Super Lawyer

Tag: commercial disputes

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Udian Sharma –

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Urvashi Salecha –

  • “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.

    “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.

    Get in touch with Nitin Goyal –

  • “Machine learning technology is rapidly evolving, and I believe the current consent-based approach to data privacy will be tested.” – Vishwajith Sadananda, Founder & Lead Counsel at Sadananda & Prasad, Advocates.

    “Machine learning technology is rapidly evolving, and I believe the current consent-based approach to data privacy will be tested.” – Vishwajith Sadananda, Founder & Lead Counsel at Sadananda & Prasad, Advocates.

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

    With nearly 12 years of impressive experience in the legal field, what initially inspired you to pursue a career in law? Which aspects of the profession resonated with you the most, and how did your time at NALSAR University of Law shape your legal journey?

    I wish I had a more elevated answer to give you on what inspired me to become a lawyer. I think I was 10 years old when I got into a playful argument with my uncle. His son in law watched the entire episode and causally remarked that I should become a lawyer. I said “sure” and from that day I didn’t even conceive of an alternative career. In short, I have my brother in law to credit (or blame, depending on how the day is going). 

    The way I’ve looked at the profession has changed quite a bit from the time I chose to become a lawyer. Like many other first generation lawyers, my understanding of what a lawyer does was informed by TV shows, movies and books. Of course, NALSAR and my internships during my time in law school made me realise the difference between fiction and reality. During my five years in law school, I was fairly certain that I would litigate – though for the longest time I don’t think I really knew why. Quite naively, I conceived of a career as a lawyer from only two perspectives – litigating lawyer and transactional lawyer.  I had tried my hand at corporate law during my internships, and by the process of elimination I knew I did not want to become a transactional lawyer. I also had a keen interest in debating and public speaking, so  a career that enabled me to speak to an audience daily for living seemed the right fit. 

    Your LL.M. studies at the prestigious University of Michigan Law School must have been a transformative experience. How did those studies influence your practice, particularly in the fields of competition law, constitutional law, and criminal justice? Were there any specific courses or professors whose impact on your legal career has been particularly significant?

    My LLM program at the University of Michigan Law School was both enriching and perhaps one of the toughest things I’ve done in my life. While I can’t say for sure if the content of the law that I learnt has impacted my career (yet), Michigan Law’s emphasis on teaching you to think like a lawyer definitely has. The professors who taught me the courses were experts at the Socratic method, and each day and each class felt like a very public final exam. Particularly, courses by Prof Don Herzog (Political Corruption), Prof Eve Primus (Criminal Procedure) and Prof Richard Primus (Constitutional Law) were life changing. The professors focused more on making us think of a legal argument from both sides seamlessly and sharpen our legal reasoning abilities.  I also got the opportunity to take up courses outside the law school, and had the privilege to be selected for a leadership program by the Stephen M Ross School of Business. So I also got to learn a lot outside the law in Michigan. 

    Having had the privilege to work with eminent legal figures such as Mr. P.S. Narasimha, the Additional Solicitor General of India, and Justice Dr. S. Muralidhar at the Delhi High Court, what were the key lessons you learned from them? How did these experiences shape your approach to the practice of law, and which habits or skills from these mentors have you integrated into your own professional style?

    After NALSAR, I joined Dr. S. Muralidhar, then Judge of the Delhi High Court, as his law clerk for a year. I believe I started to think seriously about the context of the law – and its nuts and bolts – only after joining his office. More importantly, the biggest lesson I learnt during my time as his clerk was that the profession isn’t about me – it isn’t about how I am perceived in court while arguing, how much fame and fortune I get through being a lawyer, or how many important cases I’ve done, but about who I represent and their lived reality.

    Carrying this understanding of the profession, I next joined the chambers of Mr. PS Narasimha, then the Additional Solicitor General of India, for two years before I left for my LL.M. In those two years, I had the chance to be part of some landmark cases like the challenge to the NJAC and the challenge to criminal defamation laws. Working with Mr. PS Narasimha — now Justice Narasimha — was a fantastic experience, as I learnt how to at once look at the big picture while handling a case and analyse precedent granularly. 

    Perhaps most importantly, working under both of them taught me about the value of giving space to a junior lawyer – space to think, to express himself, and to have the freedom to be wrong.

    You have represented a Member of Parliament before the High Court of Karnataka in a public interest litigation challenging the orders issued under Section 144 CrPC by the Government of Karnataka in Bengaluru. What were the key legal arguments you put forth in the case, and how did you navigate the complexities and high stakes involved in such a significant matter?

    When the client approached us, given the time sensitivities involved, we only had about three or four hours to draft, file, get the matter listed and brief our senior counsel.  But despite the short timelines and the pressure of getting the matter heard on time, a bunch of  counsel who were representing similar petitioners got together and helped us in the process of filing and listing the matter – exemplifying the collaborative nature of litigation in general, and our bar in particular.   

    In terms of the merits of the matter, our petition started off focusing on constructing arguments on the values that the Constitution espouses and the meaning of the right to free speech and the right to protest. However, at the time of briefing and during arguments, our senior counsel decided to take a more practical approach to the matter by arguing on administrative law grounds – specifically, whether the orders were issued in a procedurally proper manner, and with reasons. This taught us the value of knowing when to call on a bench to make value-laden calls on the content of rights like free speech and the right to protest, and when to just focus on more objective standards of what the letter of the law permits and prohibits. This approach eventually helped the petitioners win the case, and made me realise the merit of developing tightly reasoned and irrefutable arguments — far from the type that make headlines.

    After working with a range of esteemed lawyers and law firms, what motivated you to establish your own practice? What were some of the initial challenges you faced in this transition, and how did you overcome them to establish a successful practice?

    Whether I’ve established a successful practice is for time to tell. I suppose I, like most litigating lawyers, always wanted to set up my own practice after working for a few years under someone. And as many litigators will tell you, a big part of being a litigating lawyer is being at the right place and at the right time. Before setting up my own practice, I had the chance to handle some of my own clients while being part of Arista Chambers, run by Promod Nair – now a senior counsel — in 2019. During my time at Arista, I slowly built up a base of clients largely through word of mouth. Then Covid hit and a lot changed. By January 2021, it felt like the time was right to start my own practice.

    The real challenge that I faced – and perhaps continue to face – is more internal than anything that involves the actual practice of the law. I don’t know if this is an experience every other litigator has but, for me, I kept (or keep) changing the goalposts. Initially, when I started off, my concerns were about the number of clients and matters I had; this soon changed, and I started to worry about whether I was earning enough to stay on top of things. Very quickly, I moved on to worrying about the kind of matters I was doing and how much of a role I had in various matters. Rinse, repeat. So, essentially, I found myself stressing about different things relating to a career in litigation. Today, I guess I’ve become a bit better at getting some distance from all this, but I would be lying if I said I’ve completely moved beyond these challenges.

    You’ve represented an AI startup in the past. How do you see the future of AI and technology law evolving, particularly in relation to intellectual property rights, data privacy, and regulatory frameworks? What challenges do you anticipate in balancing innovation with legal protections in this rapidly advancing field?

    This may sound like a cliché, but the biggest challenge, I suppose, will be to see whether the law can keep up with technology that appears to be evolving every few months. We’re already seeing this play out live in the Delhi High Court with ANI taking OpenAI to court for copyright infringement. It’ll be interesting to see how the court applies the current copyright regime to deal with technology that was not even conceived at the time the legislation was enacted. The same goes for data privacy. Machine learning technology is rapidly evolving, and I believe the current consent-based approach to data privacy will be tested. I’m not sure how consent can be practically obtained for every instance of use of data when you consider how Gen-AI repurposes data continuously for new outcomes. We may therefore need to imagine a different, more comprehensive data privacy framework for machine learning – or perhaps a separate regulation policy – which not only accounts for the growth and development of the sector, but also keeps at its centre the individual whom the sector is supposed to ultimately serve.

    With your extensive experience spanning constitutional law, commercial disputes, and more, what aspects of the litigation field continue to inspire and drive you? Looking ahead, what vision do you have for both your own career and the future of your firm and how do you balance your personal life with such a demanding career? 

    Three aspects mainly – firstly, I absolutely love the theatre of it all. I like thinking about the delivery of the argument, what style works before which judge, what the judge is thinking at any given point, how to craft the argument before the delivery, and finally the actual delivery of the argument. Secondly, no two days in litigation are the same. One day we are fighting a contentious shareholder dispute; the next day we are going up against the state to protect a farmer’s rights. I’m not sure there are very many professions that enable such diversity in work. Thirdly, every once in a while, you get to represent someone who has been left out by the system. 

    My interest in litigation naturally extends to wanting to nurture those who will shape its future (something I’ve gained immensely from thanks to my previous bosses). At Sadananda & Prasad, we’ve been trying to make it a sort of incubation chamber for future lawyers and a safe space to develop as a lawyer. I believe every good litigator eventually has the dream of starting off on their own, and we hope to create a space where lawyers can come, learn, and start to grow their own practice while not being afraid to fail. That is our vision, and we hope in time this vision is realised.

    Of course, dedication to this vision, and to the profession as a whole, is demanding. That naturally leads to the question of personal balance. I used to try to unwind by either playing a sport or noodling on the guitar or piano. Now I have a 16-month-old, and I spend a significant chunk of my time pretending to be a monkey for her sake. Truth be told, personally, nothing is more stress-relieving.

    What advice would you give to law students aspiring to build a career like yours? What key skills or qualities do you believe are essential for success in these fields? Your journey serves as an inspiration for many, and any advice from you would be invaluable to aspiring legal professionals.

    The role of luck is frankly quite underrated. You may be the best legal mind in the room but still not get the opportunities to showcase it merely because it just isn’t your time. I’ve seen far better lawyers than me give up on litigation simply because of this. So my advice to aspiring litigators would be to just wait for it and don’t give up. Be patient and equanimous. Everyone’s time comes in litigation. In the meantime, be prepared for that moment. Observe and learn from your seniors and peers; know the law – the letter of the law, its logic, and finally its actual practice, so that when your chance comes – which it will – you’re ready to take it. And as my ex-boss often insisted, remember, it’s not about you.

    Get in touch with Vishwajith Sadananda –

  • “When a brief comes your way, defend your client like a warrior: with full commitment, clarity, and confidence.” – Angad Baxi, Advocate on Record and Principal Associate at J. Sagar Associates.

    “When a brief comes your way, defend your client like a warrior: with full commitment, clarity, and confidence.” – Angad Baxi, Advocate on Record and Principal Associate at J. Sagar Associates.

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

    Coming from an academic background in economics, what inspired you to pursue a career in law? Has your background in economics enhanced your ability to navigate complex commercial and transactional disputes?

    Looking back, I believe I was always meant to be a lawyer. I distinctly remember in Class 6, I wrote in my slam book that I wanted to be one, without fully understanding what it meant. One vivid memory is from a school session where we talked about our parents’ professions, and I was fascinated by a friend whose family included a prominent criminal counsel — I was hooked. My time at Modern School, Vasant Vihar, further shaped this instinct. I was drawn to history, public speaking, dramatics, and editorial work, all of which naturally nudged me toward law.

    However, as a first-generation lawyer with no immediate role models, I had to be practical. At that time, I had topped in economics and was equally passionate about history. I faced a real conundrum: pursue economics, follow history academically, or take the uncharted path into law.

    I chose to study Economics (Hons.) at Delhi University, knowing well that if law was truly my calling, I could always pursue the three-year law course later. That clarity helped me focus. Though I did well academically, I realized early on that economics was not my true passion. I enjoyed its rigour but not the heart of it. The day I graduated was the day I gave myself permission to fully pursue law.

    That said, I don’t regret my economics background — it has deeply shaped my approach to litigation. Understanding economic models, financial structures, and market behaviour enables me to unpack complex commercial disputes with greater insight. Whether it’s a shareholder conflict, contractual dispute, or regulatory challenge, my economics training helps me grasp the underlying commercial drivers, spot inconsistencies in financial narratives, think strategically and to ask “why” until something actually made sense. In high-stake litigation, clarity of thought and structured analysis make a tangible difference, and this analytical discipline has been a real asset throughout my career.

    Early in your career, you worked with a range of law firms and senior lawyers. What are some of the foundational experiences during that period that continue to shape your legal practice today?

    Early in my career, as a first-generation lawyer with a three-year law degree, I was acutely aware that I needed to make every internship count. I sought out diverse experiences, interning with Tier 1 and Tier 2 law firms, specialized litigation boutiques, corporate firms, and even spending time with trial court, High Court, and Supreme Court lawyers. This breadth gave me a panoramic view of the profession and helped me understand its many facets.

    My final internship was with Mr. Amarjit Singh Chandhiok, Senior Advocate, which eventually led to me joining his chamber. Many questioned my choice to work with a senior counsel straight out of law school, but I knew the value of the environment I was entering. Fali S. Nariman’s phrase resonates deeply with me: “When you mention a famous racehorse, the first question is always, ‘From which stable?’ The stable matters.” For me, Mr. Chandhiok’s chamber was that stable, the ideal place to hone one’s craft.

    Mr. Chandhiok is the quintessential mentor. His razor-sharp eye for detail, encyclopaedic knowledge of civil and commercial law, and unmatched clarity of thought set a high bar for anyone aspiring to excel in litigation. It was there I truly understood the critical importance of strategic thinking before stepping into court and the necessity of being impeccably prepared. The chamber handled a wide spectrum of complex cases—arbitrations, election petitions, shareholder disputes, guardianship matters, civil suits—each presenting unique challenges and learning opportunities.

    The work ethic instilled in that chamber remains with me. Often, the briefs would come only by late evening, requiring all-nighters to prepare comprehensive notes for Mr. Chandhiok’s arguments the next day. This rigorous training taught me the value of hard work, discipline, and an unwavering attention to detail. But beyond the technical skills, it was Mr. Chandhiok’s words of wisdom after every case, his humility, and relentless pursuit of excellence, that reminded me there is always more to learn and room to grow.

    Many successful lawyers speak warmly of their formative chambers, and I echo that sentiment. That environment shaped not just my legal skills but my approach to the profession and to clients, grounded in diligence, strategy, and integrity. It remains the foundation upon which I continue to build my practice today.

    What made you switch from a Senior Counsel’s chamber to a tier 1 law firm, JSA Advocates & Solicitors. What changes did you encounter making the shift from a senior counsel to a law firm. 

    I wanted to broaden my horizons and take on the role of a drafting and filing counsel, while engaging with a wider spectrum of complex commercial and transactional disputes. I first learned about a vacancy on Mr. Dheeraj Nair’s (Partner) team through my best friend who works at JSA. I had also seen Mr. Nair in action, strategizing thoughtfully and decisively alongside Mr. Chandhiok during a court hearing, which left a lasting impression on me.

    Having now worked alongside Mr. Nair for seven years, I can confidently say that I owe much of my professional growth and success to his exceptional mentorship. He is not only an outstanding lawyer with a deep strategic mind but also possesses exemplary client management skills. It was with him that I truly understood the importance of building long-term client relationships, something that requires not just hard work but countless sleepless nights until those eventual eureka moments arrive, and trust me, they always do. His ability to simplify complex problems, think several steps ahead, and communicate with clarity is truly inspiring. What stands out most is his commitment to nurturing young lawyers by instilling confidence and encouraging independent decision-making, qualities essential to growth in the formative years of a legal career.

    JSA is a visionary firm that genuinely values every lawyer’s contribution, fostering a culture of collaboration, continuous learning, and innovation. The firm’s forward-thinking approach and emphasis on teamwork create the ideal environment to develop as a well-rounded legal professional. At JSA, talent is recognized and nurtured, and I continue to learn and grow every day.

    Of course, working at a law firm involves a shift in perspective. You move to the other side of the spectrum, from pure advocacy to client interface, drafting, filing, conferencing, arguing in court, and even raising bills. You need to stay on top of all these aspects. Importantly, it is here that you truly appreciate the commercial side of law, the strategic thinking, client focus, and business realities that shape legal advice and advocacy.

    What made you give the prestigious Advocate-on-Record examination? As an Advocate-on-Record at the Supreme Court of India, how has this designation influenced your practice, particularly when appearing before the Supreme Court? What additional responsibilities does this role entail?

    My decision to pursue the Advocate-on-Record (AOR) examination was inspired by Mr. Dheeraj Nair, who is an AOR himself. His expertise and professionalism motivated me to deepen my engagement with Supreme Court practice. The AOR designation is a prestigious credential that signifies mastery over Supreme Court procedures, drafting, and advocacy.

    Being an AOR has significantly influenced my practice by enabling me to file and argue cases directly before the Supreme Court, enhancing my ability to manage cases end-to-end. It has sharpened my drafting skills, improved my understanding of complex procedural nuances, and instilled a greater sense of responsibility and ethics.

    Additionally, the role involves coordinating with multiple teams within the firm who seek to file cases before the Supreme Court, which helps expand one’s professional reputation. Being an AOR requires a comprehensive approach that balances client expectations, legal strategy, and court requirements. This designation has been instrumental in broadening my professional capabilities and strengthening my commitment to delivering high-quality advocacy at the highest judicial level.

    You’ve advised on a wide array of legal issues including shareholder disputes and commercial contracts. What is your approach?

    I have advised on a wide range of legal issues, with shareholder disputes being a key area of specialization. These disputes involve complex interpersonal dynamics, competing interests, and nuanced corporate governance challenges. Successfully resolving them requires a solid grasp of company law, contractual frameworks, and sharp negotiation and strategic skills.

    My approach combines meticulous fact-finding with anticipating opposing strategies, crafting compelling arguments, and managing sensitive negotiations. This combination of legal acumen and practical strategy enables me to help clients navigate these disputes toward effective and sustainable outcomes.

    With respect to gaming laws and regulatory compliance, how would you assess India’s legal framework in comparison to internationally accepted norms? What are the major compliance challenges businesses in this sector face?

    India’s legal framework for online gaming is evolving but remains fragmented compared to more cohesive international models. The 2023 amendments to the Information Technology Rules introduced self-regulatory bodies and defined permissible real-money games, but the overlap between central guidelines and varied state laws continues to create compliance uncertainty.

    Major challenges include regulatory ambiguity, inconsistent licensing processes, complex tax structures, and an aggressive enforcement climate. In contrast, many global jurisdictions offer streamlined, centralized regulation that promotes industry growth and investor confidence.

    To align with international standards, India needs a unified national policy that reconciles state and central regulations and provides long-term clarity. In this landscape, lawyers play a key role in helping businesses navigate legal risks, ensure compliance, structure operations, and engage effectively with regulators.

    You regularly advise foreign clients on Indian legal matters, especially in high-stakes, cross-jurisdictional transactions. How do you navigate the differences between the legal systems?

    Advising foreign clients on Indian legal matters, particularly in complex, cross-border transactions or disputes, requires more than just a knowledge of Indian law. It involves simplifying the law, explaining the procedural nuances, and often, the practical vagaries of the Indian legal system. A lawyer’s job in this context is not only to identify the risks but to provide clear, actionable solutions.

    Foreign clients and firms come to us for results, not just analysis. I make it a point to move beyond theoretical advice and focus on pragmatic, commercially viable strategies. Over time, I’ve built strong rapport with several international clients and counterparts, owing to my problem-solving approach and my ability to communicate local complexities with clarity and confidence. That balance between legal insight and practical execution is what truly makes cross-jurisdictional work successful.

    Given your work with India’s leading e-commerce platforms, what are the recurring legal challenges these platforms face regarding intermediary liability and content removal, especially amid changing digital regulations? How effective are current mechanisms in resolving these disputes?

    E-commerce platforms in India operate under increasing regulatory pressure, particularly concerning intermediary liability and content takedown obligations. While the IT Act provides a “safe harbour” to intermediaries, the practical enforcement of this protection remains inconsistent.

    Many courts across the country are still hesitant to extend timely protection under the safe harbour principle, which creates urgency in seeking relief. Given how time-sensitive these issues can be, I often find myself moving quickly between courts in different parts of the country to secure interim protections and maintain operational continuity for clients.

    A key challenge lies in navigating overlapping obligations, balancing compliance with evolving IT Rules, addressing takedown demands, and mitigating exposure to reputational and legal risks. Current mechanisms such as self-regulatory bodies and grievance redressal structures help to an extent but lack uniform enforcement and often do not provide swift remedies.

    From a strategic perspective, it is essential for intermediaries and e-commerce platforms to establish clear internal protocols, escalation frameworks, and litigation preparedness. As counsel, we do not just advise on what the law says, but help clients anticipate regulatory action, build proactive compliance systems, and craft legal strategies that ensure effective and timely results.

    Could you share your experience handling one of the most challenging cases you’ve come across? How do you approach such complex matters, from research to strategy and how do you manage the pressure in high-stakes situations?

    I cannot single out one particularly challenging case because my work spans a wide range of complex matters. I regularly handle commercial and contractual disputes, shareholder and joint venture conflicts, domestic and international arbitration, banking fraud, insolvency, white-collar crimes, gaming laws, regulatory compliance, and public law issues. Many of these cases require creative thinking and tailored strategies, which clients expect from us.

    I focus on extracting detailed information from my clients because as lawyers, we often find solutions or key documents that laypeople might miss. Asking questions, and then asking more, is essential. Clients appreciate this thoroughness over time. One important lesson I have learned from senior colleagues is the power of asking the right questions. An eye for detail makes all the difference.

    My approach starts with deep research and understanding of both legal and commercial aspects. I develop dispute resolution strategies that combine pre-litigation efforts with litigation or arbitration while always aligning with the client’s business goals. Managing pressure in high-stakes matters requires discipline, preparation, and staying calm under uncertainty. Working across courts, tribunals, and regulatory bodies, I rely on meticulous planning and teamwork to navigate complex situations and deliver effective results.

    This broad exposure has helped me develop a flexible mindset and problem-solving skills to meet clients’ needs even in the most challenging matters.

    With rapid developments in data privacy laws and digital regulation, how do you foresee the legal landscape in India evolving over the next few years? Are there any trends that businesses or legal professionals should be particularly mindful of?

    India’s data privacy and digital regulation landscape is evolving rapidly and is expected to become much more robust in the next few years. The upcoming comprehensive data protection law will impose stricter requirements on how businesses collect, process, and transfer personal data, emphasizing user consent, data security, and cross-border data flows. This will push Indian companies and foreign investors to enhance their compliance frameworks and technology safeguards.

    Regulators are likely to increase scrutiny, focusing on transparency, accountability, and enforcement against violations. Cybersecurity norms will also tighten, and there will be closer coordination between data privacy laws and sector-specific regulations like finance, healthcare, and telecom.

    As a lawyer advising clients in India, I focus on helping them understand these evolving rules in practical terms, not just the legal text. This means guiding them through data audits, compliance program design, and risk assessments, while also preparing them for potential regulatory investigations or breaches. 

    I work closely with clients to build proactive strategies that balance legal requirements with their business realities, helping them stay compliant while minimizing disruption. This client-centric, solution-driven approach is critical given how fast and complex the regulatory environment is becoming in India.

    Is there a guiding principle or professional motto that you’ve followed throughout your career? What  advice would you offer to young law graduates aspiring to build a career in litigation and dispute resolution?

    A guiding principle I’ve followed throughout my career is to be practical, business-friendly, and bold in representing my clients. While developing strong legal arguments are important, often the most effective solutions come from understanding the client’s commercial realities and crafting strategies that balance legal rigor with practical outcomes. When a brief comes your way, defend your client like a warrior — with full commitment, clarity, and confidence.

    Also, keep saying YES. Even when it feels daunting or you feel unprepared, step forward and volunteer. Some of the most defining moments in my journey came from saying yes to opportunities I wasn’t sure I was ready for.

    For young law graduates aspiring to build a career in litigation and dispute resolution, my advice is to develop not only your legal knowledge but also your ability to think strategically and communicate effectively. Be willing to ask the right questions, dig deep into facts, and understand the context behind every dispute. Litigation or Dispute Resolution is not just about winning arguments; it’s about delivering solutions that work in the real world. Stay bold, stay curious, and never lose sight of the client’s goals. Practicality and fearlessness will set you apart as a trusted advocate.

    You maintain a diverse and demanding practice appearing in courts, advising clients, contributing thought leadership, and more. How do you find balance between your professional obligations and personal life, and how do you manage stress in such a high-intensity career?

    There is no such thing as work-life balance in law—that’s the honest truth, and I wouldn’t want it any other way. A good lawyer never really stops working; clients’ legal challenges keep coming, and you’re constantly thinking through solutions and next steps. Trust me, all of us in this profession enjoy that challenge. 

    To manage stress, I try to make some time for reading non-fiction, playing pickleball, taking family vacations, and catching up with my non-lawyer friends to stay grounded and keep my “other” world alive. But I’d be lying if I said there is any perfect balance between work and life.

    Get in touch with Angad Baxi –

  • “For any professional, and particularly for a first-generation lawyer, mentorship is crucial in shaping their skills and understanding of the trade.” – Shyam Kumar, Partner at ALT INDIA LEGAL.

    “For any professional, and particularly for a first-generation lawyer, mentorship is crucial in shaping their skills and understanding of the trade.” – Shyam Kumar, Partner at ALT INDIA LEGAL.

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


    With over a decade of experience in the legal field, what was the initial inspiration that motivated you to pursue a career in law? 

    Honestly, I joined law school primarily because I didn’t want to pursue a career in medicine or engineering, as my parents had hoped. Convincing them that there could be a respectable career outside these two professions was challenging. However, with their blessings, it has turned out to be a better choice for all of us. 

    You began your professional journey in law during your final year of law school under the mentorship of Mr. A.P. Singh. How did this early exposure to infrastructure arbitration shape your career path, and what key lessons did you learn from working with him that have influenced your approach to legal practice? 

    For any professional, and particularly for a first-generation lawyer, mentorship is crucial in shaping their skills and understanding of the trade. While time and experience help hone one’s abilities, a professional’s approach often reflects the quality of mentorship they receive and the kind of people and environments they work with.

    I began my professional journey in the 4th year of law school under the guidance of my first mentor, Mr. A.P. Singh. I worked with him in my final year of college and continued after obtaining my degree and enrollment for over a year. Working with him provided my initial exposure to infrastructure arbitration, which became the foundation of my early practice—frequenting arbitration tribunals in venues like Neeti Bagh Club, India Habitat Centre, and five-star hotels more than the courts. This unique start gave me a different perspective on legal practice, which proved invaluable later. Mr. Singh has been a constant guide in my professional journey and continues to be so to this day.

    After your initial experience, you moved to Fox Mandal to gain experience at a law firm. Could you describe how your time there expanded your legal horizons, especially with regard to high-profile international arbitrations? 

    My time at Fox Mandal was immensely enriching, offering me the opportunity to work on high-profile, high-value international arbitrations and litigations. The experience of engaging in contests against magic circle firms significantly broadened my understanding of the global legal profession and deepened my knowledge of the complexities involved in cross-border disputes. In fact, I chose to decline higher paying job offers from Tier-1 law firms, opting to remain at Fox Mandal because of the exceptional quality of work and exposure it provided—an opportunity I deeply valued for its impact on my professional growth.

    Having worked in a smaller firm environment at Lotus Law Partners, how did this experience differ from working in larger firms like Fox Mandal? What specific aspects of working in a smaller firm did you find most beneficial for your development?

    My stint with Lotus Law Partners, led by Mr. Keshav Mohan, was brief but insightful. At the time, Mr. Mohan, counsel for Sahara Chief Mr. Subrata Roy, had recently gained prominence. Tragically, we lost him to the COVID pandemic. 

    In my experience, smaller offices foster stronger friendships and closer collaboration. They offer greater access to the overall strategy, as well as the finer details of decision-making processes, providing a more holistic understanding of legal practice. 

    Your time at Jaitley & Bakhshi must be pivotal in honing your leadership skills. Can you elaborate on how your role at the firm helped you develop the skills necessary to lead a team and understand corporate clients’ needs?

    There’s a significant difference between executing an assignment and effectively getting it executed by a team. The latter is a critical leadership skill that builds upon mastering the former. My time at Jaitley & Bakhshi challenged me to step into this role, helping me develop the ability to lead a team, manage responsibilities, and understand corporate clients’ needs from a leadership perspective. 

    What makes my tenure at Jaitley & Bakhshi more special is its personal connection to why I chose law in the first place—my admiration for Mr. Arun Jaitley. His charismatic oratory and debating skills left a lasting impression on me during my younger years. To work with his family office and have the opportunity for personal interactions with him was nothing short of a dream come true. I am deeply grateful to Sonali Jaitley and Jayesh Bakhshi, the firm’s partners, for their invaluable support and mentorship.

     In 2018, you made the bold decision to start your independent practice, Alt India Legal, despite being in a stable position. What motivated you to take this leap, and how did you prepare yourself for the transition from working within established law firms to running your own practice?

    My decision to start independent practice surprised many, given my stable professional and financial position at the time. However, I had come to realize that true growth only happens when you step outside your comfort zone. This belief motivated me to take the leap, and looking back, I’m glad I did. The transition from working within established law firms to running my own practice was undoubtedly challenging, but it has been incredibly fulfilling. Drawing on the experiences from my previous roles, I focused on building a practice that serves clients across key sectors, striving to deliver practical and effective solutions.

    Specializing in contractual and commercial disputes, employment litigation, insolvency, and infrastructure arbitrations, can you share an example of a particularly challenging case from your career, and how you navigated the complexities involved?

    There have been many challenging and interesting cases which are worth mentioning here but I would stick to a very recent case wherein the Supreme Court has agreed to consider the issue of lack of procedural guidelines in investigating the crime of fake/ counterfeit drugs being rampantly sold in Indian markets including private and government hospitals. 

    The background stems from the Supreme Court’s 2020 judgment in Union of India vs. Ashok Kumar & Ors. (AIR 2020 SC 5274), which removed the power of investigation in such cases from the police and entrusted it to drug inspectors. While the decision was well-intentioned, it has led to significant practical challenges. Drug inspectors, primarily functioning as licensing and regulatory authorities, lack the necessary wherewithal to investigate complex criminal activities.

    We are representing an association of 23 leading pharmaceutical companies in India, united in their fight against this menace. This case is not only about protecting the rights and business interests of these companies but, more importantly, about safeguarding the right to life of citizens. Counterfeit drugs pose a direct threat to consumers, who are often unaware they are the ultimate victims of such counterfeiting.

    Given your extensive career, what advice would you give to law students and young professionals aspiring to succeed in the legal field, particularly those interested in arbitration, insolvency, and corporate law?

    I understand that law schools have become more expensive, and students feel pressured to recoup these costs early in their careers. However, it’s important to approach the profession realistically and recognize that it differs from conventional jobs. My advice is to value mentorship and focus on acquiring the right skills—money is merely a by-product. Trust me, in the long run, this profession is financially rewarding and socially empowering. 

    Balancing the demands of managing your firm, practicing law, and personal commitments, how do you prioritize self-care and find time to unwind?

    Balancing the demands of managing my firm, practicing law, and personal commitments is undoubtedly challenging, especially given the constant urgency the profession demands. However, I recognize the importance of allocating time for health and family, making it a non-negotiable aspect of my life. I am fortunate to have a very supportive spouse, an adorable son, and very caring parents who constantly inquire about my health, much like the most diligent clients following up on their assignments.

    Get in Touch with Shyam Kumar –

  • “The legal profession requires mentorship that emphasizes dedication and consistency over the pursuit of superficial markers of success”- Aditya Parolia, Partner at PSP Legal, Advocates & Solicitors

    “The legal profession requires mentorship that emphasizes dedication and consistency over the pursuit of superficial markers of success”- Aditya Parolia, Partner at PSP Legal, Advocates & Solicitors

    This Interview has been published by Pragya Chandni and The SuperLawyer Team

    Hello and welcome, today, we are honoured to have with us Mr. Aditya Parolia, who is one of the leading counsels in India for Corporate, Commercial, Real Estate and consumer disputes. 

    Sir, could you kindly share your professional journey with us? We would be particularly interested in learning about what motivated you to pursue a career in law. Furthermore, what inspired you to specialize in corporate, commercial, real estate, and consumer disputes?

    Frankly, when I started pursuing law, it was not a common career choice. I don’t recall anyone in my immediate or extended family being a lawyer.

    Coming from a small town, the focus was predominantly on engineering. Schools and colleges emphasized preparing students for IIT and AIEEE exams. In 11th and 12th grades, I chose PCM with computers, expecting to follow the engineering path. However, it never felt right to me. I strongly believe in not pursuing something that doesn’t feel correct.

    In those days, if you told someone in a small town you were studying law, they often thought you were either not very bright or one of the unruly students who couldn’t handle math or science. My school, an ICSE board school, had a particularly bright batch. One of my batchmates topped the country in the 12th exams and got into IIT. The first seven students in my batch secured good ranks in AIEEE.

    When I informed my principal and class teacher about my decision to pursue law, my class teacher was supportive. However, my principal and relatives tried to counsel me, arguing that I was a bright student and should consider other career options. At that time, many schools in small towns didn’t even offer humanities, let alone law. They only had science and commerce sections, so law wasn’t a natural choice for me initially.

    Fortunately, my father was working in Delhi and interacted with many bureaucrats whose children were studying law. He suggested it to me, and it resonated. I found it interesting when I started reading about it. In my hometown, the district court wasn’t even called a district court—it was known as the “divani kachahari.” The infrastructure was poor, and the earning potential for lawyers was low, making the profession unattractive. Few people knew about national law colleges, and entrance exams often clashed, forcing students to choose between them.

    I’m grateful to my parents for supporting my decision to pursue law. Career counselors in schools rarely mentioned law as an option; it was often seen as a last resort. Most would suggest commerce, DU, or competitive exams like UPSC, but not law. Few in my town could name more than a couple of famous lawyers like Mr. Jethmalani, Mr. Salve, or Mr. Sibal. Today, social media and online court proceedings have increased awareness about the legal profession, but back then, it was quite limited.

    Given these circumstances, I chose to study at Indraprastha University in Delhi, which had only five seats for students from outside Delhi. I believed being in the capital, where all courts are located, would be beneficial. At that time, the concept of corporate practice in law was not well-known to us.

    I’m very happy with my decision to pursue law. My younger brother also followed this path and became an Advocate on Record (AOR). Today, in my hometown, there are several law coaching institutes, but during my time, I had to travel to Jaipur or Delhi for preparation. I finished my board exams in March, and the first law entrance exam was in early May, giving me only a month to prepare. Now, there are more resources and opportunities for aspiring law students in small towns.

    Sir, you have made history and continue to do so, and we hope that you keep making history so that we can proudly say we had the chance to interact with you. You have handled cases for around 73,000 aggrieved home buyers. On that note, Sir, we request you to share your experience managing such a significant number of cases, which is no easy feat. Could you please discuss the challenges you faced and the types of cases that arose from this scenario?

    Furthermore, we would love to understand how you became involved in such a substantial case and how you have helped these home buyers. This is a crucial matter, as for many, purchasing a home is a lifetime investment and a matter of survival. Although people may have more options today, I am certain that you are highly respected by those 73,000 home buyers for your efforts.

    Yes, today we can confidently say that we are leading practitioners in this domain. We likely have the highest number of clients in the country, spanning every sector and segment of society. Our clientele includes politicians, actors, retired judges, bureaucrats, corporates, high-net-worth individuals (HNWIs), ultra-high-net-worth individuals (UHNWIs), and private induvials as well. We do not like to say no to anyone who approaches us for help. 

    When we began this practice, we did not specifically aim to specialize in this domain. In litigation, we initially took on every kind of case that came our way. Litigation is not easy; it demands immense effort and versatility. As a renowned lawyer once told me, litigation is like digging a well every day to fetch water, only to start anew the next day.

    A good friend, who was my batchmate, once shared a piece of wisdom that remains close to my heart. He said, “Aditya, everyone wants to specialize in something, but in law, you don’t choose your practice area. It’s like a democracy where people choose for you.” This insight resonated with our experience, as our practice evolved naturally based on the cases that came to us.

    We initially handled a wide array of cases, including civil cases, criminal bail applications, and matrimonial matters. We travelled frequently to places like Allahabad and Chandigarh. However, due to our court engagements in Delhi, I hardly travel now. During this time, the real estate market was booming, and we began to receive more cases related to this sector.

    The real estate market was characterized by rapid buying and selling, often driven by speculative investments. However, there was no regulatory regime in place, leading to overselling and eventual stagnation. This lack of regulation, coupled with the greed of builders, caused numerous projects to halt. As a result, many homebuyers were left without the properties they had paid for.

    During this period, a prominent family from Bollywood approached us with a case against a builder, JP. This was in 2014-15, and the builder had failed to deliver the property by the promised date in 2011. Initially, we suggested using the Consumer Protection Act, but the client wanted to involve other affected buyers. We were surprised to find that there were 242 such buyers. This marked the beginning of a new jurisprudence in India, where class actions became more prevalent.

    As we took on more cases, our practice grew rapidly. We handled high-profile cases, such as those against Amrapali, and our numbers swelled to the point where we had to expand our team significantly. At one point, we had to manage an influx of 3,000 clients in just seven days, which was a logistical challenge.

    Our firm has since become a leading name in handling real estate and commercial disputes. We have played a significant role in shaping the legal landscape in these areas, with our cases often resulting in landmark judgments. Today, our team has grown to around 40-45 members, and we continue to manage a high volume of cases daily.

    Despite the challenges, we are grateful for the trust our clients have placed in us. We always strive to give our best, though it’s impossible to satisfy everyone. The sheer volume of documents we handle is immense, and we have undoubtedly made our ragman very wealthy.

    In conclusion, while we never anticipated specializing in this domain, it has become our primary focus over the past eight or nine years. We are proud of our contributions to the field and grateful for the opportunities that have come our way. Our practice continues to thrive, driven by the love and support of our clients and the dedication of our team.

    Sir, it appears that your specialization chose you, and now you are recognized as the leading authority in this particular legal domain. The remarkable success you have achieved is not only a result of divine favor but also due to the hard work and dedication of your team towards home buyers.

    During this journey, you have been highly active in national media, frequently being invited as a special guest on various channels to discuss legal matters.

    In light of your experiences and insights, what do you believe are the most pressing issues of national importance in the current legal landscape? Considering the disruptions we are witnessing in the legal field, what future developments do you foresee, especially given your role as a prominent disruptor in this domain?

    Nobody can foresee the future; I can assure you of this. Nobody can predict deception. I’ll take your questions one by one, in bits and pieces, but I’ll start from the end with the disruption part. Very frankly, as I said, I did not choose it, nor did we; the people chose it for us. We were just there at the right place at the right time. I always tell everyone that you just have to keep working hard. The Almighty has written your destiny, my destiny, everyone’s destiny. So, if you’re working hard, you’re moving towards your goal.

    When destiny knocks on your door, and you’re there to open it and seize the opportunity, that’s all that is required. If you’re sleeping and waiting for the day to come before you act, it never happens. I’ve worked with some of the best lawyers as a student, and I didn’t work much as a junior or younger colleague. I barely did my traineeship for six months before we decided to open this law office. I’ve always taught my younger colleagues that while you have to put in constant effort and energy, consistency is key. You never know when that door will open or when someone will knock.

    You mentioned the future. Everyone predicts that AI is the future, so you can pursue laws in AI. When I was a student, everyone thought arbitration and intellectual property rights were the right fields to pursue. There are hundreds and thousands of domains nobody has explored. For instance, we specialize in the Consumer Protection Act and the Insolvency and Bankruptcy Code (IBC). Nobody in law school considered a career in these areas because they weren’t even established back then. The Delhi Commercial Courts Act wasn’t there either. So, what went right for us? We were consistent. When opportunity knocked, we seized it and delivered results with a pragmatic approach, informing clients about what could and couldn’t be done. We never assured anyone of a specific outcome because, in law, it’s unethical to do so.

    I’ve also tried my hand in matrimonial law, although I no longer practice it. I respect my sister, who does, because dealing with such cases is not easy. It involves handling emotional trauma, and it takes a significant mental toll. I’ve seen the best lawyers struggle with this.

    Speaking of the future again, AI is a rat race. Students come to me for internships or interviews saying they want to do IBC or intellectual property rights. But I tell them what my dean at law school, Simon Chesterman, told me: read something new and try something different. For example, sports law is a burgeoning field with the rise of leagues like the IPL and Kabaddi. Few lawyers practice it, and it has huge potential. Similarly, gambling laws and laws related to cryptocurrencies are emerging fields.

    I’ll give you an example. Two of my law school classmates are now policy lawyers at Twitter and Facebook. When we were in law school, we never considered such careers. These social media companies have to adhere to national policies and constantly engage with regulators. Policies vary from country to country, and what’s banned in one place might not be in another. This was a domain we never imagined practicing in.

    So, I tell every student to keep their mind open. Don’t decide in your first year of law school that you’re going to be a litigating lawyer or a corporate lawyer. Explore different areas and see what resonates with you. Recently, a younger colleague at our firm realized litigation wasn’t for him and decided to pursue academia. There’s no harm in that. A good lawyer can excel in various fields, not just in corporate or litigation.

    During a tour in Istanbul, I met a lawyer from Chile who was pursuing his master’s in Germany, specializing in Antarctic law, dealing with exploration and sovereignty rights. These are areas most law students wouldn’t even consider. When I did my master’s, I studied aviation law and space law, which are hardly taught in Indian law schools. Today, with the rise of electronic vehicles and companies like SpaceX, these areas are very relevant.

    Younger students should consider these emerging domains. If they work hard and stay consistent, they will do exceptionally well. It’s important to understand the practice area you’re entering.

    Regarding media and news channels, the glamour initially attracts everyone. It’s an opportunity for exposure. When the real estate market crashed and big companies like JP and Amrapali failed, we were called upon to address these issues on news channels. The insolvency laws were new, and there were few experts. But over time, I’ve stopped going on news channels unless it’s something very special. It’s important to balance professional and personal life and give adequate time to family, not just focus on career.

    I hope I’ve answered your question about media involvement.

    Sir, considering your emphasis on maintaining a balance between personal and professional life, my next question pertains to that topic.

    Firstly, how do you achieve this balance? Secondly, once you find that balance, what activities do you enjoy outside of learning about law? For example, you mentioned gaining insights into Antarctic law and sovereignty rights through your travels. Sir, we would love to hear more about this, as it will help our learners understand the various pursuits they can engage in besides studying law.

    It’s 5:40 PM, Madam. By this time, I start packing my bag. The maximum usual time for me to leave the office is 6:30 PM, and I believe my team should also leave around this time. I think my team leaves by 7:30 or 8:00 PM. It is very important that we manage our time. Unfortunately, in our profession, we often talk about stipends and salaries, but we rarely discuss mental health and well-being.

    I believe that once you balance your time with your family, your mental well-being will improve. This is hardly discussed, and I am a strong advocate for maintaining a perfect balance between professional and personal life. Although I am relatively young in this profession, I have seen a lot with my batchmates, peers, and the opportunities we have had. We have the chance to argue cases against the best senior advocates in the country. Every day, we appear in almost every appellate court, which allows us to interact with top equity partners and law firms. However, I feel that younger lawyers, and we as lawyers, often get lost in the race to make more money or excel in a particular field, leading to burnout. Many of my law school batchmates have experienced this.

    Despite not being in practice for long, some of the youngest lawyers I know have burned out and left traditional domains of law. Some have moved to in-house positions, opened their own smaller practices, or left law entirely for academics. I don’t understand people working until 11:00 PM or getting up at 4:00 AM every day. If you wake up at 4:00 AM to do yoga or go for a walk, that’s fine. If you play sports, that’s even better. But I don’t appreciate people calling me after 6:30 PM. Some clients criticize this because they get free from work late, but I tell them that their lack of time management shouldn’t affect my personal life. I am in the office from 9:30 AM to 6:30 PM. You can email me, but I will only work during these hours. If I need to prepare for the next day, I might spend an extra half hour or an hour at night reading files, but I will not jeopardize my personal life for others’ lack of time management.

    A friend of mine, a very gifted lawyer, joined a good law firm and recently got married. He used to come home at 12:00 am, 1:00 am and at times 3:00 AM, by the time he was up the next day, his wife, who is not a lawyer, was leaving for work. Their entire married life was in turmoil. This story is not unique; many people have told me the same thing. I asked another senior friend about this, and we concluded that the work can often be done earlier. However, delegating tasks to younger colleagues at 8:00 PM or 9:00 PM with deadlines of 2:00 AM or 3:00 AM is unrealistic and has become a norm. Trying to satisfy clients by delivering work quickly in this competitive spirit often brings out the worst in us.

    Some of the best lawyers suffer from poor mental health, although it is rarely discussed. I’ve seen younger lawyers develop health issues like high blood pressure and diabetes. I don’t understand why. In law firm culture, I see this problem as well. I run a law firm, and I tell new hires that while we have designations like associate, senior associate, and principal, I am against this hierarchical structure. It is there to keep people happy because they want it, for me a lawyer is a lawyer, designations create unnecessary competition.

    Think about it: if you make lawyers partners at 33 or 34, they have to work until 60. After becoming a partner, their next goal is to become an equity partner. This constant pursuit can diminish their determination, which symbolic goals are achieved so early. You fight to become a partner, and once you achieve that, you might lose the drive. It’s essential to manage your career and life, rather than getting caught up in the rat race of titles and designations.

    Advocates getting designated as senior advocates is different from the law firm hierarchy of associate levels. I believe law firms need to appreciate and possibly do away with this quick succession of designations, adopting a more uniform approach to maintain mental health and well-being.

    There’s an unnatural competition that develops, not just with other law firms but internally, where people vie to become senior associates or managing partners. This should be addressed and highlighted. We need to educate the younger generation that these titles mean nothing if you are not mentally healthy. If you are a good lawyer, success will come no matter what. Don’t get caught in the race for titles. Judges & clients don’t care about your title, it is not that you are getting knighted; they care about your ability to argue a case well and get results.

    The best lawyers always maintain a balance between their professional and personal lives. This profession is a marathon, not a sprint. Your family has supported you, and you have duties towards them. They need your time, and you should fulfill their expectations as well. Dedicating equal time to family is important for your mental peace.

    I’m not saying I am perfect or never get angry, but my partner and I strive to go home early. When we are in the office, we are dedicated to work, but we also play sports, travel with our families, and socialize with our teams. Striking this perfect balance is crucial.

    Sir, considering that some individuals may not enjoy the same privileges as others have had, how do we address this disparity to ensure that new entrants experience similar support and care, particularly those from humble backgrounds who rely on community support? Additionally, do you foresee an increasing focus on mental health discussions within the legal fraternity in the near future?

    “It is imperative that senior members of the bar and the judiciary engage in discussions on crucial topics with the younger generation. It is necessary to elucidate to them that not everyone needs to possess luxury items such as a Mercedes or a Patek Philippe watch. Even individuals from humble backgrounds can thrive without such extravagances. This mindset shift is essential.

    During informal discussions outside the courtroom, I always emphasize to judges the importance of not berating younger lawyers but instead offering them opportunities. 

    Now, turning to the pressing issue of mental health, it is vital for everyone to understand that not all legal paths lead to high-profile cases or lucrative positions. Each individual’s journey in the legal profession is unique, filled with its own challenges and struggles.

    For instance, third or fourth generation lawyers from legacy families face immense pressure to live up to their predecessors’ reputations. Similarly, first-generation lawyers bear the weight of carving out their own paths in an unforgiving profession. It’s crucial for the younger generation to realize that success in law comes in various forms and that comparing oneself to others’ glamorous achievements only tells part of the story.

    My own journey began without a personal vehicle, and relying on buses and metros to commute. However, through perseverance and interactions with seasoned professionals, I learned that success in law is not solely determined by material possessions or prestigious cases.

    For instance, one of my professors from law school Professor Umakanth Varottil, a renowned expert in mergers and acquisitions, transitioned from a successful legal career to academia, demonstrating the importance of evolving and adapting in one’s professional journey. 

    The pressure to excel in high-profile areas of law, such as mergers and acquisitions or banking and finance, can be overwhelming for young lawyers. However, it’s essential to remember that success is not defined by early career choices or external validations.

    The legal profession requires mentorship that emphasizes dedication and consistency over the pursuit of superficial markers of success. Additionally, maintaining good mental health is paramount, as undue stress and burnout can have severe consequences.

    In conclusion, aspiring lawyers should focus on honing their skills, serving their clients diligently, and maintaining their humanity above all else. Success in law is not measured by material possessions or prestigious titles but by one’s integrity, dedication, and contribution to society.”

    Get in touch with Aditya Parolia-

  • “Hard work pays off… ‘Fall down seven times, Stand up eight.” – From Mumbai’s Legal Haven to Dubai’s Dispute Resolution Hub: Adhiraj Malhotra, Managing Director at Singularity Legal

    “Hard work pays off… ‘Fall down seven times, Stand up eight.” – From Mumbai’s Legal Haven to Dubai’s Dispute Resolution Hub: Adhiraj Malhotra, Managing Director at Singularity Legal

    This interview has been published by Namrata Singh and The SuperLawyer Team

    Your journey from Government Law College, Mumbai to becoming a Managing Director at Singularity Legal in Dubai is quite impressive. Could you share some insights into how you started your career and the pivotal moments that shaped your trajectory?

    • Since I am a first-generation lawyer, there was little to no guidance for me from anyone in my family into what the legal profession entailed and the various nuances one needs to understand to completely foresee a career as a lawyer. My years at Government Law College were remarkable inasmuch as while the curriculum was largely manageable, the extra-curricular activities that went on in college were immersive. 
    • I was fortunate to find considerable interest in Students for Promotion of International Law. This was my first pivotal moment where the idea of practicing international disputes was seeded in my mind. During college I was never counted in one of the sharpest minds in class. That title belonged to my college friends and some of whom I continue to remain in touch with even today. The next pivotal moment was the chance to do internships while studying. My college has a storied history, one which needs no introduction and has always pushed students to gain practical exposure. 
    • The chance to intern with one of the best law firms in the country during the last three years of law school not only gave me a sense of understanding of what differs between theoretical and practical know-how of the study of law but also the several intricacies which are involved in the practice. This allowed me to get a pre-placement offer from a leading boutique law firm, DMD Advocates and allowed me to gain experience from a stellar mentor in Ms. Fereshte D. Sethna. I am humbly grateful to her for teaching me the ropes and this is where I truly fell in love with international disputes. 
    • During my time at DMD Advocates and then at Bharucha & Partners, I not only have had the chance to work alongside the top legal eagles in India but have also been fortunate to work with magic circle firms and King’s Counsel(s) allowing me to gain exposure and enabling me to think from the standpoint of a client with projects and interests in different jurisdictions.

    As someone who has worked with Fortune 500 companies and private equity firms, could you elaborate on the role of legal strategy and advisory in facilitating strategic acquisitions and setting up industrial projects?

    • There are several lenses that one needs to wear if they are to advise any Fortune 500 company or private equity firm and that is because you are working with one of the sharpest minds in the profession and those who have specific expertise in the subject matter. 
    • My role as a legal advisor to these companies and firms was from the standpoint of a strategist in highlighting the various issues which are required to be looked at not only from a legal perspective but also from a securities and regulatory perspective. My experience in handling international disputes for similar clients helped me to understand their issues fairly quickly and deliver as per the client’s requirements. 
    • Almost all the companies which I have dealt with have been publicly traded entities either on the Indian stock exchange or other exchanges across the globe. There has been a high demand for data center setups in Maharashtra and has seen an increased interest from various international conglomerates. This poses its own challenges with different cultures and jurisdictions at play. Thus, it becomes extremely crucial to understand the pain points from a client perspective when it comes to entering into a transaction for setting up an industrial project. 
    • Another important requirement one needs to keep in mind is to ensure that the wider team working on due-diligence aspect and other issues are aligned and fine-tuned to the real-world issues being faced on the transaction. My role entailed leading the transaction from top to bottom and included overseeing the legal, operations, diligence and architectural teams to ensure the client’s targets are achieved. 

    You’ve recently cleared the UK Solicitor Qualification Examination. How do you think this additional qualification will enhance your practice, particularly in the context of international disputes? Additionally, could you share what motivated you to pursue this exam amidst your already demanding career? And any tips for the person who wants to give this exam.

    • First and foremost, the UK Solicitors Qualification Exam is one of the toughest exams there are across fields and that in itself puts immense pressure. The rigorous curriculum not only enhances your thinking and capabilities but the hours one puts in crossing the line engrains the different threads of law in oneself. 
    • As an Indian lawyer working in Dubai, which is steadily becoming the global melting pot, it has tremendous advantages. There is a huge influx of investments from all across the globe. While the UAE judicial system is extremely robust, there is a high demand for a system which is closer to home. The DIFC Courts and ADGM Courts are common law dispute resolution centers, one which have put Dubai on the map for dispute resolution. As a Solicitor of England & Wales, the DIFC and ADGM Courts are home ground for me more so now than before. 
    • In terms of pursuing the SQE and the motivation, all I could say is that I had very early on in my career decided that I would not pursue a master’s degree considering I was predominantly a commercial disputes lawyer and found no reasons as to how a master’s degree could help me. I was obviously wrong. At this stage of my career, I felt that a dual qualification would benefit me more professionally than a master’s degree and I plunged straight into it. I took it as a challenge, and one which was very hard considering I had shifted jurisdictions as well. In the end, hard work pays off and nonetheless I have always believed in myself and stand by my motto “Fall down seven time Stand up eight”.

    In your opinion, what are some emerging trends or challenges in the field of international arbitration and commercial disputes that legal professionals should be mindful of?

    • At the outset, I would say that there are far too many to really count. But there are some important ones which I would like to highlight, specifically litigation finance and cross-border enforcement and recognition. 
    • Litigation finance is third party funding obtained by a company from a financier, to pay the litigation costs incurred during a dispute. A funder may also act as a general contractor to help strategies and manage the dispute and costs. This type of funding adjudges the value of legal claims even before they can be recovered before a Court or Tribunal. In this arrangement, the financier is entitled to an agreed share in the monetary settlement received by the company, and only if the litigation is favourable i.e. it is entirely non-recourse. While the Indian litigation financing industry is in a nascent stage, there is tremendous scope for this market in the country. There are now an association of major global players in litigation financing which have come together and formed the Indian Association of Litigation Finance. 
    • Cross-border enforcement and recognition is somewhat an underlying secret. Usually, a party would straight up go and enforce and award and order in a jurisdiction where they have secured relief. In reality, things are very difficult and tricky. Enforcement and execution have since ages been a pain point for a judgment creditor and one which takes the most amount of effort. In my experience, it is very important to ensure that the lawyers are alive to challenges such as dissipation of assets and incognito preferential sale(s) since almost always the assets of a judgment debtor are in a completely alien jurisdiction or a tax-haven entirely unbeknownst to the creditors. This way dissipation of assets is carried out under the rug and the judgment or award is rendered as a mere piece of papers. 
    • One advice I give all my clients is to invest in an investigative asset search exercise at the outset, and sometimes even prior to invocation just as a safety net to ensure that enforcement and execution is smooth. This has helped me in my career and luckily has served well for all my clients. I have been fortunate to have been part of teams where we have secured execution of judgment(s) and award(s) in as less as 3 months. 

    After years of practicing law in India, what motivated your decision to transition to Dubai and take on the role of Managing Director at Singularity Legal? Could you share some insights into the factors that influenced this move and how it has impacted your professional journey?

    • This was more of a personal choice rather than a professional one. I was well established in India and practiced regularly before the Supreme Court, High Court(s) and Tribunals, when I took the chance of going in-house. The only other thing then which was left was to try working in a different jurisdiction altogether. While I have been fortunate to have worked on disputes ranging across Europe, United Kingdom, United States of America and South-East Asia, I had not permanently moved my base. 
    • With Singularity Legal it was an easy decision. Singularity Legal had been making great strides in the international disputes sector and I had been keenly looking at their growth. The chance to associate myself with an international disputes firm and grow the firm in a very interesting jurisdiction like the Middle East was an opportunity which comes to few lawyers and I grabbed it with both hands. 
    • Another factor which played an important role was my inclination to work across jurisdictions. Since I have done a fair bit of international arbitrations and investor-state disputes, this was a playground which was far too familiar albeit with its own set of challenges. The challenge to make my presence and name while at the same time growing the reputation of the firm in an entirely new jurisdiction was exciting and invigorating at the same time. Fair to say that the last one year has been an eventful journey and I am glad that I chose to make the decision rather than sit in a comfortable cocoon after having spent 10 years building my name in the legal profession in India. 

    Your work spans across diverse sectors such as energy, maritime, aviation, and taxation. How do you stay updated with the latest developments and regulations across these industries?

    • It is an arduous task and one which every lawyer needs to embody in their schedule to ensure continuous growth and development. We are only as good as our knowledge. Lawyers like doctors never stop learning and studying. A few ways which I manage to keep abreast with developments across the various sectors in which I practice are:
    • Continuous Learning: I dedicate a fixed amount of time to ongoing learning through seminars, workshops, conferences, and webinars specific to each industry. These events often feature industry experts who discuss emerging trends, regulatory changes, and best practices.
    • Industry Publications and Journals: I also subscribe to industry-specific publications, journals, newsletters, and online platforms allows me to stay informed about the latest news, case law, regulatory updates, and market trends relevant to each sector.
    • Professional Associations and Networks: I have actively participated in professional associations and industry-specific networks. These are exceptionally useful not only as a networking platform but also to hone skills and gather knowledge across various sectors. 
    • Research and Legal Update Tools: I constantly use various legal research portals to seif through updates in different industries as also jurisdictions considering I cover different territories. I cannot emphasize how important it is to go on these research portals irrespective of whether you need to research or not just to ensure that you read what the new cases are and what is the legal point which is being discussed. 
    • The last thing which I do is no industry secret but one which I have taken from the practice of several leading luminaries through the last 11 years. This is to maintain a record of all the different areas of law where I have read an interesting point of law. At the same time, I also maintain a sheet which has a list of all the individuals whom I have met. These are my holy grail(s) and I would swear by every lawyer making a similar one for themselves. It is the most efficient reference point for me in time where I am stuck. 

    As the Managing Director at Singularity Legal, could you provide insight into your role and responsibilities within the firm, and how you contribute to shaping its growth strategies and operational efficiency?

    As the Managing Director at Singularity Legal, I lead the operations of the firm’s Middle East practice group and work in a dual role. As a key member of the firm, my role and responsibilities are multifaceted, encompassing various aspects of legal practice, strategic planning, and operational management. I advise clients in my capacity as a counsel and at the same time I am involved with the growth team to increase the firm’s reach in the Middle East. 

    • Operationally, it is imperative to ensure that time is chalked out for each activity especially considering the amount of networking activities that are going on across the Middle East. I actively engage in business development initiatives, including client prospecting, relationship building, and networking activities. By cultivating strong relationships with existing clients and identifying opportunities to expand our client base, I contribute to the firm’s revenue growth and market presence.
    • I actively engage in training and mentorship initiatives to support the professional development of junior associates and staff members. By sharing my knowledge, experience, and best practices, I help cultivate a culture of continuous learning and excellence within the firm. I also collaborate closely with colleagues across different jurisdictions to leverage collective expertise, resources, and synergies. Singularity Legal is an international disputes firm with offices across India, UAE and Singapore and by fostering a collaborative and cohesive working environment, I contribute to the firm’s overall effectiveness and success.

    In today’s digital age, technology plays a significant role in various industries. How do you envision the coming generation leveraging technology to achieve success in the legal profession, and what advice would you give to young aspiring lawyers on effectively utilizing technological advancements to enhance their growth and expertise?

    • Embrace technology as a tool to enhance your legal practice rather than fearing it as a disruptor. Stay open-minded about exploring new technologies and learning how they can improve efficiency and effectiveness in your work. AI has made significant strides in each industry and it is only a matter of time that we lawyers are also subsumed with the AI bug. Already a lot of the international law firms have developed their own proprietary AI tools to assist in regular day-to-day functioning. Technology helps in upskilling an industry and one should only embrace it. 
    • Investing time and resources in acquiring technological skills relevant to the legal profession as also growing aware of the recent technological developments in the legal field. It would be very useful to attend training programs, workshops, and online courses to develop proficiency in legal tech tools and platforms. 
    • Stay informed about the latest developments in legal technology and be proactive in adapting to changes in the digital landscape. Follow industry publications, attend conferences, and engage with legal tech communities to stay updated on emerging trends and innovations. There is a huge Fintech boom and Legal tech is not far behind. 
    • Collaborate with colleagues and peers to share knowledge, experiences, and best practices related to technology in the legal profession. Networking with professionals in legal tech startups, innovation hubs, and accelerators can also provide valuable insights and opportunities for collaboration. However, it is most important to focus on client value and use technology to deliver greater benefit to the client by offering innovative solutions, enhancing efficiency, and improving the overall client experience. Keeping client needs and objectives at the forefront of your technological initiatives is what will allow a lawyer to absolutely shine.

    Amidst your demanding professional commitments, it’s important to find time for relaxation and rejuvenation. Could you share with us what hobbies or activities you enjoy to unwind and recharge after a busy day in the legal realm?

    • Absolutely, being a lawyer is a demanding and hi-octane profession and one which is extremely mentally saturating as well. I have always been very vocal about maintaining a good balance between professional and personal goals. One may be doing exceptionally well professionally but if they are struggling personally, it is not worth it. 
    • I am a sports enthusiast and have tried my hands at multiple sports. However, football and golf are my go-to sporting activities to unwind. I have also recently found long-distance cycling to be a calming force which allows me to unwind amidst a busy and hectic day or week. Apart from these, I enjoy running and will be training to run the marathon this year. 

    Get in touch with Adhiraj Malhotra-

  • “Strong coordination and regular liaising with law enforcement authorities is the key in initiating swift actions against the counterfeit activities”- Kshitiz Karjee, Managing Partner,  Semita Legal, Advocates & Solicitors 

    “Strong coordination and regular liaising with law enforcement authorities is the key in initiating swift actions against the counterfeit activities”- Kshitiz Karjee, Managing Partner,  Semita Legal, Advocates & Solicitors 

    This Interview has been published by Pragya Chandni and The SuperLawyer Team

    Can you share a bit about your journey into the legal profession? What inspired you to pursue law, and how did you navigate your career to reach your current position as an Advocate-on-Record before the Supreme Court of India?

    Being a science student in school, I had no idea about law as a profession until just before the Class 12 Board Exams I happened to read in the newspapers about CLAT which was happening for the first time in 2008. Out of curiosity I began to research about the legal profession in general and it struck to me that I have to be litigator given my persona and aptitude. Moreover, I wanted to enrol in a professional course which would enable me to later have my own practice. Though I cracked a few of the prestigious engineering entrance exams, I was firm in my mind that I would study law. Accordingly, I studied law in Delhi during 2008-13.

    Being a first-generation litigation lawyer, I was fortunate to be placed at Economic Laws Practice (ELP) a top tier full-service law firm. I met some amazing professionals and colleagues at ELP who moulded my thought processes and the inherent need of the profession to put in the extra hours. Post gaining experience on commercial matters and client interactions, I set up my independent practice in 2015 in the fields of commercial laws, white-collar crimes and IPR enforcement and litigation under the name SEMITA LEGAL, Advocates & Solicitors.

    While in independent practice, I happened to be guided and groomed by a senior Advocate-on-Record at the Supreme Court who inspired me to keep working without expecting any rewards. Due to his blessings and the support of my entire family, I became an Advocate-on-Record before the Hon’ble Supreme Court. The constant support of seniors, colleagues and juniors through my professional life have played a key part in my practice.

    Your experience covers a wide range of legal areas, from corporate commercial disputes to white-collar crimes and regulatory litigation. What drew you to specialize in these specific fields, and what challenges have you encountered along the way?

    Being trained at ELP in commercial disputes and white-collar crimes, I gravitated towards this branch of law. Our team at ELP focussed on a wide variety of disputes primarily concerning commercial and regulatory issues for large corporate clients. Apart from this, I also happened to be involved in advisory and litigation regarding two of the biggest scams of the times – 2G Spectrum Scam case and the Coal Block Allocation Scam case. Exposure to such matters strengthened my confidence as a lawyer to take up independent mandates.

    Primary challenges for young professionals in commercial disputes and white-collar crimes are instilling trust in the minds of the senior in-house legal counsels in multi-national companies that you can ably assist on the legal challenges and confidently brief senior counsels wherever required. Coupled with this is the challenge to deliver top notch advisory and representation and at the same time hustle for new mandates and clients while keeping abreast with the legal developments wherein currently a lot of regulatory updates flows in every day.

    You’ve been involved in high-stakes litigations and arbitrations, including cases related to government contracts, telecom, and power sectors. Could you share a particularly memorable case or experience from your career and how it shaped your approach to litigation and dispute resolution?

    A corporate client was blacklisted by a PSU, which enjoys a 100% dominance in the railways ticketing and allied services, from participating in any future tenders due to a fault attributable to the railways and the PSU itself. From the time the client got the debarment order, we prepared the petition overnight, filed the petition the next morning and got the matter listed urgently. We were able to secure immediate relief for the client from the Delhi High Court within approx. 24 hours of the debarment. Post this matter, I did a couple of similar matters on blacklisting; however, was not able to secure interim stay in those matters since the clients in those matters had not understood the fact that while approaching the constitutional courts in writ matters, timing was of utmost importance and the alacrity in taking steps weighs in with the judges while deciding interim applications.

    As a member of various legal associations and with extensive experience representing clients before different tribunals and courts, what are some key lessons you’ve learned about effective advocacy and navigating the complexities of the legal system in India?

    During the initial years of advocacy, an advocate must spend some time with the Court clerk to understand the nuances of filing of petitions and removal of defects apart from the drafting of petitions. This helps with getting to know about the intricacies of working at different tribunals and courts and gives an idea about the listing procedure. There are courts which list fresh matters the same afternoon, while there are courts and tribunals which list matters after a week or fortnight of the matters being filed and the defects being removed. Having a clear picture about the same, goes a long way in devising the strategy and appraising the clients.

    The nomenclature and the short names for landmark judgments cited before a particular tribunal and court are to be noted for an effective practice at such forums and to give a sense to the Bench that you are adept with the developments in that particular branch of law.

    Your work also extends to advising clients on regulatory actions and compliance issues, as well as defending against investigations by agencies such as the CBI and ED. What strategies do you employ when representing clients facing such challenges, and how do you ensure the protection of their interests?

    I advise clients to keep records of all transactions and possible leakages/ ramifications flowing therefrom. Drawing down a list of potential threats on liberty and property arising from actions by investigation agencies helps in strategizing the course to be followed while defending the interests of the clients. Pointing out pros and cons to the senior counsels during conferences helps to charter a clear course to be adopted at appropriate stages of trial.

    With your expertise in IPR enforcement and brand protection, could you discuss some notable cases or strategies you’ve employed to combat counterfeiting and piracy issues? How do you stay ahead of emerging threats in this area?

    My practice of IPR enforcement and brand protection at Semita Legal, Advocates & Solicitors, which I spearhead along with my wife involves a multifaceted approach:

    ·         Monitoring and surveillance – employment of advanced tools and services such as keyword monitoring etc to track online mentions on social media and e-commerce platforms

    ·         Collaboration with online marketplaces for reporting counterfeit listings and consequent takedowns

    ·         Legal measures to actively monitor infringements and take legal action against counterfeiters to protect brand’s goodwill and market share

    ·         Consumer awareness to identify genuine products and distinguish them from counterfeit ones; provision of information on official websites and packaging about authentication methods etc.

    ·         Supply chain transparency and security to prevent unauthorized access to products or intellectual property. Implementation of technologies such as blockchain to track and authenticate products from manufacturing to distribution

    ·         Engagement with law enforcement agencies to investigate and prosecute counterfeiters

    ·         Regularly review and update the brand protection strategies to stay ahead of emerging threats and technologies used by counterfeiters.

    Strong coordination and regular liaising with law enforcement authorities is the key in initiating swift actions against the counterfeit activities. The most effective way to handle this is to always be prompt and responsive to any support being sought from the authorities, whether understanding the law, conducting regular training, providing prompt responses to notices, all of which ultimately aids in timely filing of chargesheets. Once the authorities develop confidence that proper support has been provided, they equally support in nabbing down the counterfeiters. Basically, it’s two-way traffic and to foster a positive roadmap to curb this menace, we need to be transparent and responsive to each other’s requirements.

    Your involvement in both domestic and international legal matters is impressive. How do you adapt your approach when dealing with clients from diverse backgrounds and legal systems? Are there any unique challenges or opportunities that arise in such cases?

    My IPR enforcement practice helps me interact with foreign clients quite frequently. While most of them by now are abreast with the Indian legal system, the pace at which the system works really bothers most of them. My interaction with the marketing/ sales team of the corporates seeking enforcement actions on the counterfeiters allow me to break down the processes and present a seamless scenario so as to help them navigate challenges of dealing with enforcement authorities without being bothered about possible harassment at their hands.

    Finally, considering your extensive experience and success in the legal field, what advice would you offer to recent law graduates aspiring to follow in your footsteps? What key skills or qualities do you believe are essential for success in the legal profession, especially in today’s rapidly evolving legal landscape?

    Read law and non-law matters every day for some time. With technology in place, this is sorted and only requires a routine to be followed. Interact with senior lawyers and watch Court proceedings to learn the nuances. In the initial years, work with lawyers in different stages of their careers to learn from each phase of a lawyer regarding how to approach a case. Explore different branches of law. The professional has endless opportunities – if you are patient and keep working and associating with the senior professionals, rewards will flow naturally.

    Get in touch with Kshitiz Karjee-

  • “The experience of handling complex disputes is significantly more rewarding and provides greater insight into sectoral dynamics”- Adarsh Saxena, Partner at Cyril Amarchand Mangaldas.

    “The experience of handling complex disputes is significantly more rewarding and provides greater insight into sectoral dynamics”- Adarsh Saxena, Partner at Cyril Amarchand Mangaldas.

    This Interview has been published by Pragya Chandni and The SuperLawyer Team

    Can you walk us through your journey to becoming a disputes lawyer, particularly focusing on what drew you to this field and how you navigate your career path to reach your current position at Cyril Amarchand Mangaldas?

    I was drawn to the law because of my love for debating and for solving puzzles. For the same reason, disputes were a natural choice. Being a first-generation lawyer, I opted to join a law firm because I felt that is where I would have the most opportunities. I was recruited directly from campus by what was then the Mumbai office of Amarchand & Mangaldas & Suresh A. Shroff & Co. (AMSS). After AMSS split in 2015, I continued working with the same set of colleagues at Cyril Amarchand Mangaldas (CAM). I worked hard and tried to approach each assignment with the same amount of intensity. Having the opportunity of working on unique cases has ensured that I have been regularly confronted with new challenges in areas of law that I have not previously encountered. I have been fortunate to have excellent mentors to guide me through my professional journey. This positive experience caused my continuation with AMSS/ CAM for over a decade. Becoming a partner in 2019 brought with it a new set of responsibilities. I believe that the most important of these involves managing a team and being responsible for the professional growth of my team members.   

    With your extensive experience in handling complex commercial litigation and arbitration cases, often with international aspects, could you share with us a particularly challenging case you’ve worked on? What were the key strategies you employed to navigate through the complexities of that case?

    A particularly challenging case I handled involved advising a court-appointed committee of administrators tasked with implementing reforms in a sports body. There were several stakeholders whose interests needed to be considered. Apart from the legal complexities involving multiple proceedings before the Supreme Court and different High Courts, I had to fulfil different roles including those of a traditional disputes lawyer (drafting pleadings, briefing senior advocates, and appearing in court) as well as those of a board-room advisor. There was little progress before the Supreme Court during the initial period. However, when different High Courts started passing orders in related proceedings and these were carried in appeal, the Supreme Court realised the need to expedite hearing of the matter. In this way, the strategy of precipitating matters before various High Courts helped progress the matter in the Supreme Court.    

    Your work spans across various sectors including sports, corporate governance, construction, infrastructure, media, banking/finance, securities, and energy. How do you approach transitioning between these different sectors when handling disputes? Are there any unique challenges or opportunities presented by each sector?

    I try to understand how each sector is organised and how the interests of each stakeholder are accommodated by the laws governing that sector. Applying this approach has helped me to understand the dynamics of the sector and I have found this invaluable when dealing with challenges unique to each sector. I have also been able to apply the learnings from one sector to another when I found similarities between them. The quality of the experience also plays a significant role. When you work at a large law firm, the nature of disputes that you work on are usually intricate and often first-of-their-kind. The experience of handling such complex disputes is significantly more rewarding and provides greater insight into sectoral dynamics.  

    You’ve represented several large Indian conglomerates, a national sports body, court-appointed committees, and directors. Could you share some insights into how you adapt your approach when working with such diverse clients and stakeholders?

    Just like every sector has its own dynamics, each client has its own values and ethos. Often, two clients in the same sector will have different approaches to similar issues because of their organisational DNA. Some clients are primarily concerned with mitigating the potential financial consequences of a dispute whereas others are more concerned with retaining the trust of their customers/ suppliers and protecting their reputation even if that entails financial consequences. Working with such diverse clients and stakeholders requires a flexible approach that is in sync with the values and ethos of the client in question. I try to discern client priorities and, as far as possible, provide solutions that I believe will fit their value system. 

    Recently, you completed your LL.M. in International Commercial & Economic Law from the School of Oriental & African Studies, University of London. How has this additional qualification influenced your approach to handling disputes, particularly those with an international dimension?

    The experience of being in a classroom after over a decade of working in a law firm was enriching. Several of my professors were active disputes practitioners and came from different jurisdictions in Africa, continental Europe, the Middle East and the USA. The varied ways in which they dealt with issues that I faced during my work in India was extremely helpful in understanding the approach in their respective home jurisdictions. This insight is invaluable when handling disputes with an international dimension, especially in advising international clients and collaborating with international law firms. The course also helped me build upon my existing work experience in commercial dispute resolution and deepen my understanding of evolving areas like business and human rights.

    As a partner at Cyril Amarchand Mangaldas, you’ve not only handled legal aspects but also been involved in business development activities and managed teams. Could you share some strategies you’ve found effective in maintaining and strengthening relationships with key clients, as well as in managing and mentoring your team?

    I have found that understanding the commercial and other considerations that drive client behaviour is useful for empathizing with the client’s situation. For corporate clients, this helps me understand the pressures that the instructing legal officer is likely to be facing from the company’s business teams. This understanding is critical to ensuring delivery of quality advice in a timely manner. It is natural for clients to want to avoid disputes but I try to ensure that they remember me as the person who helped them on their last one. 

    Empathy has also been critical to managing and mentoring team members. For this purpose, I have drawn upon my own early experiences as a junior associate and listened patiently when my team members express themselves. One thing I have learnt over the years is to recognise that each team member is different. Staffing them on assignments that play to each team member’s strengths while giving them time to become more well-rounded professionals is a strategy that I have frequently employed. In my interactions with team members, I try to be as forthright as possible whilst ensuring that they remain motivated to constantly become better versions of themselves. 

    Looking back at your career journey, what advice would you give to law students or young professionals aspiring to build a successful career in disputes law, especially in the context of the Indian legal landscape?

    Based on my personal experience, I believe that there is no substitute for hard work. I have tried to treat every assignment as an opportunity to learn something new and not merely as a task to be completed. When appropriate, I did not shy away from making suggestions and providing inputs that went beyond what was asked of me. Having a positive attitude towards learning has helped me significantly. I have found that there is something to be learnt from each and every person, no matter how young or old. This has worked out positively for me and I believe that it will do so for any law student or young professional as well.