With over 14 years of experience, do you consider law to be a planned choice for you? What was your motivation to pursue this field?
It was certainly not the case in the beginning. Back in the early 2000s as students of a government school, we didn’t know any better than doing engineering. However, once I started giving the entrance examinations, I realised that I’ll not make it into the elite government institutions, and I felt it would be a waste of time, money, and effort to graduate from a mediocre university. Around this time, a friend mentioned he was taking law entrance exams, which was news to me—I hadn’t known that law colleges had entrance exams! This was pre-CLAT, so each university had its own exam, and deadlines for many had already passed. Among the remaining options, I was waitlisted at a National Law University, which led me to consider alternatives. By this time I became really passionate about Law, Polity and Jurisprudence. I got an admission in DES Law College, Pune and loved it so much that I did not even try elsewhere. Rest, as they say, is history.
With more than a decade of experience across different sectors, what inspired you to focus on mediation as an additional vertical in your office? Could you share a specific example from your mediation practice where you successfully navigated a particularly challenging dispute?
Mediation is a relatively new vertical in my chambers. I was selected for mediation training by Samadhan – the Delhi High Court Mediation and Conciliation Centre in 2019 but only qualified in 2022. No, I did not flunk! The pandemic years delayed the process.
My interest in mediation grew as I witnessed how timely intervention by expert mediators resolved issues without prolonged litigation. If you follow the news, mediators are being appointed in various disputes including between governments.
There are many complex mediations and each brings its own unique challenges. Family disputes are often emotionally charged, while corporate disputes tend to involve parties digging their heels in and refusing to change their positions. However, most rewarding mediation for me was one where I got the matter settled between a Music Company and a Government Department. Government officials are often reluctant to settle, fearing accusations of corruption. Navigating this case was challenging due to the power imbalance between the parties, but through structured dialogue over multiple sessions, we managed to salvage the relationship and reach a mutually beneficial agreement.
During your early years of practice alongside senior advocates, what key lessons did you learn that significantly shaped your legal career?
My first office taught me the importance of efficiency and understanding all aspects of practice. In a boutique law firm, it is easy to be inundated with work and get burned out. from drafting to filing, handling registry objections, getting matters listed, and even standing in for seniors. This experience made me self-sufficient quite early on in my career.
My second office is where I actually felt mentored. Just like me, my senior was also a first generation advocate. When I asked him about which specialisation or field of law should I concentrate on, he told me to “Just be an Advocate” and the clients will determine what they want to engage you for. Working with a senior advocate taught me the art of strategy and patience. Observing his approach to complex cases, I learned that thorough preparation and clear communication are crucial. These early experiences instilled a respect for detail, discipline, and the importance of upholding integrity in advocacy.
You also undertake legal-aid activities. How has your experience with the Delhi High Court Legal Services Committee influenced your perspective on access to justice for marginalised communities?
It has been a rich and rewarding experience. My work with the Delhi High Court Legal Services Committee reinforced my desire for inclusive access to justice. Through this role, I’ve seen firsthand the hurdles that marginalized individuals face. The idea is to ensure that legal aid to the poor is not poor legal aid. Recognizing that equitable access to legal assistance is essential for a fair justice system has deepened my commitment to pro bono work.
Having argued various landmark cases and the most recent of them being Balaji Exim v. Commissioner, CGST reported in 2023 (73) G.S.T.L. 350 (Del.). Can you share a few insights with us regarding the key legal principles involved in your approach to the case?
I don’t think one can plan to get any landmark case. In each case, one should keep an open mind and look at the issue thoroughly from all angles. In Balaji Exim, a critical point was upholding procedural fairness in GST adjudication. The department was implementing a constricted reading of the law in case of Input Tax Credit by denying the recipient benefit because of an ongoing investigation against the supplier. We argued that suspicion cannot be a ground for denial of credit. The court agreed and observed that the accusation of availing fake credit by the supplier could not be a ground for rejecting the petitioner’s refund application of ITC unless it is proved that the petitioner has not received the delivery of goods or had not paid for them. Our approach aimed to balance statutory interpretation with principles that prevent arbitrary power.
After working with various Law Offices for 4 years you established your own practice. What motivated this transition and what were the initial challenges that you faced?
There’s never a perfect time to go independent; it’s a leap of faith. As long as one is learning and growing, it’s natural to stay associated with an office. However, at some point of time, we must ask ourselves the hard question. Do you wish to climb the corporate ladder of a firm or fly solo? I was very clear that I enjoy being the counsel the most and that is the most important thing for me. It helped that my senior allowed me to take up my own matters so the transition was not so sudden.
I started my chambers with a total of 3 good clients. So the initial challenge was to get more clients and make enough money to sustain the people who have decided to be part of your whimsical dream. I spent all my savings on setting up the office and it would have been very easy to call it quits. Fortunately, the staff was cooperative and clients also spread word of mouth. After some years, the next set of challenges emerge which is hiring the right people and putting processes in place so your ability to do everything on your own does not become an inefficient obsession.
How do you stay updated on the evolving dynamics of Indirect Tax Laws, such as GST, Customs, Central Excise, Service Tax, FEMA, Foreign Trade Policy, Anti-Dumping Duty, and related regulations, particularly from an international perspective?
Indirect tax is just like any other field of law that requires you to go through recent decisions, amendments and government notifications. The only issue is that these are far more frequent when compared with the traditional fields. Therefore, staying updated involves a multi-pronged approach—regularly reviewing amendments, studying landmark judgments, attending seminars, and engaging with professional networks globally. The practicing advocates of CESTAT also have a very helpful WhatsApp group for new developments in the field. Additionally, I try to follow developments in international politics, as these often influence policies domestically.
As the founder of your law chambers, how do you ensure effective communication workflow while balancing it with your personal life?
I prioritize streamlined communication within my chambers by implementing clear protocols and encouraging teamwork. I avoid micro-management as it is very frustrating and time consuming. Instead, I delegate and only follow up on specified deadlines. Since we are a small team, everyone is comfortable directly approaching me in case of an issue they are not able to resolve themselves. On a personal level, I allocate time for family and personal well-being, which helps me stay balanced and focused. Unfortunately, through all this, sleep sometimes is a casualty but I am actively trying to remedy that.
You frequently visit various law colleges and universities for guest lectures and chairing various competitions. What advice do you give to the younger generation who wish to achieve excellence in the field of law?
To quote a Louis Armstrong song, “They’ll learn much more than I have ever known”. It is hard to give advice to the younger generation who already have vast knowledge and exposure. But since you have asked for it, my advice is to cultivate perseverance, curiosity, and ethical integrity. Law is demanding and requires continuous learning. Be open to mentorship, value hard work, and, most importantly, understand that building a reputable practice takes persistent dedication over time.
Your educational background is impressive, spanning from NALSAR to the University of Oxford. Could you share how your journey into law began and how it has shaped your understanding of litigation today?
That’s a rather loaded question, and I’ll try and summarise the last 11 years as best as I can.
I must confess firstly that pursuing law was by no means my profession of choice initially. Back in 2007 I’d graduated from one military institution (the Rashtriya Indian Military College, Dehradun), and was headed to another (the National Defence Academy, Khadakvasla) as an Air Force cadet; I’d always wanted to be a pilot. However, a series of injuries due to active sports prevented me from going forth with that, and left me in the lurch looking for alternatives to pursue a career in.
Thankfully, the first CLAT was held soon after, and the exam itself seemed to be a breeze, so I landed up in NALSAR (which is when my journey in law began). The institution itself is quite phenomenal – at that time NALSAR was an extremely popular law school to be in, and boasted for fantastic faculty, great infrastructure and promised exposure to the very best experiences on offer to a law student in India. Notable faculty for instance were legends of the Bar and academia such as Prof. Vepa P. Sarathi, Prof. Errabi, Prof. Amita Dhanda, Prof. Kalpana Kannabiran, Prof. Sridhar Acharyulu etc. with Dr. Ranbir Singh at the helm – these are folks who really made an impression on a student in their formative years, and their tutelage had tremendous impact on us; so that would be one of the major inputs on my journey in law, being the role model faculty we were fortunate to have at university.
As it turns out, despite not being academically gifted (so to speak), I enjoyed studying law and doing well at certain academic endeavours I pursued. I recall being quite good at research, drafting and some amount of mooting. I also was fairly diligent at studying beyond classroom teaching. These have all stood me in very good stead throughout my practice in law subsequently. I’ve realised now that each of the smaller extra-curricular academic pursuits do an immense amount in influencing ones outlook to practice later in life. Not only did I end up publishing a lot of my research, I also gained a certain amount of confidence at applying what I knew in theory.
One thing I was always clear about through my law school time was that I wanted to be a litigation lawyer; the fancy of transactional law or big law firm money did not allure me. I now know that I was under certain illusions as to the glamour of litigation life, but back then all that I (and some of my close friends) aspired to do was to grow up and argue big constitutional law matters before the constitutional courts. That moment is obviously still yet to come. We were also well aware that the life of a litigator was a long period of drudgery and low pay, an idea that did not bother me. In fact, regular encounters with senior lawyers in college and during internships only fortified our romanticism with litigation.
With that goal in mind, I had planned my time in and after law school quite meticulously. Given my inclination to taxation and fiscal laws, I had decided to keep taxation law as my mainstay and be a jack of other trades as far as commercial law was concerned. My trajectory in practice after college (which I discuss later) followed a carefully curated pattern. I’ve been a bit fortunate to have found the right mentors along the way, and also a bit unfortunate to have not gotten the breaks I wanted at the right time. For instance, I always wanted to join a proper chamber of a senior at the Bar, as opposed to litigation firms; then also, I think having worked at a hardcore filing office had significant learning to offer; but somehow these never really worked out, mostly because of timing. But the takeaway here is perhaps that there is no straightjacket formula to ending up and finding your feet in litigation.
Matriculation at Oxford and my subsequent graduation were only the icing on the cake – while the courses I pursued there were the academic highlight of my time in law, I do not however think that my practice or its trajectory would have been much different had I not gone to Oxford. I’ll address this aspect a bit later.
You hold an MSc in Taxation from Oxford, which complements your legal expertise. How has this interdisciplinary knowledge impacted your approach to complex tax litigation cases?
So to start with, in many ways it was my background in tax law that perhaps influenced how I approached these courses, more than the other way around. By the time I went to Oxford, I had already worked at Nishith Desai Associates, pursued a clerkship on the Tax and Original side of the High Court and later worked at DMD Advocates. In each of these places, I was exposed to the very best that international tax and litigation had to offer. Our training at Nishith Desai was really the building block, and the senior lawyers on the team – Shreya Rao, Rajesh Simhan and Mahesh Kumar etc. ensured that us junior folks were drilled with really solid, fundamental learning in tax law. Shreya has of course been a mentor to me ever since. Then at DMD, right from the leadership and craft of Ms. Anu Dutt, the culture at the firm and down to the kind of matters we worked on, I believe in many ways we were doing the best matters in international tax at that time. Just as an illustration, in a span of 2 years, we did a batch of 148 appeals for GE before the ITAT, PE issued in Formula 1, the Entry Tax matter before 9 Judges of the Supreme Court, and the massive tax case against NDTV in the ITAT and High Court. These all, interestingly, were hotly discussed case studies in my classes at Oxford. So it was quite visceral to be studying at the foremost University in the world, dealing with many cases I’d already worked on!
But your question is extremely pertinent in that, even despite having not preferred a career in transactional law and advisory work, I would perhaps not be half the lawyer I hoped to be, had I not done a lot of this work during my formative years. It is also something I advise a lot of youngsters about. A multi-disciplinary approach to law is of paramount importance (I cannot emphasise this enough). Not only does it make you a drastically better lawyer generally, your approach to legal strategy, the ability to advise clients on several different resources and options available, and also your understanding of the background to various disputes, all of these become much more comprehensive.
This is in many senses, also the benefit of working in a big law firm, as long as it is a cohesive set-up. The strength of having several practitioners under the same roof and being able to draw from their knowledge and expertise is a very strong foundation to work from.
But coming to Oxford a little bit, the takeaway from Oxford itself is so substantial I may not be able to articulate it well. The course I pursued, which was the M.Sc in Taxation, was started only recently by the Law Faculty, and spearheaded by Prof. Judith Freedman and Prof. Philip Baker. These, and the other faculty such as Prof. Richard Collier, Prof. Geln Loutzenheiser, etc., as any tax lawyer will tell you, are individuals who have been at the forefront of international tax law for decades now. My classmates in our small cohort of around 30 students were from every walk of life – there may have been not more than 5-6 lawyers. So our approach to each of our courses was just a fantastic mixed bag of experience and perspective. The learning curve was very steep, and the commercial underpinnings of a highly academic set of courses was my biggest takeaway from it.
To answer your specific question, an interdisciplinary approach to law, and not just tax litigation, is something that has been my strongest craft, so to speak. Firstly, I learnt that having a commercial understanding of a dispute is always crucial; this involves understanding why transactions were structured in a particular way, what the financial and fiscal motivations may have been, as also specific commercial terms agreed. What being at Oxford helped me gain a fantastic understanding of, was the State’s perspective on the imposition and enforcement of fiscal levies themselves. There is additionally the perspective of the businessman, and the finance professional who are being subject to the fiscal framework. When all of this comes together in a single classroom, filled largely with non-lawyers, finance professionals, representatives of the Revenue, etc., your takeaway ends up being very holistic. This is applicable across disciplines, and hardly to just tax litigation.
During your time studying at the University of Oxford, what key differences did you observe between the education system there and your experience at your Indian law college? How did these differences influence your approach to legal education and practice?
Despite that Oxford is perhaps the best University in the world, I’d like to answer this in a way that doesn’t reflect very badly on my time in NALSAR. The key difference really would be the amount we were expected to prep for each class, and what we brought to the table. The class at Oxford was a lot more selective, and my peers were extremely bright professionals, who were all at the forefront of what was happening in tax and finance around the world. In some sense, in a class of 25-30 odd students, we were also representing our countries and its legal systems, and that added some degree of pressure; which is very different from the pressure of an 18-23 year old pursuing an undergraduate law program. But besides that, I think the learning curve was equally steep at both places, and while the faculty at Oxford was truly world class, the faculty at NALSAR at least at my time (and earlier) was quite something.
With significant experience in international tax and cross-border disputes, what new dimensions do you believe tax law practitioners must be aware of in the rapidly globalizing business world?
Tax law is rapidly changing, and in fact I’d mark it out as an area of law that may be the most dynamic of legal disciplines. This is not a recent phenomena, but the past decade has perhaps been more vibrant than previously. As you may be aware, international tax law in India has had a very rewarding, but also a slightly tumultuous trajectory. What perhaps began with the recourse to the now infamous Mauritius route, was later subject to enormous judicial and legislative scrutiny over the years. But developments in international tax have been witnessing a rare coming together of developed and developing nations to jointly evolve a new order of international tax law. The most exciting developments in international tax is ofcourse the OECD’s efforts in the Base Erosion and Profit Shifting (BEPS) Framework. The work on BEPS 2.0 in terms of Pillar 1 and Pillar 2 are quite significant as far as international tax is concerned. Pillar 1 applies largely to reallocate taxable income of large multinationals to market jurisdictions, i.e. where the consumers and users may be situated. This has consequences not just to the effective tax rate, but also in some sense to transfer pricing arrangements. The current rules on these are quite complex, and should be quite an exciting area to study and practice in. Pillar 2 on the other hand deals with the objective of setting down a Global Minimum Taxation of multinational enterprises, so as to abolish double non-taxation of enterprises (i.e. No taxation in the country of source or residence).
On the issue of cross-border disputes, there are some very exciting developments as well; my experience so far has mostly been in strategizing litigations in cross-border scenarios. This can be very interesting as it delves into multi-jurisdictional and multi-forum litigations, and really for deploying strategic litigations to achieve commercial/business objectives. India is a bit late to the party in the sphere of complex commercial litigations, and I feel the legal systems and judicial discourse in other jurisdictions appears to be far more evolved; but this jurisprudence is thankfully moving towards India as well, and courts/tribunals appear to be quick to catch on.
You have worked extensively in domestic and international arbitrations. What are some of the unique challenges and opportunities you see in arbitration, especially with regard to commercial and cross-border disputes?
I am not sure if “opportunities” would be the right word for it, but in the realm of commercial disputes (as including court litigation and arbitration), we do sort of specialise in strategizing and conducting multi-pronged legal proceedings across forums and jurisdictions. This has happened perchance, in the sense that one doesn’t get to pick what matters come to us; but we’ve been fortunate enough to be doing a lot of cross-border multi-forum disputes. In the cross border context in particular, we’re seeing a lot of matters in the nature of shareholder disputes; but that itself is now a very broad category of cases. In particular, these could include disputes between co-founders, founders and institutional investors, acquirers and former promoters, lenders (of convertible debt) and the firms themselves, etc. There is a lot of very interesting work happening in all these spheres.
One component of these tends to be arbitrable disputes, but in the context of tech or IP heavy firms, there are often court focused litigations on intellectual property matters. Then there may be certain recourse before the company courts/tribunals, regulatory proceedings, as well as criminal legal actions (in the genre of white collar crimes). How you deal with each of these, depending on which side of the aisle you’re on, is really quite a creative endeavor and can be very exciting. What is most important is to be steadfast about the interests of your clients, and to not get carried away with the idea of victory. There tend to be few, if not no winners, in such litigations. These may either end up being battles to mitigate damage, or even legal battles of attrition. The objectives will differ from case to case. The problem however, is that these sorts of litigations are very expensive, and therefore the client should have the wherewithal to finance these, and also the stakes should justify engaging in such expansive legal actions.
How does your approach differ when handling cross-border disputes versus domestic litigation?
Almost everything differs across these two contexts. The most important difference in approach is obviously on account of the procedural trappings that the disputes may be subject to (ie. Domestic procedural law versus institutional rules). There are drastically different considerations while strategizing court litigations (in India in particular) versus while dealing with offshore arbitrations or litigations. The factors weighing in on court litigations in India could perhaps demand its own chapter; these would tend to include considerations towards which court’s you can approach, choice of counsel, and really come down to how well you‘ve cracked the system. I use the word “cracked” in the sense of having learnt with time as to how best to approach and conduct a litigation efficiently to achieve your desired results – everything needn’t be contingent on the “merits” of your case. At the end of the day, everyone is at the mercy of the system, and depending on which end of the stick you’ve drawn, you’re either stuck playing defence or offence. Everyone knows for instance that a first movers’ advantage counts for a lot in Indian courts; this is effectively about how well you’ve managed the first legal action(s) so as to gain the initial favourable orders. Once you’ve got those, things are very difficult for the other side to get around. The system is really well suited in that sense to the initial aggressors. Things would perhaps be a bit different in arbitrations, and even there, vary between ad hoc and institutional settings.
But purely in the context of cross-border mandates, choice of law becomes a big question, as that determines the extent and limitations of your own role in the disputes. While we are increasingly doing a lot of offshore disputes, this is only where the mandate involves Indian parties or Indian law (which is rare). Working with offshore/local lawyers is always a very enriching experience with a lot of learning. That is something I look forward to a lot. I would also point out that owing to the typical scale and stakes involved in such matters, it is very difficult and rare to act as sole counsel in such matters; Big teams are very important, and so are the resources available at your disposal to conduct these litigations offshore. But very often, despite typically being an arguing counsel before Indian courts, we act more as attorneys/solicitors in cross-border and offshore work. So there are a lot of such considerations that weigh differently in a domestic versus cross-border context.
Having accumulated a wealth of experience across various legal domains, what do you believe are the key skills young legal professionals need to develop in order to succeed in litigation?
I would barely count myself as successful at this very early stage in my career; however, I think academic grounding is very important. For those who haven’t put in the effort during their law school years, or perhaps even otherwise, putting in the effort to continue learning is quite important. Lawyers, including myself, have often gotten caught up in the “practice” of law, and don’t devote enough attention to focusing on the academic exercise that underpins our practice. So that is definitely a good skill to have.
There are several skills that would be quite obvious, such as speed reading, being able to devote singular attention over hours to reading files, being able to prioritize work that needs attention etc. As and when you grow senior, the requirements of your role tend to evolve, so adapting to that change is also quite important.
I have recently started using some amount of AI for research and have seen what it can be capable of even in terms of drafting etc. That is definitely the future, and learning how to use AI is definitely a skill I would recommend developing. Most skills otherwise are picked up on the job.
Since you were a faculty member at Jindal Global Law School, what differences do you see in students of the current generation compared to students from your time? Has technology led to a lack of reading and research skills, or has it made them better prepared for the legal profession?
Let me begin by pointing out that I’m not really of a different generation, compared to law students today, so to speak. But even so, as they say, the more things change, the more they tend to remain the same. So I haven’t seen too much of a difference in the current generation versus mine, in a broad sense at least. There’s always a certain component of bright, eager to learn students, and those that are either not terribly bright or not very eager to learn. I think the quality of legal education now is definitely way ahead of what it was when we were students. So the average qualitative benchmark of students graduating from law schools today is, I think, quite good. But then there are attitudinal differences my peers and I notice in students/graduates today, which are not very complimentary. I do not want to comment on it much, but I think the willingness to really “slog it out” (so to speak) is much lower in a lot of the graduates we’re seeing today. This would vary across law schools, cities, practice areas etc. and it wouldn’t be fair to paint them all with the same brush.
What’s the one piece of advice or insight that you wish you had known earlier in your career? How can today’s young legal professionals benefit from this knowledge?
I’m very bad at lecturing, but let’s just say that if you’re front-side focused on generally being a good lawyer, the right advice will somehow reach you at the time you need it the most, and are ready for it. I’ve received good advice at various points from several of my mentors. To do justice to this question however, I should perhaps narrate some.
On the slightly funny side, very early at the Bar, one of my mentors made it a point to tell me that I was essentially a “liability” to the team, and that practice was not the same as law school. No matter what you did or achieved in college, when you’re out, you’re at the very bottom of a vast and cavernous system that is extremely demanding. So best to just put your head down, loose the chip on your shoulder, and work.
Sometime later, Justice Shakdher, in whose chamber I worked, while I was leaving, gave me the advice that as a litigation lawyer, I would never be able to choose my work, and that it would be the work that would choose me. That was an uncomfortable thing for me to digest, given that I was a meticulous planner of everything. But I now know that to be very true. He also gave the advice that we must treat our work as our god-given duty – this advice tied in with my existing belief system in many ways, so I was glad that my senior saw fit to pass this value on to me.
With such a demanding career, how do you find time to unwind, and what hobbies or activities help you maintain balance in your personal and professional life?
I’m very actively into sports. While not the most gifted athlete, I enjoy playing a lot of squash, and exert at a very high level towards it. I used to also do a lot of long distance running, but am now nursing a few injuries. I must confess that once every few days, I indulge in a game of Age of Empires on the network.
I also have a very fulfilling role as a dad to an almost 3 year old; so that keeps me occupied plenty. In my life before that, I used to read a tonne of both fiction and non-fiction books. I hope I will get back to those ways soon.
How did you prepare yourselves to get into NLU Bhopal and what was your motivation to pursue a career in law?
I’d like to say that when it comes to choosing law as a profession, it came to me naturally by virtue of wanting to be someone who wanted to solve a problem and be someone of value. I was very fond of reading about providing proper solutions to people. I grew up in a family with a very strong academic background. And they always encouraged me to think about a solution-oriented approach to complex problems. So that’s how eventually I zeroed down to law because I did not want to be an investment banker. I was not great with math. So, that’s the core of my practice when I started the profession. And that’s the core of my practice even today. Solving problems through value addition is really what I wanted to do.
After completing your career as a law graduate, you started with a tier 2 law firm and then moved your way to a tier 1 law firm like Shardul Amarchand Mangaldas & Co. What was your experience relating to the cultural shift in both the establishments and what were the adjustments you made while making this particular transition?
Yes, this is a personal background story that not many people know of. When I graduated from NLIU, I did not get into the Tier 1 law firms although I had a fantastic base, it is just that my interviews did not go as well as was planned because I was anxious, nervous and attached and it was a very human thing. Therefore, I started off with a Tier 2 law firm, but I think everything does happen for a reason.
I’m very thankful for my journey. The entire journey of going to a tier 2 law firm and then moving to a tier 1 law firms through my work, honing client handling skills and learning to deliver value has been a wholesome journey that happened for a reason and therefore now that I look back at it, it all just adds up, beautifully.
If you were to ask me today, there’s nothing about my journey I’d like to change. When I was in a tier 2 law firm, I experienced a lot of personal training. I experienced people paying attention to my work. Seniors were a little more approachable and relaxed and that is also when I started my preparation for the tier 1 law firms. I joined a lot of courses in LawSikho and gradually the preparation led to Tier 1 which was a different experience on its own and boom I had a couple of offers, I could choose from after my experience.
In Tier 1, there was a lot of exposure relating to international clients and a varied work culture while working with a Tier-1 Law firm.
So, both Tier 2 and Tier 1 firms have taught me a lot. The experiences and the values have been different in terms of what I have taken away from both of them. But, like I said, the journey was the journey for a reason.
Moving on from there, would you be interested in sharing any case, which was very interesting for you while you were working in these top tier law firms, especially in the sector of corporate governance?
I think I’ve been very fortunate to be in a lot of very good deals where I’ve had a lot to learn.
But if you were to talk about my work experience in terms of what I learned, I think I learned the most in SAMVĀD Partners in the sense that the training was very in-depth and they taught you how to think. That skill is irreplaceable. I remember a particular bunch of cases that we did for a couple of venture capital investors, where they were investing in different sectors in India. Preparing the diligence reports required a lot more thought than what people generally think it is, it’s not black and white. There were different types of transaction documents and different natures of transactions which I was exposed to.
I think it’s difficult to pick one case. But let me just say it was so perfect and so beautiful. I learned at every step of the journey. Actually, if you’re in a fast-paced law firm, you learn so much on a regular basis because you work with a different team.
There’s so much to take from there. You work with a senior, learn tricks like how to handle a document better, there’s something to take from everyone. So, everything combined goes a long way.
After working with high-profile law firms, when did you decide to switch to freelancing? What key learnings do you continue to uphold while working with these international clients from over 50 countries?
This is interesting, when COVID hit and the markets were down, at least for me in a tier 2 at that time, I felt the wrath of it because there were salary cuts. There was so much happening. That’s when I explored Fiverr, so this was way back in and at that time I remember I did not have the money in my bank account to have an Upwork profile and buy connects, and I still give Upwork the feedback that, they are expensive for somebody who’s trying to begin their journey because on Upwork one keeps applying initially and it takes time to really crack the market. I remember at that time it was so hard, I couldn’t justify buying so many connects. So, I was only on Fiverr for about 2 months and each month I made a decent amount of money at that time, I mean thank God I had food on the table during COVID. So, for me, I did well on Fiverr and I was happy but the scalability was still missing.
Then I thought, okay, let me explore and go to a law firm. So, I happened to get on the law firm track and then life just took a full circle with Upwork, when I finally reached out to Abhyuday, while I was in a tier 1 law firm and talked to him about how I feel like giving Upwork a real shot.
There was something in me at that time that told me I was prepared for Upwork. From January to August, 2023, I was just recouping and was just all over the place, nothing productive but in August, 2023, I told myself, I need to get my life together and my life unveiled to me the most beautiful journey there could have been as that is when I started Upwork. One more noteworthy factor is that I was never attached to the idea of making USD 100,000 in 14 months or 12 months. I was out there genuinely enjoying what I was doing and that is why I was doing what I was doing without any breaks or without any need for a break.
I really liked it and the profile kept growing. I told Abhyuday somewhere around September/ October, 2023 that this is what I was supposed to do all this while. This is my life journey and I attracted my mentors who helped me through it all – Jean-Luc, Abhyuday, Ramanuj, Priyanka. In my family, my parents, specifically my mom, mama and chacha were always there for me and so was my friend Kartika, she has helped me manage my not-so-good days.
Upwork has taught me a lot even in terms of soft skills. It has taught me first that every project is not going to be perfect, maybe one project in a 100 will not go as planned but we should still do the best we can. You learn through your mistakes, say that it’s fine and that everyone has bad days. And the second thing is that if you put out value, people will value you. Like I said, I don’t undersell myself too much on Upwork. It’s not like I’m the cheapest freelancer there and neither am I the most expensive, but I charge my worth and put out real value to the best of my abilities.
So don’t do something that doesn’t make you feel good in the long run. Charge your worth and be reasonable.
Maintaining a constant workflow of projects and dealing with various clients all over the globe must be very tedious to you. How do you actually manage the same while balancing your personal life?
Okay, Number one, the trick to this when I was discussing this with Ramanuj also, is that you save time if you have a repeat client. So, if you have a repeat client, imagine you don’t have to pitch, you don’t have to go out to someone and convince them of your abilities again, the same client hires you again and again.
Establishing a repeat customer rate makes life easier and saves you time. And therefore, you can take out some time for your personal life.
I have 3 pets at home, actually. I have 1 dog and I have 2 rabbits and I’m in the process of, hopefully if everyone in the house agrees, then also have fish in the house. I take care of my pets also. So, there is a personal life and it’s how you save time by virtue of establishing a clientele, which will help you go a long way.
There must be various statutes and laws that you must research before providing the advice to the clients as they are from different jurisdictions. How do you actually prepare for such opportunities? And what kind of strategies have you developed over the years to keep up with the new emerging trends?
So firstly, there are certain jurisdictions where my clients are concentrated. I have a lot of clients in the US, UK and Australia. So those are 3 jurisdictions, which I know I need to focus on. And secondly, there is a certain joy that I find in reading about a more evolved law in certain aspects. Now when I read different laws, I see that there is a certain level of evolution in specific legislative areas.
So, I find a lot of joy in that process, which is the joy of discovering something new. And it comes with practice but it’s about studying, reading and working on something new every day. It compounds and accumulates over time and you don’t have to overwhelm yourself; in one month saying, I’m going to become an expert. There is no expert – we are all works in progress, working on ourselves, striving for excellence.
What would be the advice given to your younger self, going back a couple of years or the younger generation, which is entering the field of law, on how to make this vertical of freelancing a success for them?
I think to my younger self, I would definitely say, please chill, relax a little bit, life’s not going to end and there’s no one victory or one defeat, which will define your career that doesn’t happen. Take care of your mental health, your needs and be kind to yourself first. Then find a bigger purpose. My bigger purpose is to care for animals and maybe create an animal shelter one day, invest in mental health, financially help especially abled people – that gives me more joy than anything else.
I would also tell myself that it is every day work that defines who you are. And there is no such thing as big or small. I remember when I had started working on Upwork, there were a lot of people who felt it’s just not glamorous enough or not “big enough” for them. So, I would say that, there’s nothing that’s too small. If you think there’s a client you want to work with on Upwork or on Fiverr, whatever your place of interest is, if you like and enjoy it, you should do it. There’s nothing like small – you define your small, you define your big.
And second is don’t undersell yourself because of a client. That’s just something I’ve realized because what I feel is that I have only 24 hours in a day. It makes sense for me to define what I want to do in those 24 hours and who it is that I want to be associated with in those 24 hours.
I therefore like to have my own boundaries in terms of what are the prices I charge or what is it that I put forward in terms of value. So, you should define what keeps you in the journey for the long run and work as per those principles and put out values that match those principles and I think that’s just the way of it.
It’s the interweaving of your values, what you put out and what you really think you deserve. Also, it’s just everything put together, which culminates into a beautiful journey.
You have extensive experience in handling multiple legal sectors including insurance, electricity distribution, healthcare, financial services, and corporate law. How would you describe your professional journey until now?
My professional journey has been exhilarating! I’ve been fortunate to explore the legal intricacies of diverse sectors like insurance, electricity distribution, healthcare, financial services, and corporate law, each with its unique challenges and legal complexities. Embracing change whenever new opportunities arose has been the key to my growth and success. This journey wouldn’t have been possible without the unwavering support of my parents, who gave me the courage to move forward and face each challenge head-on.
To start at the beginning, was studying law a pre-decided career path for you? What was your motivation behind growing within the legal field?
Studying law was never a pre-decided career path for me. I initially aspired to become a veterinary doctor but was destined to become a lawyer. Once I began my legal journey, I realized that law is like a vast ocean—how much you explore depends on your commitment to integrity and hard work.
My journey from Faculty of Law, University of Delhi, to becoming a Senior Partner at Law Veritas: North has been one of constant growth and learning. After completing my studies, I was drawn to law for its potential to positively impact society, inspiring me to contribute to the legal framework and serve justice.
You have headed various legal departments of different companies and managed legal and compliance matters and now are the Senior Associate Partner and the Head of Corporate Legal & Litigation at Law Veritas North where being client centric is one of the fundamental values. How do you ensure a smooth workflow and a collaborative and supportive environment within your team?
Ensuring a smooth workflow and fostering a collaborative environment begins with empathy. Being empathetic costs nothing, yet it builds trust and mutual respect within the team, which is essential for a cohesive work culture. I believe in empowering my team rather than micromanaging. Tasks are delegated equitably, with clear deadlines and responsibilities, allowing each member to take ownership of their work.
I also implement work rotation to keep things dynamic and encourage skill development. Additionally, we hold fortnightly knowledge-sharing sessions, where team members present case studies, fostering an environment of continuous learning and collaboration. This not only sharpens our collective expertise but also reinforces a supportive and client-centric approach, aligning with our core values at Law Veritas North.
With 25 years of comprehensive legal expertise across various sectors of law. What is your work day like and how do you balance your personal commitments with a demanding career?
With 25 years of comprehensive legal experience across various sectors, my workdays are typically fast paced and demanding. When I’m in the office, time flies as I manage complex legal matters, client consultations, and team collaborations. However, balancing personal commitments with a demanding career is essential for me. Once I’m home, the digital ecosystem plays a significant role in maintaining this balance. With most tasks accessible via smartphone, I can manage urgent work issues efficiently while still making time for my family. This flexibility allows me to stay connected professionally without compromising on quality time with the loved ones.
Your expertise in structuring legal frameworks that align with business goals of your clients is commendable. What are the key instances in your professional career that you’d credit to have shaped your career?
Key factors that have shaped my career are integrity, hard work, and adhering to promised timelines. Maintaining integrity has helped me build long-lasting relationships with the clients, while hard work has been the foundation of every success I’ve achieved. Sticking to deadlines, no matter how challenging, has allowed me to gain trust and credibility with both clients and colleagues. Over the years, I’ve also had the opportunity to work on complex legal frameworks that align with clients’ business goals, and these experiences have not only sharpened my skills but also strengthened my commitment to delivering best results.
In your experience negotiating complex contracts and handling high-stakes litigation for insurance and financial institutions, what has been one of the most challenging experiences for you that you’d like to share with us?
One of the most challenging experiences I’ve faced in negotiating complex contracts and handling high-stakes litigation is aligning all stakeholders. It can be incredibly time-consuming and mentally draining to ensure everyone is on the same page, but it’s crucial for achieving a successful outcome and maintaining strong professional relationships throughout the process.
Your contributions to the legal field have been widely recognized and you have received several prestigious awards and accolades. How do these recognitions motivate you in your career?
While I appreciate the recognition and awards, I’ve received, they don’t significantly motivate me. My true drive comes from the work itself, the challenges I face, and the positive impact I can make in my clients’ lives. Focusing on results and client satisfaction is what truly inspires me.
What advice would you give to the younger generation, especially women lawyers who aspire to excel in the field of law?
Stay focused in all your endeavours and distance yourself from people and environments that don’t respect you. Never compromise your integrity. The legal field is vast and ever-changing, so it’s essential to keep up with the legal developments. Manage your finances wisely and invest early. Finally, maintain a strong support system at home and delegate time-consuming tasks to ensure a balanced and productive life.
You are also involved in various CSR activities, including cancer awareness camps and vaccination drives for children in rural areas which reflects your commitment to social responsibility. What drives you to be involved in such activities and are there more such activities that you’re involved in?
As citizens, we have a moral obligation to give back to society in any way we can. Participating in CSR activities, such as cancer awareness camps and vaccination drives, not only supports those in need but also enhances our sense of purpose and fulfilment. This commitment to social responsibility inspires us to strive for greater positive impact in our communities.
You completed your law degree from National Law School of India University, Bangalore and received various awards and accolades, what were the instances that made you pursue a career in law?
I think my decision to pursue law as a career was influenced by two distinct phases in my life. The first phase was before I joined NLSIU, Bangalore. I was an avid reader and enjoyed the works of Erle Stanley Gardener and Henry Denker. The former created Perry Mason who was an excellent criminal defense attorney and the latter combined law and medicine in his books which appealed to my background as a science student. The second phase was after I joined NLSIU, Bangalore. NLSIU, Bangalore was a nascent institution at that time but the structure that had been put in place ensured that I truly appreciated the intricacies of law. NLSIU, Bangalore had a superb Director in the late Dr. N. R. Madhava Menon, who all of us students admired, a dedicated group of teachers, an excellent student pool and extremely supportive staff. The curriculum of NLSIU, Bangalore was rigorous. It was based on the trimester system. Each trimester had 4 subjects. For each subject a project had to be submitted. There were also two sets of exams and a viva voce for each project. Attendance was also marked and anyone with less than 75% attendance could not sit for the final exam. This challenging curriculum made me appreciate the various laws and the intricacies involved. Initially my performance was average but in the 3rd year when the subjects were all legal, I flourished and my cumulative grade point average rose. I fully appreciated that law was about problem solving with regard to which my science background helped immensely. This convinced me that law was a sound career option.
You have completed your master’s degree from the University of Cambridge, United Kingdom where you specialised in subjects such as International Banking and Financial Law, Corporate Finance, International Commercial Litigation and Jurisprudence. What piqued your interest in Corporate and Commercial Laws as a specialisation?
My interest in corporate and commercial laws was piqued during my first job at Amarchand & Mangaldas. I was recruited from campus by the erstwhile Amarchand & Mangaldas to work in Mumbai. I was assigned to the team of Mr. M. P. Bharucha and Mrs. Alka Bharucha. At that time, I was completely green on the practice of corporate and commercial law and made some embarrassing mistakes at the start. Mr. and Mrs. Bharucha were excellent seniors and mentors who provided superlative advice and guidance which helped me appreciate the nuances of corporate and commercial law. Also, their practice was not specialised so I was exposed to different kinds of matters. As time went by, I got to work on more and more complex matters. Amarchand was the premier law firm of the time and as a result there was no dearth of such transactions. I worked for 6 years at Amarchand and in the end I had an abiding interest in corporate and commercial law. Therefore, it was natural to choose corporate and commercial law as a specialisation at University of Cambridge, UK (“Cambridge”). At this point I must mention what my experience at Cambridge was like. Cambridge is one of the premier institutes of learning in the world. I did my Masters in Law or LL.M at Cambridge. Students from different nationalities come to Cambridge each year making it a melting pot of cultures and backgrounds. Cambridge also exudes a sense of learning by fostering the growth of knowledge. A Masters at Cambridge focusses on self-study. Classes are few although taken by giants in their field. A Masters student is expected to spend the rest of his or her time studying on their own. At the end of the course period examinations are held which are difficult. If you want to broaden your mind by being exposed to a different approach to education than institutes like Cambridge are for you. The only factors you need to keep in mind are the challenges in getting admission and the costs.
You have worked with various law firms and advised domestic as well as international clients with issues relating to corporate and commercial laws. What has been the most interesting issue you have faced and how did you resolve that issue?
This is a difficult question to answer. In my experience, every matter you work on throws up interesting issues. Of the many issues I have had to grapple with, a few come to mind. The enforceability of pre-emption rights and put and call options in a shareholders agreement or joint venture agreement, the enforceability of notice periods in employment contracts given the legal restrictions on restraint of trade, whether the indemnity provisions in the Indian Contract Act, 1872 are a complete code, the relationship between indemnity and damages, the distinction between representations and warranties, the effect of imperfections in the procedure followed under SARFAESI on the ultimate sale of the secured asset and finally, stamp duty on documents executed outside a state when brought into a state and effect of non-payment of stamp duty. These issues aside, I think my most memorable experience with a prickly issue happened when I was at Lakshmikumaran & Sridharan (“L&S”). The question was whether a subsidiary company would include a limited liability partnership (“LLP”) for the purposes of the Companies Act, 2013. The definition of a subsidiary company provides that the expression “company” in the definition includes any body corporate. The definition of “body corporate” is an inclusive definition and includes a company incorporated outside India. These two definitions did not provide any clarity on the issue before us. I then sat down with a person I consider to be one of the finest lawyers in India, Mr. V. Sridharan, Senior Counsel and one of the founders of L&S to examine the issue. At Mr. Sridharan’s behest we examined all the background material pertaining to this issue. This included the Companies Act, 1956, the Companies Act, 1913, the Statement of Objects and Reasons and Notes on Clauses contained in the various Companies Bills that preceded the Acts and various Committee reports. At the end of this comprehensive analysis, we concluded that an LLP was a body corporate for the purposes of the definition of a subsidiary company under the Companies Act, 2013. This experience with Mr. Sridharan was an eye-opener for me on the importance of thorough research where every aspect is examined before a conclusion is reached. It also emphasized one of the cardinal rules of statutory interpretation which postulates that when a statute is ambiguous you must look to the objects of the clause in the statute to determine its meaning. I am eternally grateful to Mr. Sridharan for the lessons he taught me during our interaction.
You have immense knowledge and practice in areas relating to corporate and commercial laws, private equity investments, mergers-acquisitions and joint ventures, financing, insolvency and bankruptcy matters and other allied areas. Which of these areas is the most interesting to you and how do you keep up with the changing trends in law pertaining to these areas?
I think that the areas that I enjoyed the most were private equity investments, joint ventures, insolvency and bankruptcy and general corporate advisory. There is no fixed way to keep current in a field of law. Some professionals read law journals and others follow the latest news. My methodology was a little different. When an issue came before me in any of these practice areas, I researched every aspect of the law related to that issue so that I was current. Another thing I do is regularly read newsletters of top law firms on latest developments.
Your expertise in the Commercial and Corporate law area is commendable, would you like to share with us how your journey has been so far?
My journey so far has been exhilarating even though it has had some extreme lows. The only things I wish could have been different is if I had been re-instated as partner in Khaitan & Co and if I had continued at Lakshmikumaran & Sridharan where I am confident, I could have made a difference. That said I am ever grateful that I got to work with, and learn from, some of the finest legal and business minds in India and abroad. I have also had excellent juniors who were quick to learn, helped me learn and made my job so much easier. I have advised on significant, complex and cutting-edge transactions all thanks to the faith reposed in me by the various organisations I worked for. All this has helped me grow as a professional and as a person.
Would you like to share with us one key learning that you have always followed throughout your career which has helped you navigate the rough patches?
There are a few things that I follow that give me strength and courage. The first is the motto of my school – Never Give In. No matter what happens in your professional career it is important that you soldier on without giving up. After all there is always light at the end of a dark tunnel. So be positive and look ahead with vigour. The second is a quote of Abraham Lincoln which my father swears by, “If I had eight hours to chop down a tree, I’d spend the first six hours sharpening my axe.” This quote emphasizes the importance of preparation and how working smart is sometimes better than working for long periods of time. The third is a coffee mug quote which resonated with me “Quality only happens when you care enough to do your best. Always care about what you do to ensure that the outcome is of a high standard. I have tried to stay true to these sayings to my benefit.
You have advised many national and international clients in investments that involve a huge amount of money, what is your experience in dealing with such responsibility and pressures?
I have never had a problem handling the responsibility and pressures of my work. This is because I loved what I was doing and always had very good professionals working with me to lessen the burden. I handled these big matters when I was part of top firms with several bright professionals and I never did it alone. There was always a team working with me to ensure that the load was not concentrated in any person.
What advice would you give to the young lawyers just starting out, aiming to pursue a career in the field of Commercial Laws and Private Equity Investments?
My primary advice to young lawyers is that every practice area is unique and it is important to understand the basic and key elements of the practice area you are working in and the main drivers of such practice area. Also, a young lawyer must not be afraid to speak up and raise doubts because only then will he or she learn. If a young lawyer is given a piece of research, he or she must examine the issue threadbare by looking at the statute book, commentary, case law and articles by prominent authors. Finally, a young lawyer must pick his or her senior’s brain when he or she hits a roadblock because many a time experience trumps book learning.
As regards private equity investments, a young lawyer must understand the various kinds of investment and the various kinds of companies that receive such investment. A start-up company receives seed funding and venture capital funding which could be spread over a number of rounds. Private equity investment on the other hand is risk free capital (for the investee company) invested in a mature company for a minority stake. From the investor’s perspective the investment is high risk but the potential returns can be substantial. The investment has a certain horizon and the investor must be given an exit at the end of this period, either through an initial public offering (“IPO”) by the investee company or a buyback by the promoters / investee company at a certain internalised rate of return. Most private equity investors prefer to exit through an IPO since the return can be very high but that may not always be feasible given market conditions. The other thing to bear in mind for private equity investments is that the investor only holds a minority stake. The Companies Act, 2013 has various thresholds of shareholding each of which give a certain set of rights to the shareholder who holds that percentage or more. Depending on the extent of a private equity investor’s holding and considering the thresholds under the Companies Act, 2013, a basket of rights must be granted to the investor.
The reason I have discussed some aspects of private equity investments is to give young lawyers a flavour of the issues that they need to grapple with and provide some insight on how these issues need to be addressed. A prominent private equity investor once told me that the most important consideration while negotiating a deal is fairness. If a demand made by the other side is fair, there must be very strong reasons to reject it. If this mantra is followed not just in private equity deals getting a deal done would be expedited.
You must have a fast-paced work schedule, how do you manage a work life balance with a demanding career?
I strongly believe that a legal professional must ensure that he has a life outside the workplace. To do this he or she must not spend long hours at the workplace unless warranted by the demands of the job. In my case, I made it a point not to waste the normal working hours at the office. If you use the 9-10 hours at the office wisely, there is no need to sit late. This would ensure that after you got home you could pursue your other interests allowing you to maintain a healthy work-life balance. Another point in this regard is the importance of cultivating your interest in a myriad areas of life so that there is never a point when you feel bored.
What have been some of the most important cases you have dealt with and is it possible for you to share details of any of your cases and your modus operandi to approach and prepare for that case?
There are three matters that I would like to share but unfortunately due to confidentiality constraints I can only give you the broad contours. I cannot go into details or my modus operandi to approach and prepare for the matters. The first matter is the failed consolidation of the erstwhile Birla, Tata and AT&T with BPL Communications. As part of the Amarchand & Mangaldas team we helped draft the consolidation agreement. After the consolidation failed, BPL approached the Bombay High Court. The matter was argued before Justice A. P. Shah by Mr. M. C. Chagla, Senior Counsel and Mr. P. Chidambaram, Senior Counsel. This was the first time I witnessed an agreement drafted by us being tested in court.
The other two matters involve Blackstone’s investments in Gateway Rail Freight Limited and Jagran Prakashan Limited.
If the question pertains to litigation, I must admit I have not appeared in many cases before the courts. For the cases where I have appeared, I have found that strong preparation is very important. Knowing the dates and events is paramount. Also, it is very important to know the pleadings and the exhibits. You also must know all relevant case law. You must weave a story for the judge while also anticipating the arguments of the other side and pre-empting such arguments.
Your journey in law began with an inspiration from Hindi movies. How did this fascination shape your career, and what were the initial challenges you faced as a first-generation lawyer?
From a young age, I was inspired by the portrayal of lawyers in Hindi movies, passionately advocating for justice. This fascination ignited my dream of becoming a lawyer, viewing it as a noble profession where I could make a real difference. These cinematic representations motivated me to pursue a career in law with a vision of being a beacon of hope and justice, much like the heroes on screen.
One significant challenge I faced was the lack of mentorship. Unlike some of my peers who had family members in the profession, I had to seek out mentors and resources independently. This, however, turned into a strength, making me resilient and resourceful. I learned to leverage every opportunity for learning and growth, from internships to networking events.
Entering the professional world meant proving myself in a highly competitive environment. As a first-generation lawyer, I had to work twice as hard to establish my credibility and demonstrate my skills. The early stages of my career were marked by long hours, continuous learning, and a relentless drive to excel.
Despite these challenges, my journey has taught me the value of perseverance, hard work, and the importance of building strong professional relationships, which have been instrumental in my growth and success as a lawyer.
You started your career at a leading publishing company and then transitioned to Legal Process Outsourcing (LPO). What motivated this shift, and how did your experience at Pangea3 influence your professional growth?
In 2006, as the Legal Process Outsourcing (LPO) industry was rapidly emerging, I saw an opportunity to explore this new field, knowing I could return to litigation if it didn’t meet my expectations.
I joined Pangea3 with an impressive client base, including top US law firms and some of the world’s largest companies in various sectors. I started in the corporate division where my role was reviewing, summarizing and abstracting technology, finance, and real estate agreements. This role gave me valuable insights into intricate legal transactions, enhancing my understanding of these areas.
Later, I transitioned to the litigation department, where I got an opportunity to manage teams of high-performing lawyers. Leading a team that critically evaluated and challenged every decision was a unique and challenging experience. We often worked on projects with tight deadlines, requiring long hours, including weekends. Maintaining team spirit and motivation under such high pressure without compromising quality was a formidable task.
My experience at Pangea3 significantly influenced my professional growth by developing my leadership skills, deepening my understanding of complex legal agreements, and providing me with a global perspective on legal practices.
Working with stakeholders across the globe has given you a global outlook. Can you share some key insights or experiences that have shaped your understanding of global legal practices?
Working with global companies, often involves collaboration with diverse teams, each bringing their frameworks and practices. Establishing trust and rapport with international stakeholders often requires consistent and proactive engagement. During my time managing high-value transactional agreements, I found that regular discussions with an intent to understand the stakeholders’ goals and challenges were key to successful collaboration. There is also need of clear and precise communication as concepts and terminologies can vary significantly between countries. Therefore it’s essential to articulate legal advice in a way that clients and colleagues from different backgrounds easily understand.
At Maersk, you set up and managed the legal team in India. What were the significant challenges and accomplishments during this period, and how did it enhance your expertise in complex negotiations?
One of the key lessons I learned at Maersk was the distinction between setting up a legal team versus managing an established one. My team in Mumbai, including myself, were new hires in the legal department. While my team members often looked to me for guidance, I was also learning alongside them about the work, culture, and policies. However, I was fortunate to receive valuable support from my General Counsel and CFO, who instilled confidence in me and reminded me not to be too hard on myself despite the initial challenges. My team played a crucial role in alleviating much of the pressure.
As an in-house counsel at Maersk, my role extended beyond just advising and identifying risks to actively negotiating and defending the company’s best interests while closing agreements. The hands-on negotiation experience with the support and mentorship I received, significantly developed my skills and confidence in managing complex legal matters.
Transitioning to Firmenich, you moved into the sales side of legal work. How did this shift in focus help you grow professionally, and what unique skills did you develop during your time there?
At Maersk, I was always in a dominant position representing the procurement team. In contrast, at Firmenich, I needed to be more accommodating to ensure timely deal closures without compromising the company’s interests. Striking the right balance between being aggressive and stepping back when necessary was challenging at first.
Further, at Firmenich, I had the opportunity to work with Legal Heads for Europe, Asia, and the Americas region. Each one of them had a unique style, allowing me to learn significantly from their diverse approaches.
My colleagues and seniors in the legal department were incredibly helpful and supportive, that allowed me to transition from a procurement-focused lawyer to a business-driven counsel.
With your vast experience, what advice would you give to current in house legal professionals who are looking to navigate and succeed in the ever-evolving legal landscape?
Regardless of whether you are a first-generation lawyer or not, maintaining an open mindset is crucial. Embrace the continuous learning that the legal profession demands. As an in-house counsel, it’s essential to have a comprehensive understanding of your company’s business and the nature of its transactions. This insight enables you to provide relevant and strategic legal advice.
Never hesitate to ask questions – whether about a transaction, legal concept, or business process. Seeking clarity is key to ensuring that you can offer sound legal advice.
Most importantly, cultivate resilience. The legal field can be demanding, and navigating its complexities requires the ability to adapt and persevere through challenges.
In your opinion, what are the most critical ethical considerations for in-house attorneys, and how do you ensure that these principles are upheld in your daily work?
From a young age, I viewed the law as a profession dedicated to justice and integrity. For in-house attorneys, upholding ethical principles such as honesty and transparency is paramount.
In my practice, I ensure that I present an accurate assessment of risks so that the organization can make informed decisions. I believe in providing clear and honest advice without overselling or exaggerating potential outcomes. If I am uncertain about any aspect of a legal issue, I ask for the necessary time to research and provide a well-informed response.
Can you share a personal development or mentorship experience that significantly impacted your career trajectory?
The mentorship that I received in Maersk was invaluable as I began my career as an in-house counsel. Maersk emphasized the importance of praising in public and reprimanding in private, a principle that has deeply influenced my working style. The company’s zero tolerance for any form of belittlement, regardless of a person’s seniority, reinforced the idea that effective leadership don’t require being disrespectful or domineering.
The weekly meetings with the General Counsel and CFO were particularly impactful. Their guidance not only boosted my confidence but also equipped me with the skills needed to lead high-performing teams effectively. This experience has been pivotal in my professional development and continues to shape my working style till today.
As someone with extensive experience, how do you mentor and guide young lawyers entering the field? What key qualities do you believe are essential for their success?
In India, many career decisions are often influenced by family expectations or the allure of someone else’s success. I will tell all young lawyers that don’t be afraid to take bold steps and embrace opportunities to learn, even if they seem outside your immediate area of expertise rather than simply following someone`s footsteps. While you may get inspiration from people around you, do remember that you have to pave your path to make the mark.
Key qualities for success in this field include curiosity, resilience, and a willingness to continuously learn and adapt. By embracing these qualities and valuing every experience along the way, young lawyers can effectively navigate their careers and achieve long-term success.
With such a demanding and multifaceted career, how do you unwind and relax? What activities or hobbies help you maintain a healthy work-life balance?
The role of an in-house counsel can indeed be demanding and exhausting but a strong family support helps me manage stress effectively.
For me, travelling serves as a form of therapy. I take at least one vacation each year to explore new places and immerse myself in different experiences. This not only provides a refreshing break but also broadens my perspectives.
When time permits, I find relaxation in watching movies or web series, particularly those with compelling courtroom drama. It may sound cliche, but engaging with legal dramas allows me to enjoy my passion for the law in a more relaxed setting.
STT Global Data Centres (“STTGDCI”) is a prominent name in the data centre industry. Could you share more about the company, your role and your experience so far.
STT GDC India (4th consecutive winner as Great Place to Work) is one of the leading data centre providers in India and hosts critical business infrastructure for many of the top Fortune 500 companies.
I oversee the end-to-end closure of commercial contracts for both the procurement and sales departments. My role also extends to day-to-day advisory services, resolving disputes arising from commercial contracts, and acting as the legal SPOC for regulatory matters related to sales contracts. In the past, I supported real estate transactions and handled customer recovery.
At STT Global Data Centres, I’ve had an incredible experience of working in a fast-paced, high-growth industry. My team and colleagues are extremely helpful and are willing to lend support whenever needed. My General Counsel has been instrumental in my development so far. He cultivates a positive and supportive work environment within the team. His management style is flexible, and he doesn’t believe in micromanaging, which instils confidence and allows me the autonomy to handle situations with a greater sense of responsibility.
Welcome back to the SuperLawyers channel! As our journey as an educational platform continues to grow, we have the privilege of gaining insights from esteemed professionals in the legal fraternity. Today, we are fortunate to have with us Mr. Ajay Sharma, a highly respected figure with over 35 years of experience in corporate law and human resource complexities. He has served as the Chief Legal Advisor for several distinguished organizations and currently holds the position at CorpoTech Legal.
Sir, on behalf of the entire SuperLawyers team, we extend a very warm welcome to you. We are thrilled to have you with us today and are eager to learn from your vast experience. We look forward to sharing this knowledge with a broader audience.
Thank you, Akash, for having me here. I’m glad to share my experiences from the last three and a half decades. I prefer to say “three and a half decades” because saying “35 years” might make me seem older than I feel. So, feel free to ask any questions that you think will benefit the audience, especially the upcoming generation and young lawyers. I’m happy to contribute to that.
Thank you so much, sir. This would be slightly a nostalgic retreat for you because the first question is, even after having three and a half decades of experience in corporate law. If I may ask you, sir, why did you decide to pursue law?
So, I don’t have a full 35 years of corporate law experience. However, during my post-graduation, when I was pursuing my master’s in psychology, I developed an interest in understanding the legal side of things. After completing my master’s, I enrolled in law school and graduated from Delhi University Law Centre I in 1992.
The knowledge of law stayed with me. Once you study law, it’s not something you forget—it remains with you. When I entered the world of HR, this legal background gave me an edge compared to other HR professionals who only had an MBA in HR. I had degrees in psychology, a PGD in HR, and law.
I began exploring how I could apply my legal knowledge, particularly in labor and employment laws, which further fueled my interest. Throughout my career, I worked for both government and private organizations in India and abroad. The knowledge and inclination to learn the laws of the land were always there.
When I was in Europe, I handled HR for around 13-14 countries, each with its own legal framework. It was both interesting and relatively easy for me to adapt to the local systems, understand their laws, and provide corporate solutions.
I also gained considerable exposure to contract law, particularly while working with semiconductor companies. There was significant involvement in software licensing and patent work, as the semiconductor industry heavily focuses on patent writing. My role involved encouraging employees to document and write patents, helping them understand how their ideas could be patented, and assisting patent attorneys in advancing those ideas. If an idea wasn’t patentable, I guided them on how to innovate further to create patentable solutions.
Though I wasn’t a legal professional per se, I applied my legal acumen in my work. That journey has always been a part of me. As I reached a stage in my life where I wanted to formalize my legal expertise, I registered with the Bar Council of Delhi. Now, I’m a practicing advocate, working in the Delhi District Courts as well as the High Court.
Sir, my next question would be related to your trajectory and also something which is a very important question to someone who has a wealth of experience like you, who has seen the change, especially the technology driven changes, what do you think is the contemporary attitude of the lawyers or Indian lawyers towards this robust, disruptive technology change?
I think this issue isn’t limited to Indian lawyers; it’s a global phenomenon. I have connections worldwide, and I’ve spoken to lawyers in the US as well. Some lawyers are more tech-savvy than others.
The key point is that just because legal technology is available doesn’t mean a lawyer will automatically adopt it. We need to see the value it brings. In the last three to four years, as technological advancements have emerged—especially with the advent of generative AI—more solutions have become available. However, some are still rudimentary.
For example, basic case management is more about automation than high-tech solutions. It can improve productivity for law firms or individual lawyers, but each lawyer evaluates technology based on the value it offers.
We have a basic maxim in management called WIIFM—What’s In It For Me? Why should I adopt this technology? Does it genuinely help, or is it just another trend? Legal tech providers must ensure their solutions add real value rather than just being another tool.
The core question is whether the technology provides a solution or is just another piece of technology. Once lawyers understand its value, they will likely adopt it. Another factor is the career trajectory in law. Lawyers typically start young and spend three to four years establishing themselves. By the time they reach their late 30s or 40s, they are deeply involved in their work and may not have the time to learn new technology. So, the technology must present itself as a solution that fits seamlessly into their work.
I recall an incident in 1996 or 1997 when I was working with a company that wanted to introduce email. Many people questioned why we needed email when memos and peons worked just fine. We organized a three-day program to teach senior executives about email, but they still didn’t see the benefit. We had to show them that email could empower them to communicate directly without relying on their secretaries.
If I draw a parallel to the legal profession, much of the legal drafting is done by paralegals. But if a lawyer can use AI to draft documents, it could be a significant advantage. However, generative AI is still in its early stages. The results from platforms like Gemini, Perplexity, and Meta AI are not yet perfect. So, as a lawyer, I might think, “Why should I invest my energy in something that isn’t fully reliable?”
This is a process of evolution, and things will gradually improve. It’s not about Indian versus overseas lawyers; it’s about managing change. Several stakeholders play a role in this. First, legal tech professionals need to work closely with lawyers. You can’t develop a legal tech solution in isolation. Second, the Bar Council of India could get involved to assess what solutions are available and what needs to be developed. Third, lawyers themselves need to engage with younger lawyers.
I’ve wondered if law firms or senior lawyers could have roles like “legal analysts” who use legal tech tools and assist senior lawyers, helping them appreciate how these tools work.
Today, there’s a lot of hype around AI, but it’s not a magic solution. It only works well if you input the right data—garbage in, garbage out. In summary, this is a process of change. All stakeholders must support this change management, and gradually, the legal community will start adopting and adapting to these new systems.
You have mentioned some of the inputs that it’s not only a domestic problem, it’s a global problem. Taking this issue a bit forward, my next question would be, sir, since you have this entire diverse experience of working both with domestic as well as global international organizations, consultancies, and firms, how do you think is the international work culture different from the Indian setup?
“We need to consider this from two perspectives.
First, the lawyer as an individual entity, and second, law firms as a whole. In India, we are governed by the rules of the Bar Council of India, which serve as our guiding principles. These rules are different from those in the US or Europe.
For instance, in the US and Europe, law firms are often treated as profit centers or businesses, so everything operates accordingly. In India, however, law firms are typically centered around individual lawyers. This is evident from the firm names, such as ‘X and X Company’ or ‘X and Associates,’ where the person who founded the firm remains at the top.
When it comes to management practices, it’s important for those approaching retirement to think about how the next generation should take over. That’s a fundamental aspect of management.
Abroad, what is written is strictly followed. They are very precise in their approach. In contrast, we Indians are more flexible, often going the extra mile to help clients. There is an advantage to this Indian way of working; our flexibility and adaptability allow us to navigate the unique challenges of our legal system.
Law isn’t just mechanical; it involves a great deal of emotional intelligence, as we deal with people. Thus, we need to engage with clients on a personal level.
The ideal approach would be to adopt a system-driven method, as seen in the West, while also incorporating the Indian way of flexibility and going the extra mile. By merging these approaches, we can create an eclectic system that draws the best from both worlds. That’s my submission.”
Sir, tagging along with this one is when you have described this differentiation in mechanism of working or the difference in attitude, what do you think should be learned from the global work culture?
The court has mandated that there must be a minimum stipend paid to young lawyers, and I fully support this. The issue is that without adequate financial support, talented individuals may leave the legal profession for higher-paying jobs in other fields. They may start with law, but if they find better-paying opportunities elsewhere, they are likely to pursue them.
Therefore, it’s essential to have a minimum threshold for stipends, as is common outside India. Another crucial point is the adoption of technology to enhance productivity. I’m very pleased to see the implementation of e-Courts and the e-Filing system. The encouragement for people to use virtual conferencing is a significant change that has taken place over the last three to four years. Our Chief Justice of India strongly supports the transition to these new systems, and we are also moving towards Online Dispute Resolution (ODR).
Things are moving in the right direction, but there’s still more to be done. For example, why can’t we have a world-class arbitration center in India? Recently, the GIFT City in Ahmedabad started an international arbitration center. We should be developing such systems and processes in India, rather than relying on places like Singapore for arbitration.
A system-driven approach is crucial. We also need to consider the productivity and well-being of lawyers. Expecting them to work 12, 13, or 18 hours a day can lead to burnout, especially at a young age. We need to create a work-life balance. At a young age, many people are working extremely hard, so it’s important to consider how to create a healthy work-life balance. Law is a profession, not just a relentless pursuit of earning money.
Additionally, I believe the Bar Council is making efforts in this direction, and I recently saw a judgment from the Madras High Court that reflects this. While I’m not suggesting that we should completely mimic the Western or global approach, we can certainly adopt the best practices from around the world. By combining that with our own ingenuity and the passion we have for our clients, we can create a balanced and effective solution.
Since you have been involved with providing unique technology solutions, you have been involved with HR automation, and much of your legal advisory also rests on technology. And we have this digitalization push in India also going on for quite a time, especially since after COVID this thing has been increased.
Sir, we would like to know your views on how important do you think is this digital and technological upskilling in lawyers and what would be your advice or how would you manage this entire technology upskilling operation in your team, or maybe in your organizations. We would love to hear your insights, sir.
Learning is a lifelong journey—you can’t stop. Even at 59, I’m still attending classes regularly. When it comes to legal education, particularly through alternative channels, it’s quite affordable compared to traditional college programs. Some institutions offer courses that are far less expensive, making continuous learning more accessible.
I strongly encourage young lawyers, including my own team, to continually take refresher courses because law is an evolving field. The beauty of law is that it’s never stagnant; there’s always something new to learn.
Take, for example, the recent changes in criminal law—the three new acts that have come into force. If you go through the provisions, you’ll notice that electronic evidence plays a significant role now. Electronic evidence isn’t just about technology law; it’s a form of evidence that is now integral to criminal, civil, and even family court cases. It’s crucial for legal professionals to understand what electronic evidence is and how to secure it, including the cyber forensic aspects.
In the Bhartiya Saksha Adhiniyam, electronic evidence is treated as equivalent to other forms of evidence, but it requires a certificate that details the source and hash value of the evidence. Now, if a lawyer doesn’t understand what a hash value is, how can they effectively present their case in court? Adapting to new technology is essential, and I always encourage my team—and myself—to stay updated with what’s available online.
Today, there’s a wealth of information on the internet, but it’s important to approach it in a structured manner. For example, when learning about the new criminal laws, I focus on understanding both the legal changes and the technological aspects, like electronic evidence. This process of continuous learning is ongoing.
Looking ahead, two significant acts are on the horizon: the Digital India Act, which may replace the IT Act, and the AI Act. Everything is interconnected. For instance, with the AI Act, we need to consider whether AI will be treated as an entity or a support system. If AI manipulates a copyrighted document to create a new one, who bears the responsibility? Is it the AI tool, the owner of the AI platform, or the user? Understanding these complexities requires deep engagement.
So, my advice to everyone, including myself and my team, is to stay at the cutting edge. Dedicate at least three to four hours each week to learning new developments in the legal field.
I really liked the way you have presented that there is no plateauing in the learning curve in the legal fraternity, it’s always a rising and so is upskilling. There’s no end to it. And sir, your words are truly powerful. When you see that even after having so much experience, you still choose to learn.
And that itself is such a motivational dialogue for all youngsters like me and even everyone else in this fraternity. I would like to ask, sir, that with this immense importance of data in today’s world, as is often said, that data is the new oil what are your views on the data legislation framework with reference to India and the other jurisdictions which you might have worked upon?
Let me rephrase that—data is like fuel. It can energize a system, but it can also cause damage if mishandled. Data has both positive and negative aspects.
We first started working with data in the corporate world through GDPR and even earlier with SOX compliance. So, data privacy isn’t a new concept for us. Today, we’re seeing the introduction of new laws—GDPR has established itself in Europe, CCPA is in place in the US, and in India, the DPDP Act has been passed, although it’s not yet enacted. But it will be soon.
The challenge exists on both ends: for those who provide data and for those who collect and process it. For example, how many of us actually read through all the terms when we download an app on our phones? We tend to just accept them without a second thought. The same goes for cookies on websites—we often accept or reject them without fully understanding what we’re agreeing to.
This is why education on data privacy needs to start at the user level. People should be aware of what constitutes personal and sensitive data, to whom they’re giving it, and for what purpose. Do we know that we have the right to request our data to be erased later? Or if we receive unsolicited calls or messages, do we realize that our data might have been leaked?
So, the first step is educating users. The second is ensuring those who collect data are also held accountable. Once the new laws are in place, there will be a stronger emphasis on enforcement. However, even with GDPR, I’m not sure how many companies have faced prosecution for data breaches. Enforcement is crucial.
Data is undoubtedly a powerful tool. We’re constantly surrounded by it, even in our interactions right now—this is all data. Both users and the originators of data, like ourselves, need to be educated to understand the impact of data on individuals, systems, and the world at large
This was very insightful, sir. I am really excited to approach you that as a professional who has indulged in diverse roles from law to tech to HR automation, what is your success mantra?
I believe that being a lifelong learner is crucial. The moment you think you’ve learned everything and reached the pinnacle, it’s like you’ve ceased to grow—you’re done. The quest to learn should never end. Even on your last day, you should be thinking, ‘What else can I learn? Is there something I can grasp in the next 10 minutes?’
Secondly, as professionals, we must learn to balance work and life. I was once like any other young professional, constantly working long hours. This eventually took a toll on my health. Fortunately, I had the opportunity to live in Sweden for a few years, where I met a cultural mentor. He was a simple man with around 55 patents to his name, mostly related to 3GPP and telecom technologies.
One day, he asked me, ‘Why do people in India, or Indians in general, work so hard?’ I responded, ‘We don’t have the kind of social security system you have here in Sweden.’ He then pointed out something that stuck with me: ‘Look at the average lifespan in India—around 70 years. People work hard until 60 or 65, trying to secure their future. After that, they often fall ill, and soon after, they leave this world. Where’s the life in that?’
You’d be surprised to know, that in Sweden, there’s a mandatory summer leave for all employees because that’s when they get to see the sun most often. The rest of the year is mostly dark. They believe you need to spend time with yourself and your family. I’m not saying we should imitate them entirely, but there’s a valuable lesson here. As professionals, we often think that our profession or company is everything. But when you reach old age, it’s your body that remains with you, not your job or your clients. The pain you’ll feel will be yours alone, not shared by your organization or clients. So, work-life balance is critical. I’m still working on it myself, but it’s something we all need to practice.
Lastly, professional integrity is paramount. I’ve never compromised on it. If something is wrong, you must have the courage to call it out and not engage in it. The world isn’t going to change because you decide to bend the rules or circumvent something when no one’s watching. The first gatekeeper is your own conscience. Maintaining professional integrity is essential to being a good professional. At the end of the day, you should be able to sleep peacefully, knowing you haven’t done anything wrong.
So, to sum up, three key things will help anyone grow: continuous learning, work-life balance, and professional integrity. These are timeless pieces of wisdom that I’ve learned from others and strive to follow.
Sir, you’ve placed a strong emphasis on sustainability, which is something we are eager to learn more about, especially given your long and distinguished career across various sectors. How do you view sustainability, both in your work and on a personal level? What does sustainability mean to you?
Sustainability, to me, is about using fewer resources while still achieving your goals. It’s about maintaining what you want to accomplish with minimal impact. This can apply to environmental sustainability, where we focus on preserving our planet, or personal sustainability, where you manage your life with the resources you have.
We often discuss sustainability in the context of global issues, which is aligned with the United Nations’ Sustainable Development Goals (SDGs). These 17 goals remind us that our purpose extends beyond just sustaining ourselves; we are here to contribute to the world as well.
Self-sustainability is crucial, but we must also consider the broader implications. For example, if the global temperature rises by two degrees in the coming years, what challenges will we and the next generation face? In cities like Delhi, we’re already experiencing water crises, and these issues are becoming more widespread.
Resource conservation is key, whether it’s on a personal level, in our homes, offices, or the broader environment. I’m not advocating for a minimalist lifestyle, but it’s important to be mindful of our actions and their impact on the climate. We have a responsibility to the world we live in.
My basic advice is to understand the resources you are consuming and strive to sustain with those, ensuring that you’re contributing positively to the environment.
Thank you for your response, sir. It feels like we’re learning from a wealth of experience. I’m sure all of us are trying to absorb these words of wisdom from you.
Lastly, I’d like to ask, what advice would you give to young lawyers, first-generation lawyers, and anyone who is aspiring or has just begun their journey in the legal fraternity?
The first and foremost thing is to understand why you are entering the field of law. Are you here to earn money? Are you here to provide justice? Or are you one of those who wants to support and uphold the legal system? This purpose is crucial to define early on.
I’ve been in the professional world for the last 35 years, and I’ve seen people who become engineers but aren’t engineers at heart. Passing an exam doesn’t make you a true engineer, just like earning an MBBS degree doesn’t necessarily make you a true doctor. A doctor is defined by their inner drive to serve humanity, not just by their title. Similarly, in law, you must have a clear purpose for why you’re entering this field.
Secondly, I recognize that it can be difficult for young lawyers to find internships and opportunities. I believe the system should do more to support them. My advice isn’t just for young lawyers, but also for seasoned, established lawyers: give opportunities to young professionals. It’s vital because the best way to learn law is through practice, not just by reading books. That’s why we say we “practice” law. You need a real-world platform to apply what you’ve learned.
Third, the world is changing rapidly. If you find that law isn’t the right fit for you, don’t hesitate to explore other professions. Don’t stay in the field if you don’t have the logical mindset or the empathy needed to understand your client’s needs. Technology is also changing the practice of law, and if you can’t adapt to these changes, consider moving to a different profession.
Just because you’ve studied law doesn’t mean you’re obligated to remain in the field. Sundar Pichai, for example, did his B. Tech in Metallurgy, but he’s now the CEO of Google. Education should develop your mind, not just secure employment. If studying law has sharpened your logic and awareness, you can apply those skills in other fields. No one is stopping you from becoming a great manager or technocrat.
In summary, focus your thoughts on whether you truly have the inner drive to be a lawyer. Seek out practical experiences, and if you find that this isn’t the right profession for you, don’t hesitate to make a change. Don’t become someone who constantly complains about the system. Instead, find a solution and move in that direction.
Thank you so much, sir. Your final statement about avoiding negativity and always seeking opportunities is incredibly inspiring. I’m confident that this message will resonate with young minds and serve as a guiding principle to motivate themselves through both highs and lows.
Today’s experience has been truly remarkable. It’s not every day that we have the privilege of interacting with someone who has witnessed such significant technological and social changes, both in India and abroad. Your insights have been enlightening for me and the entire SuperLawyers team. On behalf of everyone here, I extend our deepest gratitude for taking the time to address these important issues. It has been a wonderful experience.
My pleasure. As a parting thought, I’d like to emphasize that years of experience alone don’t hold much value; what truly matters is the wisdom gained. I believe in learning from the younger generation, a concept often referred to as reverse mentoring. As Darwin suggested, evolution implies that younger generations are more intelligent. So, it’s often more beneficial to learn from younger people than to rely solely on repeated years of experience.
Thank you very much for the opportunity to speak with you. I wish the SuperLawyers team continued success. The way you’re bringing together experiences from people across different stages and fields is sure to benefit the entire legal community. Thank you.
Can you share with us what initially drew you to the field of law, and how your journey began?
I decided to become a lawyer and declared my intent as early as in my 7th grade and am happy to share that the passion for law burns bright. Whilst I come from a family of lawyers up to my grandfather’s generation, my father’s generation skipped it. My interest in law could have stemmed from the stories I heard of the cases my grandfather handled but I faced the struggles of a first-generation lawyer whilst commencing practice.
You’ve handled cases in Constitutional, Criminal, Commercial, IPR, and Cyber laws. You are also a trained mediator. How did you develop such a broad spectrum of expertise, and what challenges did you face along the way?
My initial focus was on Criminal and Constitutional laws. Interestingly, I studied law to practise criminal law – my interest in this field was strongly rooted on principles of human rights and liberties. I simultaneously also focussed on IPR as it was an evolving field at that time (1991). I value my association with an eminent and revered senior Shri. N. T. Vanamamalai, Senior Advocate for 3 years as a student intern and thereafter continued to practise from his chambers. My other senior during practice was Shri. V. Gopinath, Senior Advocate. The person who recognised my potential and added wind to my wings by making me part of the firm Amarchand Mangaldas Suresh A. Shroff & Co., (as it then was), albeit briefly, was Shri. Cyril Shroff, who I attribute my learning on client handling and composure apart from the skills I acquired in structuring of private equity and debt transactions. Apart from this, each senior counsel I have briefed for cases contributed to developing my skills and approach to law.
Whilst I honed my skills in Constitutional and criminal laws in my seniors’ chambers, my expertise in IPR was rooted in extensive reading (which in those days of no computers or devices meant opening books and visiting libraries) and applying the same to cases, I was briefed in from early days. I also learnt to apply my learnings from litigation to draft commercial and IPR transaction documentation. My involvement in Cyber evolved from around 1995-96 due to the IPR cases I handled in software licensing. From there I gained expertise in cyber laws reading the evolving legal landscape across foreign jurisdictions and model UN laws and honing my knowledge and skills and simultaneously keeping abreast of technological advances. With cyber being an exponentially evolving field, it was imperative for me to keep reading and honing my knowledge and skills in this field since then.
I was truly blessed to have grown in this profession without even an iota of concern over gender bias or obstacles due to the same. I did not face the usual obstacles that I have heard from other practitioners be it those of 1st generation or lady lawyers. This was certainly a boon considering the male-dominated fields of expertise I chose.
There were of course the other obstacles of developing clientele from scratch as a first -generation lawyer. I have in effect set up my practice from scratch thrice – first in Chennai, then Mumbai and thereafter before the Supreme Court in Delhi. Each time I believe, at the cost of sounding cliche, that it was sheer hard work that helped. Apart from hard work my sincere advice to the young practitioners is to maintain composure and a pleasant demeanour in Court and with peers, particularly with opponents. We, as practitioners, have to learn to distance ourselves from the briefs we handle and learn to be fair. I can safely confirm that it was my advice to clients to be fair that helped garner the respect and trust of my clients. For, in the long run, the clients benefit more from a balanced approach.
Mediation is again a passion, which I manifested in multiple forms from handling court referred mediations to assisting in formulation of and setting up of mediation centres. The training helped me to become a better Advocate, particularly whilst handling clients and negotiations such that I was able to successfully conclude litigations that were festering for several decades. Mediation training is another skill set I believe is critical for all law students.
Could you tell us more about your experience as Amicus Curiae before the Supreme Court and representing a State Government in the data protection case during the pandemic lockdown? What were the key issues at stake?
The Amicus Curiae experience in “Re: Prajwala Letter dt.18.2.2015. Violent Videos & Recommendations” was profound. Of the many cases handled, this was a satisfying journey, which gave me the opportunity to contribute to online safety of women and children. I proposed the use of Artificial Intelligence (AI) for this purpose, and argued for use of tech to protect users, which was a first. The consensus proposals mooted through the Government Committee I was part of and the Supreme Court making the same an order of court were seminal steps towards bettering online safety.
The case before the Kerala High Court was during the covid pandemic and another satisfying engagement wherein I advised use of anonymisation to protect sensitive personal health information, which the State Government accepted and submitted and was made an order of Court. Significantly, under Section 43A of the Information Technology Act, 2000 (as amended) (“IT Act”) Government is not covered and hence volunteering as above was a proactive measure.
What inspired you to start Cyber Saathi®, and what are the primary goals and achievements of the foundation?
I founded the non-profit – Cyber Saathi Foundation (www.cybersaathi.org), which is focussed primarily on contributing to law and policy making in the field of cyber and emerging technologies and for online safety of women, children and other soft targets (such as LGBTQ+) through awareness and peer first responder support through “Be A Cyber Saathi” (Cyber Saathi translates to “Cyber Friend”).
I first conceptualised Cyber Saathi in 2016 after a meeting in the UK during my Chevening fellowship, when I realised the gravity and spread of offences against children. The reason for the name is also based on the young adult / child psyche i.e., that they will reach out to a friend first. Hence the name “Cyber Saathi”. I must add here that each of my fellowships have contributed to my evolution and helped me to contribute more to society. My first was the International Visitor Leadership Program – IPR (2005), and then the Cybersecurity Chevening Fellowship in 2016 and thereafter my Stanford CDDRL Fellowship on Democracy, Development and Rule of Law (2019).
You train judges, police, armed forces, and intelligence agencies on cyber laws and safety. How do you approach such a critical and diverse audience, and what are some key messages you emphasize?
My involvement in such training or capacity building initiatives commenced from about 2003 and continues. It has been most gratifying to have been able to contribute to nation building through these initiatives. I have conceptualised and conducted cyber law training programs spanning all subjects on cyber. Anyone who wishes to undertake such initiatives just needs to have the urge to contribute, be willing to set aside time for the same including personal time and be generous and conscientious in the preparation and sharing of knowledge. The field of cyberlaws is constantly evolving. Keeping abreast not only of law but also of technology innovations and developments is critical and ensuring the bridging of tech and law is essential to lend value to such initiatives.
You have been involved in various national and international committees, including presenting before the UN’s UNODC Ad Hoc Committee on Cross Border ICT Crimes and the Parliamentary Standing Committee on IT. How do these engagements influence policy and legal frameworks?
It is more about how much we can contribute to the narrative. I bring my expertise as a practitioner, which I believe is the most critical, as I can speak about the practical impediments to implementing a law at grassroots level. I also contribute, as a civil society member and speak for a balanced approach ensuring protection of human rights whilst enabling law enforcement. My engagement in training and capacity building for judges and police has contributed immensely to enriching discussions and negotiations at policy level.
As a prolific writer and author of several seminal books on technology laws, how do you see the role of legal writing in shaping public understanding and policy?
Books still form the foundation of practise of law and my intent was to contribute to “democratising practise of cyber”. I wanted more practitioners to enter this field of specialisation, particularly youngsters. The move from the structure I adapted in the first book to my second book probably also reflects the evolutionary process in legal writing. Whilst my first book Technology Laws Decoded (2017) published by LexisNexis was in effect a compendium on cyber laws, my second book CSassy Tales – Cybercrime Stories & The Law (2022) published by Oakbridge Publishing takes a unique approach of teaching through storytelling. I am glad to share that both books have been received extremely well both by practitioners and industry and the latter book by users also who were also the target audience.
What advice would you give to fresh law graduates who aspire to make a significant impact in the field of law, particularly in emerging areas like cyber law and digital rights?
The field of cyber is ripe for youngsters to enter and the scope is immense. With each new law that is enacted in the field of cyber, the opportunities open up further. For instance, data protection is a niche field of practice and once the rules are notified in India the floodgates would open up for advisory and adversarial practice. Similarly, cybercrime, IPR and cyber are fields which are already reasonably robust and will get further impetus from emerging laws such as the Digital India Act proposed.
Learning basics of the technology that drives a specific field of law, understanding the intersection between law and tech and also of existing and evolving laws and always applying fundamentals irrespective of whichever field of law that a practitioner chooses are my advice to any practitioner who decides to focus on cyber laws.
Reflecting on your journey from studying law to becoming a director at Vikas Sharma & Co Ltd, what specific moments or individuals inspired you to pursue a career in law? What were some of the challenges you faced and how did you overcome them?
I come from a lineage of lawyers, with my maternal great grandfather practicing in Hissar, Haryana, and both my grandfather and father in Ratangarh, Rajasthan. Growing up in Ratangarh, I was deeply influenced by the respect lawyers commanded in a small town. Visits to court with my father and uncles were frequent, and the court premises felt like a second home. Initially, my interest wasn’t in the law itself but in the sweets and pampering I received from my father’s clients and lawyer friends. However, over time as I grew older, observing my family’s dedication and the impact they had on people’s lives inspired me to pursue law seriously.
My father, the late Shri Shyam Sunder Sharma, played a crucial role in encouraging me to aim higher and move to the Supreme Court. I learned not only how to prepare a case from him, but also how being a lawyer is more than just a business but a way to help people and enjoy the process. One of the pivotal moments was my working with Group Captain Karan Singh Bhati at the Supreme Court of India, where I gained invaluable experience representing the State of Rajasthan. Group Captain Bhati was then standing counsel for Rajasthan.
The passing of my father and two uncles was a significant emotional challenge, prompting me to move to Scotland for a master’s degree in law. This move was both a personal and professional turning point, allowing me to start afresh in a new environment. The journey was filled with obstacles, but the support of mentors like Mr. Vincent Buffoni and Mr Matthew Cohen, and my persistence in adapting to new legal systems, helped me overcome these challenges.
Can you share the journey of how you transitioned from practicing various areas of law to specializing exclusively in immigration law? What motivated this shift?
The transition to specializing in immigration law was largely serendipitous. Once I qualified as a solicitor in England and Wales, I joined Vincent Buffoni & Co, a central London law firm. While working with Mr Vincent Buffoni, an Oxford graduate who was very humble and thorough, I gained experience in UK immigration law. Initially, barristers handled appeal hearings, but Mr. Buffoni trusted my abilities enough for me to represent clients. After gaining hands-on experience in immigration cases, I became interested in the field more deeply earlier
Having worked in London for a few years, I returned to Scotland where I had earlier completed my LLM degree. Since English and Scottish legal jurisdictions are separate, I had to pass conversion exams to become a Scottish solicitor. My litigation background allowed me to handle all kinds of court matters when I moved to Aberdeen and joined Mathew Cohen and Associates Ltd. There was, however, an increase in demand for immigration law services. Aberdeen, being the oil capital of Europe, had a clientele that required legal assistance for complex immigration issues. A growing number of cases and the complexity involved led me to focus almost exclusively on immigration law, which I found intellectually stimulating and professionally rewarding.
With over 20 years of experience, what key insights have you gained about the intricacies and challenges within immigration law that may not be apparent to those outside the field?
One key insight is the profound impact of immigration law on individuals’ lives. It’s not just about legal procedures but about people’s futures, their ability to stay with their families, and their livelihood. The emotional and personal stakes are incredibly high, which adds a layer of complexity and responsibility to each case.
Another challenge is the ever-evolving nature of immigration law. Policies and regulations change frequently, requiring constant learning and adaptation. Navigating these changes while advocating effectively for clients demands meticulous attention to detail and a comprehensive understanding of both the legal and human aspects of each case.
Could you please provide examples of some of the most complex immigration cases you’ve handled and how you approached resolving them? What lessons did you learn from these experiences?
Compared to London and other major cities in the UK, Aberdeen’s clientele is different. As Aberdeen is an oil capital in Europe, most of the clients are well educated professionals working in the oil industry. Therefore, they engage you only when a case is too complex for them to handle. As a result, almost all of my cases are quite complex. It was last week that I argued an appeal in which the UK government refused the appellant’s permanent residence/indefinite leave to remain application because the appellant has served a non-custodial sentence in a criminal case. The Home Office lawyer accepted before the judge that the application should not have been refused given that the appellant’s application to work in the UK had been approved despite a criminal conviction. In my argument, I relied on the principle of legitimate expectation, which was well received by the Home Office lawyer. We had another appeal where the husband of one of our clients was being removed from the UK due to criminal convictions. As a result of hugging his coworkers, he was convicted. It was my contention that the immigration rules that governed his removal contained an element of discretion. In this case, neither the UK government recognized or explained why discretion inherent in the immigration rule was exercised against the appellant. The judge allowed the appeal. Another case involved a Thai lady who was married to a British national and they had two British children. After the marriage ended, the British husband relocated to another part of the UK with the children. Due to the expiration of her visa and lack of funds, our client was able to move to the new city where her ex-husband and children had moved. Since her children lived away from her, the UK government refused her application on the ground that she was not actively involved in the upbringing of the children. Despite living away from her children due to circumstances beyond her control, I argued that she still had a genuine and enduring relationship with them. The appeal was dismissed, as were the applications to the Upper Tribunal. As a result of the Court of Session’s intervention, the matter was referred to the Upper Tribunal, where the appeal was ultimately allowed.
The lessons I learned from cases in which I didn’t receive a successful outcome initially are that ultimately success will be attained if the legal point is in our favor regardless of how many judges dislike it.
What inspired you to establish your own law firm, Vikas Sharma & Co Ltd, in Aberdeen? How does it differentiate itself in terms of approach and client experience compared to other firms in the area? Also, what challenges did you come across during the initial days of your firm?
I joined Matthew Cohen Associates as the head of the immigration law department in 2010. It was in 2018 that I joined The Chamber Practice as a partner. Since I was running both firms’ immigration law departments, I was responsible for providing the best service to my clients. As a result, setting up Vikas Sharma and Co Ltd did not make a significant difference in the way the firm assisted clients. Having my name on my firm helped my previous clients find me and gave me more freedom to run my business. Besides the procedural requirements for setting up a law firm in Scotland, which are quite onerous, I had no problems because I have been serving people here for more than 15 years and my previous clients found me through Google reviews.
Considering your background as an advocate in the Supreme Court of India, how do you perceive the differences in legal systems between India and the UK? Are there any insights from your experience in India that you apply to your practice in the UK?
The process of preparing a case for court and presenting it to the court does not seem to differ much between India and Scotland. However, there are many other distinct differences, such as the requirement that a law firm be insured before starting to practise, and the Law Society of Scotland is much more strict in its regulation of this profession than Indian bar councils. At the outset, lawyers here are required to provide engagement letters outlining the costs involved and how unhappy clients can make complaints. The Law Society of Scotland regularly inspects law firms to ensure compliance with rules of practice. Keeping the office and clients’ bank accounts up-to-date is a mandatory requirement. Generally, lawyers specialize in one area of law, such as family law, immigration law, or criminal law. Lawyers must advise clients efficiently because the cost of cases can be enormous, otherwise, they will be liable for claims and complaints. Once the pleadings are complete and the case is ready to proceed to the evidence stage, the lawyers of the parties determine if their client’s case deserves to proceed to the next stage since the client could end up paying the other party’s legal costs. As far as I’m concerned, the Scottish legal profession is much more strictly regulated than that in India.
Transitioning from practicing law in India to establishing yourself in the UK legal system must have been a significant change. Could you share your experiences and insights regarding this transition? What were some of the biggest challenges you faced, and how did you adapt your legal expertise to the new environment?
Interestingly enough, I struggled little to establish myself as a lawyer here. Vincent Buffoni, the partner of the central law firm and an Oxford graduate, had earlier shown me trust, and later Matthew Cohen, a principal of a Scottish law firm, gave me an opportunity to appear in Scottish courts. In this region, I am the only Indian lawyer and have even appeared in smaller towns such as Peterhead and Stonehaven where English is spoken in a very different accent. In terms of my work, speaking English with an Indian accent or my origin has not had any adverse effects. My experience as a lawyer in India extends even to smaller towns such as Ratangarh and Shri Dungargarh, as well as the High Courts of Rajasthan and Delhi and the Supreme Court of India. Having moved from a small town to a higher court already prepared me to handle the changes and adapt to them. I believe that when it comes to practising as a lawyer, there are certain requirements regardless of the country or court: knowledge of facts, knowledge of applicable law, understanding the stakes for the client, empathy towards the client, and the ability to represent the client before a judge.
Any new court requires adaptation, whether it is the District Court of India or the Supreme Court of India. In the same way, adapting to the courts of the UK involves a series of steps. As part of my adaptation process, I sought guidance from experienced colleagues and continued learning about the nuances of the UK legal system. A crucial step toward becoming an English and Scottish solicitor was passing the conversion exams. Additionally, I qualified as a solicitor in Ireland and worked with a firm there in 2017. I was able to successfully navigate this transition by embracing the differences and leveraging my foundational legal expertise.
With your wealth of experience in the legal profession, what advice would you offer to the new generation of aspiring solicitors and advocates who are just beginning their careers, particularly those interested in specializing in immigration law?
For aspiring solicitors and advocates, my advice is to develop a deep understanding of the law and stay updated with the latest developments. Immigration law is a dynamic field, and continuous learning is essential. Practical experience through internships and mentorship from seasoned professionals is invaluable.
Specializing in immigration law requires empathy, patience, and a genuine desire to help people. Building strong client relationships and maintaining integrity in your practice are crucial. Always approach each case with meticulous preparation and a commitment to achieving the best outcome for your clients.
We may enter this noble profession motivated by the motivation to help people, but it is the discipline that earns us credibility and reputation with clients, colleagues, and the judicial system.
Due to the ever-changing nature of immigration law in the UK, no one can claim to be an expert. It is therefore important that we stay on top of any amendments to the rules, regulations, policies, and statutes as students of law.
With the demands of your legal career, maintaining a healthy work-life balance is crucial. Could you share some of your favorite ways to relax and unwind outside of the office? How do these activities contribute to your overall well-being and productivity in your professional life?
When I am in control of my work, I feel relaxed. Consequently, I try to answer all my emails and phone calls by the end of the day. If I am unable to complete the work, I email the client when I will complete it. In the end, it comes down to managing the expectations of others.
After a difficult day at work, watching a good movie or web series helps me unwind. Since I have a sweet tooth, I run approximately 5 kilometers a day and do push-ups and squats on alternate days. Scotland is close to nature and picturesque, so I have chosen to settle there. It is relaxing to take a drive in the Scottish countryside and to have an Indian cup of tea to clear my mind. In spite of living in Scotland for almost 20 years, I remain a teetotaler and a vegetarian, so I still drown my stress in tea rather than Scotch.
Could you please share with us the journey of how you found inspiration to pursue law, followed by your decision to delve into Company Secretaryship, and then continuing your education for Doctor of Laws with a focus on taxation? What motivated these transitions and how do you believe they have contributed to your expertise in the field today?
My journey into law was inspired by my family’s long-standing legacy in the legal profession. Growing up in a household where legal discussions were a part of everyday life, I developed a natural inclination towards the field. After completing my BA LLB (Hons.) from the University of Rajasthan, I realized the importance of understanding corporate governance, which led me to pursue Company Secretaryship from the Institute of Company Secretaries of India. This qualification provided me with a deep insight into corporate laws and practices, complementing my legal knowledge.
My interest in taxation, particularly GST, emerged from the evolving economic landscape in India and the significant impact of tax laws on businesses. Pursuing an LL.M in Commercial Law from the University of Bristol and later a Doctor of Laws with a focus on GST from JECRC University, allowed me to specialize in this area. These educational transitions were driven by a desire to build a comprehensive understanding of the legal and corporate world, which I believe has been instrumental in my role as a Managing Partner at KSV TAX CONSULTANTS, enabling me to provide holistic and informed advice to our clients.
As the Managing Partner at KSV TAX CONSULTANTS, you oversee various aspects of the firm’s operations. Could you share with us some key strategies or initiatives you’ve implemented to foster growth and maintain the firm’s competitive edge in the field of taxation?
When I took over as Managing Partner, my primary focus was on consolidating and expanding our services. One key strategy was to integrate all our legal services under the KSV banner, which provided a unified identity and streamlined our operations. We also expanded our reach beyond our traditional geographic limits, establishing a presence among international clientele such as Japanese, UK, US, and UAE.
Collaborating with firms that specialize in areas beyond our core competencies allowed us to offer a comprehensive suite of services to our clients. Additionally, we emphasize continuous learning and pro bono training, especially on GST, to ensure that our team and clients are well-informed and compliant with the latest regulations. Our high success ratio and strong market reputation are testaments to these initiatives.
As a lead speaker on GST, you’ve had the opportunity to educate and inform many. What do you believe are the most common misconceptions people have about GST, and how do you address them?
One of the most common misconceptions about GST is that it is overly complex and burdensome for businesses. Many people believe that complying with GST regulations requires excessive paperwork and frequent changes to their accounting systems. To address these concerns, we focus on educating our clients and the public about the long-term benefits of GST, such as one nation one tax, improved tax compliance, elimination of cascading taxes and most importantly eradication of non-compliant players in the market.
We also conduct training sessions to simplify the GST framework, providing practical examples and hands-on guidance to help businesses transition smoothly. By breaking down the complexities and demonstrating the operational advantages of GST, we aim to dispel myths and build confidence in the system.
Having appeared multiple times on CNN News 18 for live talks on GST, what do you believe are the most pressing issues or developments in the realm of taxation that the general public should be more aware of?
One pressing issue in the realm of taxation is the need for greater awareness and understanding of the dynamic nature of tax laws, particularly GST. The general public should be aware of the frequent updates and amendments to tax regulations, which can significantly impact their businesses and personal finances.
Another critical development is the increasing focus on digital taxation and compliance. As the economy becomes more digitized, understanding the implications of digital transactions and e-commerce on taxation is crucial. I also emphasize the importance of proactive tax planning and compliance to avoid legal complications and penalties. By staying informed and adapting to these changes, individuals and businesses can navigate the tax landscape more effectively.
Your dissertation on the success of mergers and acquisitions offers a unique perspective. How do you see the legal landscape evolving in facilitating such transactions, particularly in light of global economic shifts?
The legal landscape for mergers and acquisitions is becoming increasingly complex and dynamic, influenced by global economic shifts and regulatory changes. One significant trend is the emphasis on due diligence and compliance, ensuring that transactions are transparent and meet all legal requirements.
With globalization, cross-border mergers and acquisitions are becoming more common, necessitating a thorough understanding of international laws and regulations. The rise of technology and digital platforms is also transforming the way these transactions are conducted, making the process more efficient but also more susceptible to cybersecurity risks.
To facilitate successful mergers and acquisitions, it is crucial for legal professionals to stay updated with global economic trends, regulatory changes, and technological advancements. This proactive approach helps in anticipating challenges and navigating the complexities of such transactions effectively.
What do you believe are the key factors contributing to the success and recognition of KSV Tax Consultants on a global scale?
Several key factors have contributed to the success and global recognition of KSV Tax Consultants. Firstly, our long-standing legacy of over seven decades has established a strong foundation of trust and reliability in the market. This legacy has been a cornerstone, providing us with a solid reputation built by my grandfather and father.
Secondly, my strategic vision in expanding the firm’s services both nationally and internationally has significantly broadened our client base. By extending our reach beyond traditional geographic boundaries and establishing a presence in key international markets, we’ve been able to serve a diverse range of clients. Additionally, our focus on comprehensive service delivery, through strategic partnerships and a 360-degree service model, has set us apart from our competitors. This approach allows us to provide a full spectrum of legal and financial services, tailored to meet the unique needs of each client.
Furthermore, my emphasis on continuous learning and professional development has ensured that our team stays at the forefront of the latest legal and tax developments. We regularly engage in training sessions and consultancy services, often provided pro bono, to keep ourselves and our clients well-informed. This proactive approach has reinforced our reputation as a knowledgeable and client-centric firm.
Reflecting on your academic journey, you completed your LL.M at the University of Bristol, known for its excellence in legal education, and subsequently pursued a Doctor of Law at JECRC University. Could you share with us your experiences in both these academic environments, highlighting the insights gained from studying at an international institution like Bristol and how it compared to your experience at an Indian university like JECRC?
Studying at the University of Bristol was a transformative experience. The international exposure and diverse academic environment broadened my perspective on legal issues, particularly in commercial laws. The emphasis on critical thinking, research, and practical applications of law at Bristol equipped me with advanced skills and knowledge that have been invaluable in my professional career.
In contrast, my experience at JECRC University provided me with a deep understanding of the Indian legal framework of GST and its comparative study with Canada, Singapore, New Zealand and Malaysia . The focus on taxation law, especially GST, was particularly relevant given the significant tax reforms in India. The combination of these two academic experiences allowed me to integrate global best practices with local insights, enhancing my ability to address complex legal issues in both domestic and international contexts.
How do you approach mentoring and developing the next generation of tax professionals within your firm?
Mentoring and developing the next generation of tax professionals is a priority at KSV TAX CONSULTANTS. We adopt a structured approach that includes formal training programs, hands-on experience, and continuous learning opportunities.
New recruits undergo comprehensive onboarding training to familiarize them with our firm’s practices and the latest developments in taxation laws. We encourage them to participate in ongoing professional development courses and certifications to enhance their expertise.
Mentorship plays a crucial role in their development. Experienced partners and senior staff provide guidance and support, helping younger professionals navigate complex cases and client interactions. We foster a collaborative environment where knowledge sharing is encouraged, and every team member feels valued and supported.
Additionally, we also organize conferences, seminars, and workshops. These platforms not only expand our team member’s knowledge but also allow them to network with peers and industry leaders, furthering their professional growth.
With the demanding nature of your profession, how do you unwind and recharge outside of work? Could you share some of your favorite ways to relax and rejuvenate?
Exploring different Countries and Cultures;
Love to explore upcoming technology and models in automobiles being an automobile freak.
Love to explore luxury hotels for relaxation
Given your wealth of experience and expertise, what advice or suggestions would you offer to the current generation of aspiring tax professionals and legal scholars navigating the complexities of today’s business and legal landscapes?
Five mantras, “Dedication, Discipline, Honesty, Hard work and Self-confidence”. If you do your task with full confidence and efforts, you will succeed at first stage or next.
