Super Lawyer

Tag: Compliances

  • “The confidence that I gained as a lawyer, coupled with a structured and organized approach has shaped me as an entrepreneur today.” – Shruti Gupta, Independent Law Practitioner and Hospitality Entrepreneur.

    “The confidence that I gained as a lawyer, coupled with a structured and organized approach has shaped me as an entrepreneur today.” – Shruti Gupta, Independent Law Practitioner and Hospitality Entrepreneur.

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

    Having built an impressive legal career spanning over seven years, and continuing your practice today while also excelling as a hospitality entrepreneur, what first inspired you to pursue a career in law?

    I was the kid who always sought logic for everything and anything and asked a zillion questions. Growing up, the world of contracts, negotiation and consequences attracted me and I was drawn to the idea of transactions and their intricacies and would pester my father who is a businessman to know more about how things worked.

    I grew up in a relatively conservative city of Kanpur in Uttar Pradesh, where females did not have it easy and small things had to be bargained and negotiated.  All of this led me to admire people who could negotiate, resolve disputes with clear communication and well-reasoned logic. This also drew me to  law as a field where I could advocate for others and use my communication skills to bring about meaningful change.

    When I pursued higher education at Shri Ram College of Commerce and later at Campus Law Centre from where I pursued my LLB, I got fascinated with litigation. The fast paced dynamism and the strategy of litigation drew me in and I got hooked. I was very fortunate to have a fabulous mentor in my senior, Mr. Gaurav Pachnanda, Senior Advocate and Barrister at Fountain Court Chambers. Working with him introduced me to complex commercial arbitrations and was one of the best foundations that someone can ask for. My academic journey, which eventually took me to Cambridge University for my Master of Law, only deepened that conviction.

    You began your professional journey practicing before some of the highest courts and tribunals in India before transitioning into hospitality entrepreneurship. What motivated this shift, and how did your legal acumen prepare you for the challenges of running and expanding a business?

    After practising litigation full-time for several years, during the pandemic I got an opportunity and I made an unconventional road into the world of hospitality. At the time when the world was dealing with covid and everything underwent lockdown, one of our hotel’s in Dehradun was undergoing renovation. Being the foodie that we both are, we, (Abhishek, my husband and co-founder of the restaurants) decided to start a small pizzeria called Coco Osteria to introduce Neapolitan pizzas to Dehradun in a space that vibed with us. We started small, more like a passion project than a commercial venture, and in a short span of time, Coco took off and how.

    The hospitality business is fast paced every day is a new challenge. It requires one to be dynamic in decision making, in pivoting and adapting to the changing environment. The skills and mindset I honed through law like critical thinking, problem-solving, and resilience in high-pressure situations will always be in my DNA and they have proved invaluable in building and growing my restaurants.

    Your work in litigation, arbitration, and corporate advisory has honed skills in analysis, negotiation, and risk management. How have these shaped your approach to strategic business decisions and navigating compliance, contracts, and negotiations?

    My background in litigation and arbitration has taught me how to assess risks and outcomes before taking any business decisions ensuring that all business decisions at LP Hotels, Coco Osteria, or Monsoon are backed by clarity and are not left to chance.

    My legal acumen has taught me to have a structured yet flexible approach to decision-making in hospitality. All skills come in handy and help me in the hospitality industry whether it is navigating the compliances and regulatory frameworks or negotiating leases or vendor partnerships or dealing with my team.

    The confidence that one gains as a litigation lawyer is unparalleled. We are constantly juggling between different contracts and industries and have to be adept at keeping up with whatever is handed out to us. The confidence that I gained as a lawyer, coupled with a structured and organized approach has shaped me as an entrepreneur today. All of this helps to make decisions that balance innovation and sound business policies.

    Based on your experience, what are some of the most common legal pitfalls first-time entrepreneurs overlook, and how can they proactively avoid them?

    One of the most common legal pitfalls entrepreneurs (whether first timers or experienced) face is entering into business arrangements without formal, well-drafted contracts. Many rely on verbal agreements or generic templates, which can lead to disputes over responsibilities, revenue sharing, or exit rights.

    Another overlooked area that entrepreneurs often overlook is protection of intellectual property whether it is trademarks, logos, or proprietary content.  Another gap I often come across is that of compliance with local regulations  from licenses to labour laws. This I have realized is a big issue especially in industries like hospitality or F&B, where health and safety standards are stringent.

    To avoid these, I recommend that all entrepreneurs should invest early in legal groundwork. They need to get the basic things in place, nothing fancy. They should ensure that all contracts are vetted, register necessary IP’s, and get help to ensure compliance with regulatory frameworks. Even if budgets are tight, seeking basic legal advice at the outset saves significant costs and risks later. I believe that maintaining proper documentation is equally important so that there are no issues later when the company grows.

    In leading operations, branding, and strategic development, how does your legal background influence your leadership style and problem-solving approach?

    My legal background has a profound impact on my leadership style and my approach to decision making. I am thorough more often than not, I am able to anticipate problems and issues before they materialize which gives me an edge in dealing with them.

    Also, true to my legal profession, my leadership style is proactive, detail-oriented, and solution-driven. One thing that I learnt through my legal career was to listen and to be empathetic. This is one of the biggest advantages that I may have learnt because hearing out people is crucial to building relationships and solving issues. A lot in this hospitality industry is driven through relationships, with guests, partners, and teams and the ability to balance firmness with empathy has been invaluable.

    I encourage my team to think critically, ask questions, and to become creative in finding solutions. Ultimately, my legal background gives me the confidence to take bold decisions because they are thought out and calculated decisions.

    Having studied at globally reputed institutions like the University of Cambridge and Stanford Graduate School of Business, how have these experiences broadened your perspective on integrating legal thinking into entrepreneurial growth?

    My time at University of Cambridge and with the Seed Programme of  Stanford Graduate School of Business has truly been transformative, not just academically but also in shaping how I think.

    At Cambridge, the rigorous legal training gave me a broader perspective and taught me to analyze issues and to look at both risks and opportunities within the framework of the law, and to value precision in reasoning. Stanford, on the other hand, offered a completely different lens, one that emphasized innovation, design thinking, and growth-oriented leadership. The programme at Stanford helped me understand business and how to chase growth in business. It taught me that calculated risks are crucial for success in business.

    Together, my academic pursuits have given me a unique blend of these perspectives that  helps me to approach hospitality entrepreneurship with both caution and creativity. I can safeguard the business legally while also pushing boundaries to introduce novel concepts like Monsoon’s regional food journey or Coco Osteria’s award-winning dining experience.

    It is these learnings that led me to introduce Neapolitan pizza’s to Dehradun through Coco Osteria, to launch its first ever craft cocktail bar called CinCin, to introduce a regional Indian restaurant that brings together a menu inspired by our travels across India in Monsoon or to start the Dehradun Food Literature Festival, that ignited meaningful conversations about food, culture, and storytelling, reinforcing the need to preserve and celebrate India’s diverse culinary heritage.

    In my experience, my academic experiences reinforce my belief that law and entrepreneurship are not at odds, in fact they complement each other. Legal thinking provides structure and resilience, while entrepreneurial learning fosters vision and adaptability. Bringing the two together has been central to how I build and grow ventures in a way that is both sustainable and forward-looking.

    In a constantly evolving business landscape with shifting regulations and compliance requirements, how do you ensure you remain informed, adaptable, and ahead of the curve?

    On the legal side, I regularly track regulatory updates, attend professional workshops, and rely on peer networks to interpret how new laws might impact operations. In hospitality, adaptability is equally critical so I work closely with consultants and subject-matter experts to stay compliant while also ensuring innovation is not stifled.

    In this dynamic world and ever evolving hospitality industry, I make it a point to stay ahead through constant learning and innovation. For example, after introducing Coco Osteria, we (Abhishek and I) travelled to Italy and took classes to learn the art of pizza and pasta making. We also ensure that our team attends professional workshops regularly to keep up with the industry. Apart from this, I make it a point to keep myself informed through constant engagement with industry networks.

    We keep and encourage a positive and agile mindset at work. Our team has also imbibed the same and this helps us be proactive with changing dynamics and to align our work model.

    Looking back, what advice would you give to lawyers considering a transition into entrepreneurship or leadership roles in business?

    To any lawyer considering entrepreneurship, I would say while your acumen and ability to analyze, negotiate, and anticipate risks will be your biggest advantage, be open to new learnings. Business, unlike law, requires a certain risk taking ability, to take quick decisions and to adapt when things don’t go as planned.  

    My advice would be to be willing to “unlearn” bits. As an entrepreneur you have to be quick and not over analyse all decisions. A lot of decisions that you make as an entrepreneur are driven by intuition and practicalities rather than what seems logical.

    As lawyers, we are very independent but to grow in business, one has to have a good team and has to rely on the power of collaboration so it is important to build a good team.

    Entrepreneurship comes with its own challenges that one doesn’t encounter as a lawyer, so it is important to keep grounded and to focus on what is important.

    How do you balance the demands of your legal practice with your entrepreneurial ventures, and what do you gather from it on maintaining work-life harmony?

    Balancing a legal practice with entrepreneurial ventures has certainly been one of the most challenging yet rewarding aspects of my career. Law teaches discipline, structured thinking, and the ability to compartmentalize, and these very skills I have carried forward into managing hospitality operations. I rely on clear prioritization: when I’m working on a case, my focus is entirely on the matter at hand, and when I’m at the restaurant or with my team, I’m fully immersed in the business. I am truly present in whatever task I am involved with.

    This dual role has also taught me the importance of delegation and as I have mentioned previously on building strong teams. Neither law nor hospitality is a solo pursuit, and having people I can trust allows me to shift roles without feeling overstretched. On a personal level, I’ve learned that balance doesn’t mean dividing time equally every day, but ensuring that over the long run, each aspect of my professional and personal life receives the attention it deserves.

    I derive joy from the intellectual rigor of my law practice as well as from the creatively driven world of hospitality. I truly believe that when a career is driven by passion and when one enjoys what they are pursuing, it does not feel like a chore or a burden.  While I still practice law, I find the same sense of purpose and challenge in hospitality, making both careers deeply fulfilling in different yet complementary ways.

    Get in touch with Shruti Gupta –

  • “The role of lawyers has expanded considerably to not just advise on law but to advise companies on business transactions and to protect the business interests.” – Lokesh Malik, Advocate at Supreme Court of India.

    “The role of lawyers has expanded considerably to not just advise on law but to advise companies on business transactions and to protect the business interests.” – Lokesh Malik, Advocate at Supreme Court of India.

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

    You have a demonstrated history in corporate commercial litigation, particularly in insolvency laws, arbitration, and commercial disputes. What initially inspired you to pursue a career in law, and what drew you specifically to these areas of practice?

    Once I started with law school, regular brainstorming sessions in a group was something which I got inclined to, and it always helped me in achieving appropriate results subject to the long enjoyable hours of work and preparations.

     Initially, the idea of law school was to begin a law firm journey on the corporate side but as fate decided, I always ended up with internships with litigation teams.  

    As destiny worked, I commenced my career with a litigation chamber where I worked upon and assisted the seniors in matters pertaining to different facets of law. However, arbitrations and insolvency always got my interest. Till today, my workload primarily focuses on insolvency and arbitrations but has over the time also expanded to regulatory, civil and criminal laws as well.  

    The early years in the legal profession can be particularly demanding. When you began your career, what were some of the initial challenges you faced, and what insights did you gain from overcoming them?

    I believe that litigating lawyers are on probation till the time they are litigating lawyers owing to the level of uncertainty. ??? This needs a better explanation. 

    The most common challenges which every new lawyer faces (specially those like me who do not come from a legal background) is in getting appropriate answers to “what” and “why” of the legal profession and the answers to the said questions vary from lawyer to lawyer which often creates further dilemma upon discussions with the fellow lawyers. This dilemma is resolved differently by every person in their own way as there are no set formulae or a defined path to go forward in this profession. Every lawyer has his own storyline. 

    Despite having a positive outlook to life, I would admit that the initial years of my practice were tough in terms of coping up with the pressure, getting overwhelmed before every hearing even when I was not appearing before the court and only assisting and especially looking at my colleagues who, as per my understanding, were doing better etc.  

    However, I was lucky to have the support of a few great friends and mentors who guided me smoothly through all the difficult paths and further helped me in shaping my career as well as understanding the perspective of law. 

    I would say that till today, the struggle of a litigating lawyer continues which is perpetual. Every day is a new learning curve, a new challenge, a new perspective to the fact situation. However, I am in a better place professionally continuing with the thought that there is no short cut to achieving your goals but hard work, sincerity and dedication to the profession along with working smartly (given the latest AI tools and technology at one’s disposal) helps you grow in the legal profession. 

    How are construction arbitration matters typically approached in your experience, particularly those you’ve handled independently? If you could share the key challenges you faced and how you addressed them?

    Construction Arbitrations specifically in India as compared to other jurisdictions are an assortment full of contentious points like price escalation, variation in quality/quantity or both, technical hindrances, delay etc. The said matters being highly technical in nature require a streamlined approach with a proper understanding of the tenders and its clauses.  The key challenges which are usually faced during such proceedings are dependent upon how diligent the party being represented was during the tender/contract implementation stage as maintenance of proper records and communications plays a very important role in the outcome.  Furthermore, high-stake construction arbitrations, specially where cross border parties are involved, require specific experts for delay analysis, claim preparation which are over and above the expertise of most of the lawyers. For instance, delay analysis can be done by an expert in several ways basing on the agreement between the parties which would include but is not limited to – As Planned vs As Built method, Time Impact Analysis, Window Analysis etc. 

    You’ve been involved in several landmark judgments under the Insolvency and Bankruptcy Code. What was it like to be part of such high-stakes litigation, and how did you prepare both legally and strategically for these cases?

    Every case, especially which concerns the Insolvency regime is a high-profile case these days as it is an infant law as compared to other laws and is evolving day by day mostly by way of precedents. The fate of the company is largely dependent on the successful resolution. While working on a high-stake matter, either independently or while being associated with an office, the simple approach which I have always relied upon is firstly know your facts and file. Knowing facts clearly and being able to reproduce/argue them concisely is something which gives your case a clarity.  Once there is clarity to the facts of the case, the law is applied “skilfully”. 

    In representing real estate, trading and textile companies under the IBC, what common legal and operational hurdles have you observed? Based on your experience, what proactive measures can these companies take to better navigate insolvency proceedings?

    While dealing with such matters, the common issues which arise are always lack of contemporaneous communication to safeguard the interests of the party we represent. Owing to lack of such communications and proper compliances, several sound companies suffer. Timely and sound legal advice during the regular day to day functioning of the company also plays a crucial role. The role of lawyers has expanded considerably to not just advise on law but to advise companies on business transactions and to protect the business interests.  

    Leading a team of associates alongside an Equity Partner in complex arbitration and insolvency matters can be quite demanding. How do you approach team management and foster a collaborative working environment that ensures efficiency and high-quality outcomes? Additionally, what key qualities or skills do you value most in your team members?

    Once a lawyer reaches at one point in his or her career, delegation and sharing of work load with the team becomes essential. To have a streamlined and disciplined working environment having proper quality standards while meeting stringent deadlines, it is mandatory that the responsibilities are shared equally and delegated amongst the team which eventually also creates a sense of responsibility towards the assignment. 

    The first and foremost skill we look for in a candidate joining our team is an ability to take decisions and take up responsibilities individually. Secondly, is the zeal to take up litigation and work around the “not talked about” adversities of the profession. A team grows when a member of the team grows individually and eventually when the set backs are approached collectively with a positive mind set with an enthusiasm to keep moving ahead. 

    When representing prominent real estate developers before arbitral tribunals and High Courts, what key strategic considerations shape your approach? Additionally, are there any resources that you regularly rely on and would recommend to others in the field?

    The disputes which real estate developers and their promoters are privy to are diverse in nature which would include applicability of criminal laws, insolvency laws in certain cases, RERA compliances etc.  The main strategic approach to deal with such matters at hand requires a lawyer to deal with all the cases at priority and with due efficiency as on one pretext or the other, the said cases will be linked or will be dependent on each other either on facts, law or the way proceedings are conducted. 

    A proper way to deal with such cases where there is multiplicity of litigation, it is advised to have a brief background of each case so that nothing inconsistent is submitted. Particularly, for matters concerning real estate industry, EPC Contracts etc, commentaries like Building and Engineering Contact by PC Markanda and others can be used apart from usual research tools such as SCC Online, Manupatra etc.. 

    With your wide-ranging experience in litigation and corporate commercial litigation, what advice would you offer to law students or early-career lawyers aspiring to succeed in this profession, especially those looking to build careers in corporate litigation? Are there any resources, habits, or mindsets that you consider essential in today’s legal landscape?

    There is no hard and fast rule for pursuing the professional per se, however, some changes in the daily execution may prove to be beneficial. Every other lawyer, may it be a senior or a beginner in the profession, develops their own way of drafting, arguing etc however, being connected to the fellow lawyers, knowing all the amendments, new precedents always acts as a stepping stone and a boost to the knowledge.  Furthermore, build trust and rapport with the mentors, team and colleagues which eventually will be a big part in the long-standing journey. It is very important to build a solid foundation to understand the proceedings, laws and procedures.  

    It is helpful if you assess at an early stage that if you’re passionate about litigation and towards pursuing it further and if yes, then be patient while continuously evaluating yourself qua the performance. 

    A story of success is always backed by a story of failure and trials. 

    Given your demanding professional commitments and deep involvement in high-profile cases, how do you maintain balance between your personal and professional life? Are there any core principles or philosophies that guide you in both spheres?

    Being a lawyer always comes along with its own set of challenges such as long working hours. There is no shortcut to it as it is a service industry which is very dynamic and ever evolving and whereby everything is based on the efficiency and quality of the service provided. 

    The work life balance and the outlook one looks at differs from person to person, however certain habits which should be taken up early in the profession are that one should be able to set boundaries between work and personal life while setting deadlines. Time management and efficient organisation ensuring the allocation of work and time are important. Lastly, flexibility is the key for successful implementation of the above two points as it helps a person to adapt and adjust the schedule as and when required. 

    Get in touch with Lokesh Malik –

  • “Litigation teaches you to think critically, analyze complex legal matters, and anticipate potential risks, all of which are crucial in identifying compliance issues early on.” – Meenakshy Natesan, Associate Director, Compliance at AB InBev.

    “Litigation teaches you to think critically, analyze complex legal matters, and anticipate potential risks, all of which are crucial in identifying compliance issues early on.” – Meenakshy Natesan, Associate Director, Compliance at AB InBev.

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

    Looking back on over a decade in the legal profession, what initially drew you to pursue law as a career? Were there any pivotal experiences or influential figures that shaped your decision to enter the field?

    As a first-generation lawyer, I didn’t have any role models within the profession to look up to or draw inspiration from. Interestingly, I had made up my mind as early as middle school that I wanted to pursue law. It wasn’t a particular person who inspired me, but rather the idea itself — the notion of standing up for justice, giving voice to those who needed it, and fighting for someone’s rights resonated deeply with me. Choosing law felt almost instinctive and was one of the easiest and most natural decisions of my life. 

    One of the most defining moments came when I had to drop out of school in the 10th grade due to an accident that led to some health challenges. During that difficult period, my unwavering wish to become a lawyer became one of the strongest motivators for my recovery and helped me get back on track.

    With your rich experience spanning litigation, arbitration, and corporate advisory, what guidance would you offer to young lawyers aspiring to thrive in the legal field? Are there particular habits, skills, or mindsets you believe are critical for a long and successful legal career?

    Nothing is more powerful than knowledge. Reading judgments, enactments, commentaries, staying updated with news and articles, attending conferences, and having conversations with knowledgeable people — all of these play a huge role. A lawyer or law student must make continuous learning a habit, because knowledge is ultimately your strongest tool in this profession.

    In terms of skills, being able to articulate yourself well — both oratory and written — is absolutely essential, and it is something that needs to be consciously worked on and honed.

    I would also stress the importance of preparation. Whether it’s reading up and preparing detailed notes before a hearing, or organizing your thoughts and materials before a presentation to senior management, preparation — or the lack of it — is always very evident.

    Soft skills are equally important. Learning to read the room and deliver accordingly is something every lawyer must pick up. Whether it’s presenting a case before a judge, cross-examining a witness, or delivering a presentation in a boardroom, understanding your audience and adapting your approach accordingly makes all the difference.

    When it comes to mindset, I believe resilience is key. This profession constantly throws challenges at you, and there will be times when setbacks and failures will dishearten you. Being resilient and persevering through tough phases is critical.

    Lastly, empathy towards your clients and stakeholders goes a long way. Understanding their concerns and perspectives not only helps you give better advice but also builds long-term trust.

    In the formative years of your career, you had the opportunity to work closely with esteemed lawyers and law firms. What were some of the key lessons or takeaways from that phase that helped shape your legal perspective and skillset?

    I truly believe that the first few years of a lawyer’s career are very critical in determining the kind of lawyer you eventually become, and I was fortunate to have had a lot of opportunities and learnings early on. In your initial years, you are like a sponge absorbing everything around you —you learn from lawyers arguing in court while you wait for your matter to be called, from Judges, from clients and even from court clerks.

    That apart, I was lucky to have had some extremely knowledgeable mentors, including my first boss, designated Senior Counsel S. Sreevatsa, many senior partners at J Sagar Associates, and several senior counsels whom I had the privilege to brief. After moving in-house, I have once again been fortunate to receive guidance not just from legal professionals but also from the business side and this has only widened my exposure.

    What I learnt from seniors in the profession has played a huge role in shaping who I am today. The level of excellence they brought to their work is something I continue to look up to, and serves as a constant reminder that there is a long way to go. Some of the most valuable lessons I picked up were not just about legal acumen, but about character — all the successful lawyers I have known are hardworking, disciplined, and deeply dedicated to their craft. I learnt very early that no amount of skill or technical knowledge can replace these traits.

    Another important lesson I carry with me is to never say no to an opportunity. Often, you might be handed a brief at the last minute and the instinct might be to step back out of fear or self-doubt. But I have learnt that it is by stepping up in those moments and by saying yes even when it feels daunting is when you really grow and find your place.

    Since we are in a knowledge-driven profession, your strongest asset will always be your ability to learn, and stay updated. 

    Apart from the bigger lessons, it is also the smaller things that I have picked up from my seniors —even the way a court file is arranged, to how notes are written, to nuances of court craft and argument styles. These are things I have closely observed and tried to emulate, sometimes from one senior and sometimes from a combination of many.

    I must also mention that my peers have played an important role in my growth at every stage. In this profession, learning is a continuous journey.

    What motivated your move from litigation to corporate roles? How would you compare the challenges and learning opportunities in law firm environments versus corporate legal departments?

    They say law is a jealous mistress, and I believe litigation is even more so. While I loved litigating — and it remains one of my greatest passions — after over 11 years in practice, I reached a point where I wanted to broaden my professional experience and gain closer exposure to business decision-making. At the same time, I was also seeking more flexibility and personal time, which an in-house role could offer. The move felt like a natural next step in my career, aligning both with my personal needs and professional aspirations.

    Both law firms and corporate legal departments offer tremendous opportunities to learn and grow, though the challenges differ in each. This transition from law firm to corporate has involved as much unlearning as learning.

    Law firms cement your foundation with strong knowledge of the law, and instill a great amount of resilience. They train you to understand complex legal matters, develop strong research skills, and build a client-centric approach — all of which equip you for any career in the legal profession. 

    When I moved in-house, I quickly realized that the approach is not purely legal anymore. It’s about offering solutions that align with the business, focusing on efficiency and risk management rather than just legal theory. In-house roles require you to think like a business partner, not just a lawyer. To provide meaningful advice and mitigate risk effectively, you need an in-depth understanding of the business and its goals. This agility — to quickly understand the industry, the business model, and to work closely with stakeholders from non-legal backgrounds — has been both challenging and rewarding. Another challenge has been understanding financial concepts, which does not come naturally to me, but is critical in order to give well-rounded, commercially viable legal advice.

    How does your background in litigation influence your approach to compliance? Are there any particular skills or perspectives that you bring from your past roles that help in your current position?

    My experience in litigation has been instrumental in shaping my approach to compliance. Litigation teaches you to think critically, analyze complex legal matters, and anticipate potential risks, all of which are crucial in identifying compliance issues early on. The high-pressure nature of litigation has also honed my ability to stay focused under stress, making it easier to navigate through the complexities of compliance challenges without losing sight of the bigger picture.

    You develop a heightened awareness of legal risks and the need to mitigate them before they escalate into bigger problems. This forward-thinking approach is crucial when it comes to creating and enforcing compliance frameworks that protect both the organization and its stakeholders.

    Additionally, my experience has taught me the value of clear, effective communication. The skills I developed presenting cases in court — breaking down complex issues into understandable points — now serve me well when engaging with stakeholders. In compliance, it’s crucial to not only convey the legal implications but also guide stakeholders through the practical steps to ensure compliance, and this is something I apply every day in my current role.

    Litigation and compliance can be demanding and high-pressure fields. How have you managed to maintain personal well-being and work-life balance over the years?

    To be honest, I am still learning how to find that ever-elusive work-life balance. I genuinely love the work I do, and long hours have never really bothered me. However, over time, I’ve realized that there are other important responsibilities and aspects of life that deserve equal attention.
    What has helped me the most is detailed planning and setting up structured systems to organize my life. I make lists for almost everything — from professional tasks to personal errands — and this habit of organizing and noting things down frees up a surprising amount of time and mental space.

    If I’ve made a mistake along the way, it’s in not giving enough priority to personal health and well-being. That’s an area I am actively working on, and something I would strongly advise others not to neglect. Prioritizing exercise, rest, and overall wellness is absolutely essential, no matter how busy your professional life gets.

    Another crucial skill for a lawyer is learning to manage stress effectively. We operate in a challenging, high-pressure environment, and unless you consciously develop healthy ways to manage stress, it can quickly take a toll. Finding strategies to protect your mental and physical health is not just important — it’s vital for long-term success and sustainability in this profession.

    Get in touch with Meenakshy Natesan –

  • “Be consistent and be curious. You don’t have to be brilliant right away, just be the person who shows up, delivers on time, and asks good questions.” – Shalin Arthwan, Partner Designate at C&S Partners.

    “Be consistent and be curious. You don’t have to be brilliant right away, just be the person who shows up, delivers on time, and asks good questions.” – Shalin Arthwan, Partner Designate at C&S Partners.

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

    What initially got you into law, and how did law school shape that path?

    I actually started out studying History at Hansraj College and that played a bigger role in my legal journey than I realised at the time. History trains you to look at events from multiple perspectives, analyse cause and effect, and question accepted narratives, which is surprisingly similar to how lawyers think. When I got into law school, that background helped me connect the dots faster especially when it came to reading judgments or understanding how legal principles evolved.

    But what really drew me in was litigation  seeing how the law, theory and strategy all come together in a live forum. Law school gave me the foundation, sure, but it was the exposure — moots, internships, the energy of the courtroom that really cemented my interest in dispute resolution.

    You started your career at Luthra & Luthra, what were those early years like?

    Luthra was intense, but in the best possible way. From day one, you’re thrown into the deep end with big-ticket arbitrations and high-stakes matters. One of my earliest matters was a large infrastructure arbitration, and I still remember burning the midnight oil, poring over volumes of documents and prepping witness statements. It taught me that every detail matters, and that being thorough is non-negotiable. But more than that, it shaped how I think — not just about legal issues, but about strategy, how to read the room, how to anticipate what the other side might do.

    Now as Partner Designate at C&S Partners, how have those experiences shaped your current approach?

    I think the biggest shift has been in perspective. When you’re younger, you’re focused on mastering the law, getting the argument perfect. Now, it’s more about seeing the full picture — what the client really needs, what the commercial implications are, how to get to a solution without over-complicating it. The rigour from firms like Luthra definitely shaped my work ethic, but I’ve learned to balance that with flexibility and pragmatism. Clients want clarity — and a path forward. That’s what I try to bring to the table now.

    You were involved in the Raffles Design International arbitration. What are your thoughts on how India handles foreign-seated arbitrations now?

    That case was really interesting — it dealt with whether Indian courts can grant interim relief in support of foreign-seated arbitrations. The Delhi High Court’s ruling was quite progressive and set the tone for similar cases later. It’s encouraging to see Indian arbitration law evolving, especially in how courts are supporting the process rather than hindering it. That said, there’s still some inconsistency, and the system isn’t perfect — but the direction we’re heading in is the right one. Institutional arbitration still needs more buy-in, but we’re getting there.

    You’ve advised fintech clients under FEMA and PMLA. What trends are you seeing there?

    It’s definitely become a tighter regulatory environment, especially for payment gateways and e-commerce platforms. There’s a lot of focus now on cross-border flows, data trails, KYC processes — things that weren’t top of mind for startups a few years ago. What I often see is businesses scaling fast, but the compliance infrastructure doesn’t keep up. And that’s where trouble starts. A lot of our work now involves helping clients plug those gaps before they snowball into investigations.

    You’ve handled international arbitrations under SIAC rules. How do Indian clients experience that compared to domestic forums?

    There’s definitely a learning curve. International arbitration is much more structured and documentation-heavy. Indian clients sometimes find it overwhelming — the timelines, the formal tone, the costs. But they also appreciate the discipline and neutrality that come with it. What we do is act as a bridge — help them navigate the process, simplify the legalese, and make sure they’re not caught off guard. Documentation is a big challenge — we often have to reconstruct a paper trail that’s been loosely kept. So, we start early on that front.

    What advice would you give to younger lawyers entering dispute resolution?

    Be consistent and be curious. You don’t have to be brilliant right away — just be the person who shows up, delivers on time, and asks good questions. Watching court arguments taught me more than any textbook — how seniors frame things, how judges respond. Also, build your fundamentals — research, drafting, reading judgments — that’s your toolbox. And don’t chase glamour early on. Focus on being reliable — that’s what builds trust and gets you bigger opportunities.

     Litigation can take over your life. How do you manage that balance now?

    It’s something I’ve had to work on consciously. In the early years, especially at Luthra, there was a lot of pride in pulling all-nighters and being available 24/7. But over time, you realise it’s not sustainable. Now, I try to be more intentional with time plans, delegate when needed, and switch off when I can. Having a good team is a huge help. You stop feeling like you’re carrying it all alone. And when you do take time off, actually disconnecting helps you come back sharper.

    Get in touch with Shalin Arthwan –

  • “Most of the legal assignments are the same irrespective of different industries as they are governed by the law, however some assignments are industry specific which need to be learned”- Alok Saxena, Head – Legal and Compliance, Hippo Homes

    “Most of the legal assignments are the same irrespective of different industries as they are governed by the law, however some assignments are industry specific which need to be learned”- Alok Saxena, Head – Legal and Compliance, Hippo Homes

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

    Could you share with us what initially drew you to pursue a career in law, especially after completing your M.Sc. in IT and B.Sc. in science-related fields?

    Law has been my favourite subject since childhood and I want to serve justice to the needy people who can’t afford the cost of litigation.

    What motivated you to shift from an IT background to a legal career, and how did your science and IT education influence your approach to law?

    I had started my career as a programmer in a MNC but I didn’t get internal satisfaction so I have shifted to the legal field. My IT background gave me an additional advantage to learn various laws including cyber laws.  

    What were some of the key challenges you faced when you first started practicing law, and how did you overcome them?

    Legal field is very wide so whenever I get challenges, I discuss with my seniors and also do detailed R&D on the same.  

    With a diverse background in various industries such as retail, manufacturing, FMCG, education, and real estate, how did you develop your core competencies in areas like contract management, litigation, and intellectual property management?

    Most of the legal assignments are the same irrespective of different industries as they are governed by the law, however some assignments are industry specific which need to be learned. Different industries gave me an opportunity to learn new things and enhance my core competencies.

    Can you walk us through your career progression, from your early roles to your current position as Head – Legal & Compliances at Hippo Homes? What were some pivotal moments or decisions along this journey?

    I have initially practised before the court and later shifted to corporate and worked with various good conglomerates like Dalmia Bharat Group, Blackberrys, GNC. The pivotal moment was shifting to corporate and joining Guardian Pharmacy as Head of Legal and Compliances.    

    You’ve managed complex corporate transactions and legal strategies for major organizations. Can you share a particularly challenging legal case or transaction you handled and the strategies you employed to achieve a successful outcome?

    Starting a new retail business of Dalmia Bharat Group in the name of Hippo Homes and later the said business transferred from Dalmia Cement (Bharat) Limited to Hippostores Technology Private Limited, it was a challenging task and successfully completed.   

    As a leader guiding legal and compliance teams, what strategies do you find most effective in fostering team collaboration, driving performance, and ensuring adherence to compliance standards?

    To understand the competency of team members, their strengths & weaknesses, and   assign the task based on their interest and also support their weakness. 

    What advice would you give to fresh graduates who are entering the legal field today, especially those who are looking to develop a diverse skill set and work across various industries?

    Firstly they should decide their career objective based on their interest and try to achieve the same. They shall not divert their career path due to any challenge or leverage. 

    Get in touch with Alok Saxena-

  • “All the three stages- compliance, crisis management and strategic advisory – can be achieved one after another with strategic advisory being the most important and comes last in the sequence”- Atul Juvle, Managing Partner, Ap2 LEGAL CONSULTING LLP 

    “All the three stages- compliance, crisis management and strategic advisory – can be achieved one after another with strategic advisory being the most important and comes last in the sequence”- Atul Juvle, Managing Partner, Ap2 LEGAL CONSULTING LLP 

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

    You’ve had an illustrious career spanning various industries and companies. What initially drew you towards the legal profession, and how did you navigate your way through different sectors over the years?

    I finished my banking qualification because I wanted to pursue a career in banking operations. While studying for the same  I fell in love with the laws governing forex transactions and the legal decisions made by the courts that impact bankers. This motivated me to finish FCS after LLB. I kind of fell into the legal field by accident. Over time, I became permanently married to legal compliance due to complexities and problems. 

    I have experimented with a variety of business sectors because I love challenges and dislike things as they are. My courageous nature, which I developed by exposure to and experiences gained on the job, has also contributed to my success in adapting and delivering in several organizations. Yes, my wife has given me a lot of support throughout my endeavours, which has inspired me to keep going even now. 

    With your extensive experience in both civil and criminal legal matters, as well as crisis management, could you share some insights into how you approach handling high-stakes matters, or complex legal disputes?

    There are three stages when GC gets  involved (1) from the beginning (2) after trying all the methods to correct the situation (3) this may be part of legacy issues, when you join a new organisation. 

    Based on experiences, I have developed a procedure based strategic approach to handle high stake matters. Whatever may be the stage, when we get involved, the first step is always buying enough time from business or judiciary, under any pretext, to prepare well before getting into filing of legal proceedings or start proceedings before authority (when we got in the matter at proceedings stage) in a high-stakes, complex legal issues. Conduct a thorough internal evaluation review of the matter, not only on the basis of documents but also in consultation with the operational managers directly involved in the matter. Create a SWOT analysis of the situation. The matter’s advantages, disadvantages, opportunities, and threats. Create a plan of action and get going. Be flexible for a few surprises from the opposite side, which may provide threats or weaknesses. Remember to leave the door open for dialogue or informal mediation after filing for legal action. 

    Given your roles in compliance and governance, including ensuring statutory compliances for offices and factories pan India, what strategies have you found most effective in maintaining adherence to regulatory standards across diverse business environments?

    There is no Strategy but a Process, for ensuring a satisfactory compliance system in the organisation.  The written down process with identified process owners, has to be followed religiously. A repository of applicable laws and rules must be established, and when changes occur, one designated individual must be responsible for updating the repository. The repository must be updated with the modifications, and all affected process owners must be notified. Every month, the database must be updated to include compliances, delayed compliances, and failed compliances. The organisation has to promote a “Speak-Up” culture, and reliance and dependence on the same should be prioritized over database reports.  The non-reporting, if any, should be dealt seriously and firmly.  I am blessed to have good teammates in every organisation who followed the process religiously and helped me  to be successful in managing compliances. 

    I will never forget 2010-11, when in one business sector there were more than 90 circulars in one year and only because of dependable team-mates, I could communicate and implement them successfully in the system. 

    You’ve been recognized as a leader in legal ethics and compliance. How do you instill a culture of integrity and ethical behavior within the organizations you’ve worked with, especially considering the diverse cultural and operational landscapes?

    The basic rules of integrity and ethical behaviour does not defer with diverse businesses / operational landscapes or different sets of management.   I am lucky to have worked with businesses, who respect ethical business practices. 

    “Yatha Raja, Tatha Praja’.  The Integrity culture starts with tone from the top.  Integrity is behaving right when no one watches.  The employee follows the leaders. So, senior managers must be role models. The second important step is having a written down policy in the company, which clarifies and codifies the standards, rules and expectations.  The third rule is dealing with violations, without making any exceptions, with warnings, sanctions and sometimes drastic sanctions like termination.  Fourth and last rule is encouraging a speak-up culture.  We also call it the whistle-blower system but it works well when it’s formal as well as informal. If we follow all these rules consistently, integrity and ethical behaviour becomes part of business operations. 

    Your expertise extends to transactions such as M&A and restructuring. What key factors do you consider when advising on such strategic decisions, and how do you balance legal requirements with business objectives?

    M&A and restructuring are two big topics and very difficult to answer it together in short.  I would prefer to share experiences on restructuring because it’s a common activity for a good number of companies and also aligning legal requirements with business objectives are more challenging in restructuring.

    Restructuring involves closing of branches / sale of factories / optimisation of labour force etc. Cost of such projects is perceived as a loss. Handling human angles and related risks and challenges is the first concern. Identifying the external support agencies is necessary to avoid last minute running around, when any angle needs care and cure.   Confidentiality is the most important key factor and it starts from the stage of conceptualisation itself.  I remember in one crucial transaction, we as a team didn’t attend the office for two weeks and even not used company cars and regular drivers.    Complete detailed information about the project.  Identification of risk/trouble pointers and resolution strategy to mitigate the same.   Ensuring 100% compliance with the applicable regulatory provisions, to avoid any surprises from the Regulator.  Handling tough decisions with human touch always helps to mitigate the pains.  Focussed attention, 100% compliant process driven activity, taking care of surprises at the first stage. 

    Could you elaborate on your experience in crisis management, particularly in handling fatal accidents and other critical incidents? How do you approach these situations from a legal and strategic standpoint?

    My first accident handling experience was a troublesome experience, but then I started developing a process based on learning.  Strategy in theory and in real life situations differs vastly.   My learning notes helped me to develop the process.  Eventually later I also got training in crisis management, which helped me to excel in more careful handling of such situations. 

    In case of a fatal accident, the first three days are critical.  Initial communication, immediate financial & emotional support to the victim’s family, cooperation with the regulatory authorities, Police and responses to the media are the major areas.  Seven points, one has to keep in mind in the first 24 hours and then follow the same for another two days.  (1) Minute verification of facts. Zero room for guess work / assumption on the incident background. (2) Emotional and financial support to family without any acceptance of fault- until the same is verified with the facts. (3) Responses to regulatory and media, only after double verification of facts.  While handling media – Reading or releasing written statements- If we buy time, we strictly honour commitment.  ‘No Response’ is an absolutely BAD response. (4) Review carefully the documents and responses submitted to Police (5) Complete the Incident report filing with the applicable regulatory authorities well within time. (normally it’s 24 hours) (6) Estimating loss, Insurance claim possibility. Intimation to Insurance companies. (7) Start parallelly root cause analysis and corrective action to avoid repetition.

    As someone deeply involved in drafting and vetting agreements, what are some common pitfalls you’ve observed in contract negotiations, and how do you mitigate risks while ensuring favourable outcomes for your organization?

    In any contract there are 5-6 clauses that need attention, discussion and negotiations to have a fair contract between both the parties.  But a good number of times the Client has the upper hand and it becomes a difficult decision on whether to accept the project or not?   And Management wants to go ahead with the business decision.  Sometimes the project has strategic importance, too. In some cases, organisations want to accept the project with all the risks as a strategic plan.   In such cases only option is risk evaluation, built in safety measures, estimate and include cost plus insurance.  In simple terms when risks are not avoidable, the option is to accept, create buffers in terms of process as well as cost and transfer risk as a second buffer, to insurance.   In terms of risk mitigation management, it’s necessary to have strong project management with an identified responsible person.   We did wonders on many risky projects by this approach, yes with one or two exceptions where we mitigated risks through insurance claims.

    Finally, with your wealth of experience, what advice would you offer to young law graduates aspiring to make a mark in the legal profession, especially in areas like compliance, crisis management, and strategic advisory?

    All the three stages- compliance, crisis management and strategic advisory – can be achieved one after another with strategic advisory being the most important and comes last in the sequence. 

    First and foremost, even if all the youngsters know, but still would like to reiterate that now there will not be legal & compliance, without information & technology. So, whatever domain one choses, s/he has to keep updated with the technological advancements in the domain.  

    Second, I strongly believe in Brian Tracy’s 6-Ps rule – Prior Proper Planning Prevents Poor Performance. Never forget to plan ahead, ask for help when needed and be prepared before beginning any legal battle.  As I said herein above while answering question no.2, that there is nothing wrong in requesting time for preparation and planning.

    A leadership mindset is a must to reach the Top.  Always remember that leadership begins with the letter L, which stands for lifelong learning.  It’s a myth that only seniors have to be leaders, every person can be a leader at his/her level with the right mindset. 

    Last but not least, my all-time favourite saying is: “Know & go, always; there’s no such thing as NO-GO.” When there is no way to completely eliminate the risk, we should accept it, handle it carefully with continuous monitoring backed by insurance to cover it. 

    Best wishes for earning and claiming your  share in one of the fastest growing economies, India. 

    Get in touch with Atul Juvle-

  • “Technology is revolutionizing legal and compliance functions, offering innovative solutions to streamline processes, enhance efficiency, and mitigate risks”- Ashish Pandey, General Counsel and Company Secretary, Luminous Power Technologies (P) Ltd.

    “Technology is revolutionizing legal and compliance functions, offering innovative solutions to streamline processes, enhance efficiency, and mitigate risks”- Ashish Pandey, General Counsel and Company Secretary, Luminous Power Technologies (P) Ltd.

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

    Your career journey reflects a diverse range of experiences in legal, regulatory, compliance, and governance roles across various industries. What initially drew you to pursue a career in law and company secretarial services?

    My fascination with the intersection of law, business, and governance led me into the legal and company secretarial realm. The structured yet dynamic nature of the legal profession, coupled with the opportunity to make a tangible impact by upholding justice and promoting ethical conduct, resonated deeply with my values. Recognizing the pivotal role of governance and compliance in safeguarding stakeholders’ interests, I pursued company secretarial services to foster transparency, accountability, and regulatory adherence across industries.

    With over two decades of experience, including more than 10 years heading the secretarial department of listed companies, what pivotal moments or experiences shaped your expertise in corporate governance and compliance?

    With over two decades in corporate governance and compliance, including over 10 years leading secretarial departments of listed firms, I’ve been shaped by pivotal moments. These include navigating regulatory changes, managing crises, collaborating with boards, and participating in M&A. Ethical dilemmas and ongoing learning also contributed, deepening my understanding and enhancing crisis management and governance skills, ensuring relevance in a dynamic corporate landscape.

    Your profile highlights significant achievements, such as orchestrating complex business hive-offs and leading big-ticket arbitrations. Could you share a particularly challenging situation you encountered in your career and how you navigated through it?

    One notable challenge involved managing a high-stakes arbitration involving intricate contractual disputes. I strategically collaborated with legal experts, meticulously analyzed evidence, and maintained clear communication with stakeholders to navigate the complex legal terrain. Ultimately, our comprehensive approach led to a favorable resolution, showcasing resilience and strategic acumen.

    As VP Legal & Company Secretary at Luminous Power Technologies, you’ve led initiatives to enhance ethics and compliance programs, resulting in increased employee awareness and adherence to regulatory requirements. What strategies did you employ to achieve such notable improvements?

    Implementing a multifaceted approach, I initiated comprehensive training sessions, disseminated clear and concise compliance guidelines, and established robust reporting mechanisms to encourage ethical behavior. Additionally, fostering a culture of transparency and accountability, I regularly communicated the importance of compliance from top leadership down. These strategies not only heightened employee awareness but also cultivated a culture of integrity, resulting in enhanced compliance and regulatory adherence across the organization.

    Collaboration seems to be a recurring theme in your career, whether it’s fostering collaboration with stakeholders or leading cross-functional teams. How do you approach building and maintaining effective collaborations, especially in complex legal and regulatory environments?

    In navigating complex legal and regulatory environments, I prioritize open communication, mutual respect, and a shared commitment to common goals. By fostering an inclusive culture that values diverse perspectives and expertise, I promote active collaboration across departments and stakeholders. Regular meetings, clear delegation of responsibilities, and establishing common metrics for success help maintain alignment and momentum. Additionally, cultivating strong interpersonal relationships and demonstrating empathy fosters trust and strengthens collaborative efforts, ensuring collective success in achieving strategic objectives.

    Your experience includes extensive work in listed companies and leading rights issues. What unique challenges do you face in managing legal and regulatory matters in a listed company, and how do you address them?

    Managing legal and regulatory matters in listed companies presents unique challenges due to heightened scrutiny, stringent reporting requirements, and the need for transparent governance. I address these challenges by prioritizing proactive compliance measures, staying abreast of evolving regulations, and fostering a culture of transparency and accountability. Regular communication with regulatory bodies, thorough risk assessments, and robust internal controls help mitigate potential issues. Additionally, building strong relationships with legal counsel and leveraging technology for efficient compliance tracking are essential. By taking a proactive and collaborative approach, I ensure legal and regulatory compliance while facilitating sustainable growth and investor confidence.

    Implementing IT-based governance tools for monitoring trademarks, designs, and patents showcases your adaptability to technological advancements. How do you see technology shaping the future of legal and compliance functions, and what role do you envision it playing in the coming years?

    Technology is revolutionizing legal and compliance functions, offering innovative solutions to streamline processes, enhance efficiency, and mitigate risks. In the future, advancements such as artificial intelligence (AI), blockchain, and data analytics will play a pivotal role in transforming how legal and compliance tasks are performed. AI-powered tools can automate routine tasks like contract review, allowing legal professionals to focus on strategic initiatives. Blockchain technology offers secure and transparent transaction records, enhancing compliance with regulatory requirements such as data privacy laws. Data analytics enable proactive risk identification and predictive compliance monitoring, empowering organizations to anticipate and address potential issues before they escalate. Additionally, cloud-based platforms facilitate collaboration and information sharing, improving communication and alignment across departments. Embracing these technological innovations will be crucial for staying competitive and agile in a rapidly evolving regulatory landscape, enabling legal and compliance functions to proactively address challenges and drive business success.

    Finally, considering your wealth of experience, what advice would you offer to fresh graduates aspiring to enter the field of law, corporate governance, or compliance?

    For fresh graduates aspiring to enter law, corporate governance, or compliance fields, I offer several pieces of advice. Firstly, prioritize gaining practical experience through internships, clerkships, or entry-level positions to supplement academic knowledge with real-world insights. Secondly, continuously invest in professional development by pursuing further education, certifications, and staying updated on industry trends and regulatory changes. Additionally, cultivate strong communication, analytical, and problem-solving skills, as these are essential for success in these fields. Networking with professionals in the industry and seeking mentorship can provide valuable guidance and opportunities for growth. Lastly, demonstrate integrity, ethics, and a commitment to upholding legal and regulatory standards, as these qualities are highly valued in the corporate world. By embracing these principles and actively pursuing opportunities for growth and learning, aspiring professionals can embark on a rewarding and fulfilling career in law, corporate governance, or compliance.

    Get in touch with Ashish Pandey-

  • “My focus on technology law, data privacy, cybersecurity, and intellectual property rights as the General Counsel for our organization is driven by the industry’s unique demands and my passion for leveraging legal expertise in a rapidly evolving digital landscape”- Sandeep Dembla, Director – Legal and Compliance at Evalueserve

    “My focus on technology law, data privacy, cybersecurity, and intellectual property rights as the General Counsel for our organization is driven by the industry’s unique demands and my passion for leveraging legal expertise in a rapidly evolving digital landscape”- Sandeep Dembla, Director – Legal and Compliance at Evalueserve

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

    Can you share what initially drew you to pursue a career in law, especially considering your diverse educational background that includes both commerce and cyber laws, as well as the influence of your family of lawyers, including your father who practiced law in courts and your brother who is a corporate litigating partner with a law firm?

    I chose to pursue a career in law for several reasons. Firstly, my diverse educational background prepared me to handle complex and diverse situations. It also prepared me for a wide variety of challenges given my exposure to various areas, from financial to business environment and to technology. Particularly my exposure to cyber laws helped me understand the intersection of technology, business, and regulations in a fast-paced environment.

    My family’s deep roots within the legal profession were a stepping-stone for me to grow in the sphere with dedication and diligence, which was inspired by my father and brother’s commitment and success story. In essence, my journey into law reflects a blend of personal passion, academic rigor, and the enduring legacy of my family’s commitment to the legal profession.

    Your journey seems to have transitioned from commerce to law. How did your experience at Delhi College of Arts and Commerce influence your decision to delve into the legal field and what further solidified your interest in pursuing a degree in law?

    I had secured admission at the Delhi College of Arts and Commerce (DCAC) in the commerce program through sports quota as a cricketer. Balancing academic pursuits with rigorous cricket practice taught me valuable lessons in discipline, time management, and perseverance, skills that later proved invaluable in my legal studies and career.

    During this time, my father’s guidance was particularly influential. He recognized my potential and encouraged me to pursue a Bachelor of Law degree, understanding that while I may not have been inclined towards courtroom practice, my aptitude for analysis, problem-solving, and attention to details made me well-suited for a role as an in-house lawyer within a company.

    A pivotal moment that solidified my interest in pursuing a law degree was my interactions at the evening law college. The unique setting provided an opportunity for students, many of whom were already working in various government and private sectors, to pursue their LLB degrees while juggling professional responsibilities. It was through these shared experiences and collective efforts to overcome challenges that I gained a deeper appreciation for the power of legal expertise in driving positive change.

    Moving forward to your experience at National Academy of Legal Studies and Research (NALSAR) University Hyderabad, could you elaborate on how your PG diploma in Cyber Laws has complemented your overall legal expertise?

    My experience at National Academy of Legal Studies and Research (NALSAR) University Hyderabad, where I pursued a PG diploma in Cyber Laws, has been invaluable for upgrading and upskilling myself, particularly in the context of emerging legal challenges in the digital age.

    This specialized program has significantly enhanced my overall legal expertise, particularly in the field of cyber law, which is increasingly relevant for all in-house lawyers. The PG diploma curriculum provided me with a comprehensive understanding of the legal complexities surrounding cyberspace, including data privacy, intellectual property rights and cybercrime. It has prepared me to contribute effectively as an in-house lawyer, ensuring that my organization remains compliant with cyber laws, protects sensitive information, and mitigates risks associated with digital operations.

    As the General Counsel for Evalueserve, your focus is on technology law, data privacy, cybersecurity, and intellectual property rights. What inspired you to specialize in these areas?

    My focus on technology law, data privacy, cybersecurity, and intellectual property rights as the General Counsel for our organization is driven by the industry’s unique demands and my passion for leveraging legal expertise in a rapidly evolving digital landscape.

    · Industry Focus: Our work involves managing data, technology platforms, and digital assets, requiring a deep understanding of legal regulations and risks in these areas.

    · Regulatory Landscape: Laws governing technology and data are constantly changing, so I stay updated to ensure compliance and mitigate risks.

    · Strategic Importance: Our organization’s value depends on technology, data, and intellectual property, so I provide strategic legal guidance to protect our assets and interests.

    · Ethical Considerations: I advocate for ethical data practices and responsible innovation to uphold privacy rights and promote trust in our industry.

    · Personal Interest: I am genuinely interested in the intersection of law and technology, and I am driven by the opportunity to apply legal principles to solve complex challenges.

    Your profile mentions your passion for enhancing legal efficiencies through automation and innovation. Could you share an example of a particularly impactful automation project you have implemented?

    Recognizing the manual and time-intensive nature of our day-to-day work, I led several initiatives to evaluate, select, and implement a robust automation solution tailored to our business needs, including contract management software. This involved collaborating closely with cross-functional teams including IT, various corporate functions and stakeholders across business units and CXOs. The complex organization structure and global footprint of my company required end-to-end business process management to define requirements, assess available options, and customize the software to align with our workflows and business objectives.

    I had recently implemented the contract management system at Evalueserve, aimed at streamlining the contract lifecycle process and enhancing efficiencies across the organization, with several impactful outcomes:

    · Centralized Repository: The system provided a centralized repository for storing all contracts, enabling easy access, retrieval, and tracking of contract data across the organization. This eliminated the need for cumbersome manual filing systems and reduced the risk of misplaced or lost contracts.

    · Automated Workflows: We configured the system to automate key contract management workflows, such as contract creation, review, approval, and renewal. By automating routine tasks and standardizing processes, we significantly accelerated the contract lifecycle, reducing turnaround times and improving overall productivity.

    · Enhanced Compliance: The system included built-in compliance features, such as contract templates with predefined clauses and compliance checklists.

    · Reporting and Analytics: The system offered robust reporting and analytics capabilities, allowing us to gain insights into contract performance, identify trends, and track key metrics such as contract volumes, expiration dates, and renewal rates. This data-driven approach enabled us to make informed decisions and optimize contract management strategies.

    Being recognized by Forbes Legal Powerlist as one of the top General Counsels in India reflects your commitment to excellence and innovation. What strategies do you employ to stay at the forefront of legal innovation in such a dynamic field?

    Staying ahead in legal innovation means learning continuously, building partnerships, adopting new technologies, collaborating across teams, and staying flexible.

    · Continuous Learning: to stay updated on legal changes and trends through conferences, seminars, and ongoing education.

    · Strategic Partnerships: working closely with legal tech providers and experts to find innovative solutions.

    · Cross-Functional Collaboration: engage closely with leaders from different functions to share knowledge and build innovation pipelines.

    · Agile Mindset: stay flexible and adapt quickly to changing needs and market dynamics.

    By using these strategies, I steer the legal & compliance function to lead our organization by adding value to the company and staying ahead in a dynamic legal landscape.

    Finally, drawing from your extensive experience, what advice would you give to fresh law graduates stepping into the legal profession, particularly in the realm of technology and compliance?

    For new law graduates stepping into technology and compliance law-

    · Build Strong Foundation: Learn core legal principles and get practical experience through internships.

    · Keep Learning: Stay updated on legal trends and tech advancements through seminars and webinars.

    · Tech-Savvy: Learn legal tech tools like contract management systems to streamline processes.

    · Stay Ethical: Follow ethical standards, especially in areas like data privacy and cybersecurity.

    · Network: Build connections in the legal community for mentorship and career opportunities.

    By following these tips, you can prepare for success and contribute to the evolving fields of technology and compliance.

    Get in touch with Sandeep Dembla-

  • “Think like a lawyer but look beyond the law”- Mirul Bhavsar, Head of Legal, Manipal Academy of Higher Education

    “Think like a lawyer but look beyond the law”- Mirul Bhavsar, Head of Legal, Manipal Academy of Higher Education

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

    Could you share a bit about your journey into the legal profession, particularly what inspired you to pursue a career in law and how your background in psychology has influenced your legal acumen?

    This question is very close to my heart and in its answer lies my firm belief that ‘God’s plan is always better than yours’. I am an accidental lawyer and have never even dreamed of becoming one. I was an absolute introvert in my teens. I was on the verge of getting my bachelor’s degree with a major in psychology but was unsure how to transition that knowledge into a career. Back then, I was terrified by the thought of interacting with people. There were also financial constraints. One day while taking a random stroll in the college lobby, I saw a notice of admission to the evening law degree program run by my college. It was a 3 year program, with no requirement of CLAT and the fee was also very nominal. I was always very much inclined towards reading and had an analytic mind. Piles of books never scared me rather, I found solace amidst them. I have spent more time at the library than at the lectures. The legal profession is always considered as a noble and respectable profession. So, it ticked all the boxes for me.

    Within 2-3 years of working as a lawyer, I really started enjoying my work. As a lifelong psychology student (it is still my favorite subject), I am aware of my personality traits, such as an eye for detail, logical thinking, understanding of human behavior, convincing power, and excellent listening and empathy, all that psychology has taught me. These traits are equally, if not more, required to be a competent lawyer. By then, I had also realized that litigation is not something I would not like to do on a daily basis, and I have a knack for good writing skills; thus, I started focusing on documentation, contracting, and written opinions.

    With your extensive experience across diverse industries such as education, oil and gas, retail, and real estate, could you highlight some key challenges you’ve faced and how you navigated them, especially considering the varied regulatory landscapes of these sectors?

    In the corporate world, legal and regulatory compliance are like two sides of the same coin. Lawyers typically deal with laws and contracts, while compliance officers ensure that a company follows industry rules. Inhouse lawyers handle both by balancing what’s legally required with what’s needed to keep the business running smoothly. They stay ahead by knowing the laws inside out and understanding the operational dynamics of the industry they cater to. Working closely with operation teams and advance planning helps the company avoid or at least anticipate issues and stay on track. In-house lawyers act like guides so businesses can focus on sales, customer delight, production or R and D but within the corners of the laws and regulations. 

    I will put retail and real estate in the same bucket as retail highly depends on real estate availability. In India, we celebrate and are proud of our ‘Unity in Diversity; approach, but ask this to a lawyer handling PAN India real estate title due diligence! There is a lot of dependency on local languages and systems (or its absence) for maintaining land/revenue records at government offices and local municipal laws. When you started the project, the area was under gram panchayat, and by the time the project was complete, the exact location would have fallen within the municipality’s limits. Additionally, you must understand the operations in detail to ensure that landlords give you the required leeway to utilize the property efficiently. Negotiating with different categories of landlords and developers has honed my negotiation skills.    

    I have learned the importance of regulatory aspects in the day-to-day functioning of the legal department during my stint in the oil and gas sector. Oil and gas is an absolutely regulated sector with a monopoly of PSUs. There is limited scope for private or international companies. The organization I was working for is a French conglomerate. So the regulatory requirements of India and as well as that of the parent entity’s country were also required to be met strictly, in addition to the best of corporate governance policies. Your prices are regulated, your territories are marked, you have logistic challenges as the oil exploration fields are situated at particular shores, your hands are tied as you swear by ABAC regulations and FCPA, there are sanctioned countries, and so on. I have learned how to build contracts and draft policies while keeping all these in mind.

    Another interesting experience is in education, which still amazes me. In India, education is a matter of a concurrent list. It means both the state and central governments will try to regulate the sector. With so many states and so many political parties driving the political scenarios in India, we seldom have state and central policies aligned on concurrent lists matters. In some states, the RTE (Right to Education) Act is taken very strictly; in others, you can maneuver around it. Some states welcome private self-funded players to boost the availability of high-class educational institutions in the states, while others prefer control at the stake of quality and feasibility. With approximately ¼ of our population between the ages of 6 and 16 and the growing income of the middle and upper-middle-class population, there is a huge demand for good quality education providers, attracting many PE and VCs to invest in education. So, suppose you are the legal person for a company having PAN India operations in school, in that case, you can imagine the number of state-specific regulations to keep track of while advising on legal matters from a centralized office!

    As the Head of Legal for Manipal Academy of Higher Education, you mentioned restructuring the legal team and enhancing skill development. Can you walk us through some of the strategies you employed to achieve this and the outcomes you observed?

    Life in metro cities and small towns is very different, and these differences are evident due to their different levels of exposure in terms of competitiveness, training, motivation, aspirations, and complex work scenarios. The nature of an organization (i.eMNCs, VC-backed Companies, start-ups, and not-for-profit organizations of different sizes ) impacts its culture, and culture is all about people. What works in metros or big cities may not (I would say ‘will not’) work in small towns. You have to manage with the existing resources, and you will not get new resources easily.  

    The restructuring of the legal team was spearheaded with a focus on clearly defining roles and expectations for both internal and external stakeholders. Significant time was invested in training them on negotiation skills, contract drafting, and legal communication. Assistance was provided to existing teams in understanding the operations and business aspects of the sector, associating the legal aspects and their impact, which has aided in understanding the value of their work.

    I swear by templates, checklists, & SOPs, streamlining legal processes, which have been my go-to tools at MAHE as well, and the team and other stakeholders are pleased with these toolkits.

    Standardization and process enhancement seem to have been pivotal in your role at MAHE. How did you go about developing templates, checklists, and SOPs, and what impact did these initiatives have on the efficiency and consistency of legal processes?

    In the role of an in-house lawyer, I would like to prioritize standardization and process improvement to enhance the productivity of the legal team. Commencing with a thorough examination of existing legal workflows, recurring tasks and areas of inefficiency were identified through collaborative discussions with team members and stakeholders. Tailored templates, checklists, and SOPs were crafted based on these insights to address these pain points, with a focus on streamlining processes, reducing errors, and ensuring compliance. Throughout this process, feedback and input were actively sought from team members, both external and internal to provide practical, user-friendly solutions. Comprehensive training sessions and personalized hand holding were conducted to ensure effective adoption and user comfort.

    Following implementation, key metrics such as negotiation time and success, as well as requester feedback, were closely monitored to assess the impact of these initiatives on efficiency and consistency. Significant improvements were noted in turnaround time, error rates, and compliance levels. The standardized processes implemented not only streamlined workflows, enabling quicker task completion and freeing up time for higher-value work, but also fostered consistency in executing legal tasks across the team, thereby enhancing overall compliance and risk management. 

    Given your focus on the education sector, could you elaborate on the unique challenges and opportunities you’ve encountered in this industry, particularly regarding M&A deals, post-merger integration, and regulatory compliance?

    In education, navigating the regulatory and compliance landscape presents a distinctive set of challenges and opportunities. With education falling under the concurrent list, governance involves coordination between multiple authorities, adding complexity to regulatory compliance. While the sector is socially impactful, profit-making is restricted, necessitating a delicate balance between financial sustainability and delivering quality services. The surge in M&A activity, driven by interest from private equity and venture capital firms, reflects evolving market dynamics, particularly with the rise of Ed-tech post-pandemic. However, traditional brick-and-mortar K-12 schools continue to uphold their significance, requiring continuous adaptation to compete with digital alternatives. 

    Establishing or expanding educational institutions often involves substantial real estate investments, which, coupled with more extended gestation periods, pose financial challenges. Moreover, post-merger integration presents its own set of hurdles, given the absence of nationwide standards and the varied regulatory frameworks across states. Many institutions begin as philanthropic ventures, evolving over time under the influence of passionate founders or promoters and their younger generations wanting to encash on brand and legacy, further complicating the integration process. 

    In summary, the education sector offers immense opportunities for growth and impact. Still, success hinges on effectively navigating the regulatory landscape, adapting to market shifts, and executing strategic M&A deals with diligence and foresight.

    In your career, you’ve been involved in forming and mentoring legal teams from the ground up. What qualities do you look for when assembling a legal team, and how do you foster a collaborative and productive work environment within it?

    My first question in any interview for a legal position or when I meet a law student is, “What made you choose law as your career choice ?” The answer to this lets me into their perception of as well as their expectations from this profession. So, for me, their ‘Why’ is very important. Another critical and non-negotiable quality is a willingness to be a lifelong learner- of new skills, not only new rules and regulations but also new subjects beyond law. Law is such a vast area that one should never be complacent  or consider oneself a law expert. 

    For most of my career, I have worked in large organizations and across sectors, so being a team member and working in groups is another aspect I will look into.  

     Along with legal acumen like good written communication and the ability to summarize or comprehend legal texts, a successful in-house legal person must have a basic understanding of the practical aspects of business and operations to evaluate any document or situation from multiple angles.  

    I would eat, sleep, and breathe law and amongst those lucky people on the earth who love what they do and do what they love, so I don’t need a heavy dose of motivation daily. Still, different persons have different aspirations and motivations. So, I ensure that my team is clear regarding mutual expectations. Clarity and openness in communication are vital for successful teamwork. As stated earlier, training, handholding, and standardization ensure consistency in the output, and I insist on continuous and 360-degree feedback. I am very comfortable in delegation with empowerment and hate micromanaging things. Most importantly, we have a lot of fun banters, teasing, and snacking going around all day amidst heavy negotiations and focused reading sessions, so there is never a dull day at work. 

    As someone passionate about advancing legal education, what initiatives have you undertaken to contribute to the development of young lawyers, both within your organization and beyond?

    I am seriously jealous of today’s generation for the sheer amount of availability of resources and diverse opportunities. But then, there is also a problem of plenty and confusion created due to multiple options. So, they need proper guidance to capitalize on the right kind of opportunity and information. So at every available opportunity, I love to reach out to students and budding lawyers to understand their academic challenges, needs, and wants. I talk to them to identify what they find exciting and boring and learn about their misconceptions and fears. This kind of conversation has a dual advantage for me – it fuels my curious mind, lets me know recent trends and future expectations, and helps me to be relevant while hiring and mentoring young lawyers. I volunteer for lectures in law schools and webinars for the transition from ‘campus to corporate,’ different career options for lawyers, practical contract drafting, and the like.

    For my teams, I identify and ask for their specific training needs for skill enhancement and give them the desired resources. I have always been an early adopter of technology, so I encourage using digital tools such as CLM, digital signature, and chat-gpt (with much caution). My funda is one size does not fit all, and thus, I customize based on the personality and needs of an organization. 

    Lastly, drawing from your rich experience, what advice would you offer to fresh graduates aspiring to pursue a career in law, especially those interested in making an impact in diverse industries like education and beyond?

    ‘Stay hopelessly curious and be an avid learner,’ understand business, and think like a lawyer but look beyond the law. Take calculated risks, and don’t settle for one area or organization for safety; experiment in your early years. Develop transferable skills even as a lawyer, such as due diligence, negotiation, policy-making, legal auditing, etc., and remember to keep asking yourself, ‘Why did you choose to become a lawyer?’ The answer may vary over time, but there must be a clear answer every time.  

    Get in touch with Mirul Bhavsar-

  • “Every facet of what we do in the legal department has a key role to play in any decision making on the strategy of the organization”- Shalinee Kulshreshtha, General counsel, Dentsu International India

    “Every facet of what we do in the legal department has a key role to play in any decision making on the strategy of the organization”- Shalinee Kulshreshtha, General counsel, Dentsu International India

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

    Can you share with us your journey from practicing law at Daksh Law Firm to transitioning into the corporate sector with multinational corporations like DuPont, PricewaterhouseCoopers, and Honeywell? What motivated this shift, and how did your experiences shape your approach to legal matters in the corporate world?

    It was an interesting one. I had no clue that one can become a corporate lawyer too. Coming from a small town, I only knew about practicing in courts. Then, I started interacting with in house counsels of our clients and understood how much we could do as corporate lawyers. That triggered the interest in being one and I never felt like going back. In the corporate world, you are part of business so one has to own and live the legal advice provided unlike law firms where one can separate themselves from it.

    You’ve had extensive experience in handling various legal aspects such as litigation, contracts, mergers & acquisitions, and compliance across diverse industries. Could you elaborate on how your legal expertise intersects with your role as a business enabler within these industries?

    Every facet of what we do in the legal department has a key role to play in any decision making on the strategy of the organization. For instance, our learnings from a litigation or contract could play a key role in making a decision of what business could be good/ lucrative for the future of the company. Gone are the days when Legal was being consulted only when there was a dispute. These days, Legal plays a crucial role in enabling business and making it profitable.

    Being recognized as a leader with a strong ethos of collegiality and mutual respect, how do you foster a culture of integrity, compliance, and accountability within your organization, especially when dealing with complex business challenges?

    It starts from you. If you stick to integrity and compliance in the very turbulent and stressful situation, people see you as a role model. The cost of non-compliance could be super expensive. It’s not always pecuniary, sometimes it could lead to massive reputational damage. If you are able to show that to others, it’s not difficult to get them on your side.

    Throughout your career, you’ve worked with teams comprising members from different countries and industries. How do you navigate cultural and professional differences to ensure effective collaboration and achieve common business goals?

    I have gone through multiple cultural training sessions that have helped me understand the fundamentals of many cultures. It helps in customizing the messaging when working with people from different countries. The business goals are always the same. So, if you are able to convince others that we are working towards a common goal and how you are there to support and achieve that, it’s not difficult to resolve conflicts.

    Given your background in both law and business, how do you balance legal considerations with strategic business objectives, particularly when advising on high-stakes transactions or corporate governance matters?

    In my view, it acts as a plus. Good understanding of business and law helps strike the balance when working with stakeholders from different departments. You are able to appreciate their perspective and help them see yours.

    As someone who has been involved in multi-billion dollar transaction deals and has set precedents in legal matters, could you share some key insights or lessons learned from your most challenging cases or deals?

    It’s always easy to say “no” but your value is understood by Business when you say it rarely. No business is risk free. So, working towards minimizing the risks could lead to successful outcomes and relationships. There were times when in challenging negotiations, I asked other party questions till I understood the reason for their reluctance in agreeing to something. When I came back home, I did not know what the solution was but since I had understood the problem, it was not difficult to find an answer through some introspection and out of box thinking.

    With your extensive experience in areas such as data privacy, cyber laws, and competition law, how do you stay updated with evolving legal landscapes and ensure compliance with changing regulations, especially in the digital age?

    I spend dedicated time over weekends to study. I also attend conferences and round table discussions where I find topics of interest. Also, I organize monthly knowledge sessions by law firms on evolving subjects for my team to upgrade ourselves. Interactions with peers from industry also help stay updated. This also helps keep a tab on upcoming trends and it makes it easy to keep pace and stay compliant in the changing world.

    Your journey from being a top-performing student to receiving accolades such as the General Counsel of the Year reflects a remarkable career trajectory. What advice would you give to fresh graduates aspiring to pursue a similar path in law and business, especially in terms of navigating challenges and seizing opportunities in the professional world?

    Never compromise on your integrity, stay persistent, keep learning and think “out of box”

    Get in touch with Shalinee Kulshreshtha-