With over 14 years of experience, do you consider law to be a planned choice for you? What was your motivation to pursue this field?
It was certainly not the case in the beginning. Back in the early 2000s as students of a government school, we didn’t know any better than doing engineering. However, once I started giving the entrance examinations, I realised that I’ll not make it into the elite government institutions, and I felt it would be a waste of time, money, and effort to graduate from a mediocre university. Around this time, a friend mentioned he was taking law entrance exams, which was news to me—I hadn’t known that law colleges had entrance exams! This was pre-CLAT, so each university had its own exam, and deadlines for many had already passed. Among the remaining options, I was waitlisted at a National Law University, which led me to consider alternatives. By this time I became really passionate about Law, Polity and Jurisprudence. I got an admission in DES Law College, Pune and loved it so much that I did not even try elsewhere. Rest, as they say, is history.
With more than a decade of experience across different sectors, what inspired you to focus on mediation as an additional vertical in your office? Could you share a specific example from your mediation practice where you successfully navigated a particularly challenging dispute?
Mediation is a relatively new vertical in my chambers. I was selected for mediation training by Samadhan – the Delhi High Court Mediation and Conciliation Centre in 2019 but only qualified in 2022. No, I did not flunk! The pandemic years delayed the process.
My interest in mediation grew as I witnessed how timely intervention by expert mediators resolved issues without prolonged litigation. If you follow the news, mediators are being appointed in various disputes including between governments.
There are many complex mediations and each brings its own unique challenges. Family disputes are often emotionally charged, while corporate disputes tend to involve parties digging their heels in and refusing to change their positions. However, most rewarding mediation for me was one where I got the matter settled between a Music Company and a Government Department. Government officials are often reluctant to settle, fearing accusations of corruption. Navigating this case was challenging due to the power imbalance between the parties, but through structured dialogue over multiple sessions, we managed to salvage the relationship and reach a mutually beneficial agreement.
During your early years of practice alongside senior advocates, what key lessons did you learn that significantly shaped your legal career?
My first office taught me the importance of efficiency and understanding all aspects of practice. In a boutique law firm, it is easy to be inundated with work and get burned out. from drafting to filing, handling registry objections, getting matters listed, and even standing in for seniors. This experience made me self-sufficient quite early on in my career.
My second office is where I actually felt mentored. Just like me, my senior was also a first generation advocate. When I asked him about which specialisation or field of law should I concentrate on, he told me to “Just be an Advocate” and the clients will determine what they want to engage you for. Working with a senior advocate taught me the art of strategy and patience. Observing his approach to complex cases, I learned that thorough preparation and clear communication are crucial. These early experiences instilled a respect for detail, discipline, and the importance of upholding integrity in advocacy.
You also undertake legal-aid activities. How has your experience with the Delhi High Court Legal Services Committee influenced your perspective on access to justice for marginalised communities?
It has been a rich and rewarding experience. My work with the Delhi High Court Legal Services Committee reinforced my desire for inclusive access to justice. Through this role, I’ve seen firsthand the hurdles that marginalized individuals face. The idea is to ensure that legal aid to the poor is not poor legal aid. Recognizing that equitable access to legal assistance is essential for a fair justice system has deepened my commitment to pro bono work.
Having argued various landmark cases and the most recent of them being Balaji Exim v. Commissioner, CGST reported in 2023 (73) G.S.T.L. 350 (Del.). Can you share a few insights with us regarding the key legal principles involved in your approach to the case?
I don’t think one can plan to get any landmark case. In each case, one should keep an open mind and look at the issue thoroughly from all angles. In Balaji Exim, a critical point was upholding procedural fairness in GST adjudication. The department was implementing a constricted reading of the law in case of Input Tax Credit by denying the recipient benefit because of an ongoing investigation against the supplier. We argued that suspicion cannot be a ground for denial of credit. The court agreed and observed that the accusation of availing fake credit by the supplier could not be a ground for rejecting the petitioner’s refund application of ITC unless it is proved that the petitioner has not received the delivery of goods or had not paid for them. Our approach aimed to balance statutory interpretation with principles that prevent arbitrary power.
After working with various Law Offices for 4 years you established your own practice. What motivated this transition and what were the initial challenges that you faced?
There’s never a perfect time to go independent; it’s a leap of faith. As long as one is learning and growing, it’s natural to stay associated with an office. However, at some point of time, we must ask ourselves the hard question. Do you wish to climb the corporate ladder of a firm or fly solo? I was very clear that I enjoy being the counsel the most and that is the most important thing for me. It helped that my senior allowed me to take up my own matters so the transition was not so sudden.
I started my chambers with a total of 3 good clients. So the initial challenge was to get more clients and make enough money to sustain the people who have decided to be part of your whimsical dream. I spent all my savings on setting up the office and it would have been very easy to call it quits. Fortunately, the staff was cooperative and clients also spread word of mouth. After some years, the next set of challenges emerge which is hiring the right people and putting processes in place so your ability to do everything on your own does not become an inefficient obsession.
How do you stay updated on the evolving dynamics of Indirect Tax Laws, such as GST, Customs, Central Excise, Service Tax, FEMA, Foreign Trade Policy, Anti-Dumping Duty, and related regulations, particularly from an international perspective?
Indirect tax is just like any other field of law that requires you to go through recent decisions, amendments and government notifications. The only issue is that these are far more frequent when compared with the traditional fields. Therefore, staying updated involves a multi-pronged approach—regularly reviewing amendments, studying landmark judgments, attending seminars, and engaging with professional networks globally. The practicing advocates of CESTAT also have a very helpful WhatsApp group for new developments in the field. Additionally, I try to follow developments in international politics, as these often influence policies domestically.
As the founder of your law chambers, how do you ensure effective communication workflow while balancing it with your personal life?
I prioritize streamlined communication within my chambers by implementing clear protocols and encouraging teamwork. I avoid micro-management as it is very frustrating and time consuming. Instead, I delegate and only follow up on specified deadlines. Since we are a small team, everyone is comfortable directly approaching me in case of an issue they are not able to resolve themselves. On a personal level, I allocate time for family and personal well-being, which helps me stay balanced and focused. Unfortunately, through all this, sleep sometimes is a casualty but I am actively trying to remedy that.
You frequently visit various law colleges and universities for guest lectures and chairing various competitions. What advice do you give to the younger generation who wish to achieve excellence in the field of law?
To quote a Louis Armstrong song, “They’ll learn much more than I have ever known”. It is hard to give advice to the younger generation who already have vast knowledge and exposure. But since you have asked for it, my advice is to cultivate perseverance, curiosity, and ethical integrity. Law is demanding and requires continuous learning. Be open to mentorship, value hard work, and, most importantly, understand that building a reputable practice takes persistent dedication over time.
Welcome to SuperLawyer, Mr. Rishabh Gandhi! We’re excited to have you here with us today.
Thank you so much for having me here! It’s truly a pleasure to be speaking with you, and I’m looking forward to our conversation.
We’re going to ask you a few questions about your journey as a lawyer, academician, judge, and your general experiences in life and learning. Shall we begin?
Certainly! I’m all yours. I’m looking forward to sharing my experiences and thoughts.
Your academic journey is truly distinguished, including topping the MPSC interview, being a Gold Medalist, achieving top ranks as a university topper, receiving the Chief Minister’s appreciation, winning in national research, debates, and moot court competitions, presenting and publishing internationally, and now as a PhD research scholar of law and religion with a thriving legal practice. How have these accomplishments shaped your legal practice, and how do you integrate these experiences into your daily work as a lawyer?
(Smiling after hearing the question) Ah, now I get why your team was so keen on my CV!
My academic journey has been truly fulfilling. Coming from a Marathi medium background until the 12th standard, English was my 5th language, so the early years were certainly challenging. I had to work harder, learn faster, and adapt quickly. But once I found my rhythm, I was able to keep pace.
I wouldn’t say I was the most brilliant or intelligent, but I was certainly the most sincere. Looking back now, these accomplishments don’t seem as significant as they once did, but at the time, each one pushed me to work a little harder and aim a little higher.
What I truly gained from this journey was a deep appreciation for sincerity and hard work. These values have shaped my approach to everything—whether it’s diving deep into legal research or crafting arguments for arbitration and litigation.
The discipline of thorough preparation, structuring complex arguments logically, and presenting them persuasively—all stem from the principles that guided me throughout my academic years.
And perhaps, more than anything, it’s about maintaining that sense of curiosity—always wanting to learn more, to dig deeper, and to apply that knowledge in ways that can truly make a difference, whether in the courtroom or beyond.
Clerking with Hon’ble Justice Dr. D. Y. Chandrachud at the Bombay High Court, interning at Fox Mandal and other law firms, and working with firms like J S Wad & Co. and Karnik and Karnik Advocates must have been highly formative experiences. Could you share any particularly interesting or challenging situation from these roles and what you learned from it?
I vividly remember my first day clerking with Justice Chandrachud—it was November 11th, his birthday, and in the evening after court hours. I walked into his ante chamber and introduced myself, and he responded by saying, ‘Hello, I am Dhananjay.’ A senior high court judge introducing himself with his first name—it was remarkable. I was nothing compared to his stature, yet his humility and grace left a lasting impression on me.
I also recall how Justice Chandrachud would take a bag full of files home with him every day, preparing for the next day’s work. His dedication and commitment to preparation were powerful lessons that have stayed with me throughout my career. I still think about the case we discussed involving Section 295A of the IPC and Section 95 of the CrPC before a full bench. His depth of analysis was inspiring and shaped my approach to complex legal issues.
(Pauses, reflecting) At Karnik and Karnik Advocates, I learned the ABCs of civil procedure. It was the first time I appeared in court, even if it was just for an adjournment. But for me, it was a big opportunity to successfully convince the judge. I also gained my first experience drafting plaints, applications, and written statements. I’ll never forget one incident during the Facebook era—I was in the court chambers during lunch, using the office computer to check Facebook, when suddenly my senior walked in! Panicking, instead of closing the page, I shut off the computer—losing hours of unsaved work. It was a naive mistake, but it taught me two valuable lessons: never mix social media with work and always save your files—Ctrl + S became my best friend after that! (Chuckles)
(Pauses, then continues) At J S Wad & Co., I had the opportunity to handle civil and commercial disputes from start to finish. I was heavily involved in drafting, arguing interim and final matters, and conducting witness examinations and cross-examinations. I even got a taste of the corporate working style.
Turning down an MNC offer to pursue litigation must have been a significant decision, especially as a first-generation lawyer practicing away from your hometown. What factors influenced that choice, and how did you navigate the obstacles you faced early in your career? Reflecting on your journey, what advice would you give to others in similar positions who may be considering a similar path?
The offer from Infosys appeared quite lucrative, but I wasn’t drawn to the job profile. I felt that litigation and dispute resolution were where I truly belonged. Litigation is fascinating—each day brings new challenges, different cases, different people.
In the beginning, there were financial challenges, but over time, you find your rhythm. I’m happy I chose litigation over that offer, and if I had to make the decision today, I’d still do the same.
For those starting out, don’t focus on money early on. There will be struggles, but with patience and perseverance, the rewards will come. Patience is the key.
Your time as a Trial Court Judge must have offered unique insights into the legal process. Can you share an experience that challenged your views or required you to rethink your approach to law?
(Pauses, reflecting) As a Civil Judge and Judicial Magistrate, I had the opportunity to handle many complex partition suits relating to agricultural lands, specific performance suits, and injunction cases. These matters required extensive reading and strengthened my understanding of contractual obligations. I particularly recall granting a status quo ante in a case, which required deep thought and careful consideration.
Apart from that, I also served as a judicial member of the Juvenile Justice Board. Handling juveniles was quite different—it required a more humane and understanding approach. The process and environment were kept less formal to make it less intimidating for the juveniles. It was challenging, but also incredibly rewarding.
In my time as a Magistrate in criminal cases, I often encountered witnesses turning hostile. Navigating those situations required quick thinking, patience, and adaptability.
I must also mention the incredible training we received from the Maharashtra Judicial Academy. The training was rigorous and went beyond legal skills—it worked on discipline and integrity as well. The academy instilled a strong ethical foundation in us, which has shaped my approach to every case since.
Why did you leave the judiciary? What motivated you to transition from the judiciary back to legal practice, and how has your experience as a judge influenced your work in arbitration and litigation?
Why did I leave the judiciary? That’s a question I’ve been answering since 2016, and it still follows me! There’s no single reason, but I’ll share some pivotal moments.
The thought of resigning first crossed my mind just two months into my appointment when my leave application for my pre-planned wedding was rejected by the Principal District Judge. Fortunately, after escalating the matter to the Bombay High Court, the Principal District Judge was directed to grant me two days of leave.
However, that wasn’t the reason I ultimately left. After completing my training and taking charge, I enjoyed my work in the judiciary. But over time, there were some health issues and personal reasons. After much reflection, I made the decision to step down. I paid the compensation for the bond to the Government and resigned.
That said, my experience as a judge continues to shape my work in arbitration and litigation. Sitting on the bench taught me how arguments are perceived, what judges prioritize, and the importance of precision in presenting a case. I apply these lessons in every case I handle, whether it’s arbitration or litigation, giving me a more well-rounded approach to dispute resolution
You’ve handled high-profile cases, including the defamation case involving Justice P. B. Sawant and the Osho will forgery case. How did you approach these complex cases, and what lessons did they teach you about advocacy?
The Osho will forgery case was incredibly complex. It involved multiple police statements and a voluminous record, with the media closely watching. The case required detailed preparation, touching on international legal aspects like letters rogatory, multi-country assets, and the accused residing in another country who was never arrested. The police investigation had its flaws, and the case is now sub judice before the appellate court, but it remains one of the most interesting cases I’ve worked on.
As for Justice P. B. Sawant’s defamation case, I was retained by J. S. Wad & Co. as the advocate on record, alongside Late Adv. Nahar in the trial court. The case involved Times Now mistakenly displaying Justice Sawant’s photo and name in connection with a scam involving another judge, Justice Samanta. The trial was intense, with many witnesses and considerable media attention.
In the end, the court ruled in our favor, ordering Times Now to pay ₹100 crore in damages, though the case is now under appeal. The judge didn’t just refer to one of my submissions but actually included it in her judgment. I had quoted the Bhagavad Gita, where Lord Krishna tells Arjuna that damage to one’s reputation is worse than death, and she wrote that shloka verbatim in her decision.
Both of these cases taught me that working on minute details is crucial. As lawyers, we must not only refer to laws and precedents but also draw inspiration from broader sources, like the Gita in this case. It reminded me that advocacy goes beyond legal knowledge; it involves a deeper understanding of context and philosophy as well.
With experience in commercial litigation, real estate, and arbitration, how do you manage the demands of these different areas? Are there common challenges across these fields, and how do you address them?
In commercial litigation, the parties are typically corporate entities, which means communication must be prompt, and clients expect regular updates. Having a strong understanding of contract law and specific reliefs is essential, but it’s also about thinking with a businessperson’s perspective. You need to understand the business context in which the dispute arises to offer strategic legal solutions that align with the client’s goals.
Real estate, on the other hand, presents its own unique challenges. One of the biggest is untangling complex revenue records and land ownership histories. Real estate disputes often involve intricate, layered documentation, and resolving these disputes requires a meticulous approach to both historical and legal records.
Arbitration brings a different set of challenges. Domestic arbitration, especially when led by retired judges, has unfortunately become time-consuming, resembling traditional court processes. International arbitration, particularly institutional ones, tends to be more streamlined, although the complexity of cases can be higher due to jurisdictional issues. Arbitration has also become more expensive, and recently, the Government of India has discouraged arbitration for government-related cases below ₹10 crores in value.
It’s clear that Indian arbitration stakeholders need to reflect on this trend and revisit how the process can be streamlined. Making domestic arbitration more cost-effective and efficient is essential for restoring faith in the system. Across all these fields—whether commercial litigation, real estate, or arbitration—careful preparation, client communication, and strategic thinking are key to managing the demands and challenges effectively.
Arbitration is becoming increasingly important in India. What trends do you observe in this area, and how do you see arbitration evolving in the future, particularly in light of recent legal developments?
The legal profession is undergoing significant transformation due to technological advances, particularly AI. How do you view the role of AI in law, and do you see it as more of an opportunity or a challenge?
AI is playing an increasingly important role in law, and I see it as more of an opportunity than a challenge. Tools like live streaming, live transcription, and auto-dictation are revolutionizing court proceedings, making them more transparent and efficient. Research has become easier with AI-powered tools that can analyze case law and statutes in seconds. These advancements allow lawyers to focus more on strategy and less on routine tasks. However, it’s vital to remember that while AI can enhance efficiency, it can never replace human judgment, empathy, and ethics in legal practice. So, while AI is a powerful tool, it should complement human expertise rather than replace it.
Looking ahead, what do you see as the most significant trends or challenges that will shape the future of the legal profession? What skills and attributes will be most crucial for young lawyers in this evolving landscape?
(Pauses, reflecting) Looking ahead, the legal profession will be shaped by several transformative trends. Technology, particularly AI, will continue to streamline legal processes, but it will challenge lawyers to balance efficiency with human judgment. Globalization will intensify cross-border disputes, and alternative dispute resolution mechanisms like arbitration will become even more prominent as courts face backlogs.
For young lawyers, adaptability and technical proficiency will be crucial, but patience will be equally important. This is not a profession that yields instant rewards. You need to give it time—years, even—before it truly bears fruit. It’s essential to build a solid foundation of experience, knowledge, and client trust, which only comes with time. Emotional intelligence, resilience, and a strong ethical foundation will remain indispensable as well.
Patience, combined with a willingness to embrace new challenges, will set apart those who not only succeed but thrive in this evolving landscape.
Reflecting on your career, what have been some of the most important lessons you’ve learned? Were there any experiences that particularly shaped your philosophy as a lawyer?
(Pauses, reflecting) One of the most important lessons I’ve learned throughout my career is that patience and persistence are key. As the Mahabharata says, धैर्यं सर्वत्र साधनम्। ‘Patience is the solution to everything.’ Success in law takes time—years, even—and it’s essential to build a solid foundation before you see the real rewards. Equally important is humility. Be humble; humility helps. As the shloka says: अश्वस्य भूषणं वेगो मत्तस्य भूषणं क्षमा। वश्यस्य भूषणं विद्या विनयः शीलस्य भूषणम्।। ‘The ornament of a horse is its speed, of an elephant, its forgiveness; the ornament of a wise person is knowledge, and of character, humility. You don’t need to exhibit your knowledge or oratory skills to impress the courtroom. Instead, focus on persuading the judge. Argue to convince, not to show off. Don’t play to the gallery—play to the judge. It’s about expressing to persuade, not expressing to impress.”
This version effectively integrates the shloka with your original thoughts, reinforcing the importance of humility and persuasive advocacy in law.I’ve also learned that every suit has its own fate. You may feel you have a favorable case, or the law is on your side, or you’ve argued brilliantly, but the outcome might still go against you. Likewise, there are times when the facts and law aren’t favorable, and yet you receive a favorable order. Don’t let outcomes—favorable or otherwise—affect your state of mind. Remember, there’s always an appeal in case of an unfavorable judgment.
Networking is crucial in this profession, as is clear communication with your clients. Always be transparent and never give false hope. Be clear about the realities and complexities of their cases.
Above all, READ. You must constantly educate yourself. Reading will always be your most powerful tool in law. And finally, respect your peers, whether senior or junior. It’s important to show respect to opposing lawyers, as professional courtesy will always take you further.
With your extensive experience in trial court practice, what do you believe are the most critical skills or mindsets for young lawyers who want to succeed in litigation?
(Pauses, reflecting) For young lawyers entering litigation, several critical skills and mindsets are key to success. Preparation is everything—mastering the facts and anticipating courtroom questions is vital. Patience and persistence are equally important, as litigation is a long journey with inevitable setbacks.
Cross-examination skills are crucial: knowing what to ask, what not to ask, and how to read a witness can make or break a case. Understanding the foundational principles of evidence and a deep knowledge of procedural laws are essential. Minute procedural understanding ensures that you’re not caught off-guard by technicalities.
Communication is key, both in court and with your client. And finally, humility and respect—towards judges, staff, and opposing counsel—are non-negotiable. Litigation isn’t just about legal knowledge; it’s also about how you conduct yourself professionally.
As someone deeply involved in both legal practice and academia, what areas of law do you think need more attention in legal education? How can law schools better prepare students for the practical challenges they will face in the profession?
There are a few areas in legal education that I believe need more attention. First, there needs to be a greater focus on procedural law and its practical applications. Many young lawyers enter practice without a deep understanding of procedural intricacies, which can be critical in litigation.
Cross-examination techniques and understanding the nuances of evidence law should also be emphasized more. Law schools should introduce more hands-on training, such as moot courts, mock trials, internships, and regular court visits, to provide practical insights into how the legal system operates and bridge the gap between theory and practice.
Research skill enhancement is vital, as the ability to conduct thorough legal research underpins strong advocacy. Moot courts and mock trials are invaluable for simulating real-world courtroom experience, while regular court visits provide students with a real-time understanding of courtroom proceedings. Internships allow students to apply what they’ve learned in real-life scenarios, helping them gain practical exposure.
Moreover, legal education should adopt a multidisciplinary approach, integrating subjects like business, technology, and international law, which are increasingly relevant in today’s legal landscape. Finally, developing skills like client management, ethics, oratory, debating skills, and clear communication—often learned on the job—should be incorporated into curricula to better prepare students for the profession’s demands.
Your role as an Arbitrator and Mediator offers a unique perspective. What trends do you observe in dispute resolution in India, and how do you see the future of arbitration and mediation evolving?
In recent years, there’s been a noticeable shift toward arbitration and mediation, with more businesses seeking quicker and less adversarial alternatives to litigation. However, domestic arbitration in India is becoming slower and more expensive as many arbitrators, particularly retired judges, follow procedures resembling court litigation. This is a trend that Indian stakeholders need to revisit to ensure arbitration remains efficient and cost-effective.
On the other hand, international arbitrations, particularly institutional ones, are more streamlined and efficient, despite the complexity of the cases. The processes are smoother, and parties benefit from a structured framework. One recent development is the government’s decision to discourage arbitration for disputes under ₹10 crores in value for government contracts, which raises questions about the accessibility of arbitration for smaller cases.
Mediation is also growing in acceptance, particularly in commercial disputes and family matters. Its ability to resolve disputes amicably without prolonged court involvement is being increasingly recognized. I believe mediation will continue to evolve, with a focus on better training for mediators and a more robust framework for implementation.
A model that I think has great potential in India is Arb-Med-Arb. This hybrid approach allows parties to begin with arbitration, transition to mediation to seek a collaborative solution, and return to arbitration if mediation fails. It combines the best of both processes, reducing the adversarial nature of disputes while ensuring a final, enforceable resolution through arbitration. I see a bright future for Arb-Med-Arb, especially in complex commercial and civil matters.
You’ve been a visiting professor at many law colleges and frequently give guest lectures. How has your experience been in these academic roles?
Teaching is, to me, one of the most pious professions. I genuinely enjoy it, and I believe one learns a lot while teaching. The curiosity and enthusiasm of students are always fascinating. I fondly remember giving coffee lectures under the trees at one college—those informal discussions were some of the most memorable. I also cherish moments like when a class at ILS Law College, Pune, choreographed a dance on the last day of my lecture—it was such a sweet gesture, and I’ll treasure it forever.
One of the most rewarding experiences is seeing my former students standing across from me in court, arguing passionately. It makes me feel incredibly proud to see how far they’ve come and to know that I played a small part in their journey.
You manage a team of lawyers and paralegals while running a boutique law firm in Pune. What are some of the challenges you face in operating the firm, especially when dealing with high attrition rates? Is it difficult to manage and sustain a law firm in such a competitive environment?
High attrition rates are a universal challenge for law firms, and the key is to avoid becoming overly reliant on any one individual. You need to operate with the understanding that any employee may submit their notice at any time, which is why strong management and delegation skills are so important.
Some lawyers struggle with delegation—they prefer to handle everything themselves. However, effective delegation allows you to focus on high-priority work without micromanaging. Trusting your team empowers them and creates an efficient workflow while enabling you to invest time in strategic decisions.
Balancing client expectations, case management, and team dynamics can be challenging, but with clear leadership, a vision, and consistent professional development, it becomes manageable. Ultimately, running a successful law firm is about nurturing relationships—both with the team and clients—while ensuring everyone is aligned with the firm’s goals.
With your demanding career, how do you manage to unwind and find balance in your life? Are there any hobbies or activities that help you recharge and stay grounded amidst your busy schedule?
Balancing work and life is tricky, but I make it a priority because it’s essential to stay sharp. I wish I could say my hobbies include something fancy like golf or late-night partying! But I’m quite simple—a good book, good food and a solid night’s sleep, and I’m happy. Eating is honestly my hobby! I love trying different vegetarian cuisines, and sleep is my ultimate relaxation.
I enjoy visiting temples, especially old ones. I find a sense of peace there that helps me reconnect with myself. I also enjoy Family get-togethers, meetings with friends, beach vacations. It’s all about finding balance, and in the end, it’s the little things that keep me grounded and ready for the challenges ahead.
Reflecting on your diverse career, what advice would you give to aspiring lawyers or young professionals who are just starting their journey in law? What mindset or approach has been most valuable to you, and what would you encourage them to focus on as they build their own path?
For aspiring lawyers and young professionals, I would say: patience, persistence, and humility are key. The legal profession is a long game—success doesn’t come overnight, and you’ll face your share of challenges and setbacks. Embrace the process, and don’t focus solely on the end result. Learn from every case, whether you win or lose.
We must always remember the wisdom from Hitopadesha: उद्यमेन हि सिद्ध्यन्ति कार्याणि न मनोरथैः। न हि सुप्तस्य सिंहस्य प्रविशन्ति मुखे मृगाः।। ‘Success is achieved through effort, not by mere dreams. A deer doesn’t enter the mouth of a sleeping lion.’ With this in mind, we must put in all the efforts required.
Most importantly, maintain integrity. Be ethical in your dealings with clients, colleagues, and the court. Focus on continuous learning—read widely, stay curious, and never stop honing your craft. And remember, law is not just about knowing the law; it’s about understanding people, managing relationships, and balancing the technical with the human side of the profession. If you can do that, you’ll go far.
What inspired you to pursue a career in law, and how did you begin your journey in this field? What motivated you to establish your own practice in 2016, and what challenges did you face in the initial stages?
Belonging to the family of civil servant, I was influenced by prominent members of legal fraternity who were family acquaintances. When I was around 9-10 years old, my father pursued LLB course from Agra University (though he never practised), which gave me access to judicial precedents that I used to read as bed-time stories. Being academically inclined, I was pursuing the IIT-dream, when I came across Harper Lee’s To Kill a Mocking Bird, which fructified my decision to pursue law.
My parents readily agreed to allow me to pursue law with the condition that I get admitted to one of the top law schools. I missed NLSUI-Bangalore seat by a whisker. However, I got selected in almost all other top law schools in country, but decided to join ILS Law College-Pune. During my five-years at law school, I worked hard on academics as well as all extra-curricular and sports activities. During college vacations, I did my internships with law firms, senior advocates, and high court judges for my all-round development as a complete lawyer.
With an initial focus on work-discipline, I joined Remfry & Sagar, where I had an illustrious career for nearly five years. My memorable tenure at Remfry & Sagar taught my punctuality and sharpened my comprehension skills, which I feel are the key essentials for every good lawyer. Thereafter, for short periods, I joined few other legal offices, law firms, senior advocates, etc. to learn court-craft and get an exposure on the variety of work on offer in the market, and then, I set up my own chamber practice in the year 2016. With my experience, I advise that in our country, the legal profession is structured in a manner that one gets complete creative and financial freedom for work and growth only in self-owned law-firm/chamber practice. However, being a first-generational lawyer, the biggest initial challenge that I faced was handling clients and sometimes the lack of them. My advice to every aspiring and young lawyer is to not indulge in comparative analysis, and instead focus on enhancing the lawyering skills, and success will follow.
How did your time working with former Solicitor General Mr. Ranjit Kumar and former Additional Solicitor General Mr. Sanjay Jain shape your legal acumen? Can you share some insights from your time working with them?
Both these two gentlemen are God’s men, and my two gurus, and legal legends in the true spirit. They have completely different lawyering kills and court-craft, but humbleness and kindness are common to them. When you spend long hours with someone together, especially your teacher/guru, a special bond develops with them. My life is deeply indebted to both of them in a lot many ways. Having worked elaborately with both of them, I say that Ranjit Kumar sir has an orthodox teacher-pupil like approach, where for gaining true knowledge, one has to first completely surrender and unlearn everything. Whilst Sanjay sir has a rather modernized approach, to teach and learn at the same time.
Can you share some insights and experiences from handling high-profile cases like Lajpat Nagar Bomb Blast case or the 2G scam?
My third guru, Uttam Datt sir has taught me that all cases are equally important. The nature of court forum and the nature/gravity of the case should neither cause anxiety/over-keenness, nor deserve any special attention/concession. I do my best in every case and opportunity that lands at my door step. It is the small steps we take on daily basis that prepares us for the one large big step. Certainly, Rome was not built in a day. In my short career of fifteen years, God has been kind enough to provide me the opportunity to be associated with several high-profile cases defining legal jurisprudence in the country. I am grateful to Sanjay Jain sir for providing me with the opportunity to be involved in several high-profile cases such Lajpat Nagar Bomb Blast, 2G scam, and Antrix-Devas. All high-profile cases come with the baggage of voluminous court records and long-sitting hours. The happiness and satisfaction achieved by success obtained in these high-profile cases has no bounds and cannot be measured.
What are the unique responsibilities and challenges of being an Advocate-on-Record at the Supreme Court of India? Could you describe a typical day in your life as an Advocate-on-Record, and how do you manage the demands of such a prestigious and demanding role?
Being an Advocate-on-Record at Supreme Court of India is a prestigious designation for any lawyer. We must understand that Supreme Court is the final frontier for all litigation disputes, and therefore, the biggest responsibility and challenge faced is to meet the expectation of clients. With the court hearings being conducted via hybrid mode – physically/virtually, and considerable infrastructure development, appearing before the Court has been made easier for the lawyers as well as the litigants. However, for listing of the case, one has to coordinate with the Registry, which since past few months has not been functioning at optimal level. Though the silver lining in the dark clouds is that some changes are lined-up, and we can expect things to improve in near future.
My chamber-practice is very structured and organized. Having an efficient and loyal clerk like Anand-ji helps. We are planned/prepared in all our cases a week before the court-date, courtesy which I am able to appear before two-three different courts in a day. In my initial days of practice, I would be working 15-16 hours a day. However, things have changed post-COVID. Now, as opposed to the general practice of law chambers starting work post 4:00 pm, I start my work day at 7:30 am, and try to finish the major drafting work by 9:30 am. Courts are attended to from 10am to 4:30pm. The time available between court hearings is spent on reading case files, legal research, client meetings, etc. After court hours, 5:00pm to 6:30pm is spent on preparing for the next day or some client meetings. Unless there are some urgent pressing work commitments, I do not attend to any office work after 7:00pm. On a daily basis, 30 minutes is specially dedicated on reading the latest judicial precedents as bed-time reading.
As a legal advisor to media companies and projects like the documentary series “HUNT FOR THE INDIAN MUJAHIDEEN”, how do you balance creative freedom with legal compliance?
Contrary to popular belief, the only role lawyers play in media and corporate houses is to red flag possible legal hurdles and issues, and suggest ways to avoid any hurdles/issues by making changes in the document, script, characterization, dialogues, nature of depiction / representation, drafting / vetting agreements/ NOCs / disclaimers etc. with the objective of retaining the creative freedom for the artists, who are essentially your clients. The final outlook of the visual content created and the market reception of the same is not in domain of the lawyer, whose job is to be handle and avoid all legal objections / possible legal objections from all sections of the society. This is relatively easier for fictional works, but for documentary works a lot of time is spent verifying the sources, whilst the problematic areas from lawyer perspective are inspirational works and biographical works.
Outside of your legal career, what hobbies or interest do you pursue, and how do they help you maintain a work-life balance?
Litigation practice is a full-time job and serious work. I do not get time for pursuing hobbies and interests. I am immensely fond of reading and playing chess, but it has been a decade since I read a novel or played chess at club-level. All my days are structured and planned about a fortnight in advance. Whatever limited time I get from work, I spend with my family and go out for shopping, movies, social gatherings, temple visits, picnics, long-walks, sports, vacations, etc. During winters, I do play sports like badminton, cricket, and hockey at club-level. As a rule, I keep one day a week exclusively for family. I do cook once a week, which calms my mind.
Are there any specific legal reforms or policy changes you are passionate about advocating for, based on your experience in the field?
My litigation practice is diverse to include civil, corporate and criminal matters, both at original and appellate levels. I strongly believe that the drastic changes need to be made in the judicial system to make it speedier. Justice delayed is Justice denied. We need more competent Judges at District Court level. All civil and criminal trials should be done on day-to-day basis. All cases should be processed chronologically. Hefty costs should be imposed for seeking adjournments. There are numerous judgements by Supreme Court and High Courts on this issue, but in ground reality, things still move at snail pace.
What trends do you foresee shaping the future of legal practice in India, and how are you preparing your firm to stay ahead of these trends?
I feel law firm practice will be way forward. However, independent counsels / people with small chamber-practice will never be out of work. The focus is to keep enhancing the lawyering skills on daily basis. People with top skills are never out of work, be it in any field.
As someone with significant experience, how do you approach mentorship and leadership within your firm and broader legal community? What advice would you give to young aspiring lawyers who are just starting their legal careers and looking to make significant impact in the field?
At this stage, mentorship are big shoes for me to fill. In the past, I have visited quite a few colleges to share my experience with the students. I am accessible to all young lawyers for guidance and advise, and many of them do consult me from time to time. My general advice to everyone aspiring to be a litigation lawyer is to keep head down, learn, work, and be patient for at least 8-10 years. As opposed to other professions, the legal profession requires considerable maturity, compassion, and years of skill and learning. I would suggest them to not compete with anyone or to do comparative analysis or to be influenced by social media influencers, and rather they must try to be a person with substance, and an empty noisy vessel.
How did you come to choose the legal profession, and who has been your biggest inspiration along the way? Could you please walk us through your journey from the beginning to where you stand today?
It’s often said that sometimes the best plan is not having a plan at all. My journey reflects that sentiment perfectly. Initially, I followed my passion for food technology, but as life progressed, my career path took unexpected turns. I found myself exploring an array of choices being accounting, languages while learning Spanish, preparing for the entrance exam to pursue a career in hospitality management, and even considering a master’s in business finance or becoming a chartered accountant. Becoming a lawyer was never part of the plan.
Then, one day, I stumbled upon a short course in corporate law. I was pleasantly surprised when my perspectives in class were appreciated, which sparked the idea of pursuing law. As I explored further, I came across an intriguing course on intellectual property rights, and that was the moment I decided this was the direction I wanted to follow.
Looking back, every deviation taught me something valuable. In fact, I find myself applying the knowledge from those diverse experiences to the best interests of my clients today. Whether it is handling patents in food technology, understanding the intricacies of accounting in business, drawing insights from the hospitality industry while drafting legal documents for clients in such businesses, or even reading contracts in Spanish. Each skill I picked up along the way has become part of my legal toolkit.
This diverse background allows me to approach legal issues from a unique perspective, enabling me to offer well-rounded, thoughtful solutions that benefit my clients across industries. In hindsight, my unplanned journey shaped me into the professional I am today, equipping me with insights that a more linear path may not have provided. It reinforced the cliched yet unfinished saying, A jack of all trades is a master of none, but oftentimes better than a master of one!
Having worked with renowned firms like Amarchand Mangaldas, Crawford Bayley & Co. and Tata Chemicals, how did those experiences help you develop a new dimension of understanding in Intellectual Property Rights and how all these experiences helped you start your own firm? Please share your challenges you came across while opening your firm.
Although I was initially hired to handle corporate legal matters, my interests always gravitated towards intellectual property rights. This alignment, even if unexpected, enriched my skills in ways I had not anticipated. Handling corporate legalities gave me a solid foundation in drafting intricate clauses, formalizing agreements, and negotiating through deadlocks. I found that bringing a fresh perspective to the table helped resolve even the most complex issues. The meticulous process of proofreading multiple times sharpened my attention to detail, and I quickly learned that no amount of research is ever truly enough.
While I was learning on the job, I wished to pursue a master’s in law. However, juggling the demands of a law-firm eventually, led to the decision to quit my job. But sitting idle was never an option for me. With the support and encouragement of those around me, I embarked on the journey to establish Intellexsys, with just enough savings to cover my expenses for a few months.
As a doe-eyed girl new to entrepreneurship, I faced a constant challenge of convincing potential clients to believe in my legal skills. More often than not, I was met with sceptical glances that questioned my abilities. But slowly, as I delivered results, perceptions began to change. The doubt faded, and there was no looking back from there.
As a participant in the WIPO Summer School, what new dimensions did you uncover about Intellectual Property on a global scale, and how do you apply those insights in your practice today?
I gained invaluable insights into the global applicability of intellectual property. One of the key takeaways was understanding the intricacies and the differing legalities involved across jurisdictions. This gave me a broader perspective on how to strategically position clients’ intellectual properties in a way that ensures longevity and relevance in multiple markets.
I also learned nuanced contract negotiation tactics that emphasized a global perspective and helped me shift focus on learning how to solve problems creatively, and look at the bigger picture, i.e. how my work can impact innovation, society, and global markets. I realized that in international negotiations, the objective is often about building long-term relationships rather than short-term wins. Today, I am more focused on constructing agreements that prioritize sustainable collaboration.
Moreover, this experience helped me understand that intellectual property law is about fostering innovation on a global scale. I now approach each client’s IP strategy with a long-term vision, ensuring that their creations are protected and can thrive in an interconnected world.
You have worked on high-profile trademarks, including securing name trademarks for A-list celebrities. What was the most challenging case in your career, and what did you learn from it?
One of the most challenging cases I worked on involved conducting a comprehensive trademark search across more than 26 countries. The complexities were multifaceted, as we had to navigate different legal frameworks, languages, and classifications unique to each jurisdiction. For instance, translating a brand name into Chinese revealed potential issues with cultural sensitivity. Moreover, the limitations of classification systems in various regions often created obstacles, requiring us to reframe strategies to ensure our clients’ trademarks were protected globally.
Similarly, when securing a name trademark for a high-profile celebrity, the stakes were incredibly high. In that case, we had to gather years of data to demonstrate goodwill through continuous use, which was critical to proving trademarkability. Likewise, we have faced similar issues with securing trademarks for brands for family-run generational businesses.
In another instance, negotiating innovative service offerings with government bodies and large corporations presented its own set of challenges. The process of overcoming layers of approvals and navigating the limitations imposed by the prevailing party tested our resilience and creativity. Despite the hurdles, each experience taught me that no challenge is insurmountable if you remain committed, think creatively, and leave no stone unturned in your pursuit of a solution.
Your firm has worked with over 2000 global clients. What strategies do you employ to stay updated with global legal developments, and how does this help you provide innovative solutions to your clients?
Staying updated with global legal developments is critical to providing cutting-edge solutions to our diverse client base. The cornerstone of this strategy is simple: learn, unlearn, and relearn. Reading legal journals, industry reports, and global legislative updates allows us to stay ahead of the curve. However, given the fast-paced nature of the legal landscape, we have also integrated artificial intelligence tools to streamline this process. AI helps us track recent developments, new regulations, and shifts in jurisprudence in real time, enabling us to stay informed reasonably.
Our approach goes beyond merely working for clients, we work with them. We invest time in understanding their industries, goals, and pain points, which enables us to offer tailored solutions. Whether it is navigating international filings, understanding cross-border data privacy regulations, or providing strategic counsel on matters, our focus is always on creating value through collaboration.
Moreover, word-of-mouth referrals are what continue to drive our business. The trust we build by staying updated and offering relevant, forward-thinking solutions has led to a steady influx of clients referred by those who have experienced the effectiveness of our approach firsthand.
You have a strong focus on mediation and a litigation-free approach. Could you explain the importance of mediation in today’s legal world, and how it can transform the traditional practice of law? What advice would you give to aspiring lawyers who want to specialize in Intellectual Property Law, especially in emerging areas like AI and data privacy?
Mediation is crucial because it offers a faster, more amicable solution than traditional litigation. It saves time, money, and relationships, which is especially important in industries like entertainment or technology, where long-term partnerships are essential. By focusing on resolving disputes collaboratively, we can prevent the fallout that often comes with litigation.
Mediation also allows for more creative solutions. In a courtroom, decisions are binary, you win or you lose. In mediation, however, both parties can work towards a mutually beneficial outcome, which often leads to more satisfactory results.
For aspiring IP lawyers, particularly in emerging fields like AI and data privacy, I would say that one requires a constant willingness to deepen your knowledge in ever-changing sectors like technology. Learning never stops, one has likely only scraped the surface, there are always new developments and unexplored areas. Whether it is AI innovations, blockchain, or data privacy regulations, with the issues we are facing now, one needs to secure a client from anticipated legal challenges that may not even exist yet. The law will continue to evolve as technology grows, and your ability to pivot and adapt will be crucial in staying relevant.
Moreover, as AI advances, legal issues surrounding liability are also emerging. For example, the question of who is responsible when an AI-powered autonomous vehicle is involved in an accident depends on the software license agreements, vendor agreements, manufacturer’s liability, user terms, amongst other conditions such as malfunctioning equipment, glitches, violation of traffic rules, loss of internet and applicable regulations. I recently watched a film titled “Leave the World Behind,” where AI-powered cars crashed due to a global internet shutdown. Such scenarios could raise complex liability questions, as they may fall under force majeure events. Therefore, understanding and adapting to these legal complexities is critical for aspiring lawyers.
As a visiting faculty and mentor, you interact with the next generation of legal professionals. What trends do you see shaping the future of Intellectual Property Law, and what key skills should aspiring lawyers focus on developing?
As I interact with the next generation of legal professionals, it is clear that technology is reshaping intellectual property law at an unprecedented rate. Fields like AI, blockchain, data privacy, and digital content protection are becoming central. The trend toward globalization of IP is another, where businesses must protect their innovations across multiple jurisdictions, all with differing regulations.
Aspiring lawyers need to focus on developing technical proficiency, not just in legal terms but in understanding how emerging technologies work. Also, foresight is crucial having the ability to anticipate potential legal challenges with tech that does not fully exist yet. You will also need collaboration skills, as IP law increasingly requires working with cross-border teams, clients, and governments. And most importantly, a learning mindset, the law will evolve, and you must continuously adapt.
For instance, in response to the growing misuse of artists’ personality rights through AI technologies like deepfakes, we have incorporated specialized clauses in our contracts to protect against unauthorized replication or manipulation of their likeness, patterns, voice, or image. These provisions ensure the safeguarding of a client’s rights against new methods of exploitation, addressing unknown risks with varying potential.
With your vast experience and accolades, including recognition from Idex, Asian Legal Business and Forbes, what is one piece of advice or learning from your career that you believe has been instrumental in your success and can help others?
Neversettle for the first answer or solution. I have learned that no amount of research is ever truly enough. There is always more you can do, another perspective to consider, or a more innovative approach to take. This relentless pursuit of improvement has been instrumental in my career, and it is something I encourage others to embrace. Whether you are drafting agreements or solving complex legal issues, push beyond what has been done and think creatively. It is this continuous learning and commitment to growth that can set you apart.
What is the most pressing change required in the legal fraternity and judiciary today, and what suggestions would you offer to young law graduates entering the field?
One of the most pressing changes required in the legal fraternity and judiciary is to embrace technology and streamlining of processes. The pace of technological advancement is far outpacing the legal systems that govern it. We need more efficient case management systems, a deeper understanding of emerging technology by the judiciary, and faster adaptation of regulations that address modern IP challenges like AI, data privacy, and digital rights.
I would recommend the next generation of lawyers to be adaptable and proactive. The legal world is evolving, and you must be ready to innovate with it. Equip yourself with technical knowledge beyond just the law, understand the industries and technologies you will be working with. Be ready to embrace change, whether in how cases are handled or how laws are interpreted. The future of law will be as much about innovation as it is about tradition. Stay curious, diligent, and forward-thinking, and you will thrive.
Could you share how you first became interested in technology, artificial intelligence, and social good? What inspired you to start your career, and how has your journey evolved over time?
My interest in technology, Artificial Intelligence and Social good sprung out of my curiosity to make the world a better place. Growing up I had always imagined how the First World War and the second world wars were fought including the humanitarian casualties. The use of guns, bullets, war planes and bombs were human inventions used to exterminate humanity. My human rights background as a lawyer further advanced knowledge on human rights violations and the perils of crisis and wars occasioned by technology with the ultimate victim being humanity. Hence, I wanted to see how we can channel human innovation on tech and artificial intelligence to advance social good and human coexistence. I believed that without humans, tech is nothing and without tech our lives can’t be transformed to meet modern challenges. A harmonious interaction between tech and humanity will create a better world for all.
The journey so far in technology and artificial intelligence for social good has been one with a lot of positives. Though while there have been amazing opportunities, success stories but equally there have been setbacks as well. In all it’s been a journey with grit and determination and placing self-belief above every challenge. There have been a lot of lessons learned, experience to pick up and grow with.
You are an advocate for bridging the inclusion gap for marginalized communities. How do you ensure that underrepresented groups have a voice in the rapidly evolving field of technology and AI?
While the issue of inclusion is a global challenge little has been done to bridge this. As an advocate and firm believer of inclusion I have been able to bridge the inclusion gap through several projects and initiatives. I have carried out AI and tech for good advocacy projects in citadels of learning from primary, Secondary and universities.
To give more persons in education a voice in AI, informed the AI club in these institutions whereby students can belong to and co-create ideas in AI. I also established the AI Journal to encourage research work in the field of AI and tech for good. In addition, I have established two awards for the best graduating student in AI and the best AI Innovator. This is done to encourage scholarship in AI amongst students.
I created an AI and tech community in marginalized areas to galvanize efforts in AI in rural areas and communities. I organized the first of its kind AI in Slums to give those living in slums a chance to understand AI and have practical hands-on experience. I carried out AI advocacy in local languages in diverse communities.
Also, through my AI podcast initiative those in marginalized communities have a chance to express their views about AI and learn more on how they can contribute to the growth of AI.
Africa4dev focuses on leveraging AI for social good. Can you share a specific project or initiative where you successfully applied AI to address societal challenges? What were the outcomes?
Through our AI training for Civil Servants in Government Ministries we have been able to achieve sustainable digitalization. Also our AI in Journalism project has trained journalists and reporters to report on unethical practices inherent in technology systems in the global south thereby keeping watch over inhumane tech practices and putting tech companies and developers in check.
In furtherance of achieving a veritable legal human centered framework for AI, we created an AI Policy for social good to the legislative arm of government in Rivers State as well as train the officials on the rudiments of AI legislation and best global practices. This solved the challenges of lack of legal provisions governing AI and tech development.
The challenges of insecurity in the state required use of modern technology and AI systems. Our AI training initiative for Security personnels on use of AI surveillance systems helped tackle incessant security challenges.
Our AI for rural health in communities Project ensures we partnered with different health organizations to bring health solutions to remote communities. This ensured people get quality health care services irrespective of their location.
As a mentor at platforms like “All Tech is Human” and “Deep Indaba Africa,” what are the key lessons you impart to emerging AI enthusiasts, and how does mentoring contribute to the overall growth of AI in Africa?
Mentoring in top organizations like the All Tech is Human and Deep Indaba Africa was an opportunity to educate mentees and AI enthusiasts on diverse areas of ethical challenges of AI. Key lessons were centered on how they can become a voice in advocacy for AI for social good, adopting a learning curve to grow in the field of AI, being a willing learner and having a mindset of making an impact in their world. I made them understand that AI has its own shortcomings, and that human oversight is what will make AI serve us not otherwise.
Mentorship is essential if AI is to thrive in the global south. Africa has a lot of young and vibrant youths, and this is an advantage it possesses over others. However, without proper mentoring of these youth on AI, it is difficult to achieve digitalization. The people must be part of the process and not run away from it.
Mentorship ensures the youths are guided in diverse AI and tech fields and this enables them to contribute their knowledge to AI and tech growth in Africa. AI is a foreign concept and for it to thrive in Africa in Africa we must localize it through mentorship of Africans to understand its use, limitations, design, development and deployment. Africans need to be more involved in AI conversations.
During your participation in the Women Techmakers Port Harcourt Conference, you advocated for inclusion and gender equality in tech. How do you believe AI can help bridge the gender gap, and what challenges do we still face in achieving equality in the tech space?
My participation at the Women Techmakers Port Harcourt Conference was one that centered on inclusion and gender equality and this is because AI has the potential to either widen the already existing inclusion gap or reduce it. AI can help identify existing biases and discriminatory practices in AI systems used in recruitment, training and promotion in the employment sector for instance.
AI can be used to empower marginalized groups as women through remote learning to obtain digital skills and training especially in regions where women do not have equal access to education and training. Also nursing mothers can continue to work via remote work through AI systems enabling them to keep up with their male counterparts while at same time effectively discharging their home duties.
AI can also help government and civil society organizations make informed decisions on areas of existential gender inequality towards addressing and curbing this trend.
Challenges:
The challenges in achieving equality in the tech space include the prevalence of social and cultural beliefs which places men more preferred in pursuing STEM careers. Also workplace norms can place value more on men in tech than women. In developing countries particularly in Africa, women are at a disadvantage in accessing resources and opportunities needed to thrive in the tech field. Lack of financial, education, and mentorship to embark on tech is far reaching on the female gender.
Also, the existence of bias in AI algorithms means that most AI systems are already programmed and trained on biased datasets which do not favour women. The results of this is that women are subjected to discriminatory policies and biased outcomes.
The underrepresentation of women in active tech roles is a major concern and a hindrance to gender equality in tech. Few women are actively involved in the design, development and deployment of tech systems and this results in a one gender sided perspective in technology designs.
In what ways do you believe your work at Africa4dev is empowering the next generation of leaders and innovators? How do you envision AI shaping the future of education and workforce development in Africa?
At the Africa tech for development Initiative-Africa4dev we are advancing responsible technology and Artificial Intelligence for social good through areas of research, innovation, policy development, education and advocacy.
We believe that the future is now hence our mission to promote ethical tech and collaboration for sustainable development. At Africa4dev our work is significantly empowering the next generation of leaders and innovators through several ways such as promotion of AI literacy accessible to youth through training programs and partnership with Universities and integrating AI into school curriculums. This empowers young Africans with skills and knowledge needed to thrive in a digital economy.
The introduction of our student awards for innovation fosters competition and creativity amongst students as well as encourages them to practically apply this knowledge thereby nurturing to be able to solve local and global challenges through AI.
Our work in digital workforce development aims to bridge the skills gap that exists between education and the demands of the current and future job market. This will ensure youths are ready to face the challenges of the future as well as create solutions to future challenges. Also, by empowering marginalized communities, Africa4dev is ensuring that no one is left behind in the digital revolution.
No doubt Africa’s education and workforce development is undergoing vast transformation and the future is promising. AI would play an integral role in education through personalized learning, easy access to digital tools and education resources making learning more accessible to all, especially those in remote communities.
African workforce will need to digitally adapt to contemporary global best wishes practices hence the ongoing wave of AI and tech awareness in Africa will position her to compete favourably globally. This is even more possible as Africa has one of the highest populations of youths globally.
There would be a need for the future workforce to constantly upskill due to the dynamic nature of technology. This would become essential to enable adaptive and sustainable workforce in a future driven by tech.
Also, there would be more increased collaboration and partnership between academia and the private sector industry in Africa. This will ensure the youths and workforce remain on track to compete both locally and internationally. We also envision a future of inclusive and equitable growth where every youth irrespective of background or geography will have unhindered equal access to technology education and workforce opportunities.
As a lawyer who has successfully transitioned into Tech and AI, what key strategies would you recommend for other lawyers to remain relevant in the Fourth Industrial Revolution?
To remain relevant in the Fourth Industrial Revolution a lawyer must learn, relearn and unlearn. The world is changing rapidly and new ideas are replacing the old order. A lawyer who fails to adapt will be left behind in this revolution. Hence the need to be abreast with developments in tech and see how modern tech and AI trends have aligned with law to improve legal practice. This requires having an open mind to learn the new and embellish the old ways of law practice. In a dynamic tech driven world, a lawyer must understand the role and need for educating himself and upskilling where necessary. A lawyer must embrace innovations in tech and AI that can aid the legal profession while being open to more knowledge outside the law.
Do you believe lawyers are well-suited for roles in Artificial Intelligence and tech-driven industries? What unique skills do they bring to these fields?
The law profession is a versatile one and a lawyer is trained to be a willing learner. Hence lawyers are well suited for a plethora of roles in Artificial Intelligence and tech driven industries. Lawyers bring the skills of ethical evaluation of Artificial Intelligence, tech systems and their algorithms and ensure whether they comply or violate ethical guidelines and standards by way of bias, discrimination, privacy issues, inequality and harm by ensuring transparency and accountability.
Also, lawyers are useful in the field of AI governance and Policy framework. Without the deep legal knowledge of lawyers, it will be difficult to come up with a comprehensive legal framework to guardrail AI development. Lawyers also play prominent roles in ensuring that tech organizations and companies have and comply with their own AI governance mechanism.
Data privacy is at the heart of many AI-driven applications. Lawyers bring a detailed understanding of data protection laws, such as the GDPR and CCPA, and help ensure that AI systems comply with privacy regulations. They can also advise on cybersecurity regulations, helping to protect the integrity and confidentiality of data of companies and organizations.
As governments increasingly turn their attention to regulating AI, there’s a growing need for legal professionals who can shape public policy. Lawyers can engage in lobbying, advising on legislation, or working within governmental bodies to advocate for balanced, forward-looking regulations that foster innovation while protecting public interests.
Protecting innovations through patents, copyrights, and trademarks is a core concern for tech companies, especially in AI, where new algorithms, machine learning models, and software are continually developed. Lawyers with expertise in IP law and tech can help tech firms safeguard their proprietary technology, handle licensing issues, and navigate complex IP disputes.
Could you share some of the key steps or strategies that helped you successfully transition from traditional law to a career in tech? What were the biggest challenges, and how did you overcome them?
One key step to transforming from track law to a career in tech is self-belief. If you believe in yourself, dreams and competence you are halfway there. Belief holds about 50% of one’s success in any endeavour. With the belief to upskill and succeed I proceeded to identify areas of tech that align with my deep interest. Which became Artificial Intelligence. Thereafter I underwent rigorous training and learning on Artificial intelligence, obtained certifications, attended several seminars and conferences on AI, offered volunteering in organizations and this earned me vast experience. In addition, I constantly updated my knowledge as the tech field is dynamic. I equally showed up by being visible in the tech space, made research contributions, spoke at local and global conferences and summits, attended seminars and initiated tech projects in my field.
The biggest challenge I experienced was not having a mentor to guide me into the new field of tech. I had to claw myself from knowing nothing about tech to being where I am today. Also, I faced the challenge of embarking on a novel field that is relatively unknown hence I was dissuaded against upskilling into AI as many feared it wasn’t a profitable area for a lawyer. However, I held my ground and I was able to overcome these challenges through firm self-belief, having a well-structured plan to upskill into a new niche as Artificial Intelligence, then having the willingness to learn every day and show up even if the ovation isn’t there. I’m glad it turned out to be one of the best decisions I have made.
With such a busy and impactful career, how do you find time to unwind, and what activities help you recharge and maintain a healthy work-life balance?
I understand that the mind is the engine that propels great ideas and having a good work-life balance is crucial hence I find time out of my busy schedule to unwind always. I relax by reading novels, seeing movies and taking a walk. I also enjoy good music and watch football or play table tennis over the weekends. In my spare time I visit the gym to keep fit. These help me to be mentally, physically and emotionally ready for the work ahead.
Could you walk us through the pivotal moments and decisions that shaped your career path, from your early days in college to landing your first job, and ultimately, to where you are today? What inspired you to pursue a career in law, particularly specializing in Intellectual Property?
I have always loved reading and listening to the news and have been deeply interested in politics and social issues. Naturally, becoming a lawyer seemed like the right path for me. After finishing college, I developed an interest in company law and moved to Chennai to start my legal career. The turning point in my career came in 1995 when I happened to watch a court case involving a trademark dispute by chance. I attended all the hearings of that case and had the opportunity to listen to arguments in a few other cases as well. I had a fair understanding of Intellectual Property, but witnessing a court argument over IP for the first time was a pivotal moment for me. This was when India became a member of the WTO, and the controversy surrounding India’s WTO membership and TRIPS agreement conditions was a hot topic. Observing these cases sparked my curiosity and deepened my interest in the subject. This inspiration led me to pursue a master’s degree in IP in 1999.
After completing my master’s, I had the opportunity to work for a new law firm in the Middle East that sought lawyers with expertise in then trending subject, Intellectual Property. This firm had several foreign clients dealing with IP issues, marking my initial exposure to Intellectual Property disputes. Later, I joined Abu Ghazaleh Intellectual Property (AGIP), which opened doors to working with Forbes 500 clients. My experience at AGIP significantly shaped my career as an IP lawyer.
Your professional journey includes solo practice as well as working with leading IP firms. What motivated you to establish Suns Legal, and what unique value proposition do you bring to your clients as a solo practitioner?
Being a solo practitioner has its perks. For one, I can give each client my full attention, which means I can create legal strategies that are just right for their specific problems. I can quickly adapt to any changes and offer flexible solutions. Running my practice also lets me keep my prices competitive while maintaining high quality. With my expertise in Intellectual Property law and the experience I have gained from working with top firms, I can provide clients with expert advice and solutions. Building long-term relationships based on trust is very important to me. All these factors help me deliver high-quality service and show my commitment to meeting my client’s legal needs with professionalism and care.
Beyond your professional accomplishments, you’ve also been recognized as a LinkedIn Top Voice for your contributions to thought leadership in Intellectual Property. What motivates you to share your expertise and insights with a wider audience?
I am not a social media expert, but I love creating content. LinkedIn is the only platform I am active on. My strong belief in the power of knowledge sharing and the incredible reach LinkedIn offers drives me to share my expertise and insights.
Intellectual Property (IP) is such a complex and evolving field, and I feel a real responsibility to make it easier for others to understand. My passion for teaching plays a big role in my eagerness to write on LinkedIn. By sharing my experiences and insights, I aim to help individuals and businesses get a better grasp of IP issues.
Engaging with a broader audience helps me stay updated with the latest trends and developments in the field. It also creates a community of like-minded professionals and enthusiasts who can learn from each other. Through LinkedIn, I have connected with many such individuals who regularly interact with me.
I often get direct messages from people who appreciate my efforts to explain these complex topics in simple terms. It makes me especially proud when teachers tell me they use my insights to help them teach the subject more effectively. That kind of recognition means a lot to me.
I often find my associates and interns through this platform. While generating leads was not my primary goal, many of my clients have come through LinkedIn. Plus, the platform has allowed me to connect with the vibrant Kerala Creators community, which has been fantastic.
Being recognized as a LinkedIn Top Voice was such a pleasant surprise! I humbly accept it as a testament to my efforts, and it inspires me to keep contributing to the IP community.
Your extensive experience spans across various countries and cultures. How do you navigate the nuances of Intellectual Property laws in different jurisdictions, and what challenges do you commonly encounter?
Dealing with Intellectual Property (IP) laws across different countries and cultures can be quite challenging. However, many advantages made the experience rewarding. The basics of intellectual property are the same worldwide, which provides a solid foundation. The support from bilingual lawyers was invaluable. Working with Forbes 500 companies and their lawyers was a rare and valuable experience.
That said, the challenges were more significant than the advantages. Most Middle Eastern countries follow civil law, while many of my clients are from common law countries. This difference needed careful adjustment. Additionally, Arabic is the main language in most Arab countries, which introduces additional complexities. The judicial systems in these regions were still developing, with few established precedents. IP was a new subject, and there were only a few judges or officers with knowledge of it. Many countries were monarchies, making it difficult to resolve disputes, especially when the other side had the support of the ruling families. The bureaucracy was often not transparent or easily accessible, and there were significant differences in culture and values that needed to be addressed.
Despite the challenges, I survived and thrived, gaining incredible learning and exposure. It was a journey filled with learning and growth, and I continue to overcome the challenges.
In addition to your legal expertise, you’re also a Certified Mediator and a Distinguished Toastmaster. How do you think these skills complement your role as a legal professional, and how have they influenced your approach to advocacy and negotiation?
I have been a Toastmaster for around 15 years, and it has helped me improve my public speaking and leadership skills. In law, effective communication is crucial, whether it is presenting a case in court, negotiating with opposing counsel, or talking with clients. Toastmasters has made me more confident and articulate. It has also significantly boosted both my verbal and non-verbal communication skills, and my ability to handle unexpected questions or situations gracefully. It also taught me how to manage my time effectively and handle spontaneous questions during seminars, classes, and training programs.
I love mediation. It has always come naturally to me, but I decided to get certified later in my career to validate my skills. Mediation is all about finding common ground and facilitating communication between parties. It has taught me to listen actively, understand different perspectives, and work towards solutions that benefit everyone involved. This approach not only helps resolve disputes but also prevents them from escalating. It plays a special role in settling Intellectual Property disputes, which often demand time-bound solutions.
These skills have changed how I handle advocacy and negotiation. They have made me more understanding, patient, and thoughtful. I can better understand what everyone needs and worries about, which helps me make stronger arguments and find effective solutions. Overall, these skills have made me a better and more effective legal professional.
You’ve been involved in numerous high-profile cases, such as advising multinational corporations and assisting in preventing unauthorized use of copyrighted material. Can you share a particularly challenging case and how you navigated through it?
One of the toughest cases I handled was quite unusual. A Ministry in a Middle Eastern country, which was responsible for handling copyright matters, ended up using a copyrighted design from an internationally known magazine. The irony was that we had to contest a copyright violation against the very government department that oversees copyright issues! This made the situation delicate and complex.
After a lot of negotiation and presenting a strong case, we managed to convince the Ministry of the violation they had committed. They eventually agreed to rectify the mistake by removing the copyrighted design. This case was particularly challenging due to the involvement of a government entity, but it was incredibly satisfying to reach a successful resolution.
Given your experience in portfolio management strategies, what advice would you offer to businesses looking to safeguard their intellectual property assets in an increasingly digital and globalized world?
It is very important for businesses to regularly review their IP portfolio to keep track of all assets and identify any areas that might need attention. Registering IP, such as trademarks, patents, and copyrights, in all the places where they do business provides legal protection and makes it easier to defend their rights.
Monitoring the market for any unauthorized use of IP is essential. When working with third parties, using clear contracts that outline IP ownership and usage rights helps prevent disputes and ensures proper use. Leveraging technology is another great strategy.
Staying informed about changes in IP laws and regulations, both locally and internationally, helps you adapt your strategies to stay compliant and protect your assets effectively. Finally, seeking professional advice from IP lawyers and consultants can provide you with expert advice tailored to your specific needs and challenges.
On a personal note, what do you enjoy doing in your leisure time? Any hobbies or interests that help you unwind and recharge outside of your demanding legal practice?
In my free time, I love spending quality moments with my family. Watching movies together is always refreshing, especially when we find one everyone enjoys. I also value the time I spend with close friends; their company is always a joy. Listening to spiritual talks helps me find peace and balance, and I find it very calming. I also enjoy reading psychology books, which offer interesting insights into human behaviour. Attending Toastmasters meetings is something I look forward to as well. It’s a fantastic way to connect with like-minded individuals.
You’ve mentored many young law graduates and interns throughout your career. What advice would you give to the current generation aspiring to build a successful career in Intellectual Property or law in general?
Staying curious and always learning is crucial, as the legal field is constantly changing. Keep your eyes open and stay updated on the latest developments. Networking is crucial, so build strong relationships with peers, mentors, and professionals in the industry. These connections can provide valuable insights and opportunities. Gaining practical experience through internships helps you understand the field better and apply what you have learned. Patience and persistence are essential, as building a successful career takes time and effort. Being a self-starter and giving one hundred percent dedication to your work will make you unique. Loving what you do and always striving to improve will set you apart.
Suns Legal has recently completed six years, marking a significant milestone. Could you share some of the key achievements and challenges you’ve experienced during this journey, and how they have shaped the firm’s growth and vision for the future?
Celebrating six years at Suns Legal is indeed a significant milestone for us. We have had our share of achievements and challenges that have shaped our journey and vision for the future.
One of the biggest challenges has been keeping up with fast-changing technology, which requires huge investments. During our early growth stage, we were hit by the pandemic, which forced us to adapt quickly to remote working. We also faced extremely high competition, with undercutting and fly-by-night firms making the market tough.
Despite these challenges, we have had some remarkable achievements. We have built a diverse client base and formed extensive friendships along the way. Stepping out of our comfort zone has allowed us to grow, and we have focused on training young talent and absorbing them into our team. Building trust with our clients has been crucial, and we are now known as experts in our field. This journey has also allowed us to do things we could not do before.
Looking forward, we aim to develop the firm by focusing on quality and expertise. We plan to expand our team, embrace updated technology, and broaden our service areas. Our goal is to continue growing while maintaining our commitment to excellence.
Can you tell us about the beginning of your career in law? What inspired you to pursue this field and how did you navigate the initial challenges?
I’d be happy to share. My interest in law began at a young age when I interacted with a corporate lawyer in Delhi during my civil services exam preparation. He told me that if you wanted to be recognised as a good corporate lawyer, then you must have a Company Secretary degree along with an LL.B degree from a reputed law college. After having this dual qualification you may advise businesses and become an essential part of running them, which intrigued me. Being a first-generation lawyer without much guidance was challenging, but my passion drove me forward.
I studied BA History (Hons.) and thereafter decision to pursue the law and Company Secretary course was unconnected to my domain however my passion and dedication made it easy for me. Additionally, I pursued a Company Secretary (CS) course, deepening my interest in corporate law and governance. Law school was both challenging and rewarding. I specialized in corporate law and was drawn to courses like mergers and acquisitions.
The steep learning curve and balancing work-life demands were significant challenges, but internships provided invaluable practical experience. My first significant step was an internship with a prestigious law firm, where I gained practical insights and faced the realities of the legal profession. Mentorship from senior colleagues was crucial, helping me develop my skills and confidence.
You have both a CS qualification and an LL.B degree. Was Company Secretary your first choice, or did you always plan to pursue law? How do you integrate the knowledge from both fields in your practice?
Initially, I pursued a Company Secretary (CS) qualification to gain a comprehensive understanding of corporate regulations and governance, which I knew would complement my legal education. Law has always been my primary passion, and the CS course deepened my interest in corporate law and governance.
Having both a CS qualification and an L.L.B degree has been incredibly beneficial in my practice. The CS qualification provides me with a solid foundation in corporate law, regulatory frameworks, company management, financial part of transaction and business aspects. It also enhances my ability to analyse financial statements and other relevant documents of a company. This knowledge is invaluable when advising business clients on legal matters related to corporate restructuring, as it allows me to understand and navigate the complexities of corporate law more effectively.
Integrating knowledge from both fields enables me to offer holistic advice to clients. For instance, when working on mergers and acquisitions, my legal expertise helps in drafting and negotiating contracts, while my CS background ensures that all regulatory, compliance, and financial aspects are thoroughly addressed. This dual perspective enhances my ability to provide comprehensive solutions, making me a more effective and versatile legal advisor.
How has your journey been from a Management Trainee at Ashiana Housing Limited to founding Corp Legex? What key experiences shaped your path?
My journey from a Management Trainee at Ashiana Housing Limited to founding Corp Legex has been both challenging and rewarding. At Ashiana Housing, I gained invaluable insights into the real estate industry and corporate law. This hands-on experience in managing compliance and corporate affairs was instrumental in shaping my understanding of the practical applications of law.
A pivotal experience during my training was working on a major merger matter. This exposure to complex regulatory and legal challenges significantly piqued my interest in corporate law and mergers. Additionally, I observed that many in-house counsels outsourced their legal needs to law firms, which sparked my interest in the potential of creating a firm that could offer integrated solutions.
The combination of these experiences solidified my desire to specialize further in corporate law and establish a firm like Corp Legex. My goal in founding Corp Legex was to offer comprehensive solutions that combine legal expertise with corporate governance insights, helping businesses navigate complex regulatory environments. Throughout this journey, mentorship from industry leaders and continuous learning has been crucial, reinforcing my commitment to providing strategic, client-focused services through Corp Legex.
With extensive experience in corporate restructuring, what do you believe are the most critical elements to consider during such processes to ensure a successful outcome?
Successful corporate restructuring hinges on several critical elements. First and foremost, a thorough understanding of the company’s current financial health and operational structure is essential. This involves conducting a detailed analysis of financial statements, cash flow, and market position to identify the core issues that need addressing.
Secondly, clear communication with all stakeholders is paramount. Ensuring that employees, shareholders, creditors, and other relevant parties are informed and engaged throughout the process helps maintain trust and support. Transparent communication also aids in managing expectations and mitigating resistance to change.
Legal compliance is another crucial factor. Restructuring often involves complex legal considerations, including regulatory approvals, contract renegotiations, and potential litigation risks. Ensuring all legal aspects are meticulously addressed minimizes potential obstacles and delays.
Lastly, having a strong leadership team to drive the restructuring process is critical. Effective leadership ensures that the restructuring efforts are aligned with the company’s long-term vision and strategic goals, fostering a successful and sustainable transformation.
Fintech is an evolving field with unique regulatory challenges. Can you share your experiences dealing with fintech companies and the specific legal issues they face?
Absolutely. Working with fintech companies has exposed me to a range of unique legal challenges that are intrinsic to the sector’s rapid innovation.
One significant legal issue is the structuring of complex financial transactions. For instance, I’ve been involved in drafting and negotiating agreements for new digital payment platforms and blockchain-based solutions. These transactions often require careful legal structuring to address the intricacies of new technologies and ensure that all parties’ rights and obligations are clearly defined.
Intellectual property is another critical area. Fintech companies often develop proprietary technologies or algorithms, making it essential to secure patents and protect trade secrets. I’ve worked on securing intellectual property rights for fintech innovations and handling disputes related to technology licensing and patent infringement.
Additionally, navigating contractual relationships between fintech companies and traditional financial institutions involves addressing unique legal concerns. Drafting clear, enforceable agreements that account for the innovative nature of fintech services is crucial.
Having started Corp Legex just five months ago, how are things progressing so far? What are some of the initial challenges you are encountering, and how are you addressing them?
Starting Corp Legex has been an exciting and challenging journey. The progress so far has been encouraging. We’ve been able to establish a solid client base and our team has been working diligently to deliver high-quality services. However, like any new venture, we are facing hiccups, but our collective energies are moving ahead day by day. Ensuring that we have the right team in place has been crucial. We’ve been actively recruiting talented professionals who share our vision and can contribute to our growth. Additionally, we’ve invested in training and development to ensure our team is equipped to handle complex client needs efficiently.
We’ve established robust processes for continuous learning and internal collaboration to stay ahead in these areas. Additionally, we leverage advanced technology to streamline our legal research and analysis, ensuring that we provide precise and informed guidance on our services offered to client. This approach allows us to offer comprehensive and strategic legal support tailored to our clients’ needs.
Overall, while there have been challenges, we’ve tackled them head-on with a proactive and strategic approach. The response from the market has been positive, and we are optimistic about the future as we continue to grow and refine our offerings.
You co-founded Unmukt Udaan, focusing on child education and development in rural areas. How has this initiative shaped your perspective on the importance of education and legal awareness in underserved communities?
I come from very humble background and understand how access to quality education can transform lives. Unmukt Udaan is an initiative to give shape to my belief and hope to spread education to all corners of the nation. It’s not just about academic learning but also about empowering individuals with the skills and confidence to pursue opportunities and advocate for their rights.
The Initiative has highlighted the critical role that legal awareness plays in these communities. Many families lack basic knowledge about their rights and the legal resources available to them. This gap often exacerbates their challenges and limits their ability to address issues like land rights, access to social benefits, and protection from exploitation.
Our efforts to integrate legal education into our programs have shown that when people understand their rights and legal frameworks, they are better equipped to make informed decisions and improve their circumstances. This experience has reinforced my belief in the intersection of education and legal awareness as fundamental tools for societal development and empowerment.
With your extensive experience, what advice would you give to young legal professionals who are just starting their careers? How can they develop a strategic and business-focused approach to law?
For young legal professionals, my advice is to cultivate a blend of technical expertise and strategic thinking. Start by mastering the fundamentals of the law and continually seek opportunities for practical experience. This will build a solid foundation and help you understand the nuances of various legal issues.
Simultaneously, develop a business mindset. Understand your client’’ industries, their strategic goals, and how legal decisions impact their business objectives. Engage in conversations with clients about their broader business challenges and look for ways to align your legal advice with their strategic needs.
Networking is crucial. Build relationships with mentors, colleagues, and industry professionals to gain diverse perspectives and insights. Stay updated on industry trends and regulatory changes, as these can significantly impact legal strategies.
Finally, embrace a problem-solving mindset. Approach each case or issue with a focus on finding effective and innovative solutions rather than just legal answers. This will help you become a valuable advisor and contribute to your client’’ success, thus enhancing your own career growth.
How do you balance your professional responsibilities with your personal interests and hobbies? What activities do you engage in outside of work to maintain this balance?
Balancing professional responsibilities with personal interests is crucial for maintaining overall well-being. I prioritize managing my time effectively by setting clear boundaries between work and personal life. This involves scheduling dedicated times for both work-related tasks and personal activities.
One of my key hobbies is cricket, which I find invaluable for maintaining balance. I try to play on a regular basis and stay physically active, it provides a mental break from work. Cricket helps me in recharging and improving my focus and productivity when I return to work.
In addition to sports, I make time for other personal interests such as reading and traveling. These activities offer me a change of scenery and a chance to unwind. Regularly disconnecting from work and pursuing these hobbies helps me stay refreshed and motivated, ultimately benefiting both my professional performance and personal satisfaction.
Having worked with both domestic and multinational companies, what differences do you observe in handling legal issues across different jurisdictions?
Working with domestic and multinational companies has revealed distinct differences in handling legal issues across jurisdictions. Domestically, the legal environment tends to be more predictable, with established regulations and a clear framework for compliance. This allows for more straightforward legal strategies and risk management.
In contrast, multinational operations introduce complexities due to varying legal systems, cultural norms, and regulatory requirements across countries. This necessitates a more nuanced approach to legal issues. For instance, navigating different regulatory frameworks requires careful coordination and understanding of each jurisdiction’s specific rules, which can impact compliance strategies and operational decisions.
Multinational companies also face challenges related to cross-border transactions, such as differing standards for data protection, intellectual property, and labor laws. Addressing these issues requires a comprehensive approach, often involving local legal experts and tailored strategies to ensure compliance and mitigate risks in each jurisdiction.
Overall, handling legal issues in a global context demands adaptability, thorough research, and effective coordination with local legal teams to address the diverse regulatory landscapes effectively.
Hello and welcome to the new episode of the SuperLawyer YouTube channel. Today we have with us Sumit Garg sir, who’s the founder of Alpha Corporate Legal and an experienced lawyer with a qualified CS degree, with a demonstrated history of working in the legal service industry for over 18 years now. He is skilled in matters related to mergers and acquisitions, corporate governance, SEBI, NBFC, regulatory and white-collar crime matters.
Welcome, sir. And thank you so much for agreeing to be with us here. it’s an honour. Thank you so much, sir.
Thank you, Divya. It’s a pleasure for me to get an opportunity to come on this platform and share my experience with budding professionals and fellow professionals as well because I believe that encouraging someone in turn encourages yourself. So, thank you so much for this opportunity. Let’s take it forward and I’m looking forward to an engaging session. Which I believe will add value to the budding professionals and my fellow professionals.
Rightfully said, sir. Thank you so much. Let’s start with the very first question when did you decide to pursue law or why did you decide to pursue law? Even better, who inspired you to pursue law and what challenges did you face during the initial stages of your career? How was your journey? Please do share your experience.
So, Divya, to answer that question, first of all, I never aspired to be a lawyer.
I originally aimed to become a company secretary (CS) of a listed company. The inspiration for that came when I was in 12th grade, reading a newspaper. I’m from Meerut, and at that time, the trend was to read newspapers regularly. Being in 12th grade, I was more conscious about which stream I should choose.
I had taken commerce in 11th grade, so I knew I was heading into the commerce field, but I was still confused about whether to pursue CA, CS, ICWA, MBA, or something else. Especially in my situation, where no one in my family or extended family was a lawyer—everyone was either an engineer, businessman, or MBA, managing their own businesses. There was no one to guide me, or perhaps, I didn’t seek out guidance actively.
Then one Sunday, I picked up the newspaper and in the career section of Dainik Jagran, I read about the role of a company secretary. It explained what a CS does, how they function within a company, and the one thing that really resonated with me was the fact that in a listed company, there’s only one CS, who works closely with top management, assisting the company in every business decision—compliance with laws, disclosures, governance, and feasibility.
That aspect of being a key decision-maker in the company attracted me to CS as a career. Later that evening, my eight friends and I—who had also read the same article—decided that we would all pursue CS together. And so the journey began in February 1998.
We registered provisionally with the CS Institute, and I still remember the day when the eight of us traveled by bus from Meerut to Delhi. Reaching the CS Institute on Lodhi Road was quite a challenge, as we were all new to Delhi, despite Meerut being so close.
That was the starting point. As we progressed through our CS Foundation and later the CS Intermediate, we encountered various laws that sparked my interest. It was during this time that I thought, “Why not also pursue law?” This could help me earn a little extra by working as a legal head in a company and expose me to more laws in practice.
At that time, the MRTP Act and the Consumer Protection Act were prominent. These laws helped me understand legal nuances early on, like the difference between “flat 50% off” and “up to 50% off,” and the meaning behind the asterisk we often see with “T&C apply.” These details sparked my interest in law.
After completing my B.Com from Delhi University and while pursuing CS, I decided to pursue law as well. I qualified as a lawyer in 2005, although I finished my CS in 2006.
In 2007, I got enrolled with the Delhi Bar Council. Interestingly, I joined an office in January 2007 where I got the opportunity to work on mergers and demergers, but I was still unsure about whether I should get enrolled as an advocate. Even though I visited the High Court regularly, wearing the black tie (though without the band), I hadn’t fully committed to enrolling.
It was in May 2007, after gaining more exposure to law and realizing it was my true calling, that I finally enrolled as an advocate. I had the knowledge, but practicing as an advocate—going to court—was what gave me the real practical experience.
That’s how I became a lawyer and a practicing advocate, which is why I call myself an accidental lawyer.
Beautifully said, an accidental lawyer who has made a name for himself in many kinds of legal worlds where the corporate world starts and ends at that particular space. You have actually merged both of these things and used both company secretaryship and bachelor of law degree in combination so beautifully that you have built a whole sphere around you and you also have founded Alpha Corporate Legal.
Would you care to share your challenges or stories behind starting this particular company for your legal firm, and how has CS and law both helped you building that particular empire for yourself?
I think, as much as I became engrossed in practicing law and corporate matters, I got more and more connected with it, or rather, it became ingrained in my blood. As I shared, I am a first-generation lawyer, and for me, it was really tough to make a mark in the legal industry or even find a suitable job.
But, as luck would have it, I started working in January 2005, before I qualified as a CS or completed my law degree. One thing that gave me the strength to venture into law with perseverance, without ever doubting my decision, was my repeated failure in my CS examinations. I still remember that I couldn’t qualify for my CS Intermediate Group 1 in three attempts. It was only on the third attempt that I finally cleared it. Similarly, at the final level of my CS, I cleared Group 2 on my fourth attempt. It took me about eight years to complete my CS, but I am not shy about it.
I openly share this because, despite the failures one may face in life, each failure should motivate you to push harder and succeed. In this regard, it would be unfair not to mention my teachers, Mr. Bhupesh Anand, who still teaches Direct Tax and Financial Management to CS students, and Mr. S.P. Rao, who taught Indirect Tax. I went to them when I couldn’t pass my exams, and I used to travel back to Meerut for my CS exams.
I would impart the knowledge I gained in coaching classes to my fellow friends who were also pursuing CS, and they would clear their attempts, while I kept failing. One day, I went to Mr. S.P. Rao and told him that I wasn’t cut out for CS. It wasn’t happening.
He told me, around late 2005 or early 2006, to write on a piece of A4 paper: “I will qualify my CS in the June 2006 attempt,” and put it on the wall where I studied. I did exactly that. He also told me to follow this, and meet him after the exams in June 2006. He gave me a piece of advice that I still follow today. He said, “Whenever you face a problem or can’t solve a question, make a fist, tell yourself that ‘I can do it, I have to do it,’ and try again.” I still follow that advice, and it really helped me.
Despite the syllabus changing during my last attempt, I sat for all eight or nine papers consecutively, and I cleared my CS in the June 2006 attempt. His belief in me filled me with conviction that I had the ability to do it. It was just a matter of time and persistence. That belief in myself kept pushing me forward, shaping my career.
In January 2005, I began working as a Secretarial Executive in a private limited company that provided secretarial services to its clients. It was there that I met Mr. Anil Goyal, a Chartered Accountant, Company Secretary, and a rank holder in both. He was a self-made man, and he recognized the potential in me. At that time, he was the auditor for a listed entity, and he referred me to work there. I went for the interview, got selected, and that’s how I started working for a listed company that had the second-best IPO of 2005.
I told myself I wasn’t going to miss this chance at any cost. I learned a lot while working there, but I realized that my true calling wasn’t in working for a listed company because, even after completing my work, I had so much free time that I kept craving more.
However, I stayed with the company because I was still pursuing my CS, and it gave me enough time to study. I remained there until I qualified, and, being fair to them, I didn’t leave without seeking employment as an Associate Company Secretary.
As luck would have it, the main Company Secretary got an opportunity to work with a firm dealing in mergers and demergers, but he passed on that opportunity to me. I spoke to Mr. Anil Goyal, and he said, “Sumit, this is the best opportunity you can get.”
At the same time, I was offered a much higher salary by a reputed company to join as their Company Secretary, but I chose the opportunity to work in the M&A domain with Mr. Deepak Deewan. I’m forever grateful to him for making me his first associate in his office, which exposed me to the world of mergers and demergers.
In my first year, I handled my first scheme for a listed entity. It was a demerger where the real estate division was demerged and bogged into an SPV, which we got listed under the Securities Contracts Regulation Act without going through an IPO. Overnight, after the order passed, the person had another listed entity in his group, and that gave me immense satisfaction.
I stayed with Mr. Deepak Deewan for almost four years, during which I worked on 50-60 schemes of mergers and demergers, including about 15 listed entities. Some of the names include Spentex Industries, Jindal Drilling, Maharashtra Seamless, Ansal Group Companies, DLF, and more.
During my time there, I encountered unique cases. One was a scheme proposed by the shareholders of two listed entities involving two brothers with a family arrangement. Usually, it’s the company that proposes the scheme, but in this case, the shareholders were proposing it. It took me two hours to convince the Delhi High Court Registry that there were no transferee companies in this scheme.
Another case was the merger of a real estate company involving farmlands and farmhouses around the airport area. After the merger was completed, the client came to us because their sale deeds were impounded by the sub-registrar of Kapashera. We approached the Delhi High Court, and I researched a pre-independence notification under the Indian Stamp Act of 1937. After months of effort, I found the notification, which was ultimately upheld by the Delhi High Court in the Delhi Towers Limited case. This became a highlight of my career at that nascent stage when the order was passed in December 2009.
Although this order had far-reaching implications, I had fulfilled my duty to my client by exonerating them from paying stamp duty. Following this, the Delhi government withdrew the notification, and mergers and demergers in Delhi became subject to stamp duty. Other states followed suit.
So, I may have deviated from your original question about setting up ACL, but all these events in my early professional career really solidified my commitment to the law. Or rather, I got married to the law because of these experiences.
Yes, it is very difficult for people to accept that there have been failures in their career as well. But it’s commendable that you are accepting it with open arms. And you are sharing your learning from those failures. What I believe or what I have understood till now in my life, that yes, if you accept your failures, you will be more successful than what you would have imagined. And I guess that is the reason why you have such amazing clients also who tend to forget the parking charges for their planes, where you have saved them crores and crores of rupees.
How do they compliment you with all these kind of things? And how do you keep yourself so aware that you get to understand that these all nitty gritties are also there and you help them in saving them their not only money, but their faces as well. How have you done that?
Divya, there’s more to it. While I was working with Mr. Diwan, I was quite young at that time—still young at heart—but back then, I was young physically as well. I decided to go solo, and certain things happened. It was right after my marriage in November 2010 that I decided to work independently for about six months.
Handling these matters boosted my confidence immensely. I felt like I could conquer the industry, so I thought, “Let me start on my own.” However, I soon faced reality and realized I was lacking experience.
A lawyer is a lawyer to the world, whether you’re a corporate lawyer, criminal lawyer, or IPR lawyer—these distinctions come much later in your career. When I faced the reality that I couldn’t serve my clients properly due to a lack of experience, I accepted it.
I couldn’t approach other friends, colleagues, or seniors for help because I believed that if I was working for a client, it was my responsibility. It changes your attitude toward work when you take ownership. It’s like buying a car—you look at every detail before making a decision. Similarly, how can anyone be lax when working for someone else? This attitude of treating my client’s work as my own pushed me to go the extra mile because, ultimately, if my client is happy, I’m happy—and I’m progressing.
So, when I realized this, I joined DMD Advocates. At the time, it was known as Dutt, Menon, Dunmorr Sett. I’m really thankful to Mr. Rashi, the corporate head there, and to Ms. Anuradha Dutt, with whom I had the opportunity to work later in my career. These two individuals taught me what law truly is—how to read, analyze provisions, and much more.
Mr. Rashi had recently returned to India after working in the US for 16 years, and he instilled in me the traits of being a true professional—true to your work, your clients, and yourself. I’ll always be indebted to him, Ms. Dutt, and DMD, as well as all my colleagues there. They believed in me and gave me the opportunity to work for their clients. After that, there was no looking back.
I was with DMD for almost 11 years, and it gave me the confidence that if I ever decided to go independent, I wouldn’t fail. Many juniors at DMD started their own firms and are successful today. That’s the kind of training I received there, and I will always be grateful. Without my time at DMD, I wouldn’t have thought about setting up ACL.
Like everyone, I had my highs and lows at DMD. I’m not shy to admit that at one point, I didn’t complete my appraisal form because my performance wasn’t up to the mark that year. But I was determined, and I’m thankful to Mr. Rashid for believing in me and giving me another opportunity. I bounced back, and for the next three years, I received the highest increments in DMD and was promoted to principal associate.
I worked on numerous matters for MNCs, regulatory issues, and represented clients before SEBI, Enforcement Directorate, CBI, and RBI. That gave me a platform to hone my skills as a lawyer. Over time, I learned that a lawyer never gives up, and that’s why this profession is one of the strongest in the world.
In July 2021, I finished a major assignment—part of a larger global disposition—and that gave me time to reflect on what I wanted to do. While I had no complaints about the quality of work, remuneration, or culture at DMD, I wanted to do something more. Working at a law firm doesn’t give you the time to pursue those extra things. So, I took a sabbatical.
Interestingly, on 13th July 2021, my last day at DMD before my sabbatical, an old friend called me out of the blue. He asked what I was doing, and I told him I was going on vacation. He said, “I’m hiring you as my outside general counsel right now, and I’ll pay you this much.” I told him I was on vacation and didn’t want to work for the next 15-20 days. He insisted, saying, “Your retainer ship starts today, but I won’t disturb you during your vacation.” And just like that, I got my first client.
During the vacation, I discussed things with my wife, who is a crucial part of my life. At the time, our son was about to start school, so it was a critical juncture. My wife asked, “Are you mad? How will we pay our bills and EMIs if you leave DMD and start your own firm?” I told her I had saved enough money to survive for a couple of years, even if I didn’t earn anything. She gave me one year to prove that I could sustain our family without denting our savings.
That’s when I started thinking about what to name the firm. I didn’t want my name on the board—Sumit Garg & Associates or SD Advocates—because I wanted to create an organization where anyone could contribute without feeling it wasn’t their office. I wanted to be at the top of our game, the “alpha males” of the industry. So, we named it Alpha Corporate Legal. I called a friend in IT, got the domain registered, and started working from home.
That’s how ACL came into existence. It’s still a proprietorship because I’m looking for the right person to partner with—someone who shares my commitment to clients. My associates, the ones who started with me, should eventually step up and become partners. That will give me the ultimate satisfaction—that my colleagues are now my partners.
I tell them all the time, “This is your office, not mine. You decide what’s best, plan policies, take on client work, but always be available, accountable, and responsible to your clients. If you’re late on a deliverable, own it, reach out to the client, and explain. Never let the client chase you.”
I’ve noticed, after almost 20 years in the profession, that many lawyers dodge their clients when they’re delayed on something. It’s wrong. You should be proactive. Clients will respect you more for being honest and forthcoming. That’s what I tell my colleagues and anyone who seeks guidance on how to progress in their career.
These are traits I’ve learned the hard way, but if I can impart them to others, why not? That’s my philosophy when I say I want to give back to society and the profession. And that’s what this journey with ACL is all about.
I would like to ask about your involvement with Startup ventures, because I guess you are very much involved into helping them as well. But major question there would be to understand the psychology of the young aspirants or aspiring entrepreneurs who regarding to the legal aspect they try and take more risk in terms of not having absolute legal team ready for them from the very start and later they suffer because of that.
So how do you adjust to this particular thought process of startups and how do you help them or train them in case they have come in the start and once they have gotten into some trouble and come to you at a later stage.
So, Divya, you’re absolutely right. This generally happens not because anyone wants to cut costs, but because entrepreneurs want to focus on their business. That’s their passion, their vision – to grow the business. However, some entrepreneurs have a broader vision and believe, “Whatever I’m doing, I need to do it right.” For them, having the right team is the most important thing. I personally believe that setting up the business team is crucial, and the second most important thing is setting up the legal compliance team.
If my business or the way I conduct it is not in compliance with the applicable law, there won’t be a business for long. There’s been a paradigm shift in the mindset of entrepreneurs compared to 10, 15, or 20 years ago. Now, they don’t see the legal team as a cost center; they see it as an integral part of the business and invest in it. Because when the business is new, there are numerous challenges – managing the team, setting it up, and money is usually tight in the beginning as you’re seeking funding.
Sometimes, promoters or entrepreneurs try to cut down on legal costs by not hiring a legal expert or not seeking legal advice. In fact, just last night, I was on a call with a foreign client who had set up a company in India a few years ago. While they weren’t hesitant to spend money, they didn’t bring the right people on board to advise them properly.
This acts as a checkpoint for Indian entrepreneurs because when funding happens, the investors, who are putting their hard-earned money into a startup, want it to succeed. It’s up to the promoter to find the right person – a lawyer or corporate legal expert – who can guide them through legal processes so they can focus on the business while ensuring that all aspects are legally sound.
My advice to entrepreneurs is always to hire the right person to support them in all legal decision-making, ensuring that their business decisions will stand the test of time and law, if required in the future. Secondly, I advise them to be transparent. In business, it’s not necessary to make 100% right decisions all the time. Sometimes wrong decisions are made, but if they are, own up to them, learn from them, and be honest with your investors. Explain why the decision was made, what changed, and what corrective steps you’re taking to rectify it.
Another key point I want to highlight is that many professionals focus solely on problems. Few look at solutions. We have to be solution-oriented in life. If one door closes, we must look for the other five doors that have opened for us. Transparency is key – with business partners, employees, vendors, customers – everyone. It is essential to grow and scale up your business.
Moreover, it’s important to form bonds of friendship. An employee is not just an employee; they are a vital component of the business. They become family. Unfortunately, some businesses merely pay lip service to this idea. But real success only comes when you truly create a family out of your team. Without the support of your team, it’s difficult to achieve anything.
I always tell entrepreneurs not to cut corners on legal and compliance budgets. One wrong compliance move could become a major obstacle for future fundraising or obtaining licenses for the business. Maintaining high levels of integrity is critical if you want to create a scalable business.
Once these aspects are covered, the rest comes down to passion. If you have the right passion, you will build and scale the business and make a name for yourself. I particularly remember a client I served in 2012, who had built a well-established brand in the F&B sector with a major Indian conglomerate in consumer goods. He sold his minority stake in the company and started his own F&B business, where he was the 100% owner.
With a proven track record and a passion for food, he scaled his startup in just three years. He secured funding of ₹18 crores, followed by ₹100 crores a year later, and then another ₹50 crores after another year, eventually reaching ₹100 crores again. He built 10-15 dominant brands in the F&B sector, with restaurants in India and abroad. We even did a master franchise agreement for him at a global level.
He was true to himself, his investors, his employees, and his partners, which is why he could scale his business so rapidly. I’m still associated with him, and I take pride in being part of that organization. It gives me a different level of satisfaction because, for me, earning isn’t everything. Building relationships and achieving a sense of satisfaction is far more important. And that’s what I try to instill in my team as well.
Taking all of these kinds of learnings, I would like to move forward and ask you about your experience related to educating people, giving them lectures, interacting with students, new entrants.
What are your observations about the upcoming generation of legal professionals and the kind of challenges probably they are going to face with the kind of technologies that are upcoming and the way law is also changing in relation to the kind of disruptive tech which we are now seeing, it has taken shape?
And how do you see when you guide them or when you lecture them, how do you convince them that they can make a name for themselves? Along with being truthful and honest, what all are your guidance to them and how do you make sure that they do not get disheartened by big names and try and make a name for themselves?
Divya, I always share my failures more than my successes because, as professionals, we know that platforms like LinkedIn, blogs, and podcasts are filled with success stories. There’s a lot of digital content available online these days, but merely going through it mechanically doesn’t give you that zeal, and it often doesn’t resonate with you.
That’s why I prefer face-to-face interactions over virtual ones. However, we have to keep up with technology and the times, so I’ve adapted to virtual hearings, interactions, and everything else. Still, my first preference remains physical, face-to-face meetings.
The biggest strength I see in today’s younger professionals is their clarity of thought about what they want to pursue in their careers. When I started law in 2007, I worked on everything—corporate M&A transactions, general corporate, IPR-related matters—because IPR is crucial to any business. When you’re negotiating corporate or M&A agreements, significant time and effort go into negotiating the IPR aspects. It took me 6 to 8 years to figure out what I really wanted to focus on. But today’s youngsters know exactly what they want to do, whether it’s corporate law, IPR, criminal law, civil commercial litigation, or family law. They have that clarity, and I think a lot of it comes from the immense content available online, which gives them deep insights into career paths and specialized fields.
However, my suggestion to them is that in the first five years of your career, do everything that comes your way. Get a sense of the various practice areas before deciding which one suits you best. Only then can you make an informed decision based on your skills and experiences.
Another strength they possess is that they have their priorities right. When we interact with young lawyers for hiring purposes, they aren’t shy about asking practical questions like, “What are the office timings?” or “What are the working days?” In the four or five interviews I’ve had in my life, I never dared to ask such questions. My objective was always to secure the job. But I respect that they ask these questions, and I even encourage them to do so because if they’re comfortable with the work culture and conditions, then we move on to technical evaluations. Otherwise, there’s no point in wasting anyone’s time.
These are some of the strengths I’ve observed in freshers entering the industry. I believe everyone should ask these questions because work-life balance is important. I know many colleagues who burned out in the first five years of their careers. If you’re running a marathon, you have to train for it. It’s not a sprint. We need perseverance, conviction, and the endurance to finish the marathon, not leave it halfway.
Youngsters have a lot of questions, and what I’ve learned is to ask as many questions as you can. If you’re asking questions, it shows you’re eager to learn. The problem arises when you’re not asking questions—either because you’re shy or because you think asking might invite trouble. Maybe your reporting partner or senior will ask, “If you had this question, how did you finish the work already?” Some people avoid that interaction and think, “If the work is done correctly, I’m good. I’ve managed to hide my shortcomings.” But you can’t rely on luck every time.
I used to wonder, back when I was with DMD, how my reporting partners instantly caught things I missed in a document. Now I know that after 15 to 20 years of experience, you can immediately tell how much work has gone into a document.
Since you brought up the aspect of work-life balance, being such an accomplished professional, how do you manage to maintain that balance? If possible, could you share any personal experiences, hobbies, or approaches you use to handle this? Work-life balance has become such a pertinent issue, especially with burnout becoming more common, as you rightly pointed out. How have you managed it so far, and how do you ensure your team learns from your example?
My hobby is singing and playing the guitar. Although I haven’t played the guitar in a long time, I never miss the opportunity to sing whenever I can, whether it’s at social gatherings or other events. Even if it’s just a couple of lines, I enjoy it. There’s another aspect I consider important, and that’s spirituality. I believe it plays a crucial role in everyone’s life. We may not realize its significance when we are young, but as time passes, spirituality brings calmness and the wisdom to understand what’s happening around us.
I was fortunate to be introduced to Nichiren Daishonin’s Buddhism through my wife, who was practicing it even before we got married. It’s a Buddhist philosophy that I’ve been following ever since. This practice has helped me achieve a sense of spirituality in my life and taught me how to take responsibility for everything that happens to me. The philosophy is based on the concept of cause and effect—what I do today will shape the outcomes I experience tomorrow. It keeps me grounded, humble, and gives me the strength to keep moving forward.
This philosophy emphasizes accountability and highlights the importance of happiness. It teaches that once you achieve happiness, it’s your responsibility to spread it to others, regardless of their social status—whether it’s the security guard in your building, your domestic help, the cook, your driver, colleagues, wife, kids, or mentors. Gratitude is at the core of this practice, and it has become a guiding principle in my life.
My Buddhist faith was a significant factor in establishing ACL, and it helps me bring a humanistic touch to all my interactions—whether with clients, colleagues, or family. It keeps me grounded and level-headed. I also devote a lot of time to Buddhist activities and encourage my colleagues to learn about it as well. I believe no philosophy can harm you—you can always take what resonates and leave the rest.
This philosophy is not just my hobby or passion; it influences my work and personal life, allowing me to do good for my clients, associates, family, and friends. It helps me stay connected to the human nature that exists within all of us, but which we sometimes forget in the fast pace of life. I strongly believe in being humane to everyone because if you don’t like something happening to you, it’s likely the other person won’t like it either.
This belief is what inspired me to ensure a healthy work-life balance at ACL. That’s why we operate on a five-day work week, unlike the seven-day trend in many law firms. Of course, when necessary, we do work on Sundays or overnight, but that’s a rare occurrence at ACL. I believe if work is managed efficiently, there is no need to work overtime or on weekends.
Another principle I’ve instilled in the work culture at ACL is respect for personal time. If someone is on leave, we don’t call or email them. We don’t disturb them because it’s important for everyone to spend time with their families and recharge from the demands of being a lawyer.
Sir, would you care to share some thoughts about ACL? Are you planning to expand it? How do you envision bringing more people on board, and what are your future plans for the firm?
Given the philosophy you’re promoting; many people would be eager to join a firm where they have the freedom to take leave without interruptions. It would be fantastic to hear more about this approach, and it’s inspiring to know that such firms exist.
let me clarify one thing. When I said that we don’t disturb, it’s only when it’s absolutely urgent that we contact our associates. Otherwise, I avoid disturbing them when they’re not working. I feel the same way about not being disturbed while I’m with my family. It’s a two-way street; it cannot be one-sided. As I mentioned earlier, I’m not in a rush to expand ACL. I often see LinkedIn posts like, “We now have 500 lawyers in our office” or “We’re growing at a 2x pace” or “We’ve opened this office and that office.” And while that’s great and encouraging for people like us, when it comes to ACL, I’m not in a hurry to grow because I believe in expanding with a humanistic approach, gradually, not instantly. I’m here for the long haul. It’s a marathon, not a sprint, and I don’t want to be a fly-by-night operator.
At ACL, God has been kind, and I want to express my deepest gratitude to our clients, those who entrust us with such intricate tasks and believe in us. Securing clients for a relatively small office is no easy task, neither for me nor for the clients. But thanks to my experience in the industry and the work I’ve done, word-of-mouth has been spreading at a good pace. Recently, we completed three years at ACL. During these three years, we’ve worked on notable assignments, such as the acquisition of a listed entity by one of the top five Indian groups, representing media companies in their acquisition through the SEBI route, and navigating the SEBI takeover code. This was one of the first listed company assignments we handled at ACL.
Also, because of my long-standing relationships with clients I had served during my time at DMD, some of them wanted to connect with me as soon as I started ACL. But having spent nearly 11 years at DMD, I learned invaluable lessons in integrity from the people there. So, even though I hadn’t signed any non-compete agreement with DMD, I decided on day one that I wouldn’t take on any client I had worked with at DMD for at least six months. That was my way of honoring the place where I learned so much. I didn’t want to give anyone the impression that I was poaching clients. However, there was one particular client who was adamant that if I left DMD, they wanted to move with me. Incidentally, I had been the one to introduce that client to DMD, and my managing partner was gracious enough to let me take the client with me, encouraging me to do my best for them.
For this client, I represented them before the Securities Appellate Tribunal (SAT) against penalties and debarment orders, where a penalty of ₹10.25 crore had been imposed, along with a five-year debarment not just on the company, but also on its promoters and directors. We successfully got the penalty reduced to just ₹25 lakhs. This was the first company to receive relief from SAT in GDR-related matters, out of 70-80 similar cases pending with SEBI and SAT. This level of commitment is what builds lifelong connections with clients, not just for a single transaction, but for life.
Some of those clients have returned, and I continue to work with them, having signed engagement letters only after the required time period. Since then, our client list has only expanded.
Another significant client we gained was a listed entity in the travel sector, which entrusted us with acquiring a majority stake in three domestic companies. With a team of just three people, we successfully completed these transactions, which involved drafting definitive agreements, negotiating with selling shareholders, and structuring the deal. What made this transaction unique was that there was no cash consideration involved. The listed company acquired the majority stake via a share swap, issuing its own shares as payment.
The next stage was to obtain in-principle approvals from the stock exchanges for the listing of the newly issued shares, which we successfully secured. We then applied for the listing and trading approvals from the stock exchanges, which were also granted. This is how we successfully closed that transaction for the listed entity. Impressed with our approach, availability, and commitment levels, the client entrusted us with three more overseas acquisitions.
I take immense pride in how we approach our assignments. We work on a lot of SEBI-related matters. Recently, we represented an individual who couldn’t afford our fees, but we took him on anyway, offering him a substantially discounted fee and the flexibility to pay when he could. I believe even if you charge a nominal fee, it helps the client retain their self-respect while valuing the work you’ve done for them.
I’m proud to say we represented him, and after several hearings with the whole-time members, we managed to get him exonerated from all the allegations. The satisfaction that comes from such outcomes is immense. In this case, one of my team members, who had worked with me on the assignment, had left ACL due to health issues. I made it a point to call him and inform him that we had won the case and achieved a fantastic result.
This is how I plan to grow ACL—by ensuring that every person associated with us brings a human touch to everything they do, offering the highest level of commitment to clients, colleagues, and the office.
What a wonderful thought, sir: aiming not only to grow your organization organically but to make it more human and client-centric. After all, we are here to serve our clients. Your honesty in this interview was truly refreshing. The beauty of it lies in your openness about both your failures and successes, without any hesitation.
I’m genuinely thankful that Namrata brought you in for this interview and that you graciously accepted. I thoroughly enjoyed this candid conversation. Thank you once again for being with us at SuperLawyer. It has been an amazing experience today.
Thank you so much.
My pleasure! I feel a responsibility towards my fellow colleagues and the new generation entering the legal profession. This is the reason I engage in these conversations; it gives purpose to my life. While we live for ourselves and our families, we should also live for others. This is a lesson I’ve learned from my practice of Nichiren Daishonin’s Buddhism.
I am deeply grateful to the Buddhism I follow, to my wife, and to my parents who have always supported me through both challenging and happy times. If in the future you think my input might be valuable, I am more than willing to help. It would be my pleasure to assist and be available for my fellow colleagues.
Could you share with us your journey into the legal profession? What sparked your interest in law and led you to specialize in international privacy law and corporate law specifically?
I started working as a business journalist in 1994, after graduating with a degree in commerce and economics from Bombay University (as it was called then). A chance meeting with a friend convinced me to study law, as I believed that it would improve my skills and help me become a better business journalist. (The Stock Market was still reeling from the effect of the 1992 scam and knowledge of various corporate and business laws would help.) So I enrolled to study at the prestigious Government Law College at Church gate, mostly, because it was close to my workplace and early morning classes allowed us to work all day. I signed up for a moot court competition within a few months of classes and I immediately knew that this is what I want to do in the long run! So I eventually quit journalism a few months later to focus on my law studies.
There were no privacy laws then – and my favourite subjects in college were the law of Torts, Contracts, Interpretation of Statutes and Private International law. I eventually joined Desai & Diwanji, where I was introduced to corporate commercial law, property law and commercial litigation. I wanted to become a counsel, so I joined the chambers of Snehal Paranjape and started my practice as a Counsel in the Original Side of the Bombay High Court. After a year and half I relocated to Bangalore, and as I did not know Kannada then (I am fluent now), I went back to doing corporate work and then moved in-house.
I worked for a few companies, setting up their legal function and then became the General Counsel of some large IT / ITES companies. Contracts and negotiations are the life blood and most important aspect for any corporate lawyer, and as the legal head, I was also responsible for supporting growth of the business across countries, mergers and acquisitions and compliance, apart from everything else that comes with the role. When I was the General Counsel of Minacs, the Company was acquired by Concentrix, and I set up the Compliance function at Concentrix. That’s about when GDPR happened and I was one person in the company who had no conflict of interest in taking up the role of the Data Protection Officer (DPO). So I learned all about Data Protection and Privacy and set up the privacy function. Gradually, we saw the introduction of Artificial Intelligence where the laws are even more challenging. I was also responsible to ensure that we had a framework in place to ensure ethical and responsible AI design. I learnt a lot on the job and it was very exciting and enriching for me.
In December 2023, I joined hands with my old friend, Rashmi Sharma, and we set up Kosmos Partners together.
So this is my career trajectory in a snapshot – property, corporate advisory, litigation, back to corporate transactions (this time in-house – mostly tech laws), corporate compliance and data protection and privacy, AI regulations and finally – back to practice.
You’ve had an impressive career spanning over 25 years, with significant roles in various organizations. How have these experiences shaped your understanding of international privacy law and corporate legal practices?
One can never understate the value of experience. Each and every transaction, incident, case or matter comes with its own learning. I was extremely fortunate to be at the right place at the right time and to handle the kind of matters I got to do. I was very fortunate to have the opportunity to handle quite a few mergers and acquisitions independently right at the start of my in-house career and that was a great learning. I negotiated a couple of very challenging multi-jurisdictional contracts with large corporations, who are known to be very rigid and unwilling to bend on some key terms, but we still managed to get excellent terms from them based on how we positioned ourselves. Some of these learnings taught me how to break up a problem into smaller pieces to solve it better, how to take a step back and understand the big picture, how to bring value to the table and demonstrate that, especially while negotiating.
I travelled extensively to negotiate contracts with large clients and also, as part of my role as the Compliance leader. This exposure taught me a lot about the laws and legal practices of many other countries, their cultures and also helped me understand the data protection, privacy and cyber security laws and practices in various countries. I also began to appreciate how law and privacy are closely linked to the local culture. I think it is necessary to understand the history and culture of the other country before negotiating a contract or working on compliances or data privacy requirements of that country to be more effective.
One of the biggest challenges is to try to help the business create business processes that comply with the laws of multiple jurisdictions without making it too complicated for the business.
I also learned how important it is to understand the business and its challenges before we try to teach them the law. Once we understand their challenges, as lawyers, we should partner with the business and help solve their problems in a more practical way, rather than preaching to them. Raising awareness of the laws and regulations among business teams is also very important for business lawyers.
Given the dynamic nature of data privacy laws globally, how do you stay updated with the latest developments and how do these changes impact your clients?
The only way to stay updated is to read, read and read. There are quite a few free online legal subscriptions that one can subscribe to, so one is updated of the latest regulations. Also, consider joining online groups and WhatsApp, which are good at information sharing, many of them are rather helpful too.
Could you walk us through a challenging case or project you’ve handled in international privacy law? How did you navigate through it and what were the key takeaways?
One of the most challenging project was during the outbreak of the COVID-19 pandemic, and having to support the business teams in moving to work from home in a very short time. We barely had time to understand what was happening and we needed to move all equipment to employees’ homes in multiple countries around the same time. These had privacy and compliance implications, which we had to deal with for each country separately. Not only that, every country / city / state kept coming out with various regulations and notifications, which a couple of us were closely tracking real-time.
Soon enough, the tech teams had to come up with tools to protect the security of the data that was to processed by employees from their homes, which had even more privacy challenges. Our challenge was to walk the fine line between protecting the company and its client data and confidential information and to ensure cyber security on one hand, while on the other hand, ensuring that we do not violate privacy rights. We had a great team that rose to the challenge very well. We had to understand the needs of the business, the proposed solution, its impact on privacy and then map it against the laws of each country, so we could then work with the teams on implementing a viable solution. The biggest takeaway from such projects was the importance of team effort. Understanding the laws, of course, was important, but none of these challenging projects are successful unless everyone comes together as a larger team.
In your opinion, what are some of the most common misconceptions clients have about data privacy laws, and how do you address them in your practice?
The largest misconception clients have about data privacy laws is that they are fully compliant since they are GDPR compliant. GDPR is considered as the gold standard in data privacy, but one does not need to implement GDPR across board indiscriminately. Some clients take pride in doing that. But the Indian privacy law is more focused on a consent driven approach, and if you needlessly implement GDPR for Indian data principles, you will anyway have to take a look at everything once again.
Transitioning to corporate law, what are some of the most rewarding aspects of advising on mergers and acquisitions or structuring financial transactions? Could you share a memorable experience from your career in this field?
I have handled and led quite a few mergers and acquisitions as the legal head. Though mergers and acquisitions are long, complex and challenging transactions, they are just the beginning. The real success of a merger or acquisition lies in the integration, that follows completion of the transaction. And to ensure that the integration is complete and thorough, one must ensure that the due diligence was as complete and thorough. More often than not, sadly, due diligence is left to junior lawyers, who may not even understand the challenges in the documents they have been checking.
One very memorable transaction for me, very early in my career was a deal where we were acquiring a company headquartered in the US with a subsidiary in India. The founder had passed and his wife was unable to run the business and hence selling it. There were quite a few challenges in the deal right from the start. We found tax issues and litigation in the due diligence, both in US and India. The seller wanted to retire and did not want to be saddled with any of the issues, especially in India, so she wanted us to buy the stocks in the holding company and take care of everything, while we wanted only to buy out all the assets so we did not have to deal with their tax matters. The negotiations, led by our CFO almost came to breaking point as we could not agree on the transaction structure.
Finally, we went to our CEO and I will never forget how he broke down the transaction into smaller parts and suggested why don’t we take the stocks of the Indian company as we can deal with their litigation here since we are local and set up a new company in US and buy out the assets there, and leave the Seller to clean up the tax issues in US since she was a local there, which was acceptable to her too. We had to look at the key pain points for both parties and resolve that, and it suddenly became a win-win for both parties. The same transaction also saw the Seller sacking her CA in the middle of the transaction. She had retained the CA to negotiate the transaction as well as vet the contract for her, but it turned out that he was not really providing her much support on the contract piece. After some time, she ended placing so much trust and faith in me that she would sign any document only if I confirmed that I have seen it and it is ok for her to sign. I had to remind her that I do not represent her, but she still reposed so much trust and faith in me to draft a fair document. That was a very overwhelming experience, and something I can’t forget.
As someone who has held leadership positions in legal departments of major corporations, what advice would you give to young professionals looking to advance their careers in corporate law and privacy law?
Young professionals should try to develop an understanding of the business and develop a strategic outlook.
For in house counsels, focus on developing a deep understanding of the company’s business objectives. This involves not only knowing the law but also understanding how it impacts the bottom line. Additionally, cultivating strong interpersonal and communication skills is crucial. The ability to build relationships with colleagues across different departments, and to articulate complex legal concepts in clear and concise terms, is invaluable.
Privacy lawyers, should necessarily try to develop some technical expertise. Beyond technical expertise, develop a strategic mindset. Anticipating legal risks and providing proactive solutions is essential for career growth. Seeking out opportunities to take on leadership roles, even at an early stage, can accelerate professional development.
Also, do seek out a mentor, take their advice, and learn from their experience. Later, as you grow in your career, please do mentor juniors. It is our duty to keep grooming younger lawyers and build a legacy.
Finally, considering your extensive experience and success in the legal field, what advice would you offer to fresh graduates aspiring to follow a similar path in international privacy law and corporate law?
This is a very exciting time for fresh graduates – especially with the rapid changes to technology that we are seeing and will continue to see. The most important thing is for them to work on building a strong foundation and develop a deep understanding of the core legal principles and business fundamentals. Secondly, build a global outlook. Both privacy and corporate laws transcend borders nowadays, so it is important to stay updated on the legal and regulatory developments worldwide. Last, but not the least, as lawyers, we have to be committed to a lifetime of learning. Although Continued Legal Education is not mandatory in India, it is something we owe to ourselves. In addition, it is necessary to build a good professional network, and develop skills in legal writing, drafting, negotiations and communication and try to align yourself with a field of law that you feel passionate about. Don’t do something because it appears to be the cool thing to do. Otherwise, it will eventually wear you down. Enjoy your work and you will continue to cherish it.
Can you share how you started your career and what motivated you to specialize in economic legislation and taxation?
I belong to a family of lawyers but I had shifted to Delhi and had been working with Corporate after completing my Company Secretaryship. The essence of economic legislations was interestingly fed into my mind and I kept on working over the same. My Father Late O. P. Jalan who was working as a Lawyer at Ranchi had a very decent practice in Taxation. In 1991 he suffered from a heart attack which led to open heart bypass surgery, after which he left his practice I took over the same and that motivated me to specialize in economic legislation and taxation. I started my practice with my appearances before the Income Tax Appellate Tribunal and took up complicated search matters. These cases created many points of fact and questions of law making the practice interesting for me.
You have defended many high-profile cases, including nationally known raid cases. Could you please describe one such case and the unique challenges you faced during its resolution?
There have been many interesting high-profile cases that I cannot disclose by name due to the importance of maintaining professional confidentiality. However, one significant case where I faced unique challenges involved the seizure of a shipment of jeera by the Income Tax Authorities in Gujarat. This seizure raised several critical questions:
Should perishable goods be seized by the Income Tax Authorities?
If such goods are seized and subsequently damaged, will the government bear the resulting losses?
In cases where the goods are partially purchased on credit, would the government assume responsibility for payment to the creditors? Additionally, how would the severe loss of goodwill be compensated?
The decision by the Gujarat High Court in this matter, which led to a clarification by the CBDT directing the Directorate of Income Tax Investigation not to seize stock-in-trade, was widely appreciated. The challenges during this period were enormous. Authorities wield significant power, and it requires great patience to maintain the essence of the subject at hand. A major challenge is preserving the client’s confidence, which can often be shaken by external factors and rivalries. Each situation demands a unique solution to address these issues. To navigate such complexities, maintaining the integrity and essence of the profession, along with the values of purposive construction, is essential.
As the Principal Managing Partner at O. P. Jalan & Associates Consultants LLP, how have you steered the firm to its current standing, and what strategies have you implemented to ensure its success?
I trust God and the values that the legal profession has. When I started this practice I preferred giving the same value to my associates whom I always respected, taught and trusted. In 33 years we have been conducting classes every week explaining the factual propositions combining them with the purposive interpretations. The value of team members has always been appreciated and rewarded and in return, my associates have been with me always. We have one of the lowest switch-over of our colleagues who join us and become our part. This is our major strategy of success.
You lead a diverse team of chartered accountants, company secretaries, lawyers, and cost accountants. What are the key challenges and rewards of managing such a multidisciplinary team?
Taxation, Direct & Indirect, Corporate, Economic Laws and Governance along with compliances require a diverse team and to have an in-house team with the interest of each person served, it becomes very simple for a coordinated approach to give results to the clients and command faith over the authorities. Leading a team with diverse interests becomes simple if the due given by each professional is appreciated and he is given the freedom to exploit himself for the best. This helps lead the diverse team. Challenges do come but they are resolved when the interest of each other is not compromised. It is not difficult to manage a multi-disciplinary team if a selfless approach is taken.
What advice would you give to young legal professionals who aspire to specialize in taxation and corporate law? Are there any specific skills or experiences you believe are crucial for success?
The most important advice I give to young professionals is not to focus solely on mere compliance but to understand the reasons behind why such compliances are required. In the field of law, advertisement and marketing are prohibited. I would advise young professionals to uphold the ethics of the profession and grow with the right values. The specific skills or experiences I emphasize include having an up-to-date knowledge of the economy and finances at the local, state, and national levels, and maintaining the right balance.
How do you balance your demanding professional life with your interests and hobbies? Can you share any particular hobby or interest that helps you unwind and stay motivated?
As one grows with the profession, the number of hours spent in the profession plus the sleep reduces the time for one’s interests or hobbies, but to balance the professional life one of the most important hobbies that I have is my regular morning and evening meditation which I never let skip. I look at the personal interests of my colleagues and in turn, my colleagues always take care of what I intend to do. Apart from this my interest lies in a bit of writing and a bit of teaching which I always do, that helps me unwind and stay motivated.
You have been involved in preparing various policy matters and representations before government authorities. Can you discuss a significant policy change you influenced and its impact on the legal and business community?
Many policy changes have been done through our efforts but in the current budget bringing back the Block Assessment in search matter has been a very significant policy change. The impact of this is a substantial reduction of litigation costs and harassment where a person is searched. This policy change also helps the constitution of ease of doing business in the business community. If you read my notes on LinkedIn, my contention would be held to be correct.
What do you envision for the future of legal services, especially in the realm of economic legislation and taxation? How do you think legal professionals can prepare for upcoming challenges and opportunities in this field?
The future of legal services in the realm of economic legislation and taxation is undergoing rapid change, as the economy is evolving very quickly, and interpretations of the law are also shifting with time. With the growth of the economy, legal professionals must work as a team, reducing individual interests. This can only be achieved if business opportunities are viewed as opportunities for the entire team. The team manager should consistently share knowledge and bring in new talent to stay updated and be part of this growth.
You started your career after completing your CS and later pursued an LL.B in 2011. What motivated you to pursue an additional law degree at that stage in your career, and how has it enhanced your professional expertise and practice?
I began my career as a Company Secretary, a role I consider to be fundamentally responsible for overseeing the economic legislations of a company. As an Officer in Default, I took on the critical responsibility of advising the Board of Directors. By 2009, Company Secretaries began to refer to themselves as Compliance Officers, focusing primarily on ensuring statutory compliance. This shift, however, seemed to limit the broader significance of the profession.
Chartered Accountants (CAs), Company Secretaries (CSs), and Cost Accountants (ICMAs) are all rooted in the law. Coming from a family of lawyers, I decided to pursue a law degree in 2011 to expand my professional scope and appear before the Hon’ble Supreme Court and High Courts. After completing my law degree, I obtained my Certificate of Practice (COP) as a lawyer and transitioned my firm into a multidisciplinary law firm.
You have been actively involved in economic empowerment through various roles, including as a founder trustee of DOX and Chapter Chairman of the Institute of Company Secretaries of India. Please share some insights about these roles of yours and how they have influenced your professional approach.
As mentioned earlier, my father was a lawyer, and my elder brother, Shri Jai Prakash Jalan, was a civil lawyer. My younger brother, Shri Abhimanyu Jalan, is a barrister and a partner at Clyde & Co LLP. My elder brother’s daughter and her husband are also lawyers, working as partners at Khetan & Company in Bombay. My son is an advocate as well, practicing in the Jharkhand High Court as my partner, and in partnership with Blacks & Whites, a law firm.
We have always believed in the importance of sharing and giving back to society. When our name became established, I thought of fostering a sense of brotherhood among the alumni of my alma mater, St. Xavier’s School, Doranda, Ranchi. To that end, a trust called DOX, comprising around 800 members, was created. This was done to give back to the society that has given us recognition.
Following this, I took on the Chairmanship of ICSI to promote the profession and inspire aspirants to not only become good professionals but to achieve excellence in their fields. My approach to this institution stems from being part of a joint family of four brothers, where we value each person’s professional acumen by acknowledging their individuality while maintaining a collective vision for the right growth. This philosophy has greatly helped me in keeping my professional agenda and approach intact.
