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  • “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.

    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.

    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.

    Get in touch with Shubhnit Hans –

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Nayanika Ruia –

  • “The responsibility of being an AOR is immense as you’re a bridge between the Registry and the Hon’ble Judges, not just in argument, but in procedure.” – Udian Sharma, Advocate-on-Record at the Supreme Court of India.

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

    Coming from a background in Science from Hindu College, University of Delhi, what inspired you to pursue a career in law? How has your technical background  influenced your approach to complex commercial or infrastructure disputes? 

    As a first-generation lawyer, I often say that I did not choose law, law chose me. Growing  up, I was deeply influenced by my grandfather, who fought legal battles for decades to  protect our ancestral land. His relentless perseverance, even against an unresponsive  system, left a profound impact on me. By the time I graduated in Science from Hindu  College, I had already seen how the law could be both an obstacle and a tool for justice.  

    My scientific training gave me a structured way of thinking. In Science, you learn to  analyze problems by breaking them down into fundamentals. That has greatly helped me  in disputes involving infrastructure and complex commercial contracts, where one must go  through technical details like engineering reports, financial data, regulatory compliances,  and present them in a manner that is both legally persuasive and technically accurate. It  allows me to approach my cases not just as a lawyer, but as someone trained to understand  the “nuts and bolts” of technical issues. 

    It has been an interesting journey, from solving arithmetic problems and arriving at ‘LHS  = RHS’ to addressing complex questions of law and concluding with ‘Hence, this SLP’. 

    In the early stages of your career, you worked with various senior judges and  advocates. How did these experiences shape your approach, and which lessons from  that time have had a lasting impact on your professional philosophy? 

    I had the privilege of clerking with Justice A.K. Sikri at the Supreme Court and Justice Siddharth Mridul at the Delhi High Court. Observing them up close taught me two  invaluable lessons: the importance of clarity, and the importance of compassion. Justice  Sikri had an extraordinary ability to simplify the most complex constitutional questions,  and Justice Mridul always emphasized the human element in adjudication. 

    Later, when I began working with senior advocates and counsels at the Supreme Court, I saw how preparation and integrity defined good lawyering. One lasting lesson I carry is that courts are not swayed by theatrics- they are swayed by sincerity and substance. These  experiences shaped my professional philosophy, that law is not just about winning cases, but about ensuring justice is meaningfully served. 

    What motivated you to establish an independent practice, and what hurdles did  you face while launching your chambers during COVID? How did you overcome  them, and what was your vision for the practice? 

    The decision was born partly out of necessity and partly out of conviction. During COVID, the legal profession itself came to a halt. Many colleagues struggled, and I realized that if I wanted to carry forward my vision of a client-centric and socially conscious practice, I  had to build something of my own. 

    I started my chambers quite literally from one room in my home (with immense gratitude  to my parents who allowed me to turn it into an office) with files stacked in the boot of my car. The hurdles were immense, no physical hearings, clients uncertain about the future, and the financial strain of running an independent practice in such times. But adversity also  brought clarity. I invested in technology, conducted virtual hearings, and slowly built a  team that shared the same values of hard work and service. My vision was, and remains to create a Chambers that combines courtroom advocacy with policy thinking, and where  every matter, whether commercial or public interest, is handled with the same dedication. 

    You have handled complex commercial disputes and arbitration, including cross border infrastructure matters and international arbitration, across areas such as  employment law and customs law. Can you share some major challenges you faced in  a complex arbitration case and the unique difficulties it presented? 

    One of the most challenging arbitrations I handled involved a cross-border infrastructure project. The difficulty lay not just in the scale, but in the diversity of the issues, technical  construction delays, regulatory clearances, and overlapping jurisdictional laws. 

    The unique challenge was coordinating with multiple stakeholders, engineers, financial  experts, and foreign legal teams, while presenting a coherent case before an arbitral tribunal presided over by a retired Supreme Court judge. It taught me that arbitration advocacy  requires more than just legal arguments, it demands the ability to understand complex  technical data into a persuasive legal narrative. 

    You have demonstrated a commitment to advancing legal discourse and  contributing to scholarly debate. How do you balance active practice with legal  writing and academic contributions? 

    For me, writing is not separate from practice, it is complementary. Courtroom advocacy is about the urgency of the present; academic writing is about reflecting on the future. Balancing both is difficult, but I make time because writing forces me to step back and  critically examine the jurisprudence I am part of. Recently, I have also begun teaching law  to students and interns- a pursuit I deeply enjoy, as it allows me to give back to the fraternity  while shaping the next generation of lawyers. 

    During the pandemic, for instance, I wrote extensively on the importance of impartiality in arbitrations and timelines in insolvency laws. These writings later informed some of the  arguments I made in court. In a way, legal writing sharpens my practice, and practice keeps  my writing, whether it’s articles, blogs, or pleadings, grounded in reality. 

    Clearing the Advocate-on-Record exam on the first attempt is a remarkable  achievement. What were your preparation strategies, and what primary  responsibilities come with being an AOR? 

    The AOR exam is as much about discipline as it is about knowledge. I prepared with the  belief that procedural law is the backbone of effective litigation. My strategy was simple:  treat every question as a live brief. I wrote my answers as if I were filing in court or briefing  a Senior Advocate. That practical approach helped me clear the exam on the first attempt. 

    The responsibility of being an AOR is immense. You are the face of your client before the Supreme Court and a bridge between the Registry and the Hon’ble Judges, not just in  argument, but in procedure. You are responsible for ensuring filings are correct, deadlines are met, pleadings are true and that clients receive the highest level of professional care.  It’s a trust that must never be broken. 

    How has the arbitration landscape in India evolved over the last decade? With the  advent of technology, what changes do you see in Supreme Court litigation strategies  post-COVID? 

    Over the last decade, arbitration in India has been projected as having matured from an  ‘alternative’ mechanism to the preferred mode for commercial disputes, with a legal framework aligning with international standards.  

    However, the ground reality is far more complex. Arbitration has, in practice, become less  formal, yet more vulnerable to judicial intervention at almost every stage. In one matter I argued before the Supreme Court, the Arbitral Tribunal, the Single and the Division Bench  of the High Court, each gave separate findings every time a cross appeal was filed by the  parties, resulting in six different outcomes before the case finally reached the Supreme  Court. This not only delays justice but also makes arbitration extremely costly and  cumbersome. Increasingly, I see my clients preferring to opt out of arbitration clauses  altogether, choosing and trusting Courts as their primary forum for dispute resolution,  driven largely due to the greater efficiency brought in through the Commercial Courts Act. 

    Post-COVID, technology has changed Supreme Court litigation in profound ways. Virtual hearings, digital filings, and e-briefs are now routine. This has enhanced accessibility and opened new opportunities. Lawyers today can complement their oral advocacy with strong  digital advocacy, while clients too can easily attend and witness hearings in real time from  anywhere in the world, ensuring greater transparency and participation. 

    What has been the most challenging matter you have handled, and how did you  navigate it? You have also worked extensively in animal welfare, environmental law,  and public interest litigation. What motivates you to take up these cases? 

    One of the most challenging yet fulfilling matters I handled was Jaggo v. Union of India, 2024 SCC OnLine SC 3826, which I argued before the Supreme Court on behalf of the  Appellant. The case involved a woman Safai-Karamchari, who had been working with the  Central Water Commission for over two decades, as a so-called part-timer. Despite her  long service performing essential duties, her plea for regularisation was rejected not only  by her employer but also by CAT and the Delhi High Court. To make matters worse, she  was illegally terminated, even though she was the sole breadwinner of her family, surviving  on a meagre salary of just ₹4,000 per month. 

    I decided to take up her case pro bono, moved by her plight and the larger issue of systemic exploitation of temporary workers. The challenge was immense, not only did I have to  defend her against three concurrent adverse findings, but I was also pitted against the office  of the Additional Solicitor General (ASG). But the Hon’ble Supreme Court heard me  patiently, and it was deeply encouraging to see the Court give weight to every argument  raised by me in Court. 

    Ultimately, the Supreme Court held that such long-standing service warranted regularisation rather than termination, and that arbitrary dismissals without cause, violated natural justice. Drawing from constitutional principles under Articles 14 and 16, as well as international labour standards and comparative jurisprudence, the Court delivered a  landmark judgment that has since been widely relied upon across the country to protect the  rights of temporary and contractual workers. 

    For me, this case reaffirmed why I chose litigation. It was an uphill battle against the odds,  but it showed me that with persistence, empathy, and conviction, the law can restore dignity  and transform lives. 

    I’ve also had the privilege of being appointed as amicus curiae by the Hon’ble Delhi High Court to represent victims/ prosecutrix in POCSO cases, an experience that has deepened  my commitment to matters of public interest and justice. 

    How do you balance your personal life with such demanding professional  responsibilities, and how do you manage stress and maintain personal well-being? 

    Honestly, balance is not always easy. The legal profession demands long hours and deep  emotional investment. What helps me is grounding myself in simple things, spending time  with family, unwinding with my office colleagues, catching up with my close circle of  friends, and taking out time to travel with them. These moments keep me centered amidst  the demands of practice.

    I’ve realised balance in this profession is a constant work in progress. The long hours and  high stakes can be demanding, so I make a conscious effort to attend therapy and stay  grounded, whether by taking out time for myself, slowing down when needed, or ensuring  I maintain a non-toxic and supportive environment around me. 

    I try different ways to manage the stress that inevitably comes with the job, but what keeps  me going is focusing on the parts I truly enjoy, being on my feet in Court. That’s where I  feel most alive. After all, we lawyers live to hear the three words, ‘Issue Notice. Stay’.

    Get in touch with Udian Sharma –

  • Across Borders and Benchmarks: A Journey in Disputes, Insolvency and Restructuring. – Urvashi Salecha, Dual Qualified Lawyer and Legal Manager at Harneys, Hong Kong.

    Across Borders and Benchmarks: A Journey in Disputes, Insolvency and Restructuring. – Urvashi Salecha, Dual Qualified Lawyer and Legal Manager at Harneys, Hong Kong.

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

    Your career trajectory is truly inspiring. Having started your journey in India, what initially motivated you to explore opportunities abroad? Was an international legal career always your goal, or did it evolve with time and experience?

    While an international career was always intriguing, I did not really plan for this move. I relocated to Hong Kong for personal reasons and in hindsight, this was the best God gifted turn in my career destiny. 

    After working at Khaitan & Co for over two years, I was constantly fidgeting with the idea of pursuing an LLM from the UK/US to enhance my skills. In fact, my initial career plan was always aimed at being part of the Indian Judiciary after procuring an LLM. However, I ended up with a real life LLM (something like the real life MBA) upon my move to Hong Kong. 

    Sorry but nothing riveting about my international legal career albeit a very fulfilling one indeed (whatever be the catalyst). 

    In the early stages of your career, you worked with several top-tier law firms. What were some of the key takeaways from those experiences that helped shape your foundation in dispute resolution?

    Yes, I was fortunate to intern and work with many reputed law firms, legal professionals and even clerks with a High Court Judge before joining Khaitan & Co in Mumbai. Given our Indian legal education system is largely based on rote learning and lacks the practical and critical thinking aspects of the law, it is crucial to explore your interests by way of practical traineeships during your law school breaks. I would say these internships not only built a foundation in dispute resolution (for me personally), they were essential in preparing me for the private practice role I undertook with Khaitan & Co. It is your first tryst as a professional and guides you to (i) figure out where your interests lie (i.e. private practice, corporate in-house, academia and several other fields within the practice of law), (ii) develop interpersonal and communication skills, and (iii) really get a hands on experience on the culture and workings of that specific role (e.g. a law firm or a company). 

    After spending two years at a leading Indian law firm, you transitioned to international practice. What prompted this shift, and how did you navigate the cultural and professional differences between the Indian and Hong Kong legal environments?

    As mentioned earlier, my relocation to Hong Kong was part of God’s plan. When I moved to Hong Kong, my only professional acquaintance in this new jurisdiction was my husband, who is a banker. Basically, I had to start from scratch, reintroducing myself as an Indian disputes lawyer looking for private practice roles. To make things more exciting, shortly after my arrival, the COVID-19 pandemic struck, bringing layoffs and market uncertainties.

    Despite these challenges, I reached out to numerous professionals, sent cold messages, and built new connections daily. This journey required humility and grit, as the Hong Kong legal industry is highly competitive. Being a newcomer without Hong Kong qualifications or international law experience, I was rarely a recruiter’s first choice.

    Transitioning from a top-tier law firm in India, with an established pedigree, to being completely unrecognized in Hong Kong was a profound experience. However, these initial years in Hong Kong marked my steepest professional growth. I learnt the art of networking and the benefits of a strong follow-up. I knew that positions won’t be created for a junior lawyer such as myself and I needed to keep hunting for the appropriate opening so that when there is one, I get a chance to interview for that role. 

    I also did not want to wait for the perfect opportunity and I took up an in house role with a leading manufacturing company (Rochdale Spears Group) immediately upon my move to Hong Kong (before transitioning to private practice at Harneys (my current role)).  Whilst at Rochdale, I also simultaneously prepared for the Hong Kong qualification exams given my interests always lied in pursuing litigation. 

    You’re currently focused on cross-border insolvency litigation and restructuring. Having practiced dispute resolution in India as well, how would you compare the Hong Kong legal system with the Indian system? Are there specific procedures or practices from Hong Kong that you believe could be effectively adapted into the Indian context?

    While both Hong Kong and India are common law jurisdictions, the practice, procedures and especially case management are fairly distinct. To clarify, whilst I am Hong Kong qualified, I’m currently working at an offshore law firm where we advise clients on BVI, Cayman Islands and Bermuda laws (all systems largely based on UK and common law). 

    In my experience, litigation in Hong Kong, UK or any of the offshore jurisdictions mentioned above, is more mature and structured. 

    Firstly, there is an emphasis on early settlement (i.e. out of court resolutions). There are even certain pre action protocols to be followed and pre trial settlement is highly encouraged. 

    Second, if a matter does go to trial, it won’t last for several decades unlike in India. In fact, the courts will block a week or two for a specific matter to complete the trial (including evidence and final arguments). Adjournments are rare as compared to India (and mostly at the behest of both parties i.e. by consent if they are exploring settlement negotiations for instance)

    Having said that, India courts (i.e. higher courts SC/HCs as well as tribunals and lower courts) have a very high workload with judges handling large volumes of cases daily compared with the courts of the other jurisdictions I mentioned earlier. So it’s obviously remarkable how the Indian judges are managing these volumes. However, an intrinsic balance needs to be found, with perhaps higher no. of judicial officers and moving towards a less adversarial approach towards disputes and incentivising pre trial settlement. 

    Lastly, even alternative dispute mechanisms such as arbitrations are concluded more efficiently, with challenges to the final award considerably lesser as compared to India (where majority of the arbitral awards are challenged in Courts). 

    Being qualified to practice in both India and Hong Kong, how has this dual qualification enhanced your cross-border legal practice?  Could you also share your experience preparing for and clearing the Overseas Lawyers Qualification Examination (OLQE)? What strategies or resources were most helpful to you during the process?

    As challenging as it was, I thoroughly enjoyed preparing for the OLQE. To put things in perspective, the pass rate for these exams is as low as 20% so you know the odds are not exactly in your favour. 

    The exams are highly technical with all questions being completely application based. So you are essentially answering real life legal queries (in a time bound manner). As Indian law school graduates, we are so used to rote learning and exams lacking critical analysis, I was not only preparing for the HK law exams, I was re-learning the study techniques too. 

    It was a test of disciplined, structured learning  and being consistent and completely focused in your preparation leading up to the exams. You also need to keep ample time for revision given the vast breadth of topics that are covered within a single head of an exam. With some luck, and blessing coupled with hard work and finding the right tutors, I was able to clear all heads in my first attempt. 

    To answer your first question i.e. engaging in different jurisdictions and legal systems, it really allows you to widen your scope of learning, you are not just learning two sets of laws, you are also exploring and servicing different cultures. For me, at Harneys, we deal with several Chinese clients on one hand and common law judicial systems on the other. So that’s balancing a lot of interests at the same time. I think being curious, understanding client’s needs and ensuring efficient service has kept me afloat while working in both jurisdictions

    You’ve taken on leadership roles in both diversity initiatives and business development, with BD and networking now being a key part of your responsibilities. Since these skills aren’t typically taught, especially in traditional legal training, how did you cultivate them, and what guidance would you give to legal professionals looking to build confidence in this area?

    Yes, I lead the Tone from the Top committee at Women in Law Hong Kong and have been part of WILHK as well as other DEI committees/member groups. I’m also quite actively involved in the BD initiatives at Harneys. Whilst both are distinct and serve differing objectives, it all stems from the art of networking. 

    As you rightly point out, this is neither taught or even considered as part of your skillset in law school or as junior lawyers. I believe this is a quintessential ability to develop in any profession (not just law).  

    So how to develop these skills. To me, it happened very organically. I was in a new jurisdiction, completely out of my comfort zone. All regular methods of finding a job had failed (i.e. through recruiters or applications to law firm websites or HR personnel). So, I had to be creative with finding opportunities. I started reaching out to people on LinkedIn (even if I did not know them), asking for 30 mins of their time/ or a coffee chat. At every meeting, I tried to expand the network by asking for introductions to more connections or membership in communities. This really helped build foundations on communication skills and confidence to hold conversations. 

    The transition to being involved in BD meetings and initiatives at Harneys was easier based on the foundations I built early on. I think it all comes down to being aware of the opportunities available if you can take that first step. It’s important to have a strong legal foundation and technical skills such as writing, analysis and research. However, at the same time, it is equally important to  ensure that you’re perceived as a good lawyer, who is capable of being the face of a firm or representing the firm in front of potential clients. As you get elevated (e.g. at partner level), these are the skills that matter more. So it’s always better to build on these from the beginning rather than waiting to be in a leadership position. 

    As a Hong Kong-qualified lawyer currently advising on various offshore litigation matters (including such as the implementation of schemes/restructuring) in the Cayman Islands, Bermuda, and BVI, how do you navigate the distinct legal nuances of these jurisdictions? Furthermore, how would you compare the commercial and dispute resolution frameworks Hong Kong and India, and what key differences do you observe in their approaches to cross-border transactions?

    A very good question indeed and while I marinate in these challenges daily, not something I discuss often haha. The key is compartmentalising. Given the niche I’m in, its very easy to get muddled up with the laws of different jurisdictions. Given I assist with several cross border matters and a single work day may involve drafting pleadings for a Cayman scheme of arrangement court sanction, assisting in a BVI law advice on insolvency laws and end with a client call exploring litigation in Bermuda. 

    I ensure that I have separate notes and sections (physically in my room as well as digitally on my desk) for each of the jurisdictions and then each of the matters. You have to be extremely organised with filings, matter segmentation etc. And of course, with some time and experience, you just get more confident in dealing with complex issues by breaking them down into simpler soluble pieces and then attending to each of them separately. And as lawyers, the most important thing is to have a mindset of continuous learning. 

    For students aspiring to build a career in international dispute resolution, what guidance would you offer? Are there any practical tips, skills, or experiences you believe are especially valuable as they prepare to enter this field?

    International dispute resolution is a pretty wide term. I’ll answer it this way, to build a career in law (whether in India or globally) requires consistent learning, hard work, resilience, critical thinking and most importantly patience. Unlike other career paths like AI, bankers (which are fast paced and also highly technical), law requires a lot of patience and experience. 

    As for practical tips, I’d say apart from the basics (i.e. building a strong foundational knowledge in your chosen niche, working on the succinct legal drafting/writing skills (again something not given enough attention to during law school) …

    Find a sponsor within your firm and a mentor outside. It is very important to build trust based networks and have someone back you within the organisation who genuinely is invested in your growth and development and a guide outside the firm, you can confide in and get the required support and learning. 

    Is there a motto or guiding principle you’ve followed throughout your legal career? In addition, how do you see the future of alternative dispute resolution evolving, especially with technological and global shifts in the legal profession? How do you personally stay updated on the latest developments in dispute resolution?

    Failure is not fatal, success is not final, it is the courage that counts~!

    This profession especially requires a lot of patience and resilience. In my opinion, there is no scope for instant gratification in law. You need to be thorough and keep learning and updating your knowledge base. 

    As for the impact of technology, we are definitely going to see some transformations. A lot of the tasks will be automated (are already being automated) which is potentially a good change because this may free up a lot of time spent by lawyers on admin/mechanical tasks and compliment the legal industry. As far as I’m concerned, I did attempt to get AI assistance at times, for presentations etc. I personally feel the problem of hallucinations needs to be solved, especially for legal tech AI – we cannot be citing wrong judgments made up by AI. Hopefully this will change soon. 

    Lastly, I would part by saying the cliché, you have to be curious and keep upskilling yourself (whether it is knowledge or technology). The world is moving and transforming very fast and one needs to keep pace. Having said that, this doesn’t mean you lose out on life, loved ones or your hobbies/interests. Almost every organisation (in law or elsewhere) values these additional extra curricular skills. For me it’s the water, and related outdoor activities like sailing, kayaking, windsurfing. A weekend in the sea and I feel refreshed to take on the work week!

    Get in touch with Urvashi Salecha –

  • “Technology today is the key source to research and development, a way by which people can now know, read, understand the aspects and issues in real estate and business transactions.” – Deepanshu Garg, Founder of Legal Assist.

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

    With your specialization in real estate transactions and property registration, what initially drew you to this niche area of law, and how has your interest evolved over the years?

    I have grown up in a family of lawyers, who are involved in this niche practice of law for the last 40 years. I am 4th generation in this side of practice. The environment, the discussions in family and social gatherings, watching of news roam around real estate and the law; the knowledge amongst citizens on the aspect of “how important is legal consultation before dealing in real estate transactions”; the growing real estate disputes in the family as well as in the market; the challenges faced by the citizens in the property registration process; the lack of future estate planning; etc., which gave me a good kick to enter into law, focus on this side and to scale up the practice to new boundaries.

    Through your practice, you have often highlighted the gap between property registration and ownership rights. What are the most common misconceptions people have when dealing with property transactions in India?

    From the very starting, I have strongly believed that people are unaware or ignorant of about the most important aspect when dealing with property transactions i.e. “Title Legal Due Diligence”.  This is the “laying foundation”. The money which people pay to buy a property, what exactly is that money for – is it the physical structure or the land on spot? Practically speaking, for people these are the two aspects only but wait, that value is actually weighed from “title ownership documents” which people execute and get registered. And that’s the major misconception prevailing amongst people. Even law clearly says, “Buyers beware”. If there is a discrepancy in the documents, the value you paid for that property is nothing more than a zero. 

    Another related misconception is that people believe drafting a document when dealing with property is “basic and regular and can be drafted on a set performa”, but no, there is no set performa prescribed anywhere in law. Any such document is a “contract” amongst the parties which govern their transaction and has to be drafted on case-to-case basis and on specific circumstances surrounding the entire transaction, overall considering the law.

    As the Founder of Legal Assist, a digital platform dedicated to property and business legal services, what inspired you to establish your practice, what were the key challenges you encountered in building it, and how do you envision technology transforming the future of property law practice? 

    Since many years now, the property registration appointment process has been made online, which is not only cumbersome but time taking too. It is not easy for a layman to take an appointment for registration. Further, we daily see the growing disputes arising in real estate transactions and business running. We further see the irregularities and unprofessional surroundings in the conveyancing field of practice of law.

    All this triggered me to develop an online platform where I can render my knowledge on the issues circumventing the real estate industry & transactions, property registrations, business industry & transactions, to help them and to make them cautious of their legal rights, obligations and safeguards. The major key challenges were to not be able to cover “all aspects/ issues” since they are vast in nature and the other was to actually make people believe in “what are the most important aspects” in real estate and business transactions. 

    Technology today is the key source to research and development,  a way by which people can now know, read, understand the aspects and issues in real estate and business transactions. Moreover, technology is the source to transparency and accountability, as by way of technology, things are not far away to come under one roof and better control of the government, assuring people more safety, trust and “ease of doing business”.

    Your work involves complex areas such as estate planning, inheritance, wills, and succession disputes. What are the most pressing issues clients face in matters relating to inheritance, and how do you guide them through emotionally sensitive cases?

    The most pressing issues I see are the disputes arising among the legal heirs after the death of deceased person who died intestate or without any future planning or without informing about his/ her assets to his/ her legal heirs and further, disputes arising in cases even where a deceased  left a WILL/ any other testament.

    Our approach of guidance is focussed initially on amicable settlement through mediation and consultation and if not this, by suggesting an equitable outcome, after considering the law from all four corners and the circumstances in hand, in a manner which rules out future disputes.

    Estate and succession planning is often overlooked until a dispute arises. What practical steps do you believe individuals should take early to avoid future litigation?

    Life is so uncertain these days. The most important aspect which I feel today is for a person to have a must is to initially have a broad family discussion amongst all members and align amicably whatever a person owns amongst his/ her family members. Then I believe in an equalization policy amongst members. If all the members accept this discussion, the family shall execute an Memorandum of Family Settlement incorporating the contents of such amicable understanding. Further, members, in such case or otherwise if family amicable understanding is not arrived at or possible, shall compulsorily make a testament/ WILL for writing down their wish in “clear terms” to be followed by each member after the death of the testator.

    If there’s less tunning amongst the family members and the above aspect cannot be worked out, then the best possible way is to distribute the assets during the lifetime only so that the respective beneficiary holds the same without any claim or objection from others.

    As someone who started with internships at leading law firms and later built independent practice, what lessons from those formative years still influence your approach to law and property related disputes?

    Clear understanding of law and being upgraded with current legal precedents; using the tool of mediation and conciliation; not merely focussing on making money but alongside guiding the client with result oriented approach. However small the matter or dispute may be, 100% efforts and hard work shall always be put.

    Property and inheritance laws are constantly evolving with new judicial precedents and legislative changes. How do you stay ahead of these developments, and what recent trends do you see shaping this field in India?

    My approach is to give daily an hour or more in watching the news, studying current market scenarios, blogs, judgments. By this, I am able to incorporate and utilize this knowledge in my practice practically.

    The upcoming centralized digitalized unique platform where property registration, all connected data such as data from Municipal Corporation/ Development Authority etc. will be inter-connectedly available and will be incorporated with ease of doing business policy of the government. The development of digital courts for NI Act cases, MSME Samadhan Portal, Pre-litigation process in commercial cases, Mediation Act, etc. are great initiatives of the government for early disposal of recovery matters. By such initiative and upcoming legal developments, people are becoming more aware about their rights and obligations.

    With such a diverse practice covering real estate, inheritance, litigation, and consultancy, what advice would you give to young lawyers who want to build a specialized yet well-rounded career in property and succession law?

    Thorough understanding of the real estate market and laws covering this industry is a must. The initial aspect is to be able to practically understand the “trends” of “disputes” in industry, thereby doing research in the light of actual circumstances and find out all the possible solutions to the problem and then picking up the best reasonable one. What is the best approach “practically” must be the concern always.

    Get in touch with Deepanshu Garg –

  • “To be a lawyer is to fight for justice, stand for truth, and give strength to those who cannot fight for themselves.” – Dr. Milap Narayan Chopra, Deputy Government Counsel, Government of Rajasthan.

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

    Your academic credentials span law, commerce, business, and company secretaryship, culminating in a Ph.D. in Law. How has this multidisciplinary education shaped your approach to legal practice, especially at the intersection of law, business, and corporate governance?

    From the very first day of my law school, I carried a clear ambition to become a world-class corporate lawyer being inspired by Jim Carrey’s story, who wrote himself a $10 million check for “acting services rendered” and carried it as a reminder of his vision and by the mid-1990s fulfilled that vision through belief and intense hard-work. Motivated by this, I wrote my own paper slip in 2010 to myself; “Dr. Milap Chopra (Gold Medallist), B.Com., LL.B. (Hons), CS, MBA, LL.M., Ph.D.” and carried it in my wallet as a visualization and constant reminder of my ambition to become a world-class corporate lawyer. With that goal in mind, I carefully structured my academic and professional journey. Alongside my law degree, I pursued the Company Secretaryship (CS) course, completing both simultaneously to strengthen my understanding of corporate law and governance. I interned at India’s leading-top law firms including Amarchand, JSA, AZB, Anand & Anand, among others, gaining exposure to top-tier corporate practice across the metro cities. Throughout the academic journey of law school, I consistently maintained meritorious performance, ultimately graduating as the Gold Medallist and batch topper of Institute of Law, Nirma University.

    Yet destiny had a different plan. During the last semester of law school, my father, himself a practicing lawyer at the Bikaner Sessions Court, was elected as the First Citizen of Bikaner i.e., the Mayor of the city. He encouraged me not to take up a corporate job or join a law firm, but to pursue litigation. Respecting his guidance, I set aside the offers of a job I had received and began practice at the Rajasthan High Court, Jodhpur, as an associate in the chambers of Shri Mahendra Singh Singhvi, Senior Advocate. That experience was not just training or learning; it was an immersion into the craft of litigation, teaching me the temperament, discipline, and holistic approach required for meaningful legal practice. I am deeply thankful to God for that turn of events, because it helped me realise that true legal practice requires temperament and an inbuilt nature — qualities essential for anyone who wishes to pursue litigation meaningfully. Law is not just a profession; it is a noble calling. It remains unique in its ability to serve the public interest at large, where one’s work can directly benefit society through precedents, judgments, and observations/outcomes.

    After starting practice at the Rajasthan High Court, Jodhpur, I enrolled for Masters in Law at the prestigious Government Law College, Bikaner. This required remarkable dedication as in the first year, I travelled overnight every Tuesday from Jodhpur to Bikaner to give my six exams of the first year on every Wednesday; however, destiny had other pivotal moments as well, a life-threatening road-accident during that period became a blessing in disguise which forced me to pause and reflect, doctors advised me to pursue a desk job, and for a short while, my unfulfilled corporate dream seemed to materialize and I got the opportunity to work with the PwC at Gurugram, one of the world’s Big Four Consultancy firms wherein I soon realised I was not made for the corporate world. My temperament fit litigation, not a corporate desk. During my PwC days, I also pursued an MBA, completing it under tough circumstances, often writing three back-to-back exams of three hours each on weekends, as leave was nearly impossible in corporate life. That job experience further strengthened my resolve to practice at Jodhpur and added yet another dimension to my academic journey.

    Through it all, one firm belief and that paper slip has always guided me that extra qualifications add extra dimensions to one’s legal career. That conviction drove me to explore law, commerce, business, and company secretaryship, before finally pursuing a Ph.D. in Law. Today, this multidisciplinary foundation allows me to approach issues at the intersection of law, business, and corporate governance with a rare balance- offering solutions that are legally sound, commercially viable, & ethically responsible. And, finally, in July 2024, after 15 long years of academic and career journey, I added the “Dr.” prefix to my name, completing the journey I had envisioned on that first day of law school on a slip of paper. Through belief, conviction, hard work, and the courage to dream, every challenge i.e., exams, travel, job, courtroom battles, became part of the story. That slip was never just a piece of paper; it was a promise to myself, a compass that guided me to become the well-qualified lawyer I aspired to be, and a reminder that dreams nurtured with patience and perseverance truly come alive and I hope that anyone who reads this feels inspired to keep their own slips of hope alive.

    Pursuing CS and Law simultaneously is both ambitious and demanding. What advice would you offer to students who are considering this path? Are there any specific strategies or resources that helped you manage both effectively and could benefit others looking to do the same?

    Pursuing Company Secretaryship alongside a law degree is ambitious and demanding, but immensely rewarding if approached with purpose and discipline. From the very start of my law school, I aligned every step i.e., internships, academics, and extra qualifications with my goal of becoming a world-class corporate lawyer.

    My advice would be to treat both the programs as complementary, not competing. Law builds your legal reasoning and litigation skills; CS gives deep insight into corporate governance, compliance, and business operations. Today, modern litigation often involves complex corporate matters, and understanding both legal and corporate dimensions allows a lawyer to craft strategic, holistic solutions.

    Ultimately, my journey shows that combining CS and law not only prepares you for corporate practice but also enriches litigation skills. A modern litigating lawyer increasingly needs to understand business structures, governance frameworks, and compliance requirements to provide nuanced advice, anticipate challenges, and craft effective legal strategies. For students willing to embrace the challenge, the payoff is a multidisciplinary foundation that sets them apart and equips them to thrive in both courtroom and corporate boardroom settings.

    In your role as Deputy Government Counsel for Rajasthan, you’ve managed cases across diverse departments like Transport, Tourism, and Water Resources. Could you share a particularly challenging case or policy issue you handled, and how you approached its legal complexities?

    As Deputy Government Counsel for Rajasthan, one of the most challenging aspects has been handling cases that cut across diverse departments, from Transport and Tourism to Water Resources, Higher and Medical Education. Each case brings its own legal complexity, but the real challenge often lies in creating a channel of cooperation among multiple officers in charge of different departments and ensuring that a timely, coherent reply is filed before the Hon’ble Court. Unlike private practice, here you appear from the respondent’s side, where the responsibility is not only to defend but also to uphold the policies and decisions of the State.

    In matters like appointments, recruitments, examinations, policy changes, or large bunch-transfer cases, the pressure can be immense because of the far-reaching implications for both the government and the public at large. That is why I believe success depends on three things: having a good team of associates, valuing the effectiveness of court clerks or munshi’s, and maintaining proper updation of files and continuous monitoring of case status. These seemingly small practices are actually the backbone of timely and effective representation before the Court.

    My multidisciplinary background in law, commerce, business, & corporate governance has helped me approach these issues with a structured, solution-oriented mindset. Rather than being daunted by the complexity, I focus on building cooperation, managing deadlines under pressure, and ensuring that the State’s position is presented in a legally sound, precise, and persuasive manner. In many ways, these challenges mirror the lessons I’ve carried since law school that discipline, teamwork, and a holistic outlook are key to navigating the most demanding cases.

    What inspired you to establish Law Compass LLP? What were some of the early challenges you faced in building the firm, and what long-term vision do you hold for its role in the Indian legal ecosystem?

    The inspiration to establish Law Compass LLP came from my belief that the legal profession is not only about advocacy but about navigating people toward the best possible solutions. That’s why our firm carries the tagline: “Navigating you to the best possible legal solution.” As a co-founder, along with my Jaipur-based partner, Pranjal Singh, and our Delhi-based partner Siddharth Acharya, Advocate-on-Record, we envisioned a practice that offers clients both litigation and non-litigation expertise under one roof. Our diverse backgrounds allowed us to position Law Compass LLP as a one-stop solution for multifaceted client needs.

    The early challenges were the ones most young firms face i.e., building trust, managing resources, and delivering consistent results while ensuring timely compliance. But my multidisciplinary journey, coupled with our team’s strength in corporate law, governance, and litigation, gave us the foundation to bridge gaps effectively. We worked consciously on building a system that valued teamwork, proper updation of files, responsiveness, and a client-first approach, even under the extreme pressures that litigation often brings.

    What sets us apart is our functioning model. We focus not just on winning cases but on ensuring effective, time-bound relief, transparent communication, and value-driven fee structures. Like the big law firms in India, we are building a culture of professionalism, research-oriented strategy, and holistic solutions, but our boutique size allows us to remain nimble, personalized, and accessible. In this way, we hope to complement the Indian legal system by reducing delays, improving efficiency, and delivering justice in a way that clients find both approachable and dependable.

    Our long-term vision is to make a meaningful difference in the Indian legal ecosystem by providing solutions that are legally sound, commercially practical, and socially responsible. We aspire for Law Compass LLP to grow into a boutique firm that is known not only for legal excellence but also for its role in strengthening trust in the system itself — making the law work better for those it is meant to serve.

    You’ve represented a wide range of clients from banks and PSUs to co-operative societies and educational institutions. When handling government-related matters, what unique challenges arise, and how do you tailor your strategy to ensure effective and compliant representation?

    When it comes to government-related matters, the challenges are very different from private representation. The most unique difficulty lies in the volume of cases and the strict timelines within which replies and arguments must be prepared. The pendency of cases directly impacts the smooth functioning of governance, so the responsibility of a government counsel is not only professional but also systemic.

    To handle this, I firmly believe in the strength of a structured ecosystem which includes an effective court clerk/munshi, a reliable team of associates, regular updation of files, complete coordination with the OIC’s and constant monitoring of case status. Every stage i.e., from gathering factual reports, to preparing replies, to filing in the registry, to finally arguing with a well-prepared note ensuring that no matter goes unheard before the Hon’ble Court. For this, the cause list has to be noted with precision every single day, and it is the duty of a government counsel to make sure that not a single case is missed being represented. Even one lapse can have serious consequences for governance and public interest. Without that structure, government litigation can easily get derailed under its own weight.

    Fortunately, under the able leadership of our Hon’ble Chief Minister Bhajan Lal Sharma ji, the State of Rajasthan has made government-side litigation comparatively smoother and more systematic. We regularly hold meetings with the Officers-in-Charge (OICs) to review pendencies, address bottlenecks, and ensure that the State’s representation before the Hon’ble Rajasthan High Court is effective and timely. This cooperation between counsel and departments allows us to tailor our strategy in a way that is both compliant and efficient, ensuring that justice is not delayed for the people we ultimately serve.

    With such a strong academic foundation, do you believe that continuous scholarly engagement should be a part of every legal professional’s journey? How has your own academic work enriched your practice?

    Absolutely. On the very first day of my law school orientation, Senior Advocate Shri P.M. Thakkar told us that “a lawyer is always a student” that one must remain in constant learning mode, curious to know the “why” and committed to finding solutions through knowledge. That message struck me deeply. Inspired also by Jim Carrey’s story, I wrote on that slip of paper (which I have carried since my first semester) that I would remain a learner till the last day of my life.

    That conviction has shaped my journey. Even after completing my Ph.D. in Law, I regularly enroll in online courses, workshops, and other academic engagements. Today, my scholarly pursuits have come full circle, I now travel across institutions to deliver lectures, judge moot court competitions, and being a government counsel participate in government meetings and each of these experiences further refines my practice.

    For me, scholarship and practice are not separate but complementary. Continuous learning sharpens my arguments, broadens my perspective, and keeps me adaptable in a fast-changing legal landscape. In essence, my academic work has not only enriched my practice but also kept me aligned with the belief that law is a living discipline and to practice it meaningfully, one must always be willing to learn, unlearn, and relearn.

    Balancing a high-pressure legal practice with deep engagement in social leadership roles such as Founding Trustee of BEST Foundation Trust, Vice Chairman of JITO Youth Wing etc. is no small feat. How do you manage this balance, and what continues to motivate your commitment to social transformation alongside your legal career?

    Balancing law with social leadership has never felt like a burden; it has always been a calling. Two incidents, in particular, have shaped this approach for me.

    The first comes from my political legacy. My father, a deeply honest politician, always taught us that if society has given us everything, we must find ways to give back. That value has been a guiding principle in my life. With this conviction, I founded the BEST Foundation Trust “Better Education for Social Transformation”. Through this initiative, we work to make education accessible and meaningful by paying the school fees of underprivileged students, providing scholarships to meritorious ones, and creating opportunities for educational growth etc.

    The second defining moment was far more personal. During a life-threatening road accident, I was in a coma for 67 hours, and I lost a dear friend in that tragedy. That experience shook me and instilled a deep realization that we only have one life and the only way to honor it is by living with purpose & making a positive difference in society.

    So, even while managing the pressures of a legal practice, I consciously dedicate time and energy to social causes, supported by an effective team. What keeps me motivated is the belief that law and leadership must go hand in hand, one upholds justice in the courtroom, the other nurtures transformation in the community.

    You’ve been actively involved in initiatives focused on youth empowerment and educational access. What advice would you offer to aspiring legal professionals who wish to follow a path like yours? What mindset and resources do you believe are essential for building a meaningful legal career today?

    My advice to aspiring legal professionals is simple yet profound; always stay curious, always stay disciplined, and never forget to ask yourself the basic question: “Why Me?”

    Whether you are arguing before My Lords, preparing for a job interview, or even praying to God to fulfill your dreams, just pause and ask, why should this relief, this opportunity, or this blessing come to me? If you can honestly satisfy yourself with an answer, if you have worked hard enough to justify it, then trust me — it will be you.

    In my own journey, this mindset has been a compass. From managing rigorous studies in law, CS, MBA, LL.M. and Ph.D., to working with top firms, to practicing in court, to representing the State of Rajasthan as Government Counsel and even balancing social leadership, the “Why Me?” principle has kept me grounded and accountable. It pushes you to prepare better, to think deeper, and to act with integrity.

    So, to young professionals — build your career not just on ambition, but on clarity of purpose, a commitment to continuous learning, and the courage to answer that “Why Me?” every single day. That’s what transforms a legal career into a meaningful journey.

    Finally, what guiding motto or philosophy has carried you through your legal journey? And looking back, what inspired you to pursue a career in law in the first place?

    My guiding philosophy has always been that law is not merely a profession, but a noble calling; a lifelong duty to the Constitution and to society at large. A lawyer is entrusted with the privilege of defending rights, upholding justice, and ensuring that the rule of law prevails over fear, power, or influence.

    The inspiration to pursue this path came at a defining moment in my eleventh standard, when I had to choose my stream of study. At that time, the choices were clear — science for engineers, biology for doctors, commerce for accountants. Unsure of where I belonged, I asked my father what I should pursue. His answer changed the course of my life. Looking at my extrovert nature, my speaking skills, my temperament, and the qualities he believed reflected a good lawyer, he said to me:

    “You should become an Advocate and prepare for CLAT which has only recently been introduced. And then he said something that stayed with me forever: A lawyer is not just a professional, he is the guardian of rights and the defender of the Constitution. Law is supreme; it bows before no one, and neither can a true lawyer ever be bowed or broken. To be a lawyer is to fight for justice, to stand for truth, and to give strength to those who cannot fight for themselves. If you truly wish to live a life of meaning and difference, become a good lawyer because a good lawyer can never be silenced, never be tamed.” 

    Those words struck me to the core. They gave me a vision of law as a higher calling, a life of service through justice. And from that day onwards, I knew this was the journey I was meant for. As a strong believer in karma, destiny, and God, I have also realized that one must remain calm, patient, and consistent. If your deeds are sincere and your conviction unwavering, everything else eventually falls into place. Life has its own rhythm, and faith in that process gives you the strength to persevere even through the toughest trials.

    Looking back now, every academic pursuit, every courtroom battle, every social initiative I have undertaken has been guided by that conviction. For me, the practice of law is not just about winning cases — it is about carrying forward a legacy of courage, compassion, and constitutional duty. That is the motto that continues to carry me forward.

    get in touch with Dr. Milap Narayan Chopra –

  • “I chose to study the law because I knew with it, I would be empowered, independent and in a position to make a meaningful difference.” – Rajat Gangwar, Advocate, Allahabad High Court.

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

    Coming from a family deeply rooted in public service, what inspired you to chart a different path as a first-generation advocate, and how has your family’s background in public service influenced your perspective as a lawyer?

    Since childhood I had seen my parents being posted at different places in the State of U.P. I soon also realized how demanding their work was. There were times when both parents found it difficult to even make it for school events like parent teacher meetings or the Annual Founder’s Day Programme. As I grew older and came close to choosing a career, I was certain that I did not want to join the administrative services as I found them to be very demanding, unpredictable and not free from external pressures.

    I chose to study the law because I knew with it, I would be empowered, independent and in a position to make a meaningful difference. Initially like most joining an NLU I too had dreams of working in a law firm but that was extremely short lived and after having interned in Courts and seen advocates make submissions, I found litigation quite attractive. I still remember as a young intern having seen Late Mr. Fali Nariman argue a matter before the Supreme Court for an entire day- though I understood little of it then but it left a lasting impact on me which only got further cemented during the course of my subsequent litigation internships.

    My family’s background in public service has significantly influenced my perspective of the law. Having heard accounts from my father of his experiences from the times when he was a City Magistrate in Allahabad (now Prayagraj) till he retired as a Special Secretary, and incidents from the time of my grandfather, who was the first Director General of Police U.P., I expected and continue to expect officers to have high standards in administration and in the discharge of their functions. Often these expectations have not been and are not met. I firmly believe in the separation of powers and the fact that the executive is primarily there to ensure the welfare of the people as per the law of the land and it should never exceed its jurisdiction or arrogate to itself powers which the law otherwise does not confer on it. 

    In the early phases of your career, what were the defining instances that shaped your understanding of the law, and which experiences do you still hold close to your heart today?

    Law as we learn it in the classrooms is very different from how it is applied in Courts. Also, litigation is not just contingent upon the understanding of the law but in my opinion, it also has got to do with understanding of the process of the law or in other words how it unfurls in the courtroom and ultimately applies to real life situations in the  form of an order or a decision. The proverb ‘There’s many a slip ‘twixt the cup and the lip’ applies best to litigation. Often it happens that one comes across a brief and after perusing it thinks that it is simple enough in the sense that the law applicable is clear and there could be only one way it could be decided. However, often to one’s surprise the decision might be the exact opposite. The Court may have proceeded on a consideration which was not only not anticipated by the counsel but perhaps seemed least relevant.

    An interesting incident happened with me early on in my practice. We had filed an application for recalling an ex-parte order of transferring the case from one district to another in favour of the wife. After a long and heated hearing the application for recall was dismissed and to my dismay without dealing with the main argument which I thought was the sheet anchor. However, the Hon’ble Judge was kind enough to tell me later that one can never get an order by fighting with the Court, no matter how meritorious one might think his/her case is, and the secret lay in calmly but repeatedly urging the Court to accept your point of view. What I also realized later was that it was always better to get a rough idea of the Judge’s view on the subject matter before one goes for the hearing, one should be prepared to the hilt and anticipate anything and everything and one should always while putting one’s case across be in a position to provide a plausible solution to the Court. 

    You have been empaneled with the Allahabad High Court Legal Services Sub-Committee. What are the different challenges involved in this role, and what responsibilities does it bring with it?

    My work with the Allahabad High Court Legal Services Sub-Committee has essentially revolved around filing and appearing in matters, mostly criminal appeals and bails, of convicts and under-trials who have not been able to engage a counsel independently by their own means. The fact that this work not only directly affects the life and liberty of the litigants but also requires representation of underprivileged litigants makes it extremely sensitive. I always try to ensure that this work is done on a priority basis and is given equal if not more importance than other regular matters of the chamber. 

    What has been the most memorable or challenging case in your litigation career, and how did it shape your approach to handling complex legal disputes?

    The most memorable case that I have worked on till now was a writ petition that we had filed before the Lucknow bench of the Allahabad High Court at the behest of the informant, in an FIR, challenging the transfer of the investigation from the State Police to the CBI.

    In most cases it is the informant who seeks transfer of the case from the local police to the CBI and approaches the Court for such directions. However, in this case what we wanted was the exact opposite. The informant had lodged an FIR under the prevention of Corruption Act against an extremely high-ranking and resourceful individual involved in the administration of a State University. The State police had made significant progress and was at the verge of filing a chargesheet against the accused, though they had not been able to arrest the primary accused, and all of a sudden notifications were issued by the State and Central Government transferring the investigation to the CBI.

    This transfer was not at the request of the informant.

    The informant then preferred a petition before the Lucknow Bench of the Allahabad High Court praying for quashing of these notifications amongst other reliefs as he wanted the State police to complete the investigation which was anyway at its last leg. The petition, as drafted, addressed questions of Constitutional law ranging from Federalism to exercise of powers by the President and the Governor, the necessity for such action, its procedural and substantive limitations and internal procedures that had to be followed by the Ministries and Departments concerned.

    It was a task to keep the petition getting listed and taken up on different dates because it was a race against time as the investigation had already been transferred to the CBI. This matter not only exposed me to engaging aspects of Constitutional law but also gave a glimpse of ingenious and crucial strategies advocates from both sides employ to anticipate the next move and to finally win. I became aware of several tricks of the profession which otherwise I was unbeknownst of. The petition was ultimately dismissed by the High Court and so was the SLP. Thereafter an interesting event occurred. Some months after the dismissal of the petition, the informant was arrested by a Central Government investigating agency in relation to some offence pertaining to marksheets of students of another State University. I believe the informant is still in jail and the matter in which he is now an accused is sub-judice.

    I would say that in handling complex legal disputes my approach still remains mostly the same. One is required to research thoroughly, draft well, observe the benches and put one’s best foot forward. One however, in high stake matters, has to be weary and mindful, for the purposes of strategy, of what is happening around the matter especially if the matter is of a political nature or concerns important people. In such cases information and the timing of the information is extremely crucial and can make or break situations.

    There is a lot of information and also misinformation and sometimes things seem to be pulling you in all directions and you really don’t know how to plan ahead. What is therefore required is to keep a level head, a fearless and extremely professional attitude towards things and perhaps the guidance of someone trustworthy who has more years than you behind him in the profession. One must always give one’s best with the resources at one’s disposal and not worry about the result.

    The last and most important thing that I took away from this matter was that one should never take things personally and not have an emotional reaction to things. With this particular matter I was extremely fortunate to have the guidance and wisdom of my seniors from the bar at Lucknow and Allahabad. They guided me through what I think was a difficult terrain of dilemmas and decisions.

    In your experience appearing before various courts and tribunals, what strategies or principles have you found most effective in managing high-stakes litigation?

    In my opinion in high stake litigation, one has to be extremely mindful of time. Since these matters are extremely sensitive often due to the imminent threat and irreparable consequences. Even a few hours of delay can have disastrous consequences. Take the demolition of a property for example. There have been instances of petitions being heard while the local administration is already at the doorstep with bulldozers. One should be in a position to multi-task and move with lightning speed and take chances even if the odds don’t seem favourable.

    I recall a matter in which a part of the house of a litigant was being demolished for the operationalization of an airport and the matter had been listed on some other future date. By the time that date would’ve come the authorities would have very easily and conveniently demolished the property. Given the immediate nature of the threat, after a short discussion with a colleague who was also a co-counsel in the matter, we decided to mention the matter before the Court and make a request for the hearing to be advanced to that very day and for it to be taken up.

    We thought that the chances of success were rather slim and the Court would turn down the request but we still wanted to give it a shot. To our surprise the Court accepted the mention and summoned the file. What followed was a quick trip to the office of the Registrar and the section, written intimations to other counsels culminating in a stay order against the demolition.    

    Another important strategy in high stake matters, especially with voluminous paperwork, is to simplify the matter as much as one can for the convenience of the Court. Most Courts are burdened with work and often do not find time to go through hundreds of pages unless the matter is at the stage of final hearing. For the purposes of interim relief, I think it’s best to very succinctly put across the illegality in the impugned action at the start of the submission and then follow up with facts as and when they are needed. The strongest point which hits the core of illegality should be put across earliest, avoiding verbiage. Obviously, what that point is and how it has to be put across is a thing to be learnt over time. Hitting the nail on the head is crucial and arguments have to be honed and distilled for this purpose. I have had seniors tell me that if a petition has too many grounds then it essentially means that there are no grounds worth taking. I think the same applies to submissions.

    I have also found that in some important matters the responding side may want to delay the interim relief on some pretext or the other. Delay often results in denial for all practical purposes. Therefore, one has to be vigilant and tie up as many loose ends as one can. Serving of advance notices wherever possible, getting matters listed early or peremptorily on the board or getting a time fixed for hearing on a given day, making mentions and in the odd event getting proactive directions from superior courts are some measures one can adopt to ensure effective prosecution of one’s case.

    Having appeared before multiple forums, High Courts, Arbitral Tribunals, Consumer Forums, and Industrial Tribunals what strategies do you adopt to adapt your advocacy style depending on the forum?

    Sun Tzu in the Art of War has said that “If you know the enemy and know yourself, you need not fear the result of a hundred battles….”. Court hearings are obviously not like battles and the Judge is never an enemy but it never harms one to know what one is going to be faced with. Therefore, I believe it is imperative to know and understand the turf before one gets onto it. Different forums have different ways of functioning and adopt different procedures of doing the same thing. It is therefore crucial that one understands the procedures of the place where one is appearing. 

    The second aspect would be to understand the manner of functioning of the Judge or what people call reading the judge or reading the bench. Some Judges are more inclined towards equity while some prefer the dead cold letter of the law and apply it as it is. Some prefer long drawn arguments while some prefer that one straightaway comes to the main point. One therefore has to mould the manner of argument as per the nature of the Judge. Understanding the nature of the Judge helps you structure not only the arguments but also the manner in which you would want your case to proceed and avoid possible pitfalls.     

    With over a decade of diverse practice and multiple empanelments, what professional values have guided you throughout your journey, and what advice would you give young aspirants on building a career like yours while balancing professional commitments with personal life?

    I have always endeavoured to maintain my integrity and be honest with the Court. I have always advised litigants to adopt ethical means in the process of adjudication before the Courts and I don’t hesitate from saying that that has cost me work. I believe that at the end of the day it is a person’s integrity and reputation that matters most and as long as his/her conscience is clear nothing else really matters. Apart from joining a good chamber my advice to young aspirants would be to maintain a strong work ethic and to always keep their eyes and ears open as one learns most through observation. One must always keep the company of colleagues and seniors who are similarly aligned in their objectives and hold similar if not the same value system and imbibe not only knowledge and wisdom but also desired professional values. A good part of the initial years should be spent in learning and thereafter the focus should be on procurement of work. Since the journey of a litigating lawyer is long and arduous one should, as a matter of habit, definitely take out time for family, friends and oneself as work never ends. 

    Get in touch with Rajat Gangwar –