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  • ” India is on the cusp of becoming a major technology hub, and IP will play a central role in that journey.” – Prateek Shrivastava, Founding & Managing Partner at PNA Intellectual Property & Technology Attorneys.

    ” India is on the cusp of becoming a major technology hub, and IP will play a central role in that journey.” – Prateek Shrivastava, Founding & Managing Partner at PNA Intellectual Property & Technology Attorneys.

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

    You began your career in Electronics and Communication Engineering before transitioning into intellectual property law. What inspired this shift, and how has your technical background influenced your approach to IP practice?

    Before moving into intellectual property law, I was working with a government-backed electrical equipment company, fully immersed in engineering projects. I kept noticing that while a lot of great ideas were being developed, very few were being protected or taken to market in a structured way. That gap between technology and protection really stayed with me and eventually pushed me to explore IP. 

    What began as curiosity soon turned into a career path. I decided to formally study law and later qualified as a Patent Agent, which gave me both the legal and technical grounding to work in this space. That combination of engineering, law, and patent practice has been invaluable. When I sit with inventors or R&D teams, I can dive into the technical details and at the same time think strategically about how to convert their work into strong IP assets.

    My engineering background helps me speak the language of technology, while my law degree and patent agent qualification allow me to translate that innovation into legal protection and business value. It’s this blend that really shaped my approach to IP and continues to define how I work with every invention that comes across my desk.

    As an empanelled IP Facilitator under the Government of India’s Start-up India Intellectual Property Protection (SIPP) Scheme, what are the key challenges and opportunities you encounter while supporting early-stage start-ups?

    Working as an IP Facilitator under the Government of India’s Start-up India Intellectual Property Protection (SIPP) Scheme has been a truly eye-opening experience. One of the biggest advantages of the scheme is the strong support it provides to early-stage start-ups. With the government offering significant rebates on official patent fees and providing pro bono professional assistance through empanelled attorneys to DPIIT-recognized start-ups, many young companies have been able to secure patents that they might have otherwise delayed or avoided due to cost concerns. This framework has opened the doors for start-ups to build strong IP foundations right from the early stages of their business.

    However, the biggest challenge continues to be awareness and mindset. Many Indian start-ups still approach patent filing as a defensive move or a legal checkbox they need to tick, rather than seeing IP as a core part of their growth strategy. In contrast, if you look at start-ups in the US or Europe, they adopt a far more aggressive, offensive IP strategy. They use patents to carve out market monopolies, create high valuation leverage, and build long-term competitive barriers. This is one of the reasons why IP-driven companies in those economies contribute significantly more to GDP and societal growth because they see IP as a business asset, not just a legal requirement.

    Through the SIPP scheme, I’ve had the chance to work closely with many such Indian start-ups and help them shift their perspective. One example that stands out is a EV based start-up we supported in securing their patents and aligning their IP portfolio. That strategic IP work became a major factor in them raising approx. USD 15 million in funding, proving that when IP is treated as a growth tool, it delivers tangible results.

    The opportunity here is immense. With the government backing start-ups through rebates and professional support, and with the right guidance on how to leverage IP offensively rather than defensively, Indian innovators can build companies that not only protect their ideas but also dominate markets.

    You’ve collaborated with premier institutions like IITs and NITs on IP strategy and commercialization. Can you share an experience on how you helped transform a research idea into a commercially viable innovation?

    Over the years, we’ve had the opportunity to work with several premier institutions, especially NITs, on building their IP strategy and taking research beyond the academic stage. A lot of the work coming out of these institutions is brilliant, but often, the initial intent behind filing a patent is academic credit rather than commercialization. Our role has been to change that perspective and create pathways for these ideas to become market-ready innovations.

    Being empanelled with multiple IITs and NITs has given us a chance to replicate this model across different institutions and help them not just file patents but also align their research with commercial outcomes. It’s incredibly rewarding to see academic innovation transition into real-world solutions and to know that our IP strategy is helping bridge that gap between lab and market.

    Through MoUs with universities and incubation centers, you’ve promoted a culture of IP awareness. What critical gaps do you see in IP literacy among Indian innovators, and how can they be addressed?

    Signing MoUs with universities and incubation centers has shown me how powerful structured IP awareness programs can be. Despite the growing innovation ecosystem in India, there are still some critical gaps in IP literacy that hold back many inventors. A large part of the problem is that IP is still seen just as a legal formality. Innovators often file patents to meet academic requirements or to create a defensive shield, but rarely integrate IP as a business and commercialization tool from the very beginning.

    Another major gap is geographical. Most IP awareness and resources are concentrated in Tier-1 cities, while a lot of untapped innovation is happening in Tier-2 and Tier-3 cities. These regions have bright minds and unique problem-solving approaches but lack exposure to structured IP education and professional guidance. That’s one of the reasons I recently started Udyovidh Innovation and Incubation Centre in Gwalior, a Tier-3 city, with the aim of bridging this gap. Our focus is on early-stage start-ups, helping them embed IP strategy into their business models from day one, and creating an ecosystem where innovation doesn’t get lost due to lack of guidance.

    What we’ve noticed is that once innovators from smaller cities understand how IP can help them secure funding, scale their business, and even expand globally, their entire approach changes. Tier-3 cities need this focus because they’re not just catching up, they’re creating solutions that are often more cost-effective and directly relevant to grassroots challenges. By building IP literacy in these regions, we’re not only helping start-ups protect their ideas but also enabling them to compete on a national and international stage.

     After working with several leading IP law firms, what motivated you to establish your own practice? What were the biggest initial challenges, and how did you overcome them?

    After working with some of the leading IP law firms, I realized that there was a gap that needed to be filled. A lot of start-ups, individual inventors, and innovators outside the big cities struggled to access high-quality, business-focused IP services. Most of the top-tier firms were catering primarily to large corporations. I wanted to create a practice that was agile and approachable, where a young start-up or a first-time inventor could get the same level of strategic IP support as an established company. That vision is what motivated me to take the leap and establish my own practice.

    The initial challenges were exactly what you’d expect i.e., credibility and trust. Competing with Tier-1 firms while being based in a Tier-3 city like Gwalior was not easy. People often questioned whether a small-city firm could deliver at the same standard. The only way to overcome that was through consistent, high-quality work and building long-term relationships with clients. We leveraged technology to work seamlessly with clients across India and overseas, and word-of-mouth from successful cases helped us grow organically.

    Looking back, those early challenges shaped the DNA of the firm. Yes, we committed mistakes but these mistakes taught us to stay client-focused, maintain the highest standards, and prove that quality IP services don’t depend on your postal code rather they depend on expertise and commitment.

    As a member of international bodies like FICPI and AIPPI, how do you view India’s evolving IP landscape in comparison with global trends especially in areas like AI, biotech, and clean energy? What policy changes or reforms would you like to see to strengthen support for inventors and start-ups?

    Being part of international IP bodies has given me a good perspective on how India’s IP ecosystem compares with global trends. In areas like AI, biotech, and clean energy, India is moving in the right direction, but we are still catching up when it comes to integrating policy, industry, and innovation at the same pace as countries like the US, Europe, or even some parts of East Asia.

    AI is a prime example. While India has strong talent and a growing start-up base, our patent laws still need more clarity around software and algorithm-based inventions to give innovators confidence. In biotech, the potential is huge because of our R&D capabilities, but faster regulatory clearances and better tech-transfer mechanisms from academia to industry are needed. Clean energy is another critical area where India is innovating at the grassroots level, but the IP frameworks to support large-scale commercialization need strengthening.

    One policy change I’d really like to see is more structured incentives for IP-driven start-ups, similar to what some European countries offer. This includes not just fee rebates but tax benefits for companies actively investing in patent portfolios and R&D. We also need to build better linkages between government-funded research and industry so that patents don’t just sit on paper but actually reach the market.

    India is on the verge of becoming a global innovation hub, but to truly compete at a world-class level, our IP policy needs to be more forward-looking and business-oriented, especially in emerging technologies.

    You actively mentor start-ups through incubation programs. What advice would you give young entrepreneurs on embedding IP strategy into their business early on? Additionally, what guidance would you offer to aspiring IP lawyers looking to enter this field?

    When I mentor start-ups through incubation programs, the first thing I tell young entrepreneurs is that IP isn’t something you add later; it’s something you build into your business model from the very beginning. Every product roadmap, every funding pitch, and even every discussion with potential partners or investors is stronger when backed by a clear IP strategy.

    My advice is simple: don’t look at IP as a cost, look at it as an investment. Even a basic prior art analysis before you start developing can save you from reinventing the wheel or walking into infringement issues later. Start small if needed, but start early and build your IP portfolio as you grow.

    For aspiring IP lawyers, my guidance would be to really understand technology and business beyond the legal language. A good patent attorney is not just someone who drafts claims; they are a bridge between innovation and strategy. Learn to decode inventions, understand how businesses work, and always think about the commercial value of the IP you’re protecting.

    As the founder of PNA Intellectual Property & Technology Attorneys, what is your long-term vision for the firm? How do you see IP shaping India’s future as a global tech hub?

    When I founded PNA Intellectual Property & Technology Attorneys, my vision was very clear i.e., to create a firm that doesn’t just provide legal services but becomes a true partner in innovation. I wanted to build a practice where inventors, start-ups, and companies feel that their ideas are being nurtured into business assets, not just filed as paperwork. In the long run, my goal is to make PNA a go-to destination for technology-driven IP strategy, both in India and globally.

     India is on the cusp of becoming a major technology hub, and IP will play a central role in that journey. If we want to compete globally, our innovators must be able to not only create but also protect and commercialize their technologies effectively. I see PNA contributing to that by helping inventors move from idea to market with strong IP foundations and by creating awareness that intellectual property is as important as funding or product development in building a successful tech business.

     Over the years, that vision has grown stronger, especially with the team that came together to shape the firm. Anmol has been instrumental in developing robust business development strategies. He brought in a structured approach to client engagement, built sustainable collaborations with universities and incubation centers, and ensured that our services were aligned with the rapidly evolving needs of start-ups and enterprises. His ability to translate market dynamics into actionable growth strategies has been key in expanding our reach and making PNA a trusted name, even outside the Tier-1 hubs.

     Monica, with her sharp legal acumen, has been the driving force behind our legal strategies. She has meticulously built processes that combine technical insight with legal precision, ensuring that every patent or trademark we handle is strategically positioned for both protection and commercialization. Her focus on maintaining international standards has also allowed us to manage cross-border IP portfolios effectively and deliver the kind of quality work that competes with global practices.

     My vision is also to bridge the gap between Tier-1 cities and emerging innovation clusters in Tier-2 and Tier-3 regions. We’ve already proven that high-quality IP services can thrive outside the big metros, and I want PNA to be at the forefront of making IP accessible, strategic, and business-oriented for everyone, from a first-time inventor to a scaling tech company.

    Get in touch with Prateek Shrivastava –

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Kim Rampersadh –

  • “For me, law was a natural choice because it sits at the intersection of language, strategy, and problem-solving.” – Rushda Khan, Legal Practice Professional at Supreme Court of India.

    “For me, law was a natural choice because it sits at the intersection of language, strategy, and problem-solving.” – Rushda Khan, Legal Practice Professional at Supreme Court of India.

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

    With extensive experience in law, you specialize in financial offences, particularly under the PMLA and the Prevention of Corruption Act. What initially drew you to this area, and how have you seen the landscape of white-collar crime evolve in India over the years?

    What drew me to this space and what keeps me here is the fact that financial crime enforcement sits at the crossroads of criminal law, regulatory risk, and constitutional rights. As I see it, financial offences are not just a regulatory issue. They are a fundamental rights issue. When assets are attached, when accounts are frozen, or when public notices are issued, it’s not just compliance at stake, it’s the right to property, the right to reputation, and sometimes the very ability of a client to run their business. Even the presumption of innocence can become collateral in financial crime enforcement. These are fundamental protections under the Constitution, but they get tested in the financial crime context more often than we like to admit.

    Over the years, I’ve seen the enforcement landscape shift from reactive prosecution to preemptive intervention. There’s more focus on pattern recognition, on tracing funds, re-examining legacy transactions, and questioning ownership structures. Regulatory triggers have become anticipatory. Regulators are now looking at patterns of conduct, structures of ownership, and financial relationships that may give rise to perceived risk, even before a clear offence has been proven. This means that perfectly legitimate business activity can still lead to enforcement action, especially when cross-border elements or financial opacity are involved. For businesses and individuals, it creates exposure not just to penalties, but to loss of control, reputational damage, and prolonged regulatory entanglement.  For lawyers, it demands a different toolkit: you need to defend the transaction, secure the property, and protect the client’s constitutional rights all at once.  It requires precision, discretion, and the ability to respond both to immediate crises and long-term structural risks.

    Your early career included serving as a law clerk to two Chief Justices of India. How did that exposure shape your understanding of judicial reasoning, and in what ways does it continue to influence your litigation strategy today?

    Anyone who clerks with a judge of a constitutional court will have fundamentally altered how they approach litigation because they realize that judicial reasoning is not simply how judges think about the law, but also policy implications, social impact, and the architecture of fairness. At the Supreme Court level, the court is not just applying precedent; it’s balancing competing rights, institutional considerations, and long-term consequences. My clerkship experience trained me to think in layers that while there’s the technical legal argument, there is also the judicial perspective on control, liberty, propriety, and fairness, all of which come into play when dealing with any legal issue, but especially when dealing with financial offence litigation. Enforcement cases aren’t just about statutes like the PMLA or the Prevention of Corruption Act, they often raise underlying constitutional questions, particularly when asset security or personal liberty is at stake. So I always prioritize anticipating what the judicial priority is with any issue. Is it asset preservation, regulatory deterrence, or protecting fundamental rights? My strategy is calibrated accordingly whether that means structuring a case for early intervention, limiting collateral damage, or helping courts find a middle path that resolves the issue without setting unintended precedents.

    Having assisted Mr. K. K. Venugopal during your tenure in the office of the Attorney General, what were some of the key takeaways from working closely as a counsel?

    Working with Mr. Venugopal has been an exercise in legal craftsmanship. He is someone who can reduce the most complex matters into their simplest legal propositions, without losing nuance. The biggest takeaway was learning how to balance legal acumen with diplomacy. As the Attorney General, you are not just an advocate but also a constitutional advisor. That role requires restraint, judgment, and an ability to see the larger picture. 

    I also observed the value of preparation. No argument was ever made lightly. Everything was tested, refined, and stress-tested again before being presented in court. That level of rigor has stayed with me.

    What are some common blind spots or legal risks that founders and corporations often overlook?

    One of the most common blind spots is transactional tunnel vision that founders and boards are often focused on growth and deal-making, but not on the legal structures underpinning that growth. This leads to risks in areas like regulatory exposure, anti-money laundering compliance, or cross-border taxation. 

    Another overlooked area is relationship risk. Founders may underestimate how interpersonal disputes with co-founders, partners, or family members can evolve into full-blown legal conflicts affecting control, governance, and even asset security. 

    There’s also the misconception that having a legal team on payroll automatically means risk is covered. Often, the most sensitive risks i.e. reputational damage, regulatory inquiries, or intra-group conflicts require a different layer of strategic legal counsel.

    What advice would you offer to young lawyers aiming to build a similar niche in litigation and compliance?

    Financial crime, compliance, and regulatory defense are multidisciplinary. What would help is to understand not just statutes but also market behaviour, regulatory intent, and enforcement trends. So one would have to look beyond the black-letter law. 

    Secondly, building both litigation and advisory skills. The best compliance lawyers understand how enforcement happens, and the best litigators understand where risk begins. That dual perspective is valuable.

    Finally, cultivating relationships of trust. In sensitive practice areas, clients don’t just need legal expertise; they need discretion, judgment, and someone who can help them think several steps ahead.

    What influenced your decision to pursue law in the first place? Was it a long-standing goal, or did your interest develop over time through specific experiences?

    For me, law was a natural choice because it sits at the intersection of language, strategy, and problem-solving. I was always drawn to fields that involve analyzing systems and human conduct. That said, my interest in financial crime and regulatory law evolved over time. The more I saw how deeply legal structures shape real-world outcomes especially for businesses and individuals operating in grey zones, the more I realized this was the area where I wanted to focus.

    After working across diverse legal roles, what inspired you to set up your own independent practice? What initial challenges did you face, and how did you navigate them?

    It was more a gradual recognition that the kind of legal work I wanted to do was strategically complex, often preventive rather than reactive and didn’t quite fit within the traditional firm or counsel structure. I realized that clients didn’t just need courtroom representation or compliance checklists; they needed someone to map their risk, help them anticipate legal exposure, and work across silos: private, regulatory, reputational. The decision to go independent was more about alignment. I wanted to design a practice that allowed for deep thinking, selective work, and long-term relationships. That came with its own challenges and one of the core challenges has been that the Indian legal and business ecosystem isn’t entirely ready for this kind of role. Many still see legal advisors in binary terms either courtroom litigators or compliance officers. My practice doesn’t fit neatly into either box and it will only be over time that businesses in India will begin to see the difference strategic legal foresight makes. That means only a select group of clients who value discretion, long-term thinking, and trust truly understand its value. But that’s also what makes the work meaningful. I get to work closely with people at critical junctures helping them retain control, preserve reputation, and structure around risk. 

    How do you balance the intensity of your practice with personal life?

    Balance is always a work in progress, especially in a high-stakes advisory role. For me, the key is boundaried availability i.e. being there for clients when it matters, but also carving out space for rest, reflection, and personal growth.

    I also find that writing provides a different kind of professional engagement that’s both fulfilling and restorative.

    Why is legal writing and scholarship important to you?

    I find that legal writing sharpens practice. It forces you to distill complex legal issues into clear arguments, and in doing so, you refine your own thinking. For me, writing is not just about sharing insights with peers, it’s about contributing to a culture of clarity  of thought in the legal profession. Besides, practitioners have a duty to engage with emerging issues, test ideas publicly, and contribute to the evolving landscape of legal interpretation. That’s how the profession grows, and how we serve clients better.

    Get in touch with Rushda Khan –

  • Leading with Curiosity: My Journey with Law, Tech, and Mentorship. – Astha Srivastava, Principal Associate at Ikigai Law.

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

    With over nine years of experience, what initially inspired you to pursue a career in law? What drove your decision to choose this profession, and how did your journey shape you into a mentor and a leading voice in technology law?

    It’s always nice to be asked this question. It gives you an opportunity to pause and reflect. And when I do that, I’m taken back to the time I seriously started thinking about law – probably around Class 8 or 9.

    I knew I enjoyed public speaking. I loved talking to people, reading, analysing things, and connecting the dots. Law felt like a natural extension of these abilities.

    That was also around the time when internet use was just picking up in India. I remember, sometime in Class 10 or 11, my father got us a desktop computer. I used it to look up what CLAT was, what law school meant, and what this profession was all about.

    I also had a clear sense of what I wasn’t great at – I was average at maths. And I remember thinking: if I became an engineer, I’d probably be an average one. I didn’t want that. So I chose law. And looking back, I think that was absolutely the right call.

    I didn’t overthink whether I’d succeed or not. At that point, I just knew I’d enjoy it. And that was enough.

    Once college started, I found myself drawn to finance pretty early on. That’s what pulled me toward corporate law firms. I began with transactions—PE/VC, mergers and acquisitions. I spent four years doing that at JSA. But I gradually realised that advisory work really resonated with me.

    As I moved from JSA to IndiGo, I became more and more certain that the intersection of finance and tech was where I wanted to be. And that brought me to Ikigai Law.

    It’s been five years since. And honestly, most days, I’m genuinely excited to go to work. I think that’s rare and I’m grateful for it.

    Basically, if you love what you do, you don’t really work, you just do it.

    Well, you still work. It’s still hard. That said, there are definitely parts you enjoy. There’s intellectual satisfaction, a sense of recognition, and those moments of achievement that keep you going. Over time, you also start to see a bigger purpose. Whether it’s mentoring others, hopefully inspiring them in some small way or doing something else for the society based on what you have built. All of that becomes a motivator. You learn something new every day. And most days, you walk away feeling good.

    We all have our own challenges to navigate, and when it comes to FinTech, especially disruptive tech like blockchain, it becomes even more complex. Since blockchain sits at the intersection of technology, finance, and law, we’d love to hear your views on how companies are planning for this shift and how you tailor your consulting approach. As someone deeply involved on the corporate side, how have you adapted to these evolving technologies? What challenges have you faced, and how are companies responding to them? For instance, how do you navigate legal ambiguities around cryptocurrency, which isn’t legal tender but is still taxable?

    It’s a very interesting question. I do work a lot in the Web 3.0 space, along with traditional domains like lending, payments, and Wealth-Tech. The interesting part about being a blockchain lawyer is that it allows you to do the same thing but in a completely different plane. It’s like being transported to another universe where you’re doing the same things, paying, investing, lending, but in a blockchain-based world.

    Right now, there are very limited laws in select jurisdictions that apply to such technologies. The exciting part of being a lawyer here is that you apply traditional laws, for instance, those regulating cross-border money flow, like RBI’s foreign exchange regulations or the PSS Act, to this entirely new world. The best part is that nobody has done this before. There are hardly any judicial precedents. So your thought process is as original as it gets.

    As lawyers, we rarely get the chance to be that original. And naturally, a corollary to advising clients on emerging tech is that you get pulled into policy-making. So you get to do exciting work that I don’t think the previous generation of lawyers got to do. 

    But the hard part is, you have to really think originally. You have to know how the law applies in the traditional world. You need experience. Take, for instance, something like the Insolvency and Bankruptcy Code. You can pull out provisions from it and apply them to blockchain. Or the Collective Investment Scheme, something SEBI has been regulating since 1999. You might apply those same rules when advising a blockchain-based product emulating that scheme.

    So yes, it’s exciting, it’s hard, but it’s the right time to be in this space.

    You’re helping shape the future for generations of lawyers, and that’s a powerful responsibility. With your experience in suggestive work and public policy at Ikigai, could you share key learnings from that journey and how they’ve impacted your practice? Having transitioned from finance and law to technology, then an in-house role, and now back to private practice, how do you think these shifts will influence your career? How can young lawyers chart their own unique paths by learning from your journey?

    In medical practice, unless you understand the human body, you can’t be a heart specialist. Similarly, in law, unless you understand the building blocks, you can’t specialize meaningfully.

    So, for early practitioners, I’d say focus on the basics, reading the law, comprehension, analytical ability, and issue spotting. These only come when you’ve been exposed to a wide variety of laws, from IBC to RERA to the Motor Vehicles Act. The downside of specializing too early is that you miss that exposure. 

    The focus should be on building solid foundational skills, communicating well, writing clearly. Once that’s in place, you can specialize. Then you can apply those general skills to any sector, FinTech, SpaceTech, AgriTech. But if the basics aren’t strong, even in your chosen sector, things won’t work out.

    So in sum, get the basics right. Then go with the flow.

    The future in TMT space is definitely promising. I’m especially excited about AI, which is changing everything around us. And as lawyers, we play an important role. Who help sets the rules for this new world? We do.

    We need more talented lawyers. We need thinkers. Not just people who can read the law, but people who can think about it. If you’re in law school or the early stages of your career, focus on that.

    Wow! What a beautiful way of sharing your learning, it’s truly amazing. You’ve worked extensively as a principal associate advising FinTech startups within the Indian legal and regulatory framework. How do you see these startups overcoming jurisdictional obstacles, and what advice do you give them to navigate the Indian system? Do you notice significant differences between national and international regulatory approaches, and how do these impact startup success or failure globally?

    That’s a good question. I think we, as a country, are doing well. Because see, UPI is a great success. The other parts of our digital public infrastructure, like account aggregator frameworks, which are ramping up, are all Government-owned and Government-promoted.

    So the Government is doing its bit. Regulators are also, I think, trying really hard. For example, for the financial sector, RBI as a regulator not only looks after financial regulations but is also the monetary policymaker. So it has too much to do, but I think despite that, it has done a fair job.

    Also, our industry is vocal enough to fight for its cause. We have the right kind of supporters for the industry, the right kind of advisors for the industry, and the regulator is listening. It’s not like the doors are closed. Regulators also understand the importance of having that dialogue with the industry because the time has passed when you can do law-making in silos.

    So I think we are doing okay as a country. I’m not too concerned about the future. Now when I compare it to other jurisdictions, well, I would say that some practices are good in every jurisdiction. Some jurisdictions are more forward-looking in their approach. And India can borrow and learn from them.

    Thank you so much for being absolutely clear about how the government has supported FinTech growth while also acknowledging its fallbacks. You’ve worked extensively in this space, but transitioning from traditional legal work to technology and law isn’t easy. You’ve mentioned COVID played a role, but what effort did that shift actually take? How did you successfully manage this transition and excel in a new domain?

    Switching practice areas can be one of the hardest things to do. So I’ll take a step back and talk about why I made the switch.

    I started my career, as I mentioned earlier, with a general corporate practice. I had the privilege of working with some of the most brilliant lawyers in the country at JSA, which was incredibly motivating.

    While at JSA’s Gurgaon office, I got the opportunity to go on secondment with PepsiCo. At the time, PepsiCo was transferring all its major plants in India to Varun Beverages Limited – a massive business transfer. And being part of that was exhilarating. For the first time, I experienced what it means to run a business and impact of my advice on it. I was interacting with the communications team, the supply chain folks, plant managers – essentially everyone. My job was to orchestrate and help bring this entire transaction to a close. That experience made me seriously consider going in-house – it just seemed exciting and so much more connected to the business. That’s what led me to join IndiGo after four years at JSA.

    IndiGo was just as exciting as I had imagined. I was working on aircraft leases, technology contracts, software that went into aircraft systems. That was my first hands-on experience of how law interacts with technology. And that really piqued my interest in tech. I felt like it was something I could understand and contribute to.

    Then the pandemic hit. Around that time, I was already in touch with Ikigai, and stars just aligned. 

    So, some of the transition happened organically, some of it was by design and I think that’s how most careers unfold.

    If I had to leave you with two takeaways from this journey, they’d be these:

    First, don’t shy away from change and follow your instinct. Second, when an opportunity presents itself, grab it with both hands. Because chances are, it may not come again.

    What a candid way of explaining things, where you had to put in that hard work, and you did. Congratulations to you for making that seemingly impossible transition from one aspect of law to another and making it big. On that particular note, we would request you to share some personal checklists or personal ways of dealing with these kinds of transitions because such broad area transitions are not easy, and many people are unable to do them.

    What kind of suggestions do you have for these young lawyers who may start with one area but eventually want to transition? How do you do it, and how can one do it as smoothly as you have, without experiencing that stress of moving from one area to another while fearing the loss of something? Since you’ve done it, you’ll be the right person to suggest this to students and learners.

    In addition to what I’ve already said, I’ve just one thing to add. In my experience, anyone going through a good law school, who has joined a good law firm or is working with sharp lawyers is smart and intelligent. That’s why they are where they are. So that is table stakes. What really makes a real difference is persistence, patience and resilience.

    So, by the kind of understanding you’ve given us, resilience is absolutely important. Along with that, overcoming challenges is another key aspect. All of this you manage within the same 24 hours we all have. How do you maintain your mental, physical, professional, and personal health while juggling so much? What strategies do you follow, basic or advanced, to keep your sanity intact? As lawyers, we don’t talk enough about the stress we go through, whether in-house, in practice, or elsewhere. So how do you deal with it?

    That’s one question I get asked a lot. And honestly, there’s no simple answer. Like most young professionals, work-life balance wasn’t really a priority for me early in my career. There was no fixed schedule – you worked as per the demands of your clients. And I think that’s okay. You’re younger, your energy levels are different, and if you start chasing balance too early, you may find yourself struggling for relevance later. I read that somewhere, and it really stuck with me.

    Though, as I’ve grown older, I’ve found different ways to balance my life. And let me just say – I completely disagree with the idea that stress is something you should just get used to or live with because ‘it’s inevitable’. It’s not. Stress management, like lawyering or contract drafting, is a skill. And like any other skill, it can be learned.

    You have to self-train. You have to find the right mentors, speak to the right people, and actively work towards it. I’ve done a lot of that over the years.

    You also need a strong support system – people who are emotionally present and available for you. My family has been incredible, and I owe them everything. But friends matter just as much – both within and outside the profession. That’s been a huge source of strength for me. And most importantly, my husband is my biggest cheerleader and support system. Having that makes all the difference. Without it, it’s hard.

    Another big learning has been understanding the link between stress and physical health. Over the last four or five years, I’ve realised it’s not just a mindset issue – your physical health plays a huge role. And I know this might sound like standard social media advice, but it’s true: you need to move your body. You need to eat and sleep well. That’s what made a real difference for me. In fact, staying fit has now become one of my core interests.

    The third piece is having interests outside of work. That’s so important. We actively encourage this at Ikigai. 

    And finally, reading good books has helped. There’s so much you can self-learn today. As a generation, we’re incredibly lucky to have access to so much information. If we’re intentional about how we use it, we can teach ourselves almost anything.

    Thank you so much for your beautiful answers. Just to quickly respond to one of the aspects you mentioned, yes, we are our own leaders, and while we agree we should take command and understand things, it’s not always that easy. Sometimes organizations are supportive, sometimes they’re not. What we take away from this conversation is the importance of understanding what you’re doing, how you’re working, and who you’re working for. If you’re in the right environment, you’ll not only thrive professionally but also personally.

    I just wanted to share a few closing thoughts. I completely agree that the environment you work in, especially early in your career, can make all the difference.

    I also want to take a moment to talk about what we’re building at Ikigai. At the senior and mid-management level, we’re very intentional about creating a space that gives even our younger associates a lot of independence. There’s a strong emphasis on thinking independently, and we’re a flat and non-hierarchical setup. You can speak directly with the equity partners, the founding partner, with me, or with anyone else on the team.

    In many ways, we function like a new-age startup. Just like many of the clients we advise. And that’s something I’m genuinely proud of. 

    One of the most meaningful aspects of our culture, and something I hope more organizations adopt, is our deep focus on training and mentorship. It’s actually what drew me to Ikigai as a new lawyer. And now that I get to mentor others, it’s incredibly fulfilling. Personally, one of the ways I measure my own success is by how well I support and guide the associates and senior associates I work with.

    My hope is that this approach becomes the norm across the industry. I’m excited about what that future could look like.

    Get in touch with Astha Srivastava –

  • From NLIU to the World Stage: Women in Tech Leading the Next Frontier of Technology Law and Data Privacy – Kriti Sharma, Director, Head of Regulatory Legal and Compliance (India and Southeast Asia) at Dun & Bradstreet, and Data Protection Officer (India and Singapore).

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

    Starting from your first role in 2008 at Khaitan & Co., you’ve built a legal career that bridges traditional law and cutting-edge technology. What mindset shaped this journey?
    My journey has been one of deliberate growth — from shadowing senior counsel during internships to advising boards on privacy and AI. At NLIU, I learned discipline and legal craftsmanship. Assisting senior counsel before the Supreme Court taught me the value of precision in advocacy.

    Joining Khaitan & Co. in 2008 gave me exposure to private equity and M&A, where I realized law can enable growth, not just mitigate risk. These experiences shaped my approach to law as a living system — not merely a set of rules.

    “Every deal, every court brief was a rehearsal for the lawyer I was becoming.”

    You pursued an MSc in Law & Finance at the University of Oxford in 2015. How did this experience reshape your perspective on law, business, and technology?
    Oxford was transformational. The program pushed me to think like a policymaker and strategist, marrying systems thinking with economic foresight. The admissions process itself forces you to ask: Who are you, and what will you change?

    At Oxford, I realized law is not just about resolving disputes — it’s about designing fairer futures. Today, whether drafting cross-border data policies or shaping ethical AI frameworks, I rely on those lessons — precision, foresight, and human-centered thinking.

    “Oxford didn’t just open doors. It reshaped how I walk through them.”

    After Oxford, you joined Baker & McKenzie, London, in 2016, working on complex cross-border deals. How did this prepare you for tech law challenges?

    Baker & McKenzie exposed me to multi-jurisdictional transactions involving data, competition law, and tech-driven businesses. It refined my ability to integrate legal advice with commercial strategy — a skill that remains critical in regulatory leadership.

    “Global deals teach you that law is not just local compliance — it’s about harmonizing rules with vision.”

    With the Digital Personal Data Protection Act, 2023 (DPDPA) reshaping privacy frameworks, what should businesses focus on?

    DPDPA 2023 introduces a consent-first, rights-driven approach. Businesses must embed privacy into their DNA. The Business Requirement Document on Consent Management becomes crucial — translating legal obligations into features like granular consent, revocation, and audit logs.

    For SaaS companies, compliance means building privacy into product architecture from the start — not bolting it on later.

    “Under DPDPA, privacy is no longer a checkbox. It’s a design principle.”

    AI regulation is evolving fast. How should SaaS companies approach permitted AI usage?

    Permitted AI usage means innovating responsibly — ensuring data processing aligns with consent, purpose limitations, and ethical safeguards. For SaaS, it requires documenting use cases, maintaining risk registers, and conducting ethical reviews before rollouts.

    “Permitted AI usage is about proving that innovation respects rights, not just scaling technology.”

    You transitioned from law firms to leading compliance and privacy in-house. How did this shape your leadership style?

    Law firms were my training ground, but moving in-house allowed me to build rather than just fix. At CoinSwitch and later at Dun & Bradstreet, I became a translator between risk and vision — operationalizing DPDPA and IT Act obligations into workflows teams could implement.

    Leading cross-border teams taught me that leadership isn’t about authority; it’s about making people feel safe, seen, and inspired.

    “You can’t lead well if you’re afraid of being disliked. Courage creates clarity.”

    Aligning compliance across India, Singapore, and European markets is challenging. What worked for you?

    The key is balancing speed with regulation. At Dun & Bradstreet, we operationalize DPDPA alongside Singapore’s PDPA while maintaining agility. The secret lies in simplifying complex regulations into actionable steps and keeping regulatory reporting both consistent and efficient.

    “Regulatory leadership is about keeping law human.”

    You’ve faced curveballs in high-stakes environments. How have they shaped you?

    I’ve seen strategies falter and negotiations stall — not because of effort, but because the environment changed faster than expected. Each curveball wasn’t a setback; it was a reset that made me sharper.

    Examples:

    • In a cross-border M&A deal, cultural misalignment nearly derailed progress. Listening and adapting saved the deal.
    • During a privacy review, spotting gaps in vendor contracts early prevented regulatory risk.
    • When developing a consent framework, simplifying it through user-centric design improved adoption across teams.

    “Curveballs teach you to anticipate change, stay agile, and turn challenges into frameworks that drive long-term success.”

    What do recognitions like being featured in prominent legal rankings or industry awards mean to you in terms of your professional journey and leadership?

    These awards reflect consistency and relevance. They’re not destinations; they’re mirrors reminding me to stay adaptive, curious, and innovative while empowering the teams I work with.

    “Careers aren’t built in boardrooms. They’re built in quiet moments of reflection, persistence, and refusal to be ordinary.”

    You lead Regulatory, Legal & Compliance across India and Southeast Asia. How can a lawyer carve their path to becoming a DPO while managing these broader responsibilities?

    Being an effective DPO while leading regulatory, legal, and compliance functions means more than knowing laws — it’s about embedding privacy into the company’s growth strategy.

    At Dun & Bradstreet, where analytics power decisions for enterprises worldwide, the DPO role is integral to building trust while enabling innovation.

    What works:

    • Deepen expertise in privacy (DPDPA, sectoral laws, cybersecurity).
    • Embed privacy into processes, not just policies.
    • Work across teams — legal, product, engineering — to align compliance with agility.
    • Learn from real challenges, such as mitigating risks in cross-border data flows.
    • Keep learning and stay visible through certifications and thought leadership.

    “A great DPO doesn’t just enforce compliance; they design trust that drives the business forward.”

    What’s your advice for young lawyers entering privacy and tech law?
    Pick a niche — privacy, SaaS, fintech — and go deep. Master laws like DPDPA 2023, the IT Act, AI frameworks, and client-facing SEBI regulations. Pair this with an understanding of how technology works, and share your insights through writing and forums.

    “Expertise is built when curiosity meets consistency.”

    You’ve handled billion-dollar deals and privacy decisions impacting millions. How do you stay grounded?

    Balance is intentional. Strong mentors and high-performing teams keep me centered. High-stakes work demands clarity that comes from preparation and purpose.

    “Balance isn’t slowing down. It’s designing rhythms that let you accelerate without burning out.”

    Final Words to the SuperLawyer Community

    Law is evolving at the speed of technology. Even in an age of AI and SaaS, three things remain timeless: trust, clarity, and courage.

    My journey — from NLIU Bhopal to Oxford (2015), Baker & McKenzie London (2016), and leading privacy across India & Southeast Asia, to being recognised in the Forbes India Top 100 Lawyers 2023 and Business World Legal 40 Under 40 — is proof that deliberate choices shaped by curiosity and resilience can redefine what’s possible.

    “You don’t have to be fearless. You just have to move forward despite the fear — and build a brand that speaks for itself.”

    Get in touch with Kriti Sharma –

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Saarth Dhingra –

  • “As the legal counsel, we are frequently required to operate in grey zones. It is where legal advice moves beyond compliance to become strategic.” – Gurcaran S. Arora, Co-Managing Partner, Gurcaran Divya Law Offices.

    “As the legal counsel, we are frequently required to operate in grey zones. It is where legal advice moves beyond compliance to become strategic.” – Gurcaran S. Arora, Co-Managing Partner, Gurcaran Divya Law Offices.

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

    From working with one of the biggest firms in the country to co-founding Gurcaran Divya Law Offices, what inspired your transition from a leading full-service firm to launching your own corporate law practice?

    To begin with, technically, I didn’t co-found the firm. What was originally founded in 1977 was J S Arora & Co, a local tax practice set up by my father in a small town in India. He remains the founding partner, and we continue to carry forward the history, values, and professional integrity that defined his practice. That legacy forms the foundation on which Gurcaran Divya Law Offices stands today.

    When I took over the managing seat in 2022, we rebranded the firm and focused on taking it to the next level, both in terms of geographical reach and the range of practice areas. We transitioned it from a local tax-centric setup into a boutique Corporate, M&A and Capital Markets law firm advising clients across industries and borders. In 2023, I was joined by my current co-managing partner, Divya Badlani, and together we now lead the firm.

    The real turning point for me came during a deal I worked on at a leading full-service firm. We were advising the investors, and on the other side was a passionate founder, building something of real value, but his lawyer lacked the expertise to fully understand or push back on the legal risks being placed on him. The deal closed, everyone moved on, and yet I couldn’t. There was something deeply unsettling about watching someone unknowingly give away more than they should have, simply because they didn’t have the right counsel in their corner.

    That experience stayed with me. It made me realise that India doesn’t just need more corporate lawyers, it needs more accessible, business-focused, high-quality legal advisors who can meet founders and businesses where they are, not just those operating in tier 1 firms for large institutional clients. That’s the gap I set out to fill.

    Having worked on numerous high-value cross-border M&A transactions, what have been some of the most challenging aspects of executing such deals within the Indian legal landscape?

    Let’s be honest, navigating the Indian regulatory landscape can be incredibly challenging. It is highly complex, with layers of central, state, and local laws that are often unorganised, outdated, or not readily accessible online. Approvals can take significant time, and there are usually multiple authorities and stakeholders involved, each with their own processes and expectations.

    What makes things even harder is the lack of clarity in several regulatory provisions. Many times, the law is ambiguous, and no formal clarification is issued by the regulators. In such situations, lawyers and dealmakers are left to take a considered view based on legal interpretation, precedent, and practical experience, often under tight timelines.

    Another challenge is the unpredictability of how different regulators or authorities might react to the same issue. A structure that works in one transaction may be flagged in another, even in the same sector. This requires not just legal acumen but also strategic foresight, strong communication with stakeholders, and a solutions-oriented approach.

    Yet, despite all of this, the satisfaction of successfully closing a complex cross border deal in India is unmatched. The legal landscape may be tough, but with the right planning, advice, and execution, it is navigable.

    Having worked extensively in regulatory compliance, especially for clients in dynamic sectors like fintech and renewable energy, what major sector-specific challenges do you frequently encounter?

    Both fintech and renewable energy are evolving faster than the regulatory frameworks meant to govern them. In fintech, the challenge lies in navigating a fragmented regulatory environment involving multiple authorities like the RBI, SEBI, and MeitY. The laws often lag behind innovation, forcing us to interpret legacy frameworks in new contexts.

    In renewable energy, the friction typically stems from federal complexity. Central policies may be progressive, but state-level execution, land laws, and tariff regimes are inconsistent and often unpredictable.

    Across both sectors, regulatory ambiguity is a constant. 

    As the legal counsel, we are frequently required to operate in grey zones and provide commercially grounded solutions where the law offers limited guidance. It is where legal advice moves beyond compliance to become strategic. 

    Given your expertise in capital markets and corporate governance, how do you foresee regulatory trends evolving for listed companies in India over the next few years?

    We are likely to see a steady shift toward greater transparency, accountability, and shareholder empowerment. SEBI has been consistently tightening corporate governance norms, be it around related party transactions, independent directors, or disclosure standards. That trajectory will only intensify as Indian markets continue to integrate with global benchmarks. The recent Jane Street case is a clear example of SEBI’s growing willingness to act decisively against market abuse, even involving global institutional players.

    Environmental, Social, and Governance (ESG) compliance is also set to become more structured and enforcement-driven, moving beyond voluntary reporting. At the same time, we can expect sharper scrutiny of promoter behaviour, board independence, and market conduct, especially in the wake of recent high-profile cases.

    Overall, the direction is clear: listed companies will need to move from a minimum compliance mindset to a culture of proactive governance. Those that lead on this front will be better positioned to attract long term capital and market credibility.

    As someone who has closely advised on FDI and SEBI regulations, what are some common misconceptions or pitfalls that foreign investors face when entering the Indian market?

    One common misconception is that India’s liberalised FDI policy means a deal can be closed quickly. While entry routes may be automatic in many sectors, the reality is that regulatory, procedural, and sectoral nuances often require detailed structuring and proactive compliance.

    Another pitfall is underestimating the role of state-specific laws and local business practices, which can significantly impact timelines, particularly in sectors like infrastructure, retail, and real estate.

    Foreign investors also occasionally assume that SEBI’s disclosure and takeover regulations mirror those of mature markets, but in practice, there are several India-specific requirements, especially around pricing guidelines, minimum public shareholding, and indirect acquisitions, that require careful navigation.

    Ultimately, success in India requires more than just legal compliance. It demands a strategic understanding of regulatory sensitivities, stakeholder expectations, and long-term alignment with Indian business realities.
    How has your legal education at Symbiosis Law School (Noida) shaped your professional journey, and what advice would you offer to law students aspiring to build a career in corporate practice?

    Oh, absolutely yes. My time at Symbiosis Law School (Noida) played a foundational role in shaping my career. One of the best aspects of the institution was its strong emphasis on internships. We were not only encouraged but marked on the quality of internships we pursued. In the final two years, that push became even more intense. The structure of long weekend classes gave us the flexibility to intern during the weekdays, which made a huge difference. I genuinely owe the start of my career to the opportunities I got to intern during law school.

    On the academic front, during our time, subjects like capital markets and transactional law were not deeply embedded in the core curriculum, although optional courses and guest lectures were available. From what I hear now, the curriculum has evolved meaningfully to include more practice-oriented subjects like M&A, securities law, and corporate structuring, which is a great development.

    My advice to law students aspiring to build a career in corporate practice is to structure their internships thoughtfully. Start your internships with boutique or mid-sized firms to build a solid foundation, then move to Tier 2 and Tier 1 firms as your skills mature. About two good internships at each level are enough to learn the ropes. Do not chase Tier 1 firms too early in your law school journey. Reserve them for your final years, when you’re ready to demonstrate what you’ve learned and convert the opportunity into a job. Always focus on quality; what matters is not just where you interned, but what you actually learned and delivered.

    What advice would you give to law students who are just starting out in their careers? What practices should they aim to inculcate early on, and what resources would you recommend to support their growth?
    The single most valuable investment a law student can make early on is in meaningful internships. Not just collecting them, but actually doing quality work, asking the right questions, and learning on the ground. What you take away from those experiences will shape your confidence, skills, and career direction far more than any textbook ever could.

    That said, conceptual clarity is equally important. A solid grasp of core legal principles and staying updated on legal and commercial developments gives depth to your practical work.

    One area that often gets overlooked is networking and personal branding. Your batchmates, seniors, and law school peers will become your professional ecosystem and, very often, your strongest sources of referrals and opportunities. Build those relationships with sincerity, they will serve you far beyond your law school years.

    Given the demands of a high-intensity legal career, how do you maintain a healthy work-life balance? Are there any personal interests or activities that help you unwind and recharge?

    My trick for balancing work and life? I married the firm’s future co-managing partner. 😀 

    Jokes aside, the legal profession is undeniably demanding, and striking a balance takes intention. For me, discipline is key. A structured schedule, clear boundaries, and conscious downtime help keep things in check, especially when there’s no ‘boss’ above you, but accountability still runs deep.

    One habit I’ve tried to inculcate is not setting unrealistic timelines for clients. It helps manage expectations and protects mental bandwidth. Having a partner who understands both the personal and professional pressures makes all the difference, and I’ve been very fortunate to have Divya by my side, keeping both life and law running smoothly.

    Get in touch with Gurcaran S. Arora –

  • “Over the past decade, legislative and judicial developments have demonstrated a clear intent to make India a more arbitration-friendly jurisdiction.” – Soma Hegdekatte, Legal Consultant at Department of Economics Affairs, Ministry of Finance, India.

    “Over the past decade, legislative and judicial developments have demonstrated a clear intent to make India a more arbitration-friendly jurisdiction.” – Soma Hegdekatte, Legal Consultant at Department of Economics Affairs, Ministry of Finance, India.

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

    What motivated you to pursue the LL.M. in Comparative and International Dispute Resolution at Queen Mary University? 

    While I was very satisfied with my Cornell experience, my LLM at Cornell was a general program. After working for a few years in the field of international dispute resolution, I felt like I wanted to do a specialized LLM in the field. I had by then worked on construction and energy related arbitrations, and felt the need to have more specialized knowledge. At QMUL, I took courses like ‘International Arbitration and Energy’ and ‘International Construction Contracts and Dispute Resolution’, which were specialized courses designed to equip one to work on high-stake arbitrations. 

    Interestingly, I had also, at that point, never taken a full- fledged course on investor-state arbitration. I describe it as interesting, because by then I had already worked on four investor-state cases, written articles and my Cornell thesis on the subject. While working on two high profile investor- state arbitrations, I realised that at times I didn’t know some basics because most of my knowledge was self-taught. Hence, I felt the need to go back to school. 

    How did your experiences at QMUL and at Cornell Law School together shape your understanding of international arbitration and dispute resolution?

    My LLM experiences not only taught me the law of two major jurisdictions but also taught me their distinct approaches to dispute resolution, legal drafting and style of argumentation. Together, these experiences gave me a comparative lens and also trained me to adapt my drafting, argumentation, and advocacy to different styles- an essential skill when working in cross-border disputes involving counsel and parties from diverse jurisdictions. 

    As a dual-qualified legal professional in India and England & Wales, how has this cross-jurisdictional qualification helped you?

    I believe being dual-qualified in India and England & Wales has helped me be taken more seriously as an international lawyer. Passing the two SQE exams is no easy feat and really trains you on effective written and oral advocacy. This is something law firms across the world acknowledge. In my personal experience, my profile was assessed more seriously by international law firms after I became dual-qualified. Further, with a qualification from England & Wales, you become eligible to work on cases across common law jurisdictions, significantly broadening the scope of your work. 

    What were some pivotal experiences that helped lay the foundation for your arbitration career?

    A pivotal experience that helped lay the foundation for my arbitration career was in my second year- I had participated in a moot called Frankfurt Investment Arbitration Moot Court Competition. I remember making my submissions during the quarter final rounds and thinking- I could do this for the rest of my life! From that moment onwards, I tried everything in my capacity to be in the field, which led me to different countries and a wide range of work. I believe each experience of mine, be it an internship or a summer course, added something to my journey and led me down a certain path. For example, it is because I had participated in the Frankfurt Investment Arbitration Moot that I was given investor-state work in my internships. It is because I did investor-state work in those internships that I was hired by law firms to work on investor-state cases. And it is because I worked on investor-state cases that I got hired to work on bilateral investment treaty negotiations. Each step helped lay the foundation for the next step. 

    You’ve handled arbitration matters under UNCITRAL and ICSID rules across sectors like energy, banking, and construction. How do you approach disputes involving sovereign states, and what are the key considerations in such cases specially in the energy sector?

    I have mostly worked on disputes where I represented a State. When developing arguments or defences for a State, it is important to keep in mind that, unlike private entities, decisions by a State are policy-oriented. It is important that you not only understand the policy perspective to the dispute but to effectively convey it in your pleadings. 

    As for disputes in the energy sector, it is important to remember that energy sector disputes are usually complex and involve a lot of technical jargon. However, that is precisely what makes it interesting to work on these cases. In my opinion, a key consideration while working on such cases is to make an active attempt to understand, to the extent possible, the technical aspects involved. I believe that greatly helps with legal part of the case as well. 

    Having studied and worked in various legal systems including India, the U.K., U.S., France, Germany, South Korea, and Hong Kong what differences do you observe and which system do you find most effective in dispute resolution and ADR?

    Studying and working in so many different jurisdictions has been an invaluable experience. I now have a better understanding of cultural and social nuances, which helps me be a better lawyer. There are several differences I have observed, particularly, I have found the approaches of common law jurisdictions and civil law jurisdictions distinct. While I wouldn’t say that one system is inherently superior to the other, I have observed notable efficiency in dispute management in jurisdictions such as South Korea, Hong Kong, and Germany. These are models from which our own system could draw valuable lessons.

    You’ve worked across major arbitration hubs such as Hong Kong, Frankfurt, and Seoul. How did you identify and secure these opportunities, and what advice would you offer to students and young lawyers aspiring to pursue an international legal career?

    There is no easy path to pursue an international legal career. It involves a lot of luck and a lot of trying. My advice to young lawyers and students is to be brave and slightly shameless and take risks in their initial years. It’s the best time to take risks. All the places I worked, I applied to these places mostly through unsolicited emails. I didn’t have the courage to approach people in networking events for internships, but I would recommend it. Don’t be afraid of facing a rejection or worried that you will appear desperate. As far as you don’t harass someone with persistent emails, it is totally fine to write to someone unsolicited. They may reply or they may not, but it is your job to try. Also, do not hold back from applying for a vacancy because you don’t meet all the criteria. Recruitment processes have a huge element of luck. I have seen people with many years of work experience struggle to land something and I have also seen people with no work experience get a job offer. You just never know. Hence, don’t ever reject yourself by not even trying. 

    With the evolving landscape of international arbitration, how do you see its future shaping up in India? What steps do you take to stay abreast of legal developments and global trends in this field?

    The arbitration law in India is ever evolving, with each amendment to the law inculcating the real-time issues arbitration lawyers face. Over the past decade, legislative and judicial developments have demonstrated a clear intent to make India a more arbitration-friendly jurisdiction. We are also seeing more Indian lawyers returning to India after gaining experience with international law firms, and bringing with them global best practices in arbitration. This, coupled with the growing business links between India and foreign counter-parts, makes me very positive about the future of international arbitration in India. 

    I regularly follow newsletters and forums that track recent developments, emerging trends, and case law to keep myself abreast with legal developments. I also find following people working in the field on LinkedIn to be quite useful. Academicians and practitioners in the field regularly post either legal developments or their own writings on their LinkedIn feed. This is an easy way to keep yourself updated. 

    Given the demands of a high-intensity legal career, how do you maintain a healthy work-life balance? Are there any personal interests or activities that help you unwind and recharge?

    I am very grateful for the fact that throughout my career I have gotten to do interesting and cutting-edge work. However, the drawback of a high intensity legal career and doing cutting-edge work is that maintaining a healthy work-life balance becomes incredibly hard. One way I try to maintain my work-life balance is trying as much as possible to take vacations and not working on the weekends. During a working day, I recharge by making sure I get adequate sleep every night. No matter how busy my schedule is, I try my level best to get enough sleep. I truly believe it is really important that all of us put in active effort into eating and sleeping well, no matter our workload. It’s an everyday battle where you win some days and lose some days, but it’s important to actively create that boundary. 

    Get in touch with Soma Hegdekatte –

  • “What I have learnt is that even the most complicated matters, sometimes have their answers in first principles.” – Chand Chopra, Dual Qualified Lawyer and Head of Chambers at Chambers of Chand Chopra.

    “What I have learnt is that even the most complicated matters, sometimes have their answers in first principles.” – Chand Chopra, Dual Qualified Lawyer and Head of Chambers at Chambers of Chand Chopra.

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

    From graduating top of your class at NALSAR to training with Allen & Overy in London and Prague, how did your early international exposure shape your approach to dispute resolution and arbitration in India?

    It was transformational. The vacation scheme (akin to an internship) at Allen & Overy (now A&O Shearman) felt like an introduction to a whole new world back in the day. So naturally, I was very excited when I got selected as a Trainee Solicitor at A&O in 2012, straight out of NALSAR, Hyderabad. As a Trainee Solicitor, you had to work for six months each in different practice areas. I had a great time working with the best legal minds in banking law and corporate law. In particular, I learnt and enjoyed the most while working on international commercial arbitrations under the guidance of Angeline Welsh, (now Kings Counsel) at the London office and investment treaty arbitrations under the guidance of Matthew Hodgson at the Prague office. 

    Being exposed to such complex disputes, multinational clients and the best solicitors and barristers in the field of arbitration, at the very start of my career, was an amazing learning experience for me. I am grateful to this day for the training that I received at A&O, especially under someone as brilliant as Ms. Welsh. The excellence and professionalism with which we worked at A&O is something that has stayed with me till today. I approach all my matters with the same vigour, professionalism and discipline. It is because of this training that I am confident of advising my clients in India and across the globe independently on international commercial arbitrations. My international arbitration practice in India is built on the early exposure I had at A&O. In later years, with referrals by former colleagues and seniors from A&O, I have been fortunate to assist foreign law firms in some international commercial arbitrations, on matters arising under Indian law.   

    What inspired you to transition from a global law firm environment to establishing your own chamber practice in Delhi? What were some of the key challenges you faced during that shift?

    The transition from A&O to my own chamber practice has been a rather interesting journey with challenges aplenty. I quit A&O due to a combination of personal and professional reasons. I had already qualified as a Solicitor of England & Wales in 2014 and there were various job opportunities offered to me by A&O at their other overseas offices. However, I knew that my heart was in litigation so I decided to take the plunge and come back to India with a vision to someday have my own Chamber. 

    The challenge with this decision was that I was entirely clueless of what the right way forward was, after coming back to India. I started off with Amritsar District Courts since I belong to Amritsar, Punjab, and later joined a lawyer’s office in the Punjab and Haryana High Court. Soon thereafter, I felt compelled to try the final frontier of litigation for me – Delhi. I came to Delhi with no job in hand and applied relentlessly to all the top lawyers and disputes practices I knew. Most of them rejected my application. But I knew I had to make it work and there was no going back. I may have lost confidence by so many rejections, but I never lost hope. I knew I was meant to be in Delhi and I just needed to wait. Within a few days, I found an office that would form the foundation of my future practice. I started working with HMJ Manmeet Pritam Singh Arora in 2015  and I cannot express in words my gratitude to her as she made me the lawyer I am today. In litigation, if you find the right mentor and you have the hunger to succeed, nothing can stop you from growing. With encouragement and support from her and Mr. D. S. Narula, Sr. Adv.,  I set up my own Chamber in 2018. 

    I realised that while setting up your own Chamber practice is one challenge, the bigger challenge is maintaining your client base, and the biggest challenge is growing your practice, given the tough competition in Delhi. That is where impatience kicks in because growing your practice happens at a consistent but gradual speed. The remuneration commensurate with your effort, also comes in much later. In the age of instant gratification, that can seem very disheartening especially if one falls prey to comparisons with other colleagues who may be growing at a much faster pace. However, if there is one thing that I steer clear of, it is comparison to others. I have come to realise that everyone is fighting their own battles at their own pace and all one can do is be sincere and diligent in their own efforts without comparing their circumstances to others. No two people will have the same background, or education or opportunities or capability or intelligence or luck even. You can only control your life and your actions. I have seen my cause list / clients grow organically and there is no greater joy in seeing your growth on your own terms, with hard work, sincerity and integrity. This growth would of course not have happened without my team. While different associates have come and gone, I am extremely thankful to my clerk, Naved Khan, who has been with me since Day 1 and who singlehandedly manages all the back-end administrative tasks for the Chamber letting me focus entirely on my legal practice. 

    I must add here that the support I have got from the Judges and the bar at the Delhi High Court has been phenomenal. This Court has encouraged me and given me room to grow and that is all I could have ever asked for as a first generation lawyer. The Hon’ble Judges have appointed me as a Sole Arbitrator, Amicus Curiae, Local Commissioner / Court Auctioneer in several matters. If the Court where you are practising is entrusting you with matters, that is the biggest encouragement you need as a first generation lawyer with no legal pedigree. 

    Having said that, there still exist biases in litigation and arbitration, especially towards women. The legal community needs to acknowledge that and take steps to promote more women in this profession, especially as Senior Advocates, Arbitrators and Judges. The profession can also feel exclusionary and elitist at times, and we need to do more to promote diversity and inclusion in our profession. 

    I have been lucky in as much as I have had great mentors in this profession who have held my hand during my most difficult times, especially when I have doubted myself.  Destiny also was kinder to me in Delhi as I met the love of my life, Arshiya, within a few days of moving to Delhi. So all in all, despite the hardships, everything worked out when it had to. All I needed was some patience and faith. I continue to need it, as I work on growing my practice. 

    You represent PSUs and government organizations on sensitive matters including constitutional issues. What are some challenges unique to working with public sector entities?

    Representing PSUs is highly rewarding, but can also get frustrating at times.  For instance, for me, I am a panel counsel for Delhi Development Authority (DDA). Since I was not raised in Delhi, this panel provided me with the unique opportunity to learn about land related issues that are peculiar to Delhi, since DDA is one of the largest land owning agencies in Delhi. With this panel, I have had the privilege and opportunity to appear and argue complex arbitration matters, and constitutional matters as well. The biggest challenge in working with public sector entities is getting clear instructions, which sometimes may not come timely. You have to then be ready to bear the wrath of the judges and also work extra hard to make the case yourself from the limited information you have. Notwithstanding these challenges, I would highly recommend working with a Government / PSU panel because of the sheer variety of cases that you get exposed to and the learning and confidence that comes with the said experience. 

    Through your involvement with the Quarterly Bar Review, Delhi High Court as well as a Research Editor with the Milon K Banerji Arbitration Centre, MKBAC, NALSAR you regularly write and research on issues of legal significance. How do you believe academic writing strengthens legal practice?

    Writing brings clarity of thought and conversely, if you have clarity of thought, you will make a good writer. Academic writing in any particular field of law definitely strengthens your legal practice. For one, you will be seen as a sector expert and it will be easier for clients to reach out to you on issues you have regularly written about. Second, to write an academic article, the level of research you  do,  enhances your knowledge and builds your confidence in that field. Third, it helps build connections with your peers and lastly, it greatly improves your drafting skills. It is very difficult as a practising lawyer, especially given the long hours we work, to find time to write academic articles. But it is certainly something that I aspire to do more often and encourage all young lawyers to as well. 

    You’ve been a vocal advocate for LGBTQ+ rights and speak on panels addressing the community’s legal concerns. How do you see the legal profession’s role in pushing for more inclusive rights in India?

    Being a member of this community, it is my duty to speak and educate people on LGBTQ+ issues and legal concerns in this country.  If I cannot fight for my own rights, how will I ever do justice and fight for my clients’ rights! The legal profession, by its very nature, being the upholder of human rights, ought to be inclusive. The majority of legal professionals I interact with, are keen to see the community grow and are keen to take the fight for equality forward. The lawyers who were representing the petitioners in the Supriyo batch matters are continuing to do a phenomenal job in raising awareness on LGBTQ+ issues and working towards legal solutions for the benefit of the community. I am excited to have joined hands with them. 

    Among the many matters you’ve handled, could you share one particularly challenging case whether due to its legal complexity, or procedural hurdles and how you navigated it? 

    What I love about litigation is that every day and every case is a new challenge. In my practice,  I have worked on some really complex property disputes as well as given legal opinions on a couple of complicated international commercial arbitrations. What I have learnt is that even the most complicated matters, sometimes have their answers in first principles. Therefore, I always start from first principles and then navigate  the development of the law in that area. My most challenging case is still ongoing and I will write about it when we have a judgment, hopefully, in our favour. 

    Being a poet and an avid badminton player, how do these creative and athletic pursuits contribute to your personal and professional growth in a demanding field like law and how do you manage your personal life with the professional pursuits?

    Law is demanding and sometimes too serious a profession. There was no work life balance in my initial years in litigation. However,  that is because I chose to work long hours, as I was driven by the desire to learn and open my own Chamber practice. I did not find time to either write poetry or play badminton then. It is only after about 8 years of rigorous hard work and long hours that I have finally come to a place where I can balance my personal life with my professional pursuits. However, I do firmly believe one has to find time and ways to destress beyond work else the profession can burn you out early on. Playing a sport helps your mental health and also makes you more disciplined with your physical health. Being both, physically and mentally fit, makes you more efficient and energetic at work. Spending quality time with your family and friends is very important for your mental health. I am blessed to have a partner and two families who have supported me in my journey so far and will, no doubt, support me in the longer journey ahead. It is my priority now to balance work in a way that I get to spend time with my loved ones, including my dog. I also love travelling and litigation gives you ample opportunity to travel and take good breaks during Court vacations. 

    With your experience across jurisdictions and forums, what advice would you offer to young lawyers who wish to build a meaningful career in arbitration and civil litigation?

    I certainly feel that young lawyers today (although I do not consider myself too old to be giving this advice!) need to work harder because there is way more competition today than there was 10 years ago. While there may be more technology to assist them, at its core, civil litigation and arbitration require conceptual clarity. You have to understand what you are doing, why you are doing it, read bare acts, and not mindlessly follow formats or read only one line in a judgment and be happy with it. There are no shortcuts in this profession. Also, it is very easy to get swayed these days by social media profiles of legal influencers or the glamour reported at the top tier in the profession, especially in international arbitrations. That is not the reality. Reality is in the daily grind, in turning up day after day without fail, in being prepared for a matter even if it is the last matter on the list, in never giving up, despite the odds being stacked against you. Rewards will follow, but you have to put in the hard work. You have to be committed to your own growth on your own terms while  never losing sight of the fact that you hold great power and responsibility as a lawyer. So be passionate, be diligent, be smart and run your litigation marathon with sincerity, humility and integrity. Surround yourself with people who will be happy with your growth. Most importantly, always be your biggest cheerleader. 

    Get in touch with Chand Chopra –

  • “The idea of using legal knowledge to solve complex strategic problems and enable organizations to grow responsibly truly inspired me.” – Nitin Goyal, Senior Partner & Head- PAN India Litigation at NAKS & Associates.

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

    With over 15 years of experience in Corporate Law and Litigation Management, how have you observed the evolution of India’s corporate legal landscape, particularly with the emergence of tech-driven businesses?

    Thank you for the question. Over the past 15 years, I’ve witnessed a remarkable transformation in India’s corporate legal landscape.

    In the earlier years, the focus for most corporates was largely on traditional compliance — company law filings, ROC, SEBI regulations for listed entities, and occasional contract disputes. Litigation was also relatively straightforward, often revolving around shareholder disputes or debt recovery.

    However, with the emergence of tech-driven businesses — be it startups, e-commerce platforms, fintech, or now even Web3 and blockchain ventures — the ecosystem has evolved dramatically. We’re seeing much more dynamic areas of law now shaping up, such as data privacy, cyber security, intellectual property monetization, intermediary liabilities, and cross-border tax structuring.

    At the same time, the courts and regulatory bodies have also come a long way“. There’s been a sharper emphasis on codifying norms, like the introduction of the IBC, the data protection regime that’s taking shape, and robust SEBI frameworks for tech IPOs. The judiciary, too, has embraced digital filings, virtual hearings, and has shown more readiness to adapt to the business exigencies of tech companies.

    From a litigation management standpoint, disputes have become more complex — involving intricate shareholder agreements, IP enforcement, regulatory investigations, or even white-collar compliance matters. We now often have to advise clients not just on ‘law’, but also on risk mitigation strategies involving technology platforms and data footprints.

    In short, the evolution has been from a largely form-driven, compliance-heavy environment to a more nuanced, strategy-focused, tech-sensitive legal landscape. And as practitioners, we’ve had to upgrade continuously — whether it’s understanding how smart contracts work or guiding clients on digital evidence and cybersecurity incident responses.

    What initially inspired you to pursue a career in law and how has your background as a Company Secretary strengthened your legal practice particularly in the areas of corporate governance and compliance?

    Right from the initial stage of my career, I was drawn to how law shapes businesses and society. The idea of using legal knowledge to solve complex strategic problems and enable organizations to grow responsibly truly inspired me.

    My background as a Company Secretary has been a huge advantage. It has given me a deep, practical grounding in corporate governance, statutory compliance, and regulatory frameworks. So when I handle litigation or advisory matters, I don’t just look at them as disputes or transactions, but also ensure they align with sound governance and compliance practices.

    This dual perspective helps clients not only tackle immediate legal issues but also build stronger, compliant businesses in the long run.

    What inspired your involvement in POSH awareness, and how do you approach training with sensitivity and impact? Additionally, what are the major challenges you have to deal with while spreading awareness relating to POSH?

    I’ve always believed that a truly successful workplace is not just legally compliant, but also safe and respectful for everyone. That’s what inspired my involvement in POSH awareness. It’s an area where legal compliance directly shapes people’s everyday dignity and confidence at work.

    When I conduct POSH training, I approach them with a lot of empathy and practical examples. It’s important to go beyond the text of the law and address real scenarios, bust myths, and encourage open dialogue so participants genuinely understand the spirit behind the Act.

    One major challenge is overcoming the hesitation or awkwardness people often feel around this topic. Many fear it’s only about punishment or blame. So, I focus on normalizing conversations about respectful behavior, clarifying rights and responsibilities, and building trust — which ultimately help foster a healthier work culture.

    In your experience in handling Cybercrime and Intellectual Property disputes, what are some of the most critical risks businesses face today, and how can they establish strong preventive frameworks?

    From my experience with cybercrime and IP disputes, two of the biggest risks businesses face today are data breaches which can expose sensitive customer or trade data and infringement issues, especially with brands and digital content being copied or misused online.

    Cyber risks have grown with increased digitization, remote work, and online data space dependency. Similarly, with global markets and e-commerce, protecting trademarks, software, and proprietary content is now far more complex.

    To build a strong preventive framework, I always advise businesses to invest in robust data security policies, regular employee training on phishing and cyber security hygiene, and to have clear incident response plans. On the IP side, timely registrations, vigilant monitoring for infringements and well-drafted contracts covering ownership and licensing rights — are critical.

    In short, prevention is far more cost-effective than crisis management, whether it’s through internal audits, tech safeguards, or proactive IP protection.

    You’ve led several compliance audits and risk mitigation initiatives. What are some common legal oversights organizations tend to make that could lead to long-term liabilities?

    A few common oversights I’ve seen repeatedly are:

    • Lack of proper executed contracts or poor drafting which does not cover some very critical areas which often leads to litigation at later stage
    • Not updating statutory registers, policies, or board resolutions in line with evolving laws which creates gaps visible during due diligence.
    • Overlooking related party transactions and not maintaining proper documentation, this can lead to serious regulatory scrutiny.
    • Failing to robustly implement POSH or data privacy norms, treating them as formality rather than embedding them into workplace practices — this often surfaces later as litigation or reputational damage.

    Ultimately, many organizations focus heavily on firefighting current issues but don’t invest in building a strong compliance culture. That’s where long-term liabilities quietly accumulate. Through audits and risk reviews, my aim has been to identify these blind spots early, so they can plug gaps before they escalate into major exposures

    Reflecting on your early career experiences across various companies, which lessons or moments significantly shaped your legal perspective and continue to influence your practice today?

    In my early years working across different companies, one lesson that stayed with me is how critical it is to understand the business first, not just the law. I saw situations where technically perfect compliance still failed because it didn’t fit the commercial realities or missed the human aspect.

    Another defining moment was handling my first complex board dispute. It taught me that beyond statutes and contracts, corporate law is often about managing relationships, trust, and strategic communication.

    These experiences shaped my approach today: I try to be a solution-oriented advisor who aligns legal strategies with the client’s larger business goals, while always being mindful of governance and long-term risks

    As someone committed to both legal reform and social justice, what are your long-term aspirations for your firm and your role in the legal profession?

    My long-term vision is to build a practice that’s not just known for strong technical expertise, but also for driving meaningful impact whether that’s through shaping better compliance cultures in companies, supporting alternate dispute resolution to ease systemic burdens, or contributing to causes like workplace dignity through POSH awareness.

    For me personally, it’s also about mentoring the next generation of professionals, fostering an environment where ethical, business-focused, and socially conscious lawyering becomes the norm.

    Ultimately, I’d like our firm to be seen as a trusted partner that helps businesses grow responsibly while also championing legal reforms and social justice initiatives that make workplaces and markets fairer and more transparent

    Having established a firm that offers litigation support across the country, what were the key challenges in building such an extensive associate network? How do you manage the demands of leadership while maintaining personal well-being?

    • Building a pan-India associate network came with its own challenges ensuring consistency in quality across different jurisdictions, aligning varied local practices with our firm’s standards, and cultivating trust so associates truly function as an extended part of our team.
    • It required a lot of groundwork: clear processes, regular communication, and investing time in relationships beyond transactions.
    • As for balancing leadership demands with personal well-being, I’ve learned to prioritize delegation and build capable teams who take ownership. I also set aside time for short breaks and personal pursuits which actually makes me more effective and present when I’m back at work.
    • Ultimately, I see leadership not just as driving results, but creating an environment where both the team and I can grow sustainably.

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