Super Lawyer

Category: Interviews

  • “For those aiming to work at the intersection of law, technology, and project management, legal knowledge and comfort with technology become essential.” – Ritesh Kumar Mohanty, Director at Deloitte, Kuala Lumpur, Malaysia.

    “For those aiming to work at the intersection of law, technology, and project management, legal knowledge and comfort with technology become essential.” – Ritesh Kumar Mohanty, Director at Deloitte, Kuala Lumpur, Malaysia.

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

    With over 15 years in the legal services industry, what initially drew you to this field, and how has your journey from initial years evolved to leading practice at your current company shaped your professional outlook?

    From my childhood, law was almost a family tradition. My grandfather, my father, and my uncle were all lawyers. Growing up surrounded by legal discussions and a home office full of clients made it natural for me to follow that path. I never doubted that I would become a lawyer. On the way I adapted a bit and embraced tech along with solving legal issues for my clients.

    You completed your LL.B from India and an LL.M from the University of Leicester. How did studying law in both India and the UK shape your perspective, and what aspects of each system have influenced your approach to legal practice?

    After my LL.B in India from Madhusudan Law College at Cuttack, I wanted to broaden my horizons. I first considered Australia, but a friend encouraged me to go to the University of Leicester. It turned out to be the best decision. I immersed myself in arbitration, met amazing mentors like Camilla Anderson and Martin Hunter, and gained an international perspective that I still have with me. I spent a lot of time studying and preparing for the vis moot competition at Vienna, although I don’t regret it a bit, but I wish I had networked more and built more contacts. I advise youngsters who reach out to me before embarking on their masters journey to spend more and more time networking with people and building those meaningful relationships. I wish someone would have told me this. While you won’t realize the power of networking in your 20s, it will certainly come to your aid in your 40s when you are in a leadership role and your friends are all leaders at various organizations across the globe.

    Having worked across diverse industries telecom, technology, automobile, and banking what common industry specific challenges do clients face in contract management and eDiscovery, and how do you navigate these challenges?

    As a legal services professional our role is always industry agnostic but in all the major industries like telecom, tech, banking, and automotive, clients often struggle with large amounts of data. This is where we become a bridge between law and tech. I use technology to simplify that complexity. It’s about making things clear and efficient so they can focus on their business rather than the legal maze. My other area of focus has always been on Contracts Lifecycle Management and I see a lot of clients across industries struggling to manage their contracts. I have developed a deep expertise in Contracts Lifecycle Management (CLM) helping clients streamline their contracts by creating standard playbooks, doing industry benchmarks and helping them with preferred and fallback positions.

    Your international experience spans the US, UK, Canada, and Southeast Asia. How have differences in culture, legal frameworks, and business practices across these regions influenced the way you manage cross-country teams and navigate work in diverse jurisdictions?

    Working in the US, UK, Canada, and Southeast Asia taught me that while legal frameworks differ, people and culture drive action. The US focuses on clients and results. The UK puts importance on governance and structure. Canada mixes process with teamwork, while Southeast Asia values relationships. Managing teams across countries means adjusting communication styles, decision-making processes, and delivery methods. For instance, I find a balance between being efficient and respecting hierarchical norms in Asia. These experiences improved my ability to switch between frameworks, honor cultural differences, and still achieve globally consistent results. This skill is essential when handling matters in multiple jurisdictions.

    As Director of Forensic and Financial Crime, you lead operations, client management, and business development. How do you balance the strategic aspects of growing the practice with the day-to-day demands of execution, and what does a typical day in your role look like?

    My role is really about balancing two worlds including driving the growth of the practice and delivering for clients. On any given day, I might be working on market strategy in the morning and then jumping into a client call by the afternoon and taking a Global call in the evening. The key is prioritization and making sure the team feels empowered so both sides run effectively. By God’s grace, I’ve been fortunate to be part of some very large, even unicorn-level matters in both eDiscovery and CLM, and I’ve navigated the deep lanes of execution along the way. But what truly shaped me was the shift into strategy and that only comes with experience and tenure. I’ve learned that being perfect at one thing will take you far, but to move further you need to embrace imperfection, broaden your scope, and take risks. One of my mentors once told me, you are not an avenger, you will not get a single chance to save the world, you are a common man, make sure you do small things and do them well every single day. This has remained with and has shaped how I look at leadership and growth. 

    You’ve been at the forefront of integrating technology, including GenAI-powered review solutions and accelerators, into legal processes. What role do you see technology playing in reshaping contract lifecycle management and eDiscovery over the next few years?

    For me, technology isn’t just a tool anymore, it’s central to how we provide legal services. With NavigAite ( a GenAI tool developed by my team), for example, I’ve seen how GenAI can change reviews by making it faster, more accurate, and easier for clients. It goes beyond just spotting PII or privilege. It helps teams build facts, create timelines, and make decisions with confidence. In CLM, GenAI is taking away the tedious tasks of clause extraction and risk checks. This allows people to concentrate on negotiation and strategy. I often tell clients that the real change is moving from tools that support to platforms that actively guide outcomes. What excites me the most is seeing teams that were once doubtful now asking for more demos. They can feel the difference. That’s when you know technology is changing how we work. It is a matter of time that embracing tech will no more be an option, it would become a necessity for survival. 

    Having handled high-stakes matters such as global outsourcing contracts and multi-jurisdictional cases, what has been your most challenging project so far, and how do you navigate the pressures that come with such complex work?

    Interestingly, my most challenging project wasn’t a large one; it was a 4 day long review which literally decimated my brain into pieces. The client was pushing us hard, and we had to adapt every few hours. It taught me that change management is crucial in our field. If you can handle constant shifts, you can handle anything. Handling changes while balancing risks is key to our profession and someone who masters this, is poised for success. Sometimes you will be in a situation where you feel “that’s it, I am done” but remember everything changes and it changes for good, just hang in there and have some patience.

    For young professionals aspiring to build a career at the intersection of law, technology, and project management, what skills and mindset should they prioritize to succeed in today’s globalized legal services environment?

    For those aiming to work at the intersection of law, technology, and project management, building a diverse skill set is key. Legal knowledge is essential, but being comfortable with technology is also important, especially in AI, contract tools, and data analytics. Strong project management and client engagement skills set good professionals apart from great ones. In terms of mindset, curiosity, adaptability, and resilience are must-haves. The industry is changing quickly, so the ability to learn, unlearn, and relearn is crucial. I often advise young professionals to focus not only on technical skills but also on understanding the business side, knowing how legal solutions contribute to business results. I follow this 80 and 20 rule where in your early years 80% is your subject matter knowledge and 20% is your soft skills, but if you don’t focus on the 20% early in your career, it will be extremely difficult to adapt when you move into senior levels where the 80 becomes 20 and the 20 becomes 80. Soft skills are equally important to hone along with other aspects. Focus on listening, drafting business emails, elevators pitch, speaking with confidence and being persuasive at an early stage.

    With all the responsibilities at work, how do you balance your personal life with it? What activities do you undertake to maintain work life balance?

    Balancing work and personal life in our industry is never easy, but I’ve found it comes down to being fully present where I’m needed. With my son, I make it a point to be there during his taekwondo sessions; with my wife, I support her creative journey; and when it’s time to work, I give it my all. For me, work-life balance doesn’t mean shutting off at 6 PM or ignoring calls on weekends, it’s about knowing when to prioritize work and when to prioritize family. I’m also a foodie, and that keeps me energized. I’m always looking forward to the next meal, where I’ll eat, and who I’ll share it with. It sounds simple, but it gives me daily motivation. The same applies to vacations, I always apply for my next one right after I return. Having something to look forward to, whether it’s a meal or a trip, keeps me positive, focused, and more diligent in my work.

    get in touch with Ritesh Kumar Mohanty –

  • “Today, businesses operate in an environment where regulatory frameworks and expectations are rising faster than internal systems can adapt.” – Anandini Purohit, Founder & Partner at Simpli Counsel.

    “Today, businesses operate in an environment where regulatory frameworks and expectations are rising faster than internal systems can adapt.” – Anandini Purohit, Founder & Partner at Simpli Counsel.

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

    With over 14 years of experience in corporate and banking litigation, what initially motivated you to pursue law as a career, and what early experiences strengthened that decision?

    My interest in law was sparked quite early, I was drawn to the way legal frameworks shape real-world outcomes. I found the intersection of reasoning, language, and impact particularly compelling. What truly cemented my decision, however, were my early internships and court visits during law school. Watching senior advocates argue complex matters and observing how legal strategy could influence the course of businesses and individuals made me realize that this was a profession where intellectual rigor meets tangible change.

    In your early years with law firms, what experiences shaped your understanding of banking laws and guided you toward this specialization?

    In my formative years at leading law firms, I had the opportunity to work closely on recovery actions and regulatory compliance matters for major banks. My involvement with corporate recovery teams gave me a ground-level understanding of how financial institutions operate, where the friction points arise, and how legal intervention can create both risk mitigation and strategic advantage. These experiences naturally drew me toward banking, corporate and financial litigation,  a field that demands precision, meticulous research, commercial awareness, and long-term perspective.

    Having worked extensively with banks, corporates, and financial institutions, what do you see as the most pressing challenges businesses face today in managing disputes and compliance?

    Today, businesses operate in an environment where regulatory frameworks and expectations are rising faster than internal systems can adapt. Disputes often arise not just from contractual breaches but from operational gaps, inadequate documentation, and ever-evolving regulatory landscapes. The most pressing challenge I see is the lack of proactive legal risk mitigation & management. Many entities still view legal strategy as a reactive tool rather than an integrated business function, which leads to avoidable disputes, compliance lapses, and reputational risks. As the saying goes ‘prevention is better than cure’.

    You’ve also advised on digital and social media laws, as well as data privacy. How do you see these evolving areas influencing the future of corporate legal practice in India?

    Digital regulations and data privacy are no longer niche concerns, they’re becoming central to corporate strategy. With the Digital Personal Data Protection Act and increasing regulatory oversight, companies must build data governance and responsible handling into their core structures. Social media presence, influencer marketing, and tech platforms are creating entirely new legal questions around liability, consent, intellectual property and reputation. I believe corporate legal practice in India is at an inflection point where traditional commercial law will increasingly overlap with technology, media and communication laws, and lawyers will need to re-equip and upgrade constantly.

    What inspired you to establish Simpli-Counsel, and how does your approach to advising startups, Gen Z entrepreneurs, and corporates distinguish your consultancy?

    Simpli-Counsel was born out of a simple observation: many startups, Gen Z founders, and even established businesses need practical, clear, and commercially aligned legal advice — not just legalese. After years of working with large institutions, I wanted to build a consultancy that bridges structured legal strategy with the agility that modern businesses require. Our approach is deliberately collaborative and solutions-oriented. We focus on simplifying complex legal frameworks so that founders and business teams can make informed decisions swiftly, without feeling overwhelmed by jargon or legal process.

    Looking back, what has been one of the most complex or high-stakes matters you’ve handled, and what were your key learnings from it?

    One of the most challenging matters I’ve handled involved a multi-jurisdictional recovery action for a consortium of banks against a large corporate borrower. The case involved layered security structures, parallel insolvency proceedings, and regulatory sensitivities. Navigating this required not only deep legal analysis but also constant coordination between stakeholders across jurisdictions. My key takeaway was the importance of strategic clarity and communication — aligning diverse teams behind a coherent legal roadmap can often make the decisive difference in complex disputes.

    In your transition from working with established law firms to building your own consultancy, what have been the biggest challenges and most rewarding aspects?

    The transition from structured law firm environments to building my own practice has been both demanding and deeply fulfilling. The biggest challenge has been stepping out of established institutional systems and creating operational, branding, and business development structures from the ground up. But the reward has been immense: the freedom to shape a practice aligned with my values, the ability to work closely with clients as strategic partners, and the joy of seeing the building something authentic and future-oriented.

    Data privacy is becoming increasingly critical. What practical advice would you give startups and entrepreneurs on mitigating legal risks early, especially in this domain?

    Startups often underestimate data protection until they face a regulatory hurdle or breach. My advice is: embed privacy-by-design early on. Map what data you collect, define clear consent processes, implement basic security hygiene, and assign responsibility for compliance. Even simple steps like robust terms of service, privacy notices, and access protocols can dramatically reduce risk. More importantly, build a culture of respect for data & privacy — because in today’s world, trust is currency.

    What vision do you hold for the future of your practice, and what guidance would you offer younger professionals aspiring to build careers in data privacy and banking law?

    My vision for Simpli-Counsel is to build a modern, agile legal advisory practice that combines deep subject expertise with empathy for how businesses actually function and not how they should. I see tremendous opportunities at the intersection of corporate, technology, and regulation, and want to help clients navigate this evolving landscape with clarity and confidence.

    For young professionals, my advice is twofold: develop strong foundational legal skills, and stay curious about emerging areas like fintech, data privacy, and digital laws. The future belongs to lawyers who can blend legal acumen with strategic foresight and adaptability.

    Beyond your legal career, you are passionate about heritage crafts, travel, and fitness. How do these interests help you maintain balance and perspective in your professional journey?

    Law can be an intense profession, and for me, travel, heritage crafts, and fitness offer grounding and perspective. Exploring crafts connects me to India’s rich cultural fabric, travel fuels my curiosity and adaptability, and fitness keeps me focused and energized. These interests remind me that while our work is serious, our growth is richer when we remain open, balanced, and inspired by the world beyond our desks.

    Get in touch with Anandini Purohit –

  • “For me, law has always been more than a profession; it’s a way to create meaningful change.” – Pooja Dua, Founder of Law Chambers of Pooja Dua.

    “For me, law has always been more than a profession; it’s a way to create meaningful change.” – Pooja Dua, Founder of Law Chambers of Pooja Dua.

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

    Ma’am, you have extensive experience in litigation, arbitration, and white-collar crime. What initially drew you to law as a career? How has your approach evolved over the years?

    I was drawn to law by a deep interest in how it shapes society and protects rights. From the start, I saw it as more than just statutes, it’s about people, justice, and creating real impact. Over the years, my approach has evolved from simply arguing cases to offering holistic solutions. Handling complex disputes in arbitration, construction, corporate matters, and white-collar crimes has taught me to blend legal strategy with commercial insight and human understanding. Today, I focus on resolving conflicts in a way that is not only legally sound but also practical and aligned with my clients’ broader goals.

    Having completed your law degree, what motivated you to focus on arbitration and alternative dispute resolution, and how did your education shape your career trajectory?

    My interest in arbitration and alternative dispute resolution grew during law school, but it truly took shape during an internship with BHEL, where I was first introduced to the practical side of arbitration. Seeing how complex commercial disputes could be resolved more efficiently and collaboratively outside traditional courts left a deep impression on me. This experience, combined with my Advanced Diploma in ADR from NALSAR, strengthened my resolve to pursue this field. It taught me to view disputes not merely as battles to be fought but as challenges to be resolved strategically, with solutions that balance legal precision and business realities. That foundation has shaped my career path, enabling me to build a strong practice in construction arbitration, commercial disputes, and complex contractual matters, where I focus on delivering outcomes that are both effective and commercially viable.

    You founded your own practice, handling complex and high-stakes matters. Which early experiences laid the foundation for establishing your independent practice, and what challenges did you face in building it?

    My early work in litigation and arbitration, particularly before High Courts, tribunals, and arbitral forums, laid a strong foundation for building my independent practice. A pivotal part of this journey was my longest professional association with H&A Associates, where I had the privilege of working under the guidance of Mr. S.W. Haider, one of the finest mentors one could have. His mentorship and insight shaped my understanding of complex legal strategy and advocacy at a very early stage. During this period, I gained vast experience handling high-stakes disputes, including those involving major government authorities such as Indian Railways, NHAI and CPWD. This experience gave me the confidence and capability to establish Law Chambers of Pooja Dua. Although building an independent practice came with challenges from creating a strong client base to managing multifaceted matters each milestone strengthened the firm’s foundation. Today, it stands as a multi-specialty practice known for handling intricate disputes with legal precision, strategic foresight, and client-centric advocacy.

    Your practice spans both domestic and international arbitration, particularly in infrastructure, construction, and industrial projects. How do you navigate the strategic and procedural differences between domestic and international arbitration?

    Domestic and international arbitrations may share the same foundation, but they demand very different approaches. In domestic matters, especially in infrastructure and construction disputes, the focus is on procedural efficiency and aligning with Indian laws and judicial precedents. International arbitration, on the other hand, brings in added layers different institutional rules, cross-border legal issues, cultural nuances, and enforcement across jurisdictions. My experience in both has taught me to adapt quickly and plan strategy from the outset, ensuring the process is not only legally sound but also practical and commercially effective for my clients.

    Having handled a variety of cases, could you share a particularly challenging dispute or arbitration, and how you approached dealing with such a high stake matter?

    One of the most challenging matters I handled was a multi-crore construction arbitration against a government authority, involving complex technical issues, strict contractual timelines, and significant financial exposure for my client. The stakes were extremely high both commercially and reputationally. My approach was to go beyond pure legal strategy: I collaborated closely with engineers and technical experts, dissected every contractual clause, and built a case theory that combined legal strength with technical clarity. Anticipating and countering the other side’s arguments well in advance proved crucial. Ultimately, our meticulous preparation and strategic advocacy led to a favourable award, reaffirming my belief that success in high-stakes disputes lies in deep preparation, multidisciplinary collaboration, and a solutions-oriented mindset.

    In an era of rapidly evolving commercial, technological, and regulatory landscapes, how do you stay ahead in advising clients on emerging legal challenges, and what trends do you foresee in dispute resolution and commercial law?

    In today’s fast-changing commercial and regulatory environment, staying ahead means thinking beyond the present. I focus on continuous learning tracking legal developments, technological shifts, and global best practices and aligning that knowledge with my clients’ evolving business needs. The future of dispute resolution will be shaped by specialisation, digitisation, and stronger institutional frameworks. We’re moving toward faster, tech-enabled processes, AI-assisted case management, and a more collaborative approach to resolving cross-border disputes. I believe the next decade will redefine how law interacts with business and my goal is to help clients not just adapt to these changes but use them as an advantage, turning legal foresight into strategic strength.

    For young lawyers aspiring to specialize in arbitration and corporate disputes, what key skills or experiences would you recommend prioritizing early in their careers?

    For young lawyers aspiring to build a career in arbitration and corporate disputes, my biggest advice is to focus on the fundamentals, strong research, precise drafting, and clear communication but never lose sight of the bigger picture. This field is about more than just legal knowledge; it’s about strategic thinking, commercial awareness, and the courage to take ownership of complex problems. Seek out every opportunity to observe proceedings, assist in drafting, and work closely with mentors. Those experiences will shape you far more than textbooks. My own journey was deeply influenced by the mentors I learned from, and that guidance was invaluable. Most importantly, stay curious and resilient. Arbitration is a constantly evolving space, and those who keep learning and adapting will find themselves not just practising law, but shaping it.

    Beyond your professional work, you are engaged in advisory roles with foundations, universities, and industry clients. How do you view the role of pro bono work and community engagement in a high-pressure legal career?

    For me, law has always been more than a profession; it’s a way to create meaningful change. My involvement with NGO’s and various universities allows me to use my legal skills beyond the courtroom, whether it’s empowering women, raising awareness about rights, or mentoring young lawyers. I also remain closely connected to Amity Law School, Noida, my alma mater, by engaging with students and contributing to alumni initiatives, something that allows me to give back to the institution that laid the foundation for my career.

    Alongside this, I work closely with real estate developers, industry leaders, and major brands on long-term retainers, advising them on projects that shape urban landscapes and impact lives at scale. Balancing high-stakes commercial mandates with community-focused initiatives keeps me grounded and reminds me why I chose this profession, to serve, to protect, and to make a difference. These diverse experiences not only add purpose and perspective to my work but also make me a more strategic and empathetic lawyer.

    Looking back at your career so far, what key lessons or principles have guided your practice in complex litigation, arbitration, and white-collar crime, and how would you advise the next generation of lawyers to approach similar challenges?

    Looking back, one of the most important lessons my career has taught me is that there are no shortcuts in law,  success is built on unwavering commitment, deep preparation, and continuous learning. Whether dealing with complex litigation, high-stakes arbitration, or white-collar crime matters, I have always approached every case with integrity, precision, and perseverance. Equally crucial is the ability to look beyond statutes — to understand the human, commercial, and strategic dimensions that shape every dispute.

    My journey, from working under the exceptional mentorship of Mr. S.W. Haider at H&A Associates collaborating with legal firms like Panda Law, and ultimately establishing Law Chambers of Pooja Dua, has reinforced the value of resilience, curiosity, and purpose at every stage. Each experience has contributed to the lawyer I am today and strengthened my belief in the transformative power of the law.

    To the next generation of lawyers, my advice is simple: master the fundamentals, seek out mentors who challenge and guide you, stay curious, and always remember that the law’s ultimate purpose is to serve and deliver justice. Embrace challenges as opportunities, not obstacles, and let hard work and integrity be the cornerstones of your practice. If you do that, you won’t just succeed, you’ll help shape the future of the legal profession.

    Get in touch with Pooja Dua –

  • “The future belongs to companies that proactively manage risks, draft robust agreements, and embrace arbitration as a tool to secure their interests.” – Abhijeet Gathraj, Founder of Gathraj & Co.

    “The future belongs to companies that proactively manage risks, draft robust agreements, and embrace arbitration as a tool to secure their interests.” – Abhijeet Gathraj, Founder of Gathraj & Co.

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

    Sir, you’ve built an impressive and diverse practice, spanning corporate, commercial, and dispute resolution matters. What inspired you to establish your own firm, and what has been the most defining challenge in leading it?

    The decision to establish my own firm was born out of a deep conviction that law should be practised with independence, integrity, and an unwavering focus on client trust. I always envisioned creating a practice that was not only about providing legal advice but also about becoming a trusted partner in my clients’ journeys, helping them navigate complexities with clarity and confidence. This dream was not easy to pursue—it meant stepping out of my comfort zone, taking risks, and proving myself in a market already dominated by established players and multi-generational professionals.

    The most defining challenge was earning credibility in those initial years. With limited resources and no big name to lean on, every client I secured was through persistence, sleepless nights, and consistent delivery of results. It was a struggle marked by countless rejections, long hours, and sacrifices. Yet, these challenges shaped me into the professional I am today—resilient, determined, and deeply committed to excellence.

    You dropped out of Chartered Accountancy after giving 4 good years to it before pursuing law. What motivated you to transition into law, and how has your strong commerce background shaped your perspective and strategy in handling complex commercial disputes? 

    Dropping out of Chartered Accountancy (CA) was a nightmare for my family. After giving 4 long years pursuing CA, one fine day I decided that my calling is into Dispute Resolution and the very fact of appearing in court, preparing arguments and representing the other side of the dispute motivated me to transition into law. Accountancy background gave me a strong foundation in numbers, corporate structures, and financial regulations, but I realised early on that the “why” behind every transaction lay in the law. I wanted to go beyond balance sheets and immerse myself in the world of contracts, disputes, and advocacy, where strategy and persuasion could alter outcomes. The transition was not easy, but it felt natural. I was drawn to the dynamic nature of legal practice, where every case presented a new challenge and an opportunity to make an impact.

    My commerce background has been invaluable in my legal career, and pursuing one of the toughest accountancy courses prepared me for the hard work that is required in the legal profession. It allows me to see disputes not just as legal problems but as business realities. When handling complex commercial matters, I can dissect financial nuances while aligning them with legal strategy. This dual perspective gives me an edge in cross-border disputes, shareholder conflicts, and regulatory advisory, where understanding the commercial heartbeat is as crucial as the legal framework.

    In the early phase of your career, which experiences were most formative in laying the foundation of your practice, and what advice would you offer to students who are in that phase?

    The early phase of my career was defined by struggle, humility, and relentless hard work. I vividly recall handling matters that brought in little financial reward but demanded every ounce of preparation and commitment. Those small victories—whether drafting pleadings late into the night or representing clients who had no one else to stand for them—taught me the real meaning of responsibility and the power of trust people place in their lawyer.

    To students, my advice is simple: there is no shortcut to success, and neither is there any alternative to hard work. Never cheat your client and always be honest. Believe in yourself, focus on building your skills and resilience in the early years, rather than chasing titles or monetary gains. The foundations you build now: discipline, diligence, and the ability to think critically, will carry you throughout your career. 

    This profession rewards patience and persistence far more than instant success.

    As an empanelled attorney for multiple foreign consulates and high commissions, you handle roles that require immense precision and discretion. How do you balance these legal nuances, and what challenges have you encountered in representing such esteemed clients?

    Being empanelled with a few of the foreign consulates, high commissions, and foreign missions in India itself is an honour and privilege, as very few practising advocates and firms get this opportunity and not all. Representing NRI clients in their legal disputes itself is challenging and a responsibility that goes beyond routine practice. Every communication, every piece of advice, has to be meticulously crafted, knowing that the stakes often extend beyond the client to international relations and reputation.

    The greatest challenge has been balancing urgency with accuracy. Foreign clients and NRIs operate on strict timelines, and there is no room for error. I have often worked overnight to deliver outcomes that meet both the legal requirements and the client expectations. These experiences, though demanding, have shaped my ability to remain calm under pressure and deliver with unwavering focus.

    Having made significant contributions to dispute resolution and commercial law, what emerging trends do you foresee in cross-border disputes and arbitration involving Indian companies over the next five years?

    In the coming years, I foresee arbitration becoming the preferred mode of dispute resolution for Indian companies engaged in cross-border business. The global push for speed and enforceability, coupled with India’s growing recognition as an arbitration hub, will make this trend even stronger. I also anticipate a rise in disputes around technology, data, and e-commerce as businesses continue to expand into digital markets.

    Another trend will be the increasing need for companies to become contract-conscious. Too often, businesses treat contracts as formalities rather than safeguards. In cross-border contexts, this can be catastrophic. The future belongs to companies that proactively manage risks, draft robust agreements, and embrace arbitration as a tool to secure their interests.

    Your commitment to legal education through judging moot courts and client counselling competitions is commendable. Which skills do you believe law students should prioritise to stay future-ready and uphold the high standards expected in today’s profession?

    The profession today demands much more than just knowledge of statutes. The most future-ready lawyers will be those who can think critically, research deeply, and communicate with clarity. In a world where technology is advancing rapidly, adaptability and tech-savviness will be key. Students must be prepared to embrace new fields such as fintech, AI, and compliance law, while still mastering the fundamentals of litigation and arbitration.

    Above all, integrity is the cornerstone of this profession. Skills can evolve and be learned, but values remain constant. A lawyer who is trusted for their honesty, dedication and commitment will always stand apart, regardless of the changes the profession undergoes.

    Looking back at your career, could you share one of the most challenging cases you’ve handled so far? What were the key complexities involved, and how did you navigate them?

    One of the most challenging cases I have handled in my career involved a transnational child custody dispute, where I was appointed by a City Council in the UK to represent the interests of a 14-month-old child who was placed under foster care. The case was uniquely sensitive—not only did it involve intricate questions of international jurisdiction and child welfare, but it also carried an immense emotional weight. My role was to secure an interim order for the safe transit of the child to India, which required balancing legal precision with humanitarian urgency.

    Convincing the District Court of First Instance to hear the matter on an urgent basis was no easy task. The odds were against us—procedural hurdles, the complexity of cross-border custody laws, and the natural caution courts exercise in such delicate matters. I vividly recall preparing the case under extraordinary time pressure, knowing that every moment’s delay had real-life consequences for a child’s future. The hearing was conducted on a working day between Diwali and the New Year, a period when courts are generally overburdened, which added another layer of difficulty.

    What made this matter truly defining was the responsibility it placed on me—not just as a lawyer, but as a human being. I had to persuade the court that this was not just another legal dispute but an urgent humanitarian concern that required immediate judicial intervention. Ultimately, the case taught me that persistence, empathy, and the ability to rise above procedural roadblocks are what define a lawyer in moments of true challenge. It remains etched in my memory as a reminder of why I chose this profession—to make a tangible difference when it matters the most.

    As a registered trademarks attorney, your expertise in intellectual property is widely recognised. How do you see IP laws evolving in India and globally, and what guidance would you give students aspiring to excel in this dynamic field, both in terms of skills and professional values?

    Intellectual property is one of the most dynamic areas of law today, both in India and globally. With the rise of digital markets, I foresee stronger frameworks for online infringement, greater protection of trade secrets, and increasing international harmonisation of IP laws. India, too, is rapidly maturing in this space, and the opportunities for young professionals are immense.

    For students aspiring to specialise in IP, my advice is to go beyond statutes and cultivate an understanding of industries like technology, pharmaceuticals, and media. IP law is about protecting innovation, and one cannot protect what one does not understand. At the same time, cultivate patience and precision—IP is often a long game where persistence and values matter as much as knowledge. Read landmark judgments on IP laws and get a hold of the principles decided by the courts in such judgments.

    Reflecting on your journey from studying law at Gujarat University to becoming a trusted advisor for consulates and leading corporates, you’ve taken on highly varied and demanding roles. How do you balance these professional responsibilities while maintaining your personal life and well-being?

    Balancing professional responsibilities with personal life has been one of my greatest struggles. In the early years, work consumed every waking hour, and personal time was a luxury I could not afford. But over time, I realised that sustainability in this profession requires more than just hard work—it requires balance, discipline, and self-care.

    Today, I consciously prioritise three things: utmost discipline in managing my time, delegation to empower my team, and detachment to ensure I don’t carry every professional battle home. My family has been my strongest anchor, reminding me of the importance of perspective. At the end of the day, success has meaning only when it is achieved without losing oneself in the process.

    Get in touch with Abhijeet Gathraj –

  • “I read somewhere that you only know about a subject matter, if you have the capability to teach on that topic even to a layman.” – Shivesh Aggarwal, Counsel at Trilegal.

    “I read somewhere that you only know about a subject matter, if you have the capability to teach on that topic even to a layman.” – Shivesh Aggarwal, Counsel at Trilegal.

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

    Having graduated from NLU Jodhpur with a specialization in Business Law (Hons), what first motivated you to pursue law, and how would you describe your overall experience at law school?

    Definitely a great question to start with – as I feel whatever skills I have gained to move forward in my life originated during my stint at NLU Jodhpur. In terms of motivation to pursue law, just like most of us, I took CLAT in 2012 only with the hope of securing an additional safety net, although I was initially more inclined towards pursuing something in mathematics or accounts (as I’ve always had that weird fascination with numbers). However, by God’s grace, when I got through and was admitted to my super-welcoming university, I promised to myself to not disappoint whoever has sacrificed and/or cheered for me in my journey. I distinctly remember my mom’s eyes suddenly becoming moist at the railway station when I told her that it’s time for her to board the train back to our hometown and I need to head back to the campus to set up my room and start with my studies. I knew then that I don’t have an option to screw it up this time. There are times when you must win – and I thought that that time had arrived.  

    Without compromising on my grades, I participated in whatever competitions the university was offering and eventually realised my inclination towards research and mooting. I met the bestest of the people in the university who fortunately have now become family for me. Even today, me and my friends randomly reminisce about our time in college with loud and unstoppable cheers, whether we’re in the car, in a restaurant or even in a different country! I was also lucky enough to meet seniors who gave me all the right advice that I have kept with me till date. 

    If I have to sum up my journey at NLU Jodhpur, I will give any amount to go back and relive those 5 years from 2012 to 2017 – of course, with the same set of people.  

    Starting your career with one of the biggest firms is a remarkable achievement. What was your experience like in the early stages, particularly while working on matters involving gaming start-ups, credit services, and Aadhaar-related compliance? 

    I started with Luthra and Luthra Law Offices in July 2017. Initially, I would get a little scared especially when I would listen to those convoluted discussions amongst my seniors on a particular matter. But I knew I just had to hang in there and realised quickly that all this profession requires from you is time and hard work, and hence, I was all game for that. Also, as the only son, I had made peace with the fact that moving abroad to study and work was not an option and that I had to be around for my parents. It was my time to give back and their time to enjoy, although I believe there’s nothing a son/daughter can do to repay whatever his/her parents have sacrificed. 

    In terms of cases/matters, since it was mostly a corporate advisory and restructuring team, the kind of work that I would get was extremely challenging and thought-provoking. I remember working on detailed memorandums for gaming start-ups offering fantasy leagues and VR gaming to the public, which would entail studying their proposed new business in detail and thinking of everything under the sun that may become applicable to them then and even later. Similarly, as a first/second year associate, apart from assisting on standard corporate and commercial queries, I would be asked to research on business ideas which were fresh then with no market precedent, such as e-gold, loan services by fintech companies, Aadhaar-based authentication, informal credit scoring etc. All these turned out to be super helpful for me and invigorated me to assist clients with out-of-the-box ideas and solutions. 

    In fact, whenever a FEMA query would be assigned to me, apart from obviously reviewing the framework governing the subject, I would have a habit of opening the index of the FEMA Manual and reviewing the listed items closely and to go to the relevant regulations that would appear to even be remotely applicable. In hindsight, this exercise has helped me a lot in strengthening my basics of FEMA and has given me the confidence to address most of the complicated structuring scenarios quickly.  

    In your current role, you advise on cross-border transactions such as those by Japanese conglomerate in various sectors such as infrastructure, manufacturing and renewable energy. How do you address the differences in legal regulations across jurisdictions especially in upcoming sectors?

    It is always an enriching experience to assist and deal with clients from other jurisdictions such as Europe and Japan. Each client’s behaviour turns out to be different in terms of expectations from a law firm, deadlines, level of practical advice needed and their degree of preparedness for extreme circumstances. This assessment of clients’ requirements is something that one becomes aware of with time, after working with clients from multiple jurisdictions. In fact, if a matter is referred to by a foreign law firm, then our scope sometimes becomes limited to the requirements that the referring law firm may have, and all communications typically get routed through the firm. 

    With respect to the difference in legal regulations, the basic guiding principles likely remain the same (such as those governing commercial arrangements), they start differing depending on the sectors. For instance, sectors which are heavily regulated by the government such as defence, pharmaceutical, renewable energy, telecom etc. turn out to be fairly distinct from how they are regulated in other jurisdictions. Ultimately, we are required to focus on how the activities in the Indian territory (of a foreign company, its subsidiary or a standalone Indian company) will be governed, apart from other specific cross-border transactions (such as mergers, exports/imports, inbound and outbound investments etc.). 

    What inspired you to write on diverse legal topics, and how do you balance creativity with the demands of corporate law? Have insights from your writing shaped the way you approach your professional work? You have also published a poetry book on social issues. How has that influenced your urge to write professionally and at a personal level? 

    I believe writing really helps you understand the topic to its core, because you are required to take an additional responsibility for your understanding of the subject vis-à-vis the general public. It leaves very little room for any vagueness or conjectures, especially on settled areas of law. Further, writing on legal topics gives you an opportunity to also highlight areas of law which require attention of or clarification from the governmental authorities, with the hope that it would eventually reach the concerned official and necessary changes/clarifications would be made.

    I have also generally been fond of writing, even on non-law topics. It has gradually turned out to be therapeutic for me, especially during times when I wish to say something but not out loud. I mostly quote the following by Stephen King from his memoir: “Words create sentences; sentences create paragraphs; sometimes paragraphs quicken and begin to breathe.” It has just helped me really appreciate that writing (whether on a professional front or otherwise) can really assist you in making those invisible, super-minor but important changes in your professional field and the general world.  

    You advised a UAE-based advisory company in acquiring a partial stake in a manufacturing company in Hyderabad. What were the key legal and commercial considerations you had to balance while structuring this cross-border transaction?

    I think unlike a standard securities purchase transaction, this deal turned out to be convoluted given the already existing activities of the target Indian company (with diverse shareholders sitting in the company and the company being subject to multifarious licensing requirements under environmental, customs, labour and land laws). Firstly, the diligence itself took almost 3 months with the team working day and night just to gobble up thousands of documents and finally presenting the legal issues for discussion. Frankly, it became one of those deals which was dependent on resolution of a few legal issues as a condition.  

    Additionally, the transaction became murkier as we realised that the target company was also on the verge of insolvency. Hence, we were required to closely track the ongoing insolvency proceedings and keep a check on the timing of the transaction. We were also exploring if the client may rather wait it out and act as a resolution applicant once the target’s corporate insolvency resolution process commences. 

    What advice would you give to the younger generation of lawyers, and what resources would you recommend that can make a real-world difference in shaping their perspectives?

    I read somewhere that you only know about a subject matter, if you have the capability to teach on that topic even to a layman. My recommendation always is to never rush into giving answers on a particular query/subject (if time permits), but rather to understand the rationale behind introduction of the specific law/provision in the first place. Once the legislature’s intention is clear, it becomes much easier to remember the principle, and accordingly, advise the client towards the right goal. 

    In terms of resources, apart from keeping abreast with the latest legal developments, it is extremely important to be aware of the business and geopolitical climate. Hence, do not shy away from taking all necessary subscriptions of informative magazines and journals, and do treat them like your OTT subscriptions. It is always a delight to read comprehensive articles which analyse a sector, an issue, a governmental order, a court decision etc., in detail. Some of the magazines/platforms I strongly recommend are The Ken, Finshots, HBR and The New Yorker.  

    How do your personal hobbies help you maintain work-life balance, and what lessons from your non-professional pursuits have you been able to apply to your legal practice?

    Given the time that is required in our profession, it usually becomes difficult to manage personal hobbies with the incessant workflow. Hence, I have made peace with the fact that each day won’t permit me to pursue my hobbies to the extent I would want to. However, on all days, irrespective of the work pressure, I at least pull out 30-35 minutes for myself which are devoted towards something that I really enjoy because ultimately that is what all the work is for (i.e., to make myself capable to enjoy). 

    Through my non-professional pursuits, while I think I have with time realised the need to give importance to my hobbies without completely disregarding them because of work pressure, one important character trait that I have developed through my extra-curricular activities is resilience. For instance, on days when I go out for my exercises in the morning, as soon as I complete the goals for the day, it gives me a positive sense of achievement and that faith to keep pushing and to understand the power of ‘one more’. I have tried to apply the same principle even on the professional front to keep trying to push boundaries and becoming indefatigable (especially during pressure times). 

    What guiding motto or philosophy has consistently stayed with you throughout your journey, shaping both your personal and professional life? Looking ahead, what vision do you hold for the future of your practice and the kind of impact you aspire to create through your work? 

    I think the most important thing that I wish to communicate is to stay fit and healthy. In the end, nothing would matter if your body starts reacting instantly to fatigue and stress, which would make you gloomier and disheartened. By fitness, it is not only taking care of your physical health by exercising and eating healthy (of course, a chicken biryani or golgappa at calculated times won’t hurt), but also mental health. Try giving yourself at least those 15 minutes during which you acquire that void, and which transport you to a place that makes you smile (even though in imagination). 

    Secondly, keep exploring yourself and trying to acquire skills. If such a skill helps you both professionally and personally, nothing better. If you have INR 10,000, don’t rush logging into Amazon or go to a Rare Rabbit/Mango store, but rather consider investing that amount in learning a new skill. That decision would likely give you more returns than purchasing a new gadget or a piece of cloth. I learned of this concept called ‘autotelic’ as per which, at times, you need to do something for the sake of doing it. Try applying this in anything that you’re practising/learning, and you’d surely notice the magic of investing in yourself. 

    Lastly, never stop loving yourself and others and remaining grateful to your fate for giving you whatever you have today. This feeling has always helped me remain committed to my work, whatever the case may be. 

    Get in touch with Shivesh Aggarwal –

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

    Get in touch with Ankita Sabharwal –

  • “Clarity, professionalism and thorough preparation remain the constants across every forum.” – Mansha Khemka, Founding and Managing Partner at Khemka & Associates.

    “Clarity, professionalism and thorough preparation remain the constants across every forum.” – Mansha Khemka, Founding and Managing Partner at Khemka & Associates.

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

    You began your independent practice right after law school, at a time when structured platforms for women litigators, especially in criminal defense, were limited. What inspired you to take that bold step so early in your career?

    While studying law I realised that in Mumbai there were few structured opportunities for young women who wanted to build a career in criminal defence. Starting my own practice straight after graduation was a risk, but I wanted to create the kind of ethical and professional environment I had hoped to find. With strong support from my family, particularly my father, I began with pro bono work and built it one brief at a time. Those early choices continue to define our commitment to transparency and high professional standards.

    Having completed a decade in the profession, what initially motivated you to pursue law, and how did your experiences in law school deepen your understanding of the subject and shape your decision to take up litigation as a career?

    In high school I was active in debate and attended a Youth Conference at the United Nations in New York. Those experiences sparked an interest in advocacy and public affairs. I once considered becoming a commercial pilot but soon realised I wanted a career that allowed me to think critically and work closely with people. By the time I completed my law degree, litigation felt like a natural fit.

    Criminal defense, particularly white-collar crimes and complex litigation, is often regarded as one of the most demanding areas of practice. What drew you to this specialization, and how has your experience in this space evolved over time?

    Litigation is demanding but deeply rewarding. In criminal defence, defending rights and ensuring due process is both challenging and meaningful. Some of the most intellectually engaging matters have involved clients who cannot pay, where the work is driven entirely by principle. The hours are long and the stakes are high, yet the practice remains fulfilling. Persistence is key to sustaining a career in this field.

    You have handled high-profile and complex matters involving banking fraud, narcotics, and serious criminal charges. Could you share an experience that was especially challenging, and how you prepared yourself to handle it effectively?

    Early in my career I learned that knowledge of the law is only one part of effective practice. Litigation is about people, strategy and navigating systemic realities. The unpredictable nature of the justice system taught me to create internal processes that bring order to a naturally chaotic environment. We built systems to manage complex briefs while staying client focused and transparent. These lessons continue to guide how our team approaches every case and every client. Because we are active litigators, we bring a trial-tested perspective to all our non-litigation work. Our courtroom experience sharpens the way we draft contracts and structure transactions, and our work in criminal defence makes us particularly attentive to compliance and risk. This combination of skills allows us to offer advice that is both practical and strategically sound.

    As the founder and managing partner of Khemka & Associates, your practice has grown far beyond criminal defense into areas like consumer law, insolvency, family law, and cross-border matters. How do you manage these wide-ranging responsibilities while balancing your personal life?

    Balancing a litigation practice with personal life is never simple. I have been fortunate to have the support of family and friends from the very beginning. A turning point came when my younger sister, who trained with us while still in law school, formally joined the practice. Her distinct skill set enabled us to expand confidently into areas such as arbitration, consumer law, insolvency and family matters. With a strong team culture and shared values we have been able to grow while staying true to our commitment to professionalism and client service.

    You have also dealt with cases involving immigration law and cross-border issues. How have these experiences influenced your practice, and what unique challenges have you faced in handling such matters?

    Cross-border matters require working across jurisdictions and cultures. My early international exposure helped me collaborate effectively with foreign lawyers, but the real challenge lies in understanding different legal systems, managing clients across time zones and coordinating procedures. These experiences have strengthened our ability to handle complex briefs and positioned us as a practice that combines local expertise with a global perspective.

    Mentorship has been an important part of your journey, particularly in creating opportunities for young women lawyers. What values guide your approach to mentorship, and how do you envision the next generation of litigators evolving in India?

    More young women are entering the legal profession, but those who stay the course in litigation, particularly in Mumbai, are still relatively few. Many leave for personal reasons or because of a lack of sustained professional support. At our firm we make mentorship a priority, passing on the values that define our practice: open communication, an insistence that no task is too small or too big, and a belief that consistent effort and hard work are irreplaceable. As technology transforms courts and practice management, it will be inspiring to see how the next generation of litigators shapes this changing landscape.

    Having appeared before diverse forums ranging from trial courts to the Supreme Court and specialized tribunals, what key differences have you observed in the way proceedings are conducted in every forum, and how do you adapt your strategies to navigate these differences effectively?

    Each forum has its own rhythm and expectations. Trial courts require agility and a deep command of procedure. Higher courts demand precision and a focus on legal principles. Specialised tribunals often call for technical expertise. Every judge manages their docket differently. Success, apart from the merits of the case, depends on quickly understanding these nuances and adapting advocacy accordingly. Clarity, professionalism and thorough preparation remain the constants across every forum.

    Finally, after building an independent practice and establishing a recognized firm, what advice would you give to law students and young advocates who aspire to follow a similar path? What has been your source of motivation over the years, and how do you continue to stay inspired for the future of your practice?

    Litigation has some significant barriers to entry and starting independently is not easy. Whether you begin on your own or under the guidance of a senior, the training demands focus, resilience and discipline. We are all human and we will make mistakes; the more you practise, the more you learn and the better you become. Patience is key. Over the years I have found motivation in building a practice that combines the rigour of an international firm with a commitment to accessibility. We take on matters across a wide spectrum, sometimes at reduced fees or even pro bono when circumstances require, while maintaining the highest ethical standards. This blend of professionalism and service continues to guide the future of our practice.

    Get in touch with Mansha Khemka –

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Yashasvi Tripathi –

  • “I’ve learned that the best legal solutions aren’t just technically correct : they’re commercially viable and operationally practical.” – Neha Shankar, Director Legal (Deputy General Counsel) at Innovaccer.

    “I’ve learned that the best legal solutions aren’t just technically correct : they’re commercially viable and operationally practical.” – Neha Shankar, Director Legal (Deputy General Counsel) at Innovaccer.

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

    You’ve led high-stakes SaaS and IT contract negotiations across jurisdictions like the US, UK, Middle East, and India. What key legal and commercial differences have you observed among these regions, particularly in structuring and negotiating complex technology agreements?                                  

    The fundamental difference is risk philosophy and regulatory approach. US contracts are heavily liability-focused with aggressive risk shifting – broad indemnities, high liability caps, and extensive IP warranties because litigation risk is real. UK/EU takes a more balanced approach with reasonable risk allocation, but GDPR fundamentally changed data processing terms and cross-border transfer requirements.

    Middle East markets are relationship-driven with conservative risk tolerance – they often require local partnerships, prefer advance payments or guarantees, and decision-making is more hierarchical. Each country varies significantly – UAE’s approach differs from Saudi Arabia’s regulatory framework.

    India is extremely cost-sensitive with detailed SLA requirements and strong data localization mandates under DPDP Act. There’s preference for Indian governing law and local arbitration venues.

    For AI and emerging tech, the differences are stark. US allows broad AI disclaimers and extensive model training rights. EU requires AI Act compliance with strict accountability for high-risk systems. The Middle East often mandates human oversight for AI decisions. India’s framework is still emerging but trending toward data sovereignty.

    My approach: Use master agreements with jurisdiction-specific addenda rather than one-size-fits-all contracts. Build modular compliance sections that adapt to local requirements. Most importantly, understand that what works in Silicon Valley often needs significant adaptation – both legally and commercially – for other markets.

    As Director-Legal (Deputy General Counsel) at Innovaccer and a close advisor to both leadership and product teams, how has your role evolved beyond traditional contract review into a more strategic business function? 

    My role has evolved from traditional lawyer to strategic business partnership. I’m now embedded with product and leadership teams from the earliest stages – helping architect compliance into product roadmaps rather than reviewing afterward, participating in M&A strategy and market expansion decisions, and turning regulatory requirements into competitive advantages. I’ve built legal infrastructure that operates at business speed through automated workflows, self-service templates, and proactive frameworks that eliminate bottlenecks. The result is measurably faster deal cycles, on-schedule product launches, and better strategic decision-making because legal insights come early in the process rather than as obstacles later. Legal has become a growth accelerator rather than a cost center.

    From negotiating complex IT contracts to managing commercial transactions, you’ve worked extensively across highly regulated sectors. How do you stay abreast of evolving legal and regulatory frameworks, particularly in areas like data privacy and technology law? What’s your approach to identifying and mitigating legal risks in such fast-paced and dynamic industries?

    Staying current in fast-moving regulatory environments requires a systematic approach, not just ad-hoc reading. I’ve built a multi-layered monitoring system that combines automated alerts, industry networks, and practical application. For regulatory tracking, I use targeted legal research platforms with custom alerts for specific jurisdictions and practice areas – data privacy updates from key regulators like FTC, state AGs, and international bodies. I also maintain relationships with specialized regulatory counsel in different jurisdictions who provide real-time insights on enforcement trends and practical legal and compliance interpretations.

    Industry engagement is equally important. I’m active in relevant legal associations and regularly attend focused conferences – not general legal events, but sector-specific gatherings where regulators actually speak and share enforcement priorities. Peer networks with other in-house counsel facing similar challenges provide invaluable practical insights you can’t get from legal publications.

    For risk identification, I’ve developed frameworks that integrate legal monitoring with business operations. I work closely with product, engineering, and business development teams to understand what’s actually being built and sold, not just what’s documented. This early visibility lets me spot regulatory risks before they become legal problems.

    My mitigation approach focuses on building scalable systems rather than case-by-case reviews. I create legal frameworks that can adapt to regulatory changes without rebuilding everything. For data privacy, this means privacy-by-design architectures that can accommodate new requirements. For commercial transactions, it means modular contract structures that can be updated efficiently.

    The key is making legal monitoring a business process, not a personal responsibility. When regulatory changes happen, we can adapt quickly because the infrastructure is already in place.

    In the early stages of your career, you worked across diverse areas like transaction structuring, energy law, employment compliance, and more. How has this multidisciplinary exposure informed your legal thinking and approach as an in-house counsel today? 

    That multidisciplinary foundation taught me to see legal issues as interconnected business problems rather than isolated practice areas. Working in energy law showed me how regulatory frameworks shape entire business models. Transaction structuring taught me to think commercially about risk allocation. Employment laws gave me an operational perspective on how legal requirements actually impact day-to-day business. Now as in-house counsel, I don’t just analyze contracts in isolation – I understand how employment terms affect deal structures, how regulatory compliance impacts transaction timelines, and how operational realities influence legal strategy. This cross-functional thinking lets me spot issues other lawyers miss and provide solutions that work across multiple business functions. Instead of saying ‘that’s not my area,’ I can connect dots between different legal domains to solve complex business challenges more effectively.

    You’ve worked closely with business stakeholders, particularly in the IT sector. What are some common challenges you encounter in ensuring legal compliance, and how can businesses proactively address these issues early in the process to avoid future roadblocks? 

    The biggest challenge is that business teams treat legal compliance as a final review step rather than a foundational design element. In commercial contracting, sales teams often negotiate terms that create operational nightmares – promising SLAs we can’t meet or data processing we can’t legally perform. On the product side, teams build features first, then discover they violate privacy laws or create IP ownership issues. My approach is embedding legal requirements upfront – I work with sales to create contract playbooks with pre-approved terms that close deals faster, collaborate with product teams during feature planning to ensure privacy-by-design, and partner with engineering on data architecture that supports both business needs and regulatory compliance. I also build automated approval workflows and self-service legal tools so teams can move at business speed without creating risks. The result is that legal becomes a competitive advantage – we can commit to terms competitors can’t, launch compliant products faster, and avoid the costly retrofitting that kills margins and delays launches.

    With over a decade of experience, what initially drew you to pursue law as a career? When you reflect on your journey now, how has your vision evolved since those early days?  

    I was initially drawn to law because I saw it as a way to solve complex problems and create structure in ambiguous situations. Early on, I thought legal work was about finding the right answer in statutes and precedents. Over the past decade, I’ve realized that the most impactful legal work happens at the intersection of law and business strategy – it’s not just about compliance, but about enabling growth and competitive advantage. My vision has evolved from being a legal expert who provides advice to being a business partner who helps drive outcomes. I’ve learned that the best legal solutions aren’t just technically correct – they’re commercially viable and operationally practical. What excites me now is using legal expertise to unlock business opportunities that others can’t see, whether that’s structuring deals that competitors can’t match or building compliance frameworks that become market differentiators. Law became less about finding answers in books and more about creating solutions that don’t exist yet.

    Recognized for your strong contributions across industries, what core values or guiding principles have anchored your legal journey? Looking ahead, what goals or aspirations do you hold for the future?  

    Ans: Three core principles have guided my legal career: pragmatic problem-solving over theoretical perfection, business enablement rather than risk avoidance, and building scalable systems instead of one-off solutions. I’ve always believed that the best legal advice is the advice that actually gets implemented – which means understanding business realities and crafting solutions that work operationally, not just legally. My approach has been to turn legal requirements into competitive advantages rather than compliance burdens. Looking ahead, I’m focused on leveraging emerging technologies like AI to transform how legal functions operate – building intelligent contract systems, predictive compliance frameworks, and automated risk assessment tools that let legal teams operate at unprecedented scale and speed. My aspiration is to help redefine what in-house legal can accomplish, moving from a support function to a strategic driver of business growth and innovation. The future of legal is about using technology and strategic thinking to solve business problems that haven’t been solvable before.

    Legal work in high-stakes corporate environments is intense. How do you balance your professional responsibilities with personal well-being? What practices or activities help you recharge and maintain perspective? 

    Honestly, I’m a natural hustler – I thrive on the intensity and challenge of high-stakes legal work. But I’ve learned that raw drive without strategy leads to burnout, not breakthrough results. The key is channeling that energy where it creates maximum impact rather than spreading it thin across everything.

    With experience, I’ve developed systems for sustainable high performance. I start my day with strategic work before reactive demands take over, and I batch similar tasks to maintain deep focus rather than constant context-switching. Outside work, I stay physically active and spend time with my dog – there’s something grounding about that unconditional companionship that cuts through legal complexity. I’m also involved in community animal welfare work, which connects me to something meaningful beyond corporate environments.

    The breakthrough insight: stepping away from legal problems often unlocks better solutions when I return. I’ve built strong professional relationships that provide perspective during intense periods, and I’ve learned to distinguish between urgent and important – not every crisis is actually critical. This lets me stay calm under pressure and direct my hustler energy where it matters most. Sustainable excellence isn’t about working harder – it’s about managing energy strategically.

    Given your wide-ranging expertise, what advice would you offer to young lawyers entering the legal profession today particularly those looking to build careers in corporate law, technology, or cross-border commercial practice? 

    Three pieces of advice: First, become genuinely business-literate, not just legally competent. Understand how companies actually make money, how technology works, and what drives commercial decisions. The lawyers who succeed long-term are those who can translate legal requirements into business solutions. Second, specialize early but stay adaptable. Pick a sector like fintech or healthcare and become the go-to expert, but develop skills that transfer across industries – contract negotiation, regulatory analysis, and strategic thinking are universal. Third, build relationships before you need them. The best opportunities come through networks, not job boards. Connect with in-house counsel, business leaders, and peers who’ll become your referral sources and collaborators. For cross-border work specifically, understand that legal expertise alone isn’t enough – you need cultural fluency and practical knowledge of how business actually gets done in different markets. Most importantly, think like a business partner from day one. Don’t just identify problems – propose solutions. The lawyers who advance fastest are those who make their clients’ lives easier, not more complicated.

    Get in touch with Neha Shankar –

  • “Courtroom practice teaches you quickly that law is not just about theory but about how you apply it in real, practical situations.” – Shubhnit Hans, Founder & Managing Partner at Hans Law Associates.

    “Courtroom practice teaches you quickly that law is not just about theory but about how you apply it in real, practical situations.” – Shubhnit Hans, Founder & Managing Partner at Hans Law Associates.

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

    Having over a decade of experience now, what were the initial years of your practice like? What inspired you to choose law as a career, and how did law school help shape the foundation of your professional journey?

    It’s been 10 years in this profession, yet the early days feel like just yesterday, when I was practicing in Delhi and learning to navigate the world of black and white. It didn’t take long to realize that this profession is far more about practicality than pure theory. Knowing the law and mastering your case file is essential, but equally important is understanding the judge, not personally, but in terms of their courtroom approach: their patterns, reactions, and preferences. From the very beginning, I developed the habit of sitting in court and observing judges closely. That practice, simple as it may seem, has proven invaluable throughout my journey as an advocate. 

    I come from a small town in Haryana called Karnal, where I completed my schooling. After that, I pursued my law degree at Amity University, Noida. My legal journey began with a litigation office in New Delhi, where I practiced for almost four years. In 2018, I moved to Chandigarh to start my own practice. As a first-generation lawyer, it was important for me to establish my name in my hometown, where I felt more connected and grounded. It wasn’t easy, there were no set plans, and no one in my family had a legal background. It all started when a cousin suggested corporate law while I was preparing for my 12th boards in 2010. I gave the entrance exams, got selected at Amity, and the rest unfolded from there.

    You began your career as an associate, handling a wide range of civil litigation and domestic arbitration matters. How did this early exposure influence your approach to complex disputes, and what key skills proved most valuable in the formative years of your practice?

    In the initial years of my practice as an associate, I was fortunate to be exposed to a wide range of civil litigation and domestic arbitration matters. This diversity of work taught me very early on that no two disputes are ever alike. Each case requires a tailored approach in terms of a legal strategy. What shaped me the most was learning how to balance theory with practicality. The law may be uniform, but its application depends on the facts, the forum, and often the perspective of the judge or tribunal. Observing court proceedings, understanding patterns of arguments, and seeing how small details could shift the direction of a case gave me a very grounded view of dispute resolution.

    As a first-generation lawyer, what motivated you to establish your independent practice? What vision did you have when you started, and how has it evolved over time?

    As a first-generation lawyer, what motivated me most to establish my own practice was the desire to build something independent, driven purely by merit, hard work, and client trust. Starting out, I had no legacy to rely upon and that became my greatest strength. It pushed me to focus on credibility, consistency, and results from the very beginning. My initial vision was quite simple: to create a practice that delivered practical, solution-oriented advice rather than just theoretical legal opinions and dragging each and every client to Court even if it could be settled outside the court. That was when Hans Law Associates was established. Over time, that vision has evolved into building a full-service firm where teamwork, innovation, and long-term client relationships are at the core.

    You have represented clients before the Punjab and Haryana High Court, consumer forums, RERA, and various tribunals. How has this diverse litigation experience enhanced your understanding of dispute resolution across different legal platforms?

    Representing clients before the Punjab & Haryana High Court, consumer forums, RERA, and various tribunals has given me a broad perspective on how dispute resolution functions across different platforms. Each forum has its own procedure, pace, and expectations, for instance, the High Court demands sharp legal reasoning and precedent-based arguments, while consumer forums and RERA focus more on quick, pragmatic relief to aggrieved parties. Ultimately, this cross-forum exposure has made me a more versatile advocate, able to approach disputes not just from a legal standpoint, but from a strategic, client-centric perspective.

    You have handled matters before the Haryana Real Estate Appellate Tribunal, the Haryana Real Estate Regulatory Authority, and several other tribunals. What unique challenges have you encountered in this specialized field, and how do you navigate them effectively?

    Handling matters before the HREAT, HRERA, Pkl, and other tribunals has been both challenging and rewarding. Real estate law, especially under the RERA framework, is indeed a booming area of practice. With rapid urbanization and increasing consumer awareness, disputes in this sector are growing both in volume and complexity. The unique challenges I’ve faced include balancing the interests of buyers and developers, staying updated on any recent precedents as it is a very new law and most importantly, ensuring enforcement of orders. While RERA was designed to be consumer-friendly, practical hurdles often arise in execution. I’ve found that navigating this space requires not only sound legal knowledge but also adaptability and persistence. This blend of legal precision and pragmatic follow-through has allowed me to add real value to clients in this fast-growing field.

    As a mediator at the Punjab and Haryana High Court, how do you see ADR evolving in India? In your experience, what advantages does mediation or arbitration offer compared to traditional litigation?

    As a mediator at the Punjab and Haryana High Court, I have witnessed how Alternative Dispute Resolution (ADR) is rapidly evolving in India. With rising pendency in courts, ADR is no longer an alternative but an essential tool for timely and effective justice.

    The recent “Mediation for the Nation” drive initiated by the Hon’ble Supreme Court reflects this growing recognition. By encouraging parties to resolve disputes amicably, the judiciary has underlined mediation’s role in reducing litigation, promoting harmony, and ensuring quicker resolutions. I myself have seen a rise in settlements after the said initiative.

    In my experience, mediation preserves relationships and empowers parties to design their own solutions, while arbitration offers efficiency, confidentiality, and subject-matter expertise. Both provide speed, practicality, and satisfaction compared to traditional litigation that may take years. With institutional support and initiatives like Mediation for the Nation, ADR in India is poised to become a truly transformative mechanism for access to justice.

    You have drafted agreements for a variety of clients, including music and production companies as well as professionals like psychologists. What key challenges do you see in the entertainment sector, and how can these be addressed proactively through careful contract drafting?

    Drafting agreements in the entertainment sector brings its own set of unique challenges. Unlike traditional contracts, these often deal with creative rights, intellectual property, royalties, confidentiality, and moral rights, all of which can be highly sensitive and prone to disputes if not defined clearly. One of the biggest challenges is the ambiguity around ownership of content, whether it lies with the creator, the producer, or the platform. Another is the lack of awareness among artists and professionals about the long-term implications of exclusivity clauses, revenue-sharing models, and termination rights. Proactive solutions lie in clear, precise, and balanced drafting. 

    What advice would you give students aspiring to enter the legal profession, and what resources would you recommend to help them stay ahead in a constantly evolving field?

    My advice to students aspiring to enter the legal profession is to focus on fundamentals and be patient enough to adapt. Courtroom practice teaches you quickly that law is not just about theory but about how you apply it in real, practical situations. Developing habits like observing proceedings, reading judgments daily, and sharpening communication skills goes a long way. It’s a never ending learning process. I see a lot of individuals backing out from the profession as it may not satisfy you monetarily but once you understand the responsibilities that come with it, I am sure we are ready to go a long way. I’d also recommend building a mentor network and learning from senior advocates and peers. In a constantly evolving field, the ability to keep learning, unlearning, and relearning is the best resource you can carry with you.

    Balancing a demanding legal career with personal life can be challenging. How do you manage stress, maintain focus during high-stakes matters, and create balance between your professional and personal responsibilities?

    Balancing a demanding legal career with personal life is indeed challenging, but I’ve learned that discipline and perspective makes the difference. During high-stakes matters, I manage stress by preparing thoroughly as confidence in your case reduces anxiety. I also practice detachment after court hours, giving time to family, fitness, and spirituality, which keeps me grounded. For me, balance isn’t about strict separation but about ensuring that both professional duties and personal responsibilities get the attention they deserve. This balance not only helps me stay focused but also makes me more effective in my practice.

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