office staff and clients. It’s only after this stage that you start getting more interesting work. I had an advantage in the sense that I worked with very small setups initially, so bigger responsibilities like drafting pleadings, briefing senior counsels and court appearances came to me sooner. In fact, in a little more than a year, I was managing client portfolios and cases myself. One of the chambers that I worked with had an interesting “anchor” system, which meant that every case was assigned to a particular associate, who was the “anchor” on that matter, and was almost entirely responsible for that case. I believe this is the best way for seniors to manage their offices, and younger lawyers to “learn the ropes” quickly. 

    Some of the cases that really broadened my understanding of law, its formation and application were landmark constitutional matters. This included matters like the petition challenging the constitutionality of the “Marital Rape Exception” and the petition seeking recognition of “Same Sex Marriages”. While working on these petitions, I got the opportunity to dive deep into various laws, including the Constitution itself, family laws, criminal laws, civil laws, property laws, public laws, citizenship laws and most importantly interpretation of statutory provisions by courts, and the courts’ take on laws made by the legislature that may otherwise seem to infringe upon fundamental rights, or violate the Constitution. These experiences helped me in handling other civil and commercial matters as well. Later on, when I shifted to Singh & Singh Law Firm LLP, the intellectual property law firm, originally founded by Hon’ble Justice Prathibha M. Singh and the Learned Senior Advocate Mr. Maninder Singh, the base that I had built in civil, commercial and constitutional laws, enabled me to pick up IP practice and its fundamentals rather quickly.  All of this eventually compounded and enabled me to kickstart my own practice in Intellectual Property, Tech, Regulatory & Commercial Laws. 

    At Singh & Singh Law Firm LLP, you worked on a number of significant intellectual property cases, such as those involving counterfeit products and trademark infringement. What challenges did you encounter when dealing with unknown defendants and e-commerce platforms? How did your experience in these cases shape your approach to cases involving intermediary liability and technology laws?

    That’s an interesting question. Acting against unknown defendants, especially counterfeiters, is a real challenge, for both aggrieved companies and the courts. This is because counterfeiters operate in an incredibly stealthy manner. There was one particular case, where we were representing a large pharma company, against unknown counterfeiters, who were listing counterfeits of our clients’ products on Flipkart. We fondly refer to unknown defendants in IP cases as Ashok Kumars, the Indian equivalent of “John Doe”. These Ashok Kumars would use the names and GST numbers of actual businesses, without their consent, to put up listings of counterfeits of our clients’ products. When our client went to the addresses of those businesses, they found out that their names and GST numbers were being misused by nefarious counterfeiters. These counterfeiters operate through a vicious nexus, and it becomes virtually impossible to trace them. So now the question is, what can be done in such cases? 

    When we approached the court, the first defendant in our lawsuit was “Ashok Kumar”. The second was Flipkart itself, and then we impleaded the businesses whose names and GST numbers were being misused. We got an injunction from the court, preventing the unauthorized usage of our client’s trade marks, and uploading of counterfeits on Flipkart. The court directed that whenever our client would inform Flipkart about any counterfeit listings, Flipkart would take down the listings within 24 hours of receiving the information. Further, both our client and Flipkart would file monthly compliance affidavits, with details of the listings reported and taken down. So this order was a step in the right direction, as intermediaries like Flipkart are normally only obligated to take down anything unlawful once they get a court order for each listing. Special orders like the one I’m telling you about are passed when there’s rampant and uncontrolled unlawful activity taking place on a platform, like the counterfeit listings. After this order was passed, we pressed that directions should be issued to Flipkart to take more proactive steps to prevent the listings of counterfeits on its platform, in light of the PUMA judgment. The case is still going on. All this information is available in the court orders available publicly, and articles reporting on them. 

    When handling domain name disputes before WIPO and NIXI, what critical factors should a business consider before pursuing a complaint or defending one? Can you walk us through a recent case you’ve managed in this area?

    There are a couple of factors that need to be seen in such cases. One is regarding registration of the “domain name” as a trade mark. A domain name is also a trade mark. Hence, like other trade mark disputes, the party which has prior adoption and prior registration is at an advantage in such cases. Another factor that is seen is the intent behind the usage. Is it honest? Or is it dishonest usage to come closer to someone else’s brand name, to deceive customers?

    The domain name dispute that I dealt with recently was quite interesting. It was with regard to cyber squatting. Cyber squatting is when someone registers a domain name without any intention of using it. Now why would someone do this? So that they can profit, when someone else who genuinely wants to use that domain name for their website comes forward, and is compelled to buy it from the cyber squatter. So I represented the genuine user against the cyber squatter. And we were able to settle the dispute in favour of our client. We were able to exert significant pressure because of the fact that our client’s trade name, which was the same as this squatter’s registered domain name, was already registered as a trade mark in more than 30 countries. 

    With growing global concerns about privacy, how do you guide clients in the tech and fintech sectors to ensure compliance with GDPR and other data privacy laws? Could you provide an example of a recent case where your team helped a client navigate privacy and regulatory challenges, especially with emerging technologies like blockchain or cryptocurrency?

    Well, we start with the basics. Having a solid privacy policy in place. GDPR compliance is essential. Now that the enforcement of the DPDP Act is also around the corner, we need to make sure that we address that as well. We advise companies to also have privacy compliant agreements with vendors and other stakeholders, to prevent any breaches of sensitive data. We advise them to have responsible data protection officers and effective grievance redressal mechanisms in place that are in compliance with privacy laws. 

    When it comes to Cryptocurrency and Blockchain technology clients, we have advised them extensively on KYC regulations, Anti Money Laundering Regulations and Counter Finance Terrorism Regulations. Since a lot of these exchanges are set up in places like the British Virgin Islands and the Cayman Islands, compliance with the regulations that I’ve mentioned is essential in these jurisdictions. We also tailor their terms and policies accordingly. It really is fascinating. 

    As businesses increasingly operate on an international scale, how do you address cross-border IP and commercial law challenges, particularly for clients in highly regulated sectors like pharmaceuticals or fintech? What strategies do you use to ensure compliance with both Indian and foreign regulations?

    It’s indeed true that businesses are increasingly operating on an international scale. Very recently, a client has approached us for IP filings and enforcement in several countries. One of the best mechanisms that we use for international IP filings is the Madrid Protocol. It allows an applicant to file for trade marks in several countries through a single application. So, one can file for trade marks through this mechanism in all the countries that accept Madrid filings. They just need a registered trade mark in one country as the base application. Although Madrid filing is expensive, it is still much more cost efficient than filing directly at each country’s national IP office, when you’re filing in several countries. Many large product based companies, such as pharmaceutical ones, operate in multiple countries, and such mechanisms are very helpful for them. 

    Although you can file through Madrid in several countries, the applications are eventually forwarded to the national IP offices of each country, where the registries may possibly raise objections, or third parties may file oppositions. To deal with such scenarios, we have a wide network of local IP counsels in several countries. We also utilize this network in case a client wants to file in a country that does not accept Madrid. 

    So that’s just international IP filings. Our network stretches across Asia, the Asia Pacific, Eurasia, Europe, Africa, the Middle East, Latin America and North America. I’ve met many of the fantastic IP counsels and firms in these countries personally, in the course of work and at international IP conferences. As far as contract drafting and advising on compliances for international clients is concerned, we do it ourselves, and rope in our affiliates and international partners across the globe for fine-tuning and on ground requirements. 

    What unique legal challenges do startups face when incorporating companies in India or abroad? How does your firm tailor its legal advisory to meet the specific needs of startups, especially in industries like e-commerce, technology, and fintech?

    Startups, particularly tech startups, have diverse legal needs. One of the key stages where they require counsel is when they’re negotiating contracts with investors. They have to be very careful, not to relinquish control, and having a lawyer carefully draft their contracts and guide them in negotiations is crucial. Of course, having their IP in place is also essential. Many startups actually want us to apply for their IP at the very outset, as it helps them display authenticity and secure investments.  One interesting, recent experience that I had, was drafting the contracts for an ed-tech startup, entering into a collaboration with another education company, to co-brand and offer courses to their customer base jointly. It was interesting as we had to draft the IP related clauses very strategically, to protect the interests of our client, in this co-branding venture. 

    Then, we also help them have appropriate policies in place and contracts, for employees, particularly with regard to confidentiality concerns, remuneration and benefits. If you’re asking me particularly about tech and fintech startups, we also advise them on specific regulations that apply to them, such as RBI regulations, NPCI regulations, the IT Rules, privacy regulations and the like. 

    Given your extensive experience, what advice would you offer to aspiring lawyers and law students who wish to build a rewarding and successful career in law?

    I would say that this line of work requires a lot of patience, persistence, development of a thick hide, and a knack for understanding business as well as you understand the law. Withstanding pressure, paying close attention to detail, building relationships, staying focussed and the virtue of “giving more than you take”, in the initial years are most important. I also developed most of these traits over a passage of time,  and am still growing. So I understand that it’s no cakewalk. One must keep at it. 

    Maintaining a balance between a high-pressure legal career and personal well-being is something many professionals struggle with. How do you manage to keep a healthy work-life balance, ensuring that both your professional commitments and personal life thrive without one overshadowing the other?

    I don’t think this part is as hard as people make it out to be. Legal professionals are busy every day of the week. But as they grow in their careers, they get more control over their time. So it’s for you to make the most of your spare time, and manage your waking hours efficiently. I allot some of my spare time to fun activities that also contribute to my professional growth, such as going to social events, or making episodes for my YouTube Channel, called the “Utsav Mukherjee IP & Tech Law Show”. I also go sightseeing whenever I attend conferences in other cities or countries. I enjoy reading and also watch a nice movie or two over the weekend. 

    Get in touch with Utsav Mukherjee –

  • “India is at a critical crossroads vis-à-vis intellectual property (IP) as artificial intelligence (AI) and digital technologies reshape global businesses and transactions.” – Anant Prabhuchimulkar, Founding Attorney at Frigg & Snotra.

    “India is at a critical crossroads vis-à-vis intellectual property (IP) as artificial intelligence (AI) and digital technologies reshape global businesses and transactions.” – Anant Prabhuchimulkar, Founding Attorney at Frigg & Snotra.

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

    A legal career can hold different meanings for different people. What inspired you to pursue law as a career, and what was the driving force behind your decision to take this path? How did your journey through law school further ignite your passion for the field and shape your motivations for the future?

    My journey to law began against the backdrop of family tradition pointing elsewhere. Three successive generations of civil engineers in my family (including both my parents), had established a legacy in public service and infrastructure – particularly, water supply,  a cause to which both my father and grandfather had committed a large portion of their lives. While I was tempted to lean into this “flow” state, following them into a set career as an engineer working in infrastructure or environmental sciences, my interests as a student actually leaned towards aerospace engineering and all things space-related. 

    Frankly, it was my grandmother who ultimately inspired my legal path, and acted as a guiding light. It was in the late 1940s that she had graduated with a law degree from Government Law College, Mumbai (then-Bombay) having lost a few years to the Indian freedom movement. She continued to maintain kinships with notable alumni like Soli Sorabjee and Nani Palkhiwala whom she had met in study groups – on occasion she would narrate several anecdotes about them and their time at law college. Soon after graduating however, she chose family life over a demanding legal career – a decision she later expressed regret about before passing in 2024 at age 97. Despite never having practiced law as a member of the Bar, her legal training permeated her daily life. Her sharp wit, articulation and ability to debate confidently at length with eminent personalities and champions of industry left me with profound respect for the legal profession and even fostered a sense of reverence for litigating lawyers. There was something meaningful about pursuing a career she had not been able to follow. 

    Law school quickly dispelled my romantic and innocent notions about legal practice. No number of anecdotes or choice phrases could replace the intellectual rigour and stamina required for law school. Law school demanded a sharpened focus and genuine eagerness to learn, qualities that developed gradually during my studies. What transformed my experience were approachable professors, commercially relevant courses and real-world internships that revealed how legal strategy truly functions in practical application. 

    I became particularly interested in dissecting and analysing business structures and strategies in the form of case studies, similar to investigative journalism. I was taken in, almost jonesing on the access to information that legal training provided me –  corporate filings, audit reports, public disclosures – told compelling stories that captivated me more than fiction. This fascination further accelerated me towards corporate law, built on the fundamental understanding of how legal frameworks shape industries and business strategy. 

    After completing your law degree, you chose to pursue a master’s from Durham University, United Kingdom. Given the number of esteemed institutions offering similar programs, what made Durham stand out as the ideal choice for you? Could you share how your experience there enriched both your academic and professional journey?

    Choosing Durham University for graduate school was an easy decision. As one of the UK’s ancient universities alongside Oxford, Cambridge and St. Andrews – often collectively referred to as “Doxbridge” – Durham offered prestigious academic standing with its #4 UK ranking that year. This was a deciding factor as I was only looking for universities in the UK. Further, having missed application deadlines for Oxbridge, Durham represented excellence within my available options. 

    Another important consideration for me was the collegiate system at Durham that really attracted me – with each college maintaining its distinct history and culture. My acceptance to Castle College, Durham’s founding and oldest college was particularly transformative for me. The “Castleman” culture, shaped by centuries of tradition, encouraged by academic excellence and strong professional camaraderie was an unmatched value addition. Studying within a medieval castle – one that had served as a filming location for Harry Potter was an immersive experience in itself. Formal dinners in historical halls and galleries complete with ceremonial or academic gowns, connected learning to centuries of scholarly tradition. 

    Academically, Durham provided the perfect platform for refining and deepening my skills in commercial law. A key highlight was being taught Mergers & Acquisitions by Shaun Goodman, a Kirkland & Ellis’s London partner – easily one of the sharpest minds I had encountered. His nuanced perspective and practical insight into corporate acquisition strategy, execution modes and financing structures were invaluable. This blend of theoretical depth and real-world commercial application, prepared me for complex high stakes legal transactions that were around the corner for me in law firm life. 

    The Durham experience extended beyond coursework – instilling qualities that continue to shape my professional approach and work ethic: focus on analysis over verbosity or precedent, adaptability in unique situations, collegiality in professional relationships, and a broader sense of purpose and achievement in legal work. These elements remain foundational to my practice today.

    In the early stages of your career, you had the privilege of working with several prestigious law firms, including Cyril Amarchand Mangaldas and Trilegal, as well as co-founding Digi-Smart Technologies. What were the pivotal learning moments during these formative years that not only deepened your understanding of the law but also set you on the path toward excellence in your profession?

    My early years across law firms provided a crucible which forged my practice. At Trilegal, I was immediately thrust into representing a major multinational technology player interested in strategic acquisitions across the Indian tech sector as well as a USD 100 billion+ AUM private equity fund – both deploying approximately USD 8 billion in capital across Indian markets over a spread of deals in distinct sectors within aggressive timelines. This experience, building upon my foundational two years of private equity experience at Desai & Diwanji, revealed that excellence in complex high stakes transactions requires more than technical proficiency; it demands strategic vision that anticipates challenges before they materialize. 

    What proved invaluable to me was navigating these transactions with a lean, efficient, high performing team united by shared principles – rigorous work ethic (read: hard work), unwavering integrity and meticulous attention to detail. It became clear to me that the quality of collaboration often determines transaction success more definitively than individual brilliance. The diversity of perspectives and backgrounds among the exceptional professionals I worked with expanded my own professional toolkit exponentially, teaching me that legal solutions emerge not just from following set precedent but from creative problem solving. Our camaraderie naturally also seeped into our personal lives and I can’t underscore the importance of maintaining strong friendships while working in high stress settings.  

    At Cyril Amarchand Mangaldas, assisting on a private equity buyout of a major education provider across the preschool to K-12 segment while simultaneously handling my first listed acquisition – a control deal in the highly regulated cement sector revealed the multidimensional nature of complex transactions that intersect with governance, policy and public interest. Both these matters inter alia required synchronising national, state, local and international regulatory frameworks while identifying inconsistencies between them. Dissecting legal risks several financial quarters in advance and advising on mitigation strategies and pragmatic solutions and structures. This experience crystalised my understanding that superior deal counsel must operate as regulatory cartographers – mapping jurisdictional and legislative complexities while charting clear paths forward.

    Having worked at prominent law firms, such as Cyril Amarchand Mangaldas and Trilegal, what motivated you to transition into an in-house role with Euronet Worldwide, Inc? How did you perceive the cultural shift between working at a law firm and being part of a corporate in-house team, and how did your responsibilities evolve in this new environment?

    My transition to an in-house role at Euronet was driven by a fundamental desire to participate in business strategy and decision making from inception rather than merely documenting or assisting with decision already made. While law firm practice offered technical depth, I found myself increasingly drawn to the strategic questions that precede formal legal engagement. Having already done a masters’ degree, an MBA seemed excessive and unaffordable and I had often heard inhouse roles being equated to an MBA education.

    The cultural shift from law firm to inhouse was stark and multidimensional. In private practice, client interactions typically begin after commercial parameters are already established – the classic “deal is agreed in principle between principals, now it’s the lawyers job to document it” scenario. At Euronet, I experienced the inverse, legal counsel became integral to opportunity identification, market entry strategy and risk assessment months or even years before external counsel may be engaged or a term sheet even considered. This shift from a reactive to proactive counsel demanded developing “commercial intuition” – the ability to anticipate business or revenue implications beyond legal analysis.

    This perspective aligns with what a senior partner at a previous firm I worked at once described as the evolution from “legal technician to business strategist”. It took a lot of effort to create trust for counsel to be seen as business enablers rather than gatekeepers, but once this trust was established, the rewards to the company and stakeholders were self-generating.

    During my time at Euronet, the Asia-Pacific business presented unique opportunities, requiring legal support for double-digit growth across diverse markets in South East Asia and the Middle East in addition to India. To meet these demand, I worked to innovate our legal function along with leadership by establishing what I saw as a “quasi law firm” within the corporation, treating stakeholders as clients and legal team as service providers. We deliberately recruited attorneys with top-tier law firm experience from AZB, CAM and SAM who could maintain technical excellence of legal practice while developing commercial acumen and who had the necessary temperament and soft skills required to work in a fast paced multi-cultural international environment. 

    While Euronet was a NASDAQ listed US corporation operating in over 100 countries operating for nearly 30 years, I found that negotiating with technology giants such as Google, Amazon, Apple and Microsoft that were significantly larger and well-resourced required a dual perspective that included understanding not just contractual terms, commercial motivations and regulatory landscape but also strategic negotiation and cultivating perseverance. Collaborating with state owned enterprises, government bodies, DISCOMs, utility providers, SMEs and startups conversely required a different brand of lawyering.

    Perhaps most rewarding was leading compliance and product counsel functions under the guidance of senior leadership. This involved direct and close interaction and engagement with regulators, LEAs, industry bodies and policy forums. The work often required pioneering approaches for fintech products with no established regulatory blueprint and involved constantly navigating regulatory grey zones with an informed view.

    Ultimately, the transition taught me that exceptional in-house counsel must balance technical expertise with commercial pragmatism while maintaining integrity at all times.

    What inspired you to establish your own practice, and what vision did you have for Frigg & Snotra? Were there any significant hurdles or obstacles you faced during the establishment of your practice, and how did you overcome them to build it into what it is today?

    The inception of Frigg & Snotra emerged from a vision to create something fundamentally different in India’s legal services offering – a boutique practice that integrates legal expertise with strategic business advisory. Having worked both in prestigious law firms and as in-house counsel, I observed a persistent gap between pure legal advice and practical business implementation, particularly in technology, financial services, media, and emerging sectors. Our mission became building that crucial bridge between legal and commercial.

    The name “Frigg & Snotra” was chosen from Norse mythology, symbolizing wisdom, foresight, and prudence – qualities we believed essential for modern legal practice. This foundation reflected our commitment to delivering counsel that looks beyond immediate legal questions to anticipate future challenges and opportunities.

    Though we are only six months into this journey, the early stages have been both challenging and illuminating. As fundamentally a first-generation lawyer establishing an independent practice, the challenges were immediately apparent. The regulatory framework governing the legal profession in India places significant and legacy hurdles on marketing unlike other mature legal markets such as the United States of America – Bar rules prohibit lawyers from advertising or marketing services in ways that other professionals take for granted. This restriction made traditional client acquisition strategies impossible, requiring creativity in building reputation and visibility through relationship development.

    Financial uncertainty was perhaps the most daunting aspect in the early months. Unlike established firms with predictable revenue streams, we faced the constant challenge of irregular payment cycles, with some clients delaying payments by 60-90 days or more. There is also the running risk of clients utilizing work product – detailed legal opinions or transaction documents – or taking them to other lawyers for execution without paying for the intellectual input. This has necessitated implementing a system of setting up advance payments and developing clear engagement terms that protect our interests while remaining client-friendly.

    Building a client funnel without traditional marketing channels has demanded persistence and ingenuity from day one. We are focusing on creating specialized knowledge capital in emerging domains like fintech regulation, digital businesses, and cross-border transactions. This expertise-first approach is slowly but gradually attracting clients facing complex challenges that commodity legal services can’t adequately address.

    Perhaps most challenging in these initial months has been establishing credibility as a new entity. We’re addressing this by adopting an agile, client-centric approach that emphasizes responsiveness and personalized attention that larger firms can’t match. This is beginning to build the trust that I hope will transform one-off engagements into lasting relationships.

    We’re still at the beginning of our journey, with much growth ahead, but by remaining adaptable to evolving client needs while maintaining unwavering ethical standards, we’re working to transform these early challenges into the distinctive characteristics that will define our firm and practice in years to come.

    Given your extensive experience in advising on complex IP license transactions, how do you foresee the future of intellectual property evolving in India, especially in the context of global transactions, and in light of emerging trends in AI and digital technologies? 

    India is at a critical crossroads vis-à-vis intellectual property (IP) as artificial intelligence (AI) and digital technologies reshape global businesses and transactions. As an advisor to technology companies for over a decade, I see several key developments in the near to mid-term future. India’s traditional IP framework anchored principally by the Patents Act, 1970 and the Copyright Act, 1957 was not designed for the AI era, creating significant gaps in protection, ownership and liability. The question of who owns AI-generated content remains particularly contentious and we are yet to see lasting judicial clarity on the subject (while several matters have already reached Indian courtrooms they are at no level of conclusion). 

    The Indian Patent office currently maintains that purely AI-generated inventions lack patentability. Considering the explosive growth in the use of AI for instance in life sciences, this approach is particularly concerning for AI-based IP inter alia in areas such as diagnostics, disease identification, drug and clinical trials where big data from healthcare providers, medical workers, hospitals, researchers and patients can be used to develop innovation, leaps and bounds quicker than using non-AI methods. A stable IP protection framework in this sector also has to be balanced with public access considerations. There is a general awareness over the critical role algorithms play in a data centric world. However algorithms and software currently face patentability challenges in India unless they demonstrate practical application within specified devices.

    Harmonised IP protection is essential for cross border transactions. Even for emerging tech startups, a strong patent portfolio is one of the first items that provides investor surety that the company or team is working on a unique subject matter or value proposition. India may need to create entirely new IP mechanisms specifically designed for IP innovation – this is in line with recommendations of the parliamentary standing committee on commerce. 

    India has already done significant work on incentivizing startups to formally protect their IP and be an active participant in the patent ecosystem by creating fee exemptions or subsidies as well as providing for expedited processing times for startups as India prepares for an unparalleled wealth creation era. Some work still remains in bridging the legislative or judicial uncertainty in IP on emerging technologies. For businesses navigating this shifting landscape, I recommend ensuring robust contractual protections and safeguards for proprietary information and trade secrets, while parallelly monitoring policy developments. Corporations irrespective of scale may also actively engage (as industry stakeholders) with policymakers and legal experts to problem solve sector specific issues and concerns, with the ultimate goal of optimizing the emerging IP framework and striking a balance between clarity, protection and innovation. 

    Over the course of your distinguished career, what is one key lesson or insight that has stayed with you, and how has it shaped your professional journey? What advice would you give to younger professionals aspiring to build a career like yours, and what resources would you recommend for them to stay ahead of the curve in today’s fast-evolving legal landscape?

    The most effective lawyers are those who position themselves at the intersection of legal expertise and business or commercial strategy. Legal counsel viewed in isolation rarely delivers optimal value. The ability to contextualize legal advice within commercial or existential realities facing clients transform regular counsel to indispensable advisor. 

    To borrow from Mr. Cyril Shroff, “Modern practice requires to be multilingual – fluent not just in law but in the language of business, technology and risk management”. 

    Another valuable habit is cultivating client empathy – the ability to genuinely understand your client’s motivations, constraints and unspoken concerns. This is a dimension of legal practice that cannot be automated or outsourced to artificial intelligence and remains the foundations on which exceptional legal careers are built historically, and will continue to be in the future. 

    If I was a younger legal professional I would embrace the technological transformation that is quickly reshaping legal practice. Tools such as lexum.ai, jurisphere.ai etc are simply the beginning. In terms of resources, I recommend looking beyond legal sources and engaging with trusted publications such as HBR, Mckinsey Quarterly and The Economist. For personal knowledge development, there is a wealth of knowledge based podcasts, and most podcasting platforms have great algorithms that guide self-discovery and often lead to deeper and meatier discussions. I find Business Wars by Wondery a great podcast to follow. Separately, I often use Google Scholar to read academic papers in emerging domains rather than an article and typically find more nuanced takes on issues. I use Notion to track my own learning and development.

    The legal profession is known for its demanding nature, often making it difficult to maintain a work-life balance. As someone who has achieved great success in your field, how do you manage the pressures and responsibilities of your career while also prioritizing your personal well-being?

    Me opining on work-life balance is like the Hindenberg calling someone a “hot mess”. The profession’s reputation for demanding schedules is well earned particularly in transactional practice where client emergencies and deal timelines often dictate rhythms and sleep cycles. However, lawyers maintaining work life balance isn’t an oxymoron like “affordable housing in Mumbai”. It just requires strategies slightly more sophisticated than explaining to your partner why a client call at 4 AM constitutes “quality time”. 

    Early in my career, looking at my seniors, I embraced the conventional wisdom that success required superhuman dedication – that sleep was optional and black coffee was a superfood. My “work life balance” consisted of consolidating closing documents while at a colleague’s wedding, hoping that I could catch his next one without a deliverable. I once found myself lugging a laptop up a mountain, choosing to carry it to review an SSPA offline instead of a camera tripod that I desperately needed to capture a view that I had trekked several hours to photograph. 

    My evolution towards sanity has involved several realizations: First, I have established my personal constitutional rights – non-negotiable elements that even the most demanding clients or matters cant amend. Every persons non-negotiables are different. For some it is morning exercise routines that are non-negotiable, for others it is playtime with their children or partners. A great irony I’ve noticed is that the most creative solutions to complex problems have emerged not during midnight office sessions but while watching terrible reality television or some other mundane activity constituting a break. Taking breaks actually improves critical thinking to the ire of legal purists. 

    The legal profession’s reverence for precedent shouldn’t extend to destructive work habits. Just because generations of lawyers before us sacrificed personal well-being on the altar of professional advancement doesn’t mean successive generations must continue this dubious tradition. Like typewriters and smoke filled cabins, some precedents deserve to be overruled. 

    The verdict? Balance isn’t perfectly achievable, but sanity is possible with boundaries, perspective, and the occasional ability to laugh at our profession’s most absurd demands.

    Get in touch with Anant Prabhuchimulkar –

  • “For young professionals aspiring to establish a career in commercial litigation and high-stakes legal matters, my foremost advice would be to develop a strong foundation in key legal areas and cultivate the appropriate mindset to navigate the complexities of this profession.” – Pranav Gupta, Founder of PG Law Offices.

    “For young professionals aspiring to establish a career in commercial litigation and high-stakes legal matters, my foremost advice would be to develop a strong foundation in key legal areas and cultivate the appropriate mindset to navigate the complexities of this profession.” – Pranav Gupta, Founder of PG Law Offices.

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

    With your remarkable expertise across multiple areas of law, including Insolvency & Bankruptcy Code, White Collar Crimes, and Real Estate Laws, what initially inspired you to pursue a career in law? Looking back, could you also share how your internship experiences and time in law school influenced and shaped your decision to delve deeply into these complex legal fields?

    My inspiration to pursue a career in law stems from a deep-seated passion for justice and the dynamic nature of legal practice. However, my journey into the intricate fields of Insolvency & Bankruptcy, White Collar Crimes, and Real Estate Laws has been profoundly shaped by the remarkable mentors and experiences I have had along the way.

    I have been fortunate to have Mr Sumant Batra as my guru, under whose guidance I had the privilege of working at Kesar Das & Associates. Learning the nuances of the Insolvency and Bankruptcy Code under his tutelage was a transformative experience, reinforcing my commitment to mastering this ever-evolving field. His intellectual acumen and visionary approach continue to inspire me.

    Additionally, Senior Advocate Mr Abhimanyu Bhandari has been a role model for me, and I greatly admire his exceptional legal acumen and courtroom presence. The invaluable guidance of Mr Pulkit Deora & Mr Aditya Shankar Prasad has also played a pivotal role in my professional growth, particularly in navigating the complexities of IBC.

    My formative years in law school were further enriched by exceptional internship experiences under some of the finest legal minds in the country. I had the privilege of working under Senior Advocates such as Mr Salman Khurshid, Mr KTS Tulsi, and Mr Vivek Tankha, among others. Their mentorship not only honed my legal skills but also instilled in me the discipline, diligence, and perseverance required to excel in this profession. Their unwavering commitment to the law has always motivated me to strive for excellence.

    Looking back, these experiences have not only shaped my legal career but have also reinforced my belief that law is not merely a profession but a lifelong pursuit of knowledge, advocacy, and justice. I remain committed to contributing meaningfully to the legal fraternity, continuously evolving with the ever-changing landscape of law.

    During the early stages of your career, as you worked with various prominent law firms, what key experiences helped refine your understanding of specialized areas like Intellectual Property, Insolvency & Bankruptcy, and other subjects? How did these formative years contribute to honing your skills and preparing you to tackle high-profile cases in these areas?

    During the early stages of my career, I was privileged to work with some of the most esteemed legal professionals, and these experiences played a pivotal role in refining my understanding of specialised areas such as Intellectual Property and Insolvency & Bankruptcy.

    My interest in Intellectual Property law was sparked during my time at the chamber of Mr Salman Khurshid, where I had the distinct opportunity to work on a personal legal matter of his. This exposure provided me with invaluable insights into the intricate nature of IPR disputes and their strategic nuances. I was particularly fortunate to have the guidance of his associates, including Mr Aadil Singh Boparai, former Additional Advocate General of the State of Punjab, who ensured that I remained actively engaged in complex IPR matters. Their mentorship deepened my appreciation for the field and solidified my interest in intellectual property rights.

    Similarly, my passion for Insolvency & Bankruptcy law developed during my tenure at IVY Law Offices. It was there that I had the privilege of briefing and observing stalwarts such as Mr Abhimanyu Bhandari and Mr Sumant Batra on IBC matters concerning prominent real estate giants. This first-hand exposure to high-stakes insolvency proceedings not only enhanced my technical knowledge but also sharpened my strategic thinking and advocacy skills in this domain.

    These formative years were instrumental in shaping my legal acumen, allowing me to develop a structured, analytical approach to handling complex cases. They provided me with a strong foundation, preparing me to navigate high-profile matters with confidence and precision. Looking back, these experiences have not only influenced my career trajectory but have also reinforced my commitment to excellence in these specialised areas of law.

    After working with esteemed law firms, what motivated you to establish your own practice? Were there any significant hurdles or challenges that you faced while setting up your firm, and how did you overcome them? Additionally, what was your vision behind taking this significant step in your career?

    From the very outset of my legal career, I harboured a strong desire to work for myself, but I was conscious that before taking such a step, I needed to gain a thorough understanding of the law in specific areas. My time with esteemed law firms provided me with invaluable exposure, but I always knew that establishing my own independent practice would allow me to shape my professional journey in a way that aligned with my aspirations.

    One of my foremost motivations for starting my own practice was my ambition to establish myself as an arguing counsel. I believed that stepping into independent practice was the ideal way to hone my advocacy skills and take on more significant litigation roles. Throughout this journey, I have been fortunate to have the unwavering support of my seniors, including Mr Aaditya Shankar Prasad, and my loved ones, who have always encouraged me during challenging times.

    Of course, the decision to leave a well-salaried job to venture into independent practice was not an easy one. The financial uncertainty that comes with such a transition is daunting, but I was fortunate to have a few clients from my very first job, which provided me with a foundation to build upon. Instead of being deterred by the challenges, I remained focused on specific areas of law—particularly Insolvency & Bankruptcy and Real Estate disputes—that would allow me to generate work and grow my practice strategically.

    My vision has always been clear—to establish myself as one of the finest litigation lawyers in the fields of IBC and Real Estate disputes. I am committed to continuous learning, refining my advocacy, and making a meaningful contribution to these specialised areas of law. The journey so far has been demanding yet deeply fulfilling, and I look forward to further strengthening my expertise and reputation in the years to come.

    Your extensive expertise in Insolvency and Bankruptcy (IBC), particularly in cases involving companies such as Earthcon Universal Infratech and Unity Group, UNIBERA CIRP,  and other CIRP cases have been widely recognized. From your experience, what are the most common challenges that businesses and creditors face in these proceedings? How do you adapt your approach to each unique case to ensure the best possible outcome for your clients?

    My experience in handling Corporate Insolvency Resolution Processes (CIRP) for companies such as Earthcon Universal Infratech, Unity Group, UNIBERA CIRP, and several other real estate insolvency cases has provided me with deep insights into the challenges faced by various stakeholders, particularly creditors.

    In real estate insolvencies, homebuyers and operational creditors often emerge as the primary victims of the litigation process. The insolvency framework, both legislatively and judicially, has traditionally prioritised financial creditors, leaving operational creditors in a precarious position. One of the most pressing challenges they face is their exclusion from the Committee of Creditors (CoC), which consists predominantly of financial creditors. This exclusion severely limits their ability to influence resolution plans, often resulting in minimal or, at times, no recoveries at all. The disparity in treatment has led to persistent concerns regarding the fairness of the insolvency resolution process and calls for reforms to ensure a more equitable distribution of assets among all stakeholders.

    Each case presents its own set of complexities, and my approach is always tailored to achieve the best possible outcome for my clients. For operational creditors, the key lies in strategically asserting their rights within the existing legal framework while pushing for a more balanced interpretation of insolvency laws. This often involves challenging unfair treatment before tribunals and courts to ensure that their interests are not completely disregarded. For homebuyers, the focus remains on maximising recoveries through structured legal strategies and advocating for resolutions that safeguard their investments.

    Navigating insolvency proceedings requires a combination of legal expertise, strategic foresight, and a deep understanding of financial intricacies. My goal is always to bridge the gap between legal provisions and practical realities, ensuring that my clients—whether operational creditors, homebuyers, or other stakeholders—receive the strongest possible representation to protect their interests in an otherwise complex and often unfavourable system.

    You have handled several high-profile money laundering cases before the PMLA. Could you share the most challenging white-collar crime case you’ve dealt with and how you navigated the intricate legal challenges involved? What strategies did you employ to ensure a successful defense?

    As a legal practitioner handling complex white-collar crime cases under the Prevention of Money Laundering Act (PMLA), confidentiality and discretion are paramount. While I cannot disclose specific details due to the sensitive nature of these matters, I can broadly share that I have worked on several high-profile cases, including a widely publicised airline scam, two major bank fraud cases, real estate-related laundering matters, and a case involving a prominent political figure who was a former Chief Minister of a state.

    Each of these cases presented unique challenges, particularly due to the interplay of multiple statutes, cross-border transactions, voluminous financial records, and the rigorous scrutiny of enforcement agencies. Navigating such intricate legal complexities required not only a deep understanding of PMLA but also a strategic, multi-faceted defence approach.

    Under the guidance of my esteemed seniors, I gained invaluable experience in tackling these high-stakes matters. The key to an effective defence in PMLA cases often lies in meticulously dissecting financial trails, challenging procedural lapses, and ensuring that the fundamental rights of the accused are upheld throughout the proceedings. A proactive approach—combining thorough legal research, forensic financial analysis, and strategic litigation—was instrumental in mounting a strong defence.

    Beyond the legal technicalities, these cases reinforced the importance of adaptability and precision in white-collar crime litigation. Each matter provided a profound learning experience, further honing my expertise in handling intricate financial crime cases and reinforcing my commitment to delivering the highest standard of legal representation in this challenging domain.

    As a legal advisor to CREDAI and with your extensive experience in real estate advisory, what do you consider to be the most pressing legal challenges facing the real estate sector in India today? How do you foresee the sector evolving, especially in terms of legal reforms and challenges in the coming years?

    As a legal advisor to CREDAI and someone who has been deeply involved in real estate advisory and litigation, I have witnessed first-hand the evolving legal landscape of the sector. From the outset of my legal career, I was drawn to real estate law, and my expertise in this domain led to independent advisory roles for several prominent developers. Today, I have the privilege of advising over a dozen builders, guiding them through the intricate legal framework that governs this critical industry.

    The real estate sector in India faces a myriad of legal challenges, many of which stem from regulatory uncertainties, compliance burdens, and financial complexities. One of the most pressing issues is the interplay between multiple laws—such as the Insolvency and Bankruptcy Code (IBC), the Real Estate (Regulation and Development) Act (RERA), the Arbitration and Conciliation Act, the SARFAESI Act, the Negotiable Instruments Act, and various criminal laws—each of which plays a significant role in real estate disputes. Developers often find themselves entangled in prolonged litigation, particularly in insolvency matters, while homebuyers and other stakeholders struggle with delays in project delivery. Ensuring a balanced approach that protects consumer rights while providing a viable legal framework for developers remains a crucial challenge.

    In my role as an advisor to CREDAI, I have handled high-stakes cases worth billions of rupees, appearing before the Hon’ble High Court and the Supreme Court of India. These experiences have reinforced my belief that the real estate sector holds immense potential for growth, provided that both developers and policymakers work in tandem to create a more transparent and efficient regulatory environment. The government must take proactive steps to streamline approval processes, enhance dispute resolution mechanisms, and promote investment-friendly policies. At the same time, developers must ensure strict compliance with legal frameworks to build credibility and sustain long-term growth.

    Looking ahead, I foresee significant legal reforms aimed at strengthening investor confidence and addressing the structural bottlenecks that often hinder real estate development. Countries like the UAE, particularly Dubai, have demonstrated how robust legal frameworks and government support can drive infrastructure growth and urban development. India must follow a similar trajectory by fostering a legal environment that encourages both domestic and foreign investments while ensuring fair treatment of all stakeholders.

    For young lawyers, the real estate sector presents a strong foundation in the early years of practice. Given its interdisciplinary nature, I strongly recommend mastering key legal areas such as IBC, RERA, arbitration, SARFAESI, the NI Act, and criminal law, all of which are extensively utilised in real estate litigation. The sector is not only financially rewarding but also offers immense opportunities for those willing to navigate its complexities with diligence and expertise.

    With your extensive and diverse experience in the legal field, what advice would you offer to young professionals who aspire to build a successful career in commercial litigation and high-stakes legal matters? What skills or mindset do you believe are crucial for excelling in these challenging areas of law?

    For young professionals aspiring to establish a career in commercial litigation and high-stakes legal matters, my foremost advice would be to develop a strong foundation in key legal areas and cultivate the appropriate mindset to navigate the complexities of this profession. Building meaningful professional relationships, working diligently during law school, and dedicating oneself to internships are essential elements in laying the groundwork for a successful legal career. Engaging in continuous internships, contributing to legal scholarship through writing, and staying updated with the latest judicial developments are indispensable practices for any law student. These endeavours not only refine legal skills but also provide a competitive edge in an ever-evolving field.

    To young lawyers, including those at the early stages of their careers, I would offer similar guidance—work with diligence and identify an environment where your skills and aspirations align. Understanding one’s own strengths and capabilities is crucial, as is recognising when and where to apply them effectively. Strategic application of one’s abilities at the right stage can make a significant difference in professional growth and success.

    For those entering this field, I strongly recommend gaining proficiency in statutes that frequently intersect with commercial disputes, such as the Insolvency and Bankruptcy Code (IBC), the Real Estate (Regulation and Development) Act (RERA), the Arbitration and Conciliation Act, the SARFAESI Act, the Negotiable Instruments Act, and relevant provisions of criminal law. A thorough command of these statutes not only enhances legal acumen but also equips aspiring litigators with the requisite tools to handle complex financial and contractual disputes with confidence and precision.

    Furthermore, it is imperative to acknowledge that, in the legal profession, financial success should not be the primary objective. Instead, establishing a strong reputation through dedication, resilience, and unwavering commitment to the practice of law is of paramount importance. Recognition and professional success follow those who invest in their craft with sincerity and perseverance. It is through consistent effort, integrity, and expertise that one truly distinguishes oneself in the legal profession.

    Commercial litigation and high-stakes legal practice present immense opportunities for those willing to embrace the challenges. With the right mentorship, a commitment to continuous learning, and a strategic approach, young lawyers can carve a distinguished career in this demanding yet highly rewarding field. True success, recognition, and a lasting reputation are achieved not by seeking shortcuts but by consistently demonstrating excellence, ethical integrity, and an unwavering dedication to the law.

    Given the demanding nature of your legal career, balancing professional responsibilities with personal well-being can be challenging. How do you manage to strike a harmonious balance between your professional and personal life, and what strategies do you use to ensure both aspects thrive without compromising either?

    Balancing professional responsibilities with personal well-being is indeed a challenge in the legal profession, given its demanding nature. However, I firmly believe that a good lawyer must not only excel in their practice but also take care of every aspect of life to ensure long-term success and fulfilment.

    For me, achieving this balance starts with mindful time management and setting clear priorities. While my professional commitments require unwavering dedication, I make a conscious effort to nurture my personal life as well. Travelling is something I truly enjoy, as it allows me to disconnect from the routine, gain new perspectives, and return with renewed energy. Spending quality time with my parents and staying in touch with loved ones are also essential aspects of my life, as they provide emotional support and grounding amidst a busy schedule.

    Additionally, I have always been eager to meet new people and engage in social interactions, as I believe that meaningful conversations and diverse perspectives contribute immensely to both personal and professional growth. Beyond work, I ensure that I dedicate time to my physical well-being through regular exercise and sports, which help in maintaining focus, reducing stress, and enhancing overall productivity.

    Ultimately, I believe that a well-rounded approach to life is key to excelling in the legal profession. By staying connected with loved ones, pursuing interests beyond work, maintaining a healthy lifestyle, and embracing new experiences, I strive to ensure that both my professional and personal life thrive without compromise.

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