You’ve led high-stakes SaaS and IT contract negotiations across jurisdictions like the US, UK, Middle East, and India. What key legal and commercial differences have you observed among these regions, particularly in structuring and negotiating complex technology agreements?
The fundamental difference is risk philosophy and regulatory approach. US contracts are heavily liability-focused with aggressive risk shifting – broad indemnities, high liability caps, and extensive IP warranties because litigation risk is real. UK/EU takes a more balanced approach with reasonable risk allocation, but GDPR fundamentally changed data processing terms and cross-border transfer requirements.
Middle East markets are relationship-driven with conservative risk tolerance – they often require local partnerships, prefer advance payments or guarantees, and decision-making is more hierarchical. Each country varies significantly – UAE’s approach differs from Saudi Arabia’s regulatory framework.
India is extremely cost-sensitive with detailed SLA requirements and strong data localization mandates under DPDP Act. There’s preference for Indian governing law and local arbitration venues.
For AI and emerging tech, the differences are stark. US allows broad AI disclaimers and extensive model training rights. EU requires AI Act compliance with strict accountability for high-risk systems. The Middle East often mandates human oversight for AI decisions. India’s framework is still emerging but trending toward data sovereignty.
My approach: Use master agreements with jurisdiction-specific addenda rather than one-size-fits-all contracts. Build modular compliance sections that adapt to local requirements. Most importantly, understand that what works in Silicon Valley often needs significant adaptation – both legally and commercially – for other markets.
As Director-Legal (Deputy General Counsel) at Innovaccer and a close advisor to both leadership and product teams, how has your role evolved beyond traditional contract review into a more strategic business function?
My role has evolved from traditional lawyer to strategic business partnership. I’m now embedded with product and leadership teams from the earliest stages – helping architect compliance into product roadmaps rather than reviewing afterward, participating in M&A strategy and market expansion decisions, and turning regulatory requirements into competitive advantages. I’ve built legal infrastructure that operates at business speed through automated workflows, self-service templates, and proactive frameworks that eliminate bottlenecks. The result is measurably faster deal cycles, on-schedule product launches, and better strategic decision-making because legal insights come early in the process rather than as obstacles later. Legal has become a growth accelerator rather than a cost center.
From negotiating complex IT contracts to managing commercial transactions, you’ve worked extensively across highly regulated sectors. How do you stay abreast of evolving legal and regulatory frameworks, particularly in areas like data privacy and technology law? What’s your approach to identifying and mitigating legal risks in such fast-paced and dynamic industries?
Staying current in fast-moving regulatory environments requires a systematic approach, not just ad-hoc reading. I’ve built a multi-layered monitoring system that combines automated alerts, industry networks, and practical application. For regulatory tracking, I use targeted legal research platforms with custom alerts for specific jurisdictions and practice areas – data privacy updates from key regulators like FTC, state AGs, and international bodies. I also maintain relationships with specialized regulatory counsel in different jurisdictions who provide real-time insights on enforcement trends and practical legal and compliance interpretations.
Industry engagement is equally important. I’m active in relevant legal associations and regularly attend focused conferences – not general legal events, but sector-specific gatherings where regulators actually speak and share enforcement priorities. Peer networks with other in-house counsel facing similar challenges provide invaluable practical insights you can’t get from legal publications.
For risk identification, I’ve developed frameworks that integrate legal monitoring with business operations. I work closely with product, engineering, and business development teams to understand what’s actually being built and sold, not just what’s documented. This early visibility lets me spot regulatory risks before they become legal problems.
My mitigation approach focuses on building scalable systems rather than case-by-case reviews. I create legal frameworks that can adapt to regulatory changes without rebuilding everything. For data privacy, this means privacy-by-design architectures that can accommodate new requirements. For commercial transactions, it means modular contract structures that can be updated efficiently.
The key is making legal monitoring a business process, not a personal responsibility. When regulatory changes happen, we can adapt quickly because the infrastructure is already in place.
In the early stages of your career, you worked across diverse areas like transaction structuring, energy law, employment compliance, and more. How has this multidisciplinary exposure informed your legal thinking and approach as an in-house counsel today?
That multidisciplinary foundation taught me to see legal issues as interconnected business problems rather than isolated practice areas. Working in energy law showed me how regulatory frameworks shape entire business models. Transaction structuring taught me to think commercially about risk allocation. Employment laws gave me an operational perspective on how legal requirements actually impact day-to-day business. Now as in-house counsel, I don’t just analyze contracts in isolation – I understand how employment terms affect deal structures, how regulatory compliance impacts transaction timelines, and how operational realities influence legal strategy. This cross-functional thinking lets me spot issues other lawyers miss and provide solutions that work across multiple business functions. Instead of saying ‘that’s not my area,’ I can connect dots between different legal domains to solve complex business challenges more effectively.
You’ve worked closely with business stakeholders, particularly in the IT sector. What are some common challenges you encounter in ensuring legal compliance, and how can businesses proactively address these issues early in the process to avoid future roadblocks?
The biggest challenge is that business teams treat legal compliance as a final review step rather than a foundational design element. In commercial contracting, sales teams often negotiate terms that create operational nightmares – promising SLAs we can’t meet or data processing we can’t legally perform. On the product side, teams build features first, then discover they violate privacy laws or create IP ownership issues. My approach is embedding legal requirements upfront – I work with sales to create contract playbooks with pre-approved terms that close deals faster, collaborate with product teams during feature planning to ensure privacy-by-design, and partner with engineering on data architecture that supports both business needs and regulatory compliance. I also build automated approval workflows and self-service legal tools so teams can move at business speed without creating risks. The result is that legal becomes a competitive advantage – we can commit to terms competitors can’t, launch compliant products faster, and avoid the costly retrofitting that kills margins and delays launches.
With over a decade of experience, what initially drew you to pursue law as a career? When you reflect on your journey now, how has your vision evolved since those early days?
I was initially drawn to law because I saw it as a way to solve complex problems and create structure in ambiguous situations. Early on, I thought legal work was about finding the right answer in statutes and precedents. Over the past decade, I’ve realized that the most impactful legal work happens at the intersection of law and business strategy – it’s not just about compliance, but about enabling growth and competitive advantage. My vision has evolved from being a legal expert who provides advice to being a business partner who helps drive outcomes. I’ve learned that the best legal solutions aren’t just technically correct – they’re commercially viable and operationally practical. What excites me now is using legal expertise to unlock business opportunities that others can’t see, whether that’s structuring deals that competitors can’t match or building compliance frameworks that become market differentiators. Law became less about finding answers in books and more about creating solutions that don’t exist yet.
Recognized for your strong contributions across industries, what core values or guiding principles have anchored your legal journey? Looking ahead, what goals or aspirations do you hold for the future?
Ans: Three core principles have guided my legal career: pragmatic problem-solving over theoretical perfection, business enablement rather than risk avoidance, and building scalable systems instead of one-off solutions. I’ve always believed that the best legal advice is the advice that actually gets implemented – which means understanding business realities and crafting solutions that work operationally, not just legally. My approach has been to turn legal requirements into competitive advantages rather than compliance burdens. Looking ahead, I’m focused on leveraging emerging technologies like AI to transform how legal functions operate – building intelligent contract systems, predictive compliance frameworks, and automated risk assessment tools that let legal teams operate at unprecedented scale and speed. My aspiration is to help redefine what in-house legal can accomplish, moving from a support function to a strategic driver of business growth and innovation. The future of legal is about using technology and strategic thinking to solve business problems that haven’t been solvable before.
Legal work in high-stakes corporate environments is intense. How do you balance your professional responsibilities with personal well-being? What practices or activities help you recharge and maintain perspective?
Honestly, I’m a natural hustler – I thrive on the intensity and challenge of high-stakes legal work. But I’ve learned that raw drive without strategy leads to burnout, not breakthrough results. The key is channeling that energy where it creates maximum impact rather than spreading it thin across everything.
With experience, I’ve developed systems for sustainable high performance. I start my day with strategic work before reactive demands take over, and I batch similar tasks to maintain deep focus rather than constant context-switching. Outside work, I stay physically active and spend time with my dog – there’s something grounding about that unconditional companionship that cuts through legal complexity. I’m also involved in community animal welfare work, which connects me to something meaningful beyond corporate environments.
The breakthrough insight: stepping away from legal problems often unlocks better solutions when I return. I’ve built strong professional relationships that provide perspective during intense periods, and I’ve learned to distinguish between urgent and important – not every crisis is actually critical. This lets me stay calm under pressure and direct my hustler energy where it matters most. Sustainable excellence isn’t about working harder – it’s about managing energy strategically.
Given your wide-ranging expertise, what advice would you offer to young lawyers entering the legal profession today particularly those looking to build careers in corporate law, technology, or cross-border commercial practice?
Three pieces of advice: First, become genuinely business-literate, not just legally competent. Understand how companies actually make money, how technology works, and what drives commercial decisions. The lawyers who succeed long-term are those who can translate legal requirements into business solutions. Second, specialize early but stay adaptable. Pick a sector like fintech or healthcare and become the go-to expert, but develop skills that transfer across industries – contract negotiation, regulatory analysis, and strategic thinking are universal. Third, build relationships before you need them. The best opportunities come through networks, not job boards. Connect with in-house counsel, business leaders, and peers who’ll become your referral sources and collaborators. For cross-border work specifically, understand that legal expertise alone isn’t enough – you need cultural fluency and practical knowledge of how business actually gets done in different markets. Most importantly, think like a business partner from day one. Don’t just identify problems – propose solutions. The lawyers who advance fastest are those who make their clients’ lives easier, not more complicated.
Your journey from a remote village in India to a senior legal role in a century-old American multinational is incredibly inspiring. What early experiences or turning points played a pivotal role in developing your interest in Law in the first place?
Growing up in a remote village in Assam, access to resources was limited, but the values instilled in me, resilience, curiosity, and a strong sense of justice, were profound. I vividly remember witnessing everyday challenges faced by people in my community, often due to a lack of awareness of their rights or access to legal support. These early observations sparked a deep interest in the mechanisms of justice and how the law could serve as a tool for empowerment.
A pivotal moment came during my school years when I had the opportunity to assist a local teacher who was helping villagers draft and understand basic legal documents. That experience, though informal, was transformative. It opened my eyes to how meaningful an impact legal knowledge could have when applied with empathy and purpose.
Later, during my university studies, I was drawn not just to the theory of law, but also to its application in real-world, cross-border business scenarios. This interest deepened as I began to understand the role legal professionals play in shaping not only individual outcomes but also the trajectory of entire organizations.
Each step of the way, from the modest beginnings in my village to engaging with multinational teams across continents, has been driven by a belief that the law, when practiced with integrity and foresight, can be a powerful enabler of growth, fairness, and progress.
Spanning over 15 years across industries like pharmaceuticals, IT, and manufacturing, your career reflects both depth and versatility. What foundational lessons from your early roles continue to guide your practice today?
One of the most enduring lessons from my early roles is the importance of listening deeply and understanding the business context before offering legal advice. Early in my career, I realized that being technically sound in law is essential but not sufficient. To be truly effective, a legal professional must align legal strategy with business objectives and operational realities. This perspective has consistently guided my approach across industries.
Another foundational lesson is the value of clarity and simplicity in communication. Whether I was supporting a pharmaceutical company on regulatory compliance or helping an IT firm scale its contract operations, I learned that demystifying legal complexity for non-legal stakeholders builds trust and accelerates decision-making. The ability to translate legal language into practical guidance is something I continue to emphasize and foster in the teams I lead.
Lastly, adaptability has been a constant companion. Working across different geographies and regulatory frameworks, from India to the Americas, taught me to stay agile, culturally sensitive, and open to learning. The legal landscapes may differ, but the need for sound judgment, ethical integrity, and strategic foresight remains universal.
These early principles, business empathy, clear communication, and adaptability, have become the cornerstones of my practice and continue to shape how I engage with stakeholders, lead teams, and deliver value in complex, evolving environments.
At The Hershey Company, you’ve played a key role in ensuring compliance with corporate governance, legal obligations, and regulatory standards across regions including APAC and Europe. Could you share one of the most challenging situations you’ve encountered in this journey, and how you effectively navigate it?
Thank you for the question. While I must respect the confidentiality obligations inherent to my current role and cannot discuss specific internal situations, I can share that navigating complex compliance challenges across diverse jurisdictions requires a combination of proactive stakeholder engagement, cross-functional collaboration, and adaptability to evolving regulations.
In my experience, the key to effectively managing such challenges lies in fostering open communication with local experts, aligning legal strategies with business goals, and maintaining a flexible yet rigorous approach to compliance. This mindset has consistently enabled successful navigation of complex regulatory environments without compromising confidentiality.
With extensive experience in negotiating high-value contracts, what common pitfalls have you observed in commercial negotiations and how can legal teams proactively avoid them in high-pressure environments?
One of the most common pitfalls I have observed in high-value commercial negotiations is focusing too heavily on legal minutiae without fully understanding the commercial drivers and deal dynamics. While it’s crucial to safeguard the company’s legal interests, an overly rigid approach can alienate the counterparty or delay progress, especially in high-pressure environments where timing and agility are critical.
Another frequent misstep is insufficient alignment between the legal team and internal business stakeholders before negotiations begin. When legal teams are brought in late or are not fully briefed on the business objectives and risk tolerance, negotiations can become reactive rather than strategic, leading to missed opportunities or poorly structured outcomes.
To proactively avoid these pitfalls, I emphasize the following approaches:
Early and continuous collaboration: Involving legal professionals at the outset of the deal cycle fosters a proactive, strategic approach rather than a reactive one. By gaining a deep understanding of the underlying business rationale, legal teams can craft solutions that not only mitigate risks but also actively facilitate and enable the successful execution of the deal.
Scenario planning and fallback positions: In high-stakes negotiations, pressure can lead to rushed decisions. By preparing fallback positions and pre-approved negotiation levers in advance, legal teams can respond quickly without compromising on key risk parameters.
Clear internal alignment on priorities: Before entering negotiations, I ensure that all internal stakeholders, from finance to operations, are aligned on what is negotiable and what is not. This clarity helps present a united front and prevents conflicting messages during the negotiation process.
Balancing firmness with flexibility: Successful negotiations often require finding creative middle ground. Legal teams that are solution-oriented, commercially aware, and culturally attuned are far better positioned to achieve outcomes that are both compliant and commercially viable.
Ultimately, effective negotiation is about understanding both the legal and human elements of the deal. By staying calm under pressure, communicating clearly, and staying focused on the end goal, legal teams can not only protect the business but also enhance its reputation as a trusted and pragmatic partner.
Legal technology and process optimization are central to your work. What do you see as the biggest opportunities and challenges for legal departments embracing automation and AI in contract lifecycle management?
The rise of automation and AI in contract lifecycle management presents an exciting opportunity for legal departments to transform from being reactive support functions to strategic enablers of business efficiency and growth. When implemented thoughtfully, legal technology can drastically reduce cycle times, improve compliance, and deliver actionable insights from contract data, turning legal operations into a source of competitive advantage.
With AI-powered analytics, legal teams can extract trends from thousands of contracts, identifying risks, renegotiation triggers, or compliance gaps proactively. Automation also enables standardization and scalability, especially for high-volume, low-risk agreements, freeing up legal talent to focus on complex, strategic matters.
However, the challenges are equally significant. One major hurdle is change management. Legal functions have traditionally been risk-averse, and shifting mindsets toward embracing technology can be slow. Without clear alignment between legal, IT, procurement, and business teams, implementation can become fragmented, resulting in poor adoption and underutilized platforms.
Another challenge is balancing automation with judgment. AI can streamline workflows, but legal decision-making still requires human insight, especially in nuanced or high-stakes scenarios. Ensuring that automation enhances, rather than replaces, critical thinking is key.
To navigate this journey successfully, I believe legal departments should focus on three core principles:
Start with process clarity and optimize before automating.
Select tools that integrate seamlessly into existing ecosystems and workflows.
Invest in capability building, ensuring teams are trained not just on how to use technology, but how to extract its full strategic value.
Ultimately, the goal is not just to automate for efficiency but to elevate the role of legal as a proactive, tech-enabled partner in the business ecosystem.
You’ve led teams and collaborated across functions globally. What leadership principles have stayed with you, especially when working with diverse legal and business stakeholders?
Leading and collaborating across diverse legal and business teams, often spread across different geographies, cultures, and regulatory environments, has taught me that effective leadership is grounded in empathy, clarity, and trust.
One principle that has consistently guided me is the importance of active listening and cultural sensitivity. In global environments, legal and business perspectives can vary significantly depending on local norms, risk perceptions, and market dynamics. Taking the time to understand those perspectives, before offering solutions, builds credibility and strengthens collaboration.
I also believe in leading with clarity of purpose. Whether I’m guiding a legal team or partnering with cross-functional stakeholders, I strive to clearly communicate goals, expectations, and the rationale behind key decisions. In complex projects, especially those involving regulatory or commercial risk, clarity helps align efforts and fosters collective ownership.
Another key principle is empowerment through trust. I have found that giving people the space to take ownership while being available as a sounding board, creates stronger, more resilient teams. It is especially important when managing legal functions across time zones, where micromanagement is not only ineffective but also unsustainable.
Finally, I try to lead by example, particularly when it comes to integrity and accountability. In legal roles, your credibility often precedes you. Being consistent, dependable, and fair, even under pressure, helps build long-term trust across both legal and business communities.
In essence, leadership in a global legal context isn’t just about directing, it is about connecting, aligning diverse perspectives toward common objectives, and doing so with authenticity, respect, and strategic foresight.
Your early exposure to litigation and dispute resolution must have provided valuable perspective. How did you decide to transition to an international practice and how did you navigate the complexities involved with it?
My early exposure to litigation and dispute resolution gave me a solid ground in the fundamentals of legal analysis, advocacy, and risk assessment. Working on contentious matters in the Indian legal system taught me to think critically, anticipate challenges, and understand the nuances of courtroom dynamics, all of which are invaluable skills, even outside the litigation context.
However, over time, I became increasingly drawn to the preventive and strategic side of legal practice, particularly how legal frameworks could be leveraged to support business growth, mitigate risk before it materializes, and enable long-term value creation. I saw international practice as a natural evolution of this interest. It offered the opportunity to work across jurisdictions, partner closely with business leaders, and help organizations navigate regulatory complexity on a global scale.
The transition wasn’t without challenges. Moving from a litigation-focused role to an in-house, cross-border environment required me to reorient my mindset from issue resolution to issue prevention, and from adversarial negotiation to collaborative problem-solving. I invested significant time in understanding international legal systems, both common law and civil law traditions, as well as gaining fluency in business operations and corporate governance.
One of the most effective ways I navigated this shift was by embracing continuous learning and remaining adaptable. I took on roles that expanded my exposure to multinational operations, built relationships with colleagues across functions and cultures, and sought mentors who had successfully made similar transitions.
In hindsight, my litigation experience gave me a strong foundation in legal rigor and risk management, while my move into international practice allowed me to broaden my impact, helping businesses not just survive legal hurdles, but thrive through strategic legal support.
Having worked across both common and civil law systems, what key differences do you notice in legal operations, and how do you keep up with the ever changing dimensions of legal compliances across jurisdictions?
Working across both common and civil law systems has deepened my appreciation for the diversity in legal reasoning, procedural approaches, and the role of precedent in shaping legal outcomes. In common law systems, there is a strong reliance on case law and judicial interpretation, which demands a nuanced understanding of precedent and how it evolves over time. In contrast, civil law systems are more codified and statute-driven, requiring a close reading of the legislative framework and its administrative interpretations.
From an operational standpoint, these differences manifest in contract drafting styles, dispute resolution mechanisms, and compliance expectations. For instance, civil law jurisdictions may favor more concise contracts that rely on statutory provisions, whereas common law jurisdictions often require more detailed, self-contained agreements. Similarly, the pace and approach to regulatory enforcement can vary widely. What is standard in one jurisdiction may be seen as intrusive or inadequate in another.
To manage these complexities, I take a proactive, layered approach to legal compliance:
Local Expertise: I collaborate closely with local counsel and regional experts to stay aligned with jurisdiction-specific interpretations and enforcement trends. This ensures that our global strategies are grounded in local realities.
Knowledge Sharing and Internal Training: I prioritize creating internal awareness through cross-functional training, compliance toolkits, and internal policy updates, making sure legal and business teams are equipped to operate responsibly across borders.
Regulatory Monitoring and Strategic Technology Use: I leverage legal tech solutions and regulatory intelligence platforms to track evolving legal landscapes, particularly in areas like data privacy, ESG, and trade compliance, where change is rapid and multidimensional.
Harmonization with Flexibility: Wherever possible, I advocate for harmonized global processes that can be tailored for local adaptation. This allows for consistency in core legal and compliance principles while respecting jurisdictional nuances.
Ultimately, navigating these varied legal systems requires not only technical knowledge, but also cultural sensitivity, open communication, and a commitment to continuous learning. It is this blend of structure and adaptability that allows legal operations to remain effective and compliant in a constantly shifting global environment.
What advice would you offer to young legal professionals particularly those from non-metropolitan backgrounds aspiring to make a mark globally? And how do you personally stay ahead in this ever-evolving legal ecosystem?
To young legal professionals, particularly those from non-metropolitan or modest backgrounds, I want to say that your origin does not define your destination. What matters most is your willingness to learn, your resilience in the face of challenges, and your ability to adapt. I come from a remote village in Assam, and I understand firsthand the barriers, both visible and invisible, that can make global aspirations seem out of reach. But those very roots can also be your greatest strength. They teach you humility, grit, and the power of persistence.
My advice is to focus on building a strong foundation in both legal knowledge and practical skills. Be curious, ask questions, and don’t shy away from stepping outside your comfort zone. Seek mentors, even if informally, and be open to feedback. Language, geography, or access may feel like limitations initially, but with consistency, self-discipline, and digital access to global knowledge, those gaps can be closed.
Also, understand that legal excellence today goes beyond black-letter law. Develop a commercial mindset, be tech-aware, and build cultural fluency. In a globalized legal ecosystem, your ability to collaborate across time zones, cultures, and functions is just as critical as your ability to interpret a statute.
As for how I stay ahead in this evolving field, it is a combination of continuous learning, strategic networking, and hands-on collaboration. I make it a point to stay informed through industry publications, legal tech forums, and cross-functional discussions. I also learn immensely from mentoring others which offers fresh perspectives and keeps me grounded.
In essence, global success in law is no longer reserved for the privileged few. With the right mindset, a commitment to growth, and the courage to take that first step, no matter how small, you can carve your own path.
What inspired you to pursue a career in law? Was there a defining moment or influence that steered you in this direction?
Having an analytical mind, I tend to find reason in, and a solution to everything. From my early-teen years, the idea of problem-solving always seemed appealing. When you add to that my love for reading, language and interpretation, a career in law was an easy and natural decision.
What was your experience like at Georgetown University Law Centre while pursuing your Master of Laws, and what motivated your choice to specialize in Energy and Antitrust law?
A year at Georgetown was an immensely fulfilling and transformational experience. I had only two years of work-experience under my belt at the time, and I was able to exponentially build on that experience. Most of the courses I studied were based on discussions around practical issues and current affairs. Solution-oriented thinking and discussion was not just encouraged but mandated. Additionally, as most of the students in the LLM course were also international students with several years of work experience, the discourse was truly informative and enlightening not just professionally, but culturally as well. It was especially interesting to engage in conversation with people of different nationalities and learn how their culture shaped and continues to shape the legal landscape in their country.
The choice to pursue energy and antirust at the time was motivated by several factors; I had prior experience of working in those sectors in India, the principles of energy and antitrust remain similar through the globe, and the robust regulatory framework in the United States. It was my intention to continue working in commercial law, so it was an apt choice. Since then, even though my area of practice has evolved beyond energy and antirust, the learning and experience from Georgetown are constant aids in my work.
You began your career working on matters before the Appellate Tribunal for Electricity, particularly involving tariff disputes and State Electricity Regulatory Commissions. What were some of the formative experiences during this time that deepened your understanding of the energy sector and shaped your legal career?
The energy sector was a completely unknown domain for me when I began my career, which meant that every aspect of the sector was new. However, the most challenging and fascinating aspect was the sheer amount of technical knowledge and understanding of the sector that was required to be able to effectively deliver on a matter. We would often joke that we learn more engineering than law in this sector!
After gaining substantial experience working with leading law firms and Senior Advocates, you eventually set up your own independent practice. What drove this transition, and what challenges did you encounter in the early stages of establishing yourself?
The decision to work independently was a result of wanting to do something different. Having gained experience in chamber practice and firms, I wasn’t ready to go in-house but was sure that I wanted to expand work outside of a typical firm set-up. It definitely has been and continues to be challenging in almost every aspect imaginable! The most interesting challenge I faced in the early stages was getting used to being directly accountable to clients, as opposed to being part of tiered set-up in an office. Additionally, working independently means that you don’t say no to any kind of work, regardless of the fact that you may not have prior experience in similar subject-matter. Therefore, you are almost swimming in the deep-end, as the effort, motivation and discipline are completely different when the responsibility of generating business and delivering on a client’s expectations are solely on you.
Having advised clients across a wide range of sectors including EPC, Energy, Telecom, Software, AI, and General Corporate, any common challenge(s) that unites all the sectors?
The only common challenge that truly unites all sectors is demanding clients! Building client relationships, delivering on and managing client expectations is crucial to the legal profession. Every client is demanding, sometimes without truly understanding the complexities of the issue at hand. Every other legal challenge is simply a puzzle that must be solved, and there’s always a solution!
In your work with the UAE telecom regulator on drafting the policy for Radio Frequency (RF) drive testing, how did you navigate the legal and technical complexities, especially around national compliance, data privacy, and telecom operators’ requirements?
Well, the answer to this is a fairly simple and obvious one, really. We worked in collaboration with a global consulting firm, and the team responsible for executing this project comprised highly skilled experts from the legal and regulatory domain. Numerous discussions and iterations of the policy over months of work lead to policy that is currently in force in the UAE. This, for me, was one of the most exciting projects as a lawyer, as instead of always learning and interpreting the law, I was writing it (albeit for a different jurisdiction)!
For young lawyers aspiring to build a career in law and/or and independent practice, what advice would you offer? Are there specific skills, areas of focus, or resources you consider essential for excelling in this field?
There are several skills that may be useful in this profession, however the most important one in my opinion is the ability to learn. One must always be open to learning from any and every source, especially since law is one of the most dynamic professions ever and affords us the opportunity to not restrict ourselves to one sector only.
Practicing law can be both intellectually demanding and time-intensive. How do you maintain a healthy balance between your professional responsibilities and personal life? What are your favourite ways to unwind after a long day?
The beauty of working independently is that one is only answerable to the client, so as long as work gets done, one can decide their own hours! Many people make their work their identity and that was all I had seen of lawyers when I was much younger in the profession. I wasn’t going to allow myself to do that, so I continue to create a slow, simple and full life that allows me time for hobbies and such! As for unwinding after a long day, it always includes a good meal and some music or a show/movie.
Could you share the thought process behind starting this consultancy? What inspired the idea, and why did you choose this particular name?
In an era of prestigious law firms with legendary names, I wanted to create something different, something that directly conveyed our expertise. That’s why I chose “The Contract Consultants.”
Throughout my career, I realized that contracts are the heart and soul of any business. Well-drafted contracts protect companies from legal expenses, arbitration, mediation, and compliance issues. Businesses that want to excel should prioritize strong contracts.
Our expertise lies in contracts, and we wanted our name to reflect that. The idea behind this name is simple: you focus on growing your business while we handle your contracts and documentation.
What challenges did you face in choosing law as a career, especially when your choices were questioned? With 12 years of experience, how has your journey shaped you?
I’ll keep it brief. I’m originally from Ranchi, and my house was next to the High Court. Seeing lawyers in their black coats from childhood fascinated me and made me admire the profession.
However, where I come from, law wasn’t considered prestigious, it was often seen as a fallback option. My entire family had a science background, and my brother is a major in the Indian Army. So, my decision to pursue law was unconventional.
The first challenge was convincing my family. My father supported me and encouraged me to take the AILET exam. Once I joined law school, I realized the vast opportunities the field offers beyond just becoming a judge or starting a practice.
I studied law at MS Ramaiah College of Law in Bangalore. Moving from a small town to a metropolitan city was a transformative experience. It broadened my perspective, shaped my career choices, and helped me evolve as a person.
I started in litigation, then shifted to corporate law. Over time, I realized my true passion was making an impact and building something of my own. For me, success isn’t just about financial gains—it’s about standing for what you believe in. My journey has been a gradual process of discovery, with each experience reinforcing my commitment to law.
Given your expertise in contracts, particularly in e-commerce, what are the most common pitfalls businesses face? How have you helped address them?
As a lawyer, two crucial questions guide my approach: What? and How?
E-commerce businesses often make the mistake of copying existing terms and conditions or privacy policies without considering their specific business model. There are different categories: intermediaries, B2C, and B2B platforms, each requiring tailored contracts.
Some common issues include:
Dispute Resolution: Many businesses fail to include clear dispute resolution mechanisms in customer-facing contracts.
Liability Limitations: Companies don’t define liability properly, leaving them exposed to unexpected claims.
Regulatory Compliance: Ensuring compliance with laws like India’s IT Rules, Consumer Protection Act, and FDI regulations is crucial
A well-drafted contract should align with the business model, define liability, include compliance measures, and ensure trade secret protection. Boilerplate clauses are everywhere, but strategic customization is what mitigates risk.
With rapid technological changes, how have you adapted your approach to risk management and contract negotiations?
Contracts have evolved significantly over the last decade, especially with AI and data privacy regulations.
Previously, a simple NDA was considered sufficient for confidentiality. Now, contracts must explicitly define data privacy, data breaches, data transfers, and liability for AI-generated outcomes.
Key changes include:
Precise Confidentiality Clauses: Defining what constitutes confidential information and outlining penalties for breaches.
Regulatory Adaptability: Contracts must allow for amendments in response to legal and technological developments.
Cross-Border Compliance: Understanding GDPR, CCPA, India’s DPDPA, and other international privacy laws.
Businesses need contracts that are both legally robust and flexible enough to adapt to evolving regulations.
What key provisions do you focus on when drafting Master Service Agreements for tech companies?
Many businesses focus on boilerplate clauses (indemnity, liability, termination, governing law) but overlook critical details.
Commonly missed elements include:
Auto-Renewal Clauses: If not properly structured, businesses might get locked into contracts they wanted to exit.
Audit Rights: Allowing unlimited audits can expose sensitive trade secrets and confidential information.
Scope of Work Clarity: Vague scopes lead to increased work without additional compensation.
Early Termination Provisions: Without structured termination clauses, companies may be forced to pay the full contract value despite early exits.
A well-drafted MSA should protect both short-term and long-term business interests while ensuring flexibility.
How do you ensure contracts maintain clarity and legal safety in new markets with evolving regulations?
Compliance is all about understanding “What?” (laws and regulations) and “How?” (implementation).
We conduct gap analyses, risk assessments, and compliance roadmaps to ensure businesses remain compliant. Using a Red-Amber-Green framework, we prioritize urgent risks while addressing lesser risks systematically.
When entering new markets, businesses must understand:
Applicable data protection laws (e.g., GDPR, CCPA, DPDPA).
Cross-border contractual obligations.
Industry-specific compliance standards.
We focus on ensuring that contracts align with regulations while maintaining operational flexibility.
How has ADR (Alternative Dispute Resolution) evolved, and how do you incorporate it into contracts?
Dispute resolution isn’t just about litigation, it’s about economic viability and preserving business relationships.
Key considerations:
Cost-Benefit Analysis: Is the dispute worth pursuing, or would negotiation be a better option?
IP Disputes: Clearly defining IP ownership in contracts reduces conflicts.
Confidentiality Protections: Preventing trade secret exposure during audits or negotiations.
Effective ADR clauses ensure disputes are resolved efficiently, preserving business continuity.
How do you stay updated with constant legal and regulatory changes?
It’s about building a habit.
Weekly Review Checklist: I set aside time to track key developments.
Webinars & Newsletters: Staying connected to legal platforms and industry experts.
Peer Discussions: Conversations with colleagues provide fresh insights.
Being proactive ensures we anticipate legal changes rather than just reacting to them
Balancing Corporate Life & Mental Well-being
How do you maintain work-life balance while thriving in a corporate environment?
Mental well-being is key. Work culture matters more than the company name. A great manager and team make a huge difference.
Prioritize mental health over money. Financial success is meaningless if you’re mentally exhausted.
Corporate life isn’t just about earning; it’s about personal growth.
The best professionals aren’t just technically skilled; they are resilient, self-aware, and mentally strong.
With 15 years of experience and leadership across six continents managing legal operations, what initially sparked your interest in law, and what continues to drive your passion for the field today?
I cannot think of that one aha! moment, when I decided to be a lawyer, but I think the spark was lit by my mother. She saw something in me, long before I could recognize it myself. I was in class 7 when my cousin asked me what I wanted to be when I grew up. I thought for a bit and said maybe a journalist. My mother was sitting across the room and said, “Why not a lawyer, you do love to argue”! That sentence sat with me, and interest slowly turned into curiosity and learning, and then into my goal and journey.
The first few years of my career, I was pulled in different directions, and this was a quite confusing time for me. My masters, followed by relocating to South Africa and moving in house reignited my passion for law. I enjoyed being curious again and realized that the constant learning and variety of being an in-house counsel excites me. My job gives me a chance to add value and enable outcomes, while meeting many brilliant minds while doing so! This drives me and makes me look forward to my work every day.
After your time at a top-tier law firm in India, you decided to pursue a Master’s degree from UCLA School of Law, USA. What prompted this decision, and how did your experiences at UCLA shape your career path? How was the experience of being awarded the Dean’s Tuition Fellowship Award?
2 years into my first job, I felt the hunger to learn and explore. While I enjoyed the comforts of having a stable job- it became increasingly clear that I wanted to step out of my comfort zone. I was eager to explore the world and felt it was time to be a student again. I applied to a few law schools in the US and Europe and was grateful to be accepted into UCLA School of Law. UCLA has a well-rounded Masters Program in Business Laws, Media and Technology Law- and it was the best fit for me. The Dean’s Tuition Fellowship is awarded to students based on merit and need and is a straightforward application process. Being awarded the fellowship came as a blessing and eased the financial burden of pursuing the degree.
Pursuing further education is an investment in yourself- it is resource intensive and expensive. However, like all good investments, value is reaped not immediately but in spurts, and over a long period of time. The academic curriculum of the LLM degree built on the skills I had acquired in my Bachelors and became a strong point in enabling a career outside of my home turf.
However, what has continued to positively impact my career path is the softer skills I acquired such as cultural awareness and adaptability- which was facilitated by the larger educational experience of meeting so many people from different cultures, countries and backgrounds.
What early experiences in your career helped shape your legal expertise and set you on the path to success? After working with several law firms in India, you transitioned to working with the Corporates in South Africa. How did you adjust to the cultural shifts between these environments, and how did you navigate those differences?
After my stint in law firms, I spent 6 months teaching at Christ University, School of Law before moving to South Africa. What began as a journey to teach ended up being a journey of learning. I loved working with the young energy my students brought to the table, their curiosity became a way for me to sharpen my own skillset. My students taught me that preparation gets you closer to success, and good communication gets you there! This lesson became the biggest enabler for my transition into South Africa.
My move to South Africa was a leap of faith, hoping that it would all work out. It was incredibly humbling to be in the job market in South Africa- where the firms I had worked for or the university I graduated from did not carry the weight it carried on home ground. I had to up my game, learn new skills and explore the flavor, politics, laws and people of the country. I volunteered at a few organizations and networked with several professionals in the quest for my next step. It took time to let go, relearn, unlearn and adjust. I landed a job at CNBC Africa about 1 year after my move! By that time, my heart and mind had grown to embrace South Africa, and South Africa embraced me back!
When you are in a law firm, you are the external neutral party bringing in your wisdom and expertise. As an in-house lawyer, you are more like a one-stop shop for all legal solutions- you facilitate outcomes and provide guidance. I had to develop a deeper understanding of the business, the product and the people. Reading, researching and preparation for my daily tasks helped. I had to use my knowledge of familiar systems like India and the US and transfer it to a South African context- conceptually compare them and find real life and real time solutions! It was very exciting and offered a sharp learning curve in legal and people skills.
In your current role, you’re responsible for implementing global privacy strategies. What strategies do you employ to cater to compliance with the diverse privacy regulations across regions? Additionally, can you share an example of a legal dispute you’ve managed relating to privacy compliance and the factors you took under consideration to effectively manage it?
Privacy has emerged as a consistent stream of work, and most in-house teams are now upskilling their resources or getting onboard talent to effectively address this area of work. Another area we have noticed traction in the past couple of years is laws relating to AI.
While the global network of privacy laws has rapidly increased after the enactment of the GDPR, the principles they embody and the efforts they require from an organization are largely similar. Our approach is to assess these legislations and measure our compliance with the most stringent standard. Of course there are times when we have to customize our approach based on the jurisdiction and issue at hand.
A well-built privacy program for a company deals with both proactive and reactive efforts. Our teams proactive efforts include training high touch point teams, awareness campaigns, privacy impact assessments for vendors, diligence and risk assessments for vendors and customers, and data protection agreements. Reactive efforts include things like managing data incidents and addressing data subject requests.
In my experience reactive efforts in managing data privacy and addressing data incidents are a delicate balance between speed and cautiousness, a difficult mix! We manage to navigate complexities through collaborative efforts with teams such as IT, Information Security and Governance and Risk, subject matter experts, external counsel and tools for tracking and monitoring. While there can be a standard approach, it is also critical to customize your approach based on the facts which are unique each time around.
Given your extensive experience managing intellectual property matters across diverse regions such as India, Africa, and the Netherlands, how do you approach the protection of IP assets in these varying legal frameworks? Could you share a specific example of an IP infringement case you’ve encountered, and how you navigated the legal complexities in those different jurisdictions?
Over the past six years my team has relied on specialized IP teams and in house subject matter experts to protect our assets, and my role has been to facilitate their guidance and support. However, during my time with CNBC Africa & Forbes Africa protecting our IP portfolio within my role- and it was interesting because Africa is such an active landscape for IP law, issues and litigation. Being in the media industry, infringement had 2 angles- we had to ensure that our brand was not being infringed, including the content we were putting out every day; and we had to ensure that we were not infringing copyright and other IP rights in the content we created and curated on a real time basis. So there never was a dull day!
My first day at CNBC Africa & Forbes Africa involved finding legal representation in the High Court of Nairobi for a copyright allegation we were defending. I remember reading the paperwork and spending a nerve-wracking night converting my IP law classes in NALSAR and UCLA to the Kenyan context. It was much like a suspense thriller, where I found the right representation and guidance just at the nick of time.
As an in-house counsel covering IP among other tasks, I relied on local counsel and subject matter experts to provide me with in-depth guidance and representation. My value add was in translating this guidance into the context of the business and giving the business a strong assessment of the facts, the risks, timelines, costs and impact on the product and organization, to enable them to make decisions.
As a woman in a leadership position, have you faced any hurdles while managing and motivating a global team of commercial counsels and paralegals across regions? Additionally, what is your idea of supporting and empowering other women in your team to thrive in the workforce? What is one piece of advice or principle that you live by that continues to influence your work today?
While workplaces can present hurdles in terms of navigating complex people and cultural dynamics- the biggest hurdle was often my own self-doubt. When you conquer the conversation in your head about yourself, it breaks you free to do things with confidence. Confidence in myself, helps me add more value to people’s lives at work and home.
I am fortunate to work at an organization where diversity, equity and inclusion forms a part of the social fabric of our work life and is integral to our ethos as a team. Our team actively encourages us to bring our whole selves to work. Supporting and empowering others around you becomes easier when the entire organization and work culture backs you to do it.
Support and empowerment are powerful words but are so human and can be achieved through simple things. A few years ago, I was tired and anxious about a new project, it didn’t help that my daughter was teething, and the sleepless night routine seemed endless. In the middle of the mania, there was an unexpected parcel on my desk! It was a present from my manager which had a teething necklace for my daughter and a scented candle, with a note “relax, you’ve got this”! I was moved by her act of kindness. What struck me is that she had listened to me, listened to what I was telling her, and to the things I was not really telling her. With this small act of kindness, she showed me she cared, she supported and empowered me all at the same time!
I have the honor of working with many strong women across different countries, in different age groups, with different backgrounds and unique perspectives, my way of supporting and empowering them is by showing that I care- this can mean hopping on a call on short notice, sending the contract a day ahead of time, helping on a tough assignment, giving someone an afternoon off, or giving a new mother or grandmother flexibility, pet sitting, or sending a teething necklace!
Women and men have many roles to play outside of their employment, they are parents, caregivers, pawrents, children, siblings and friends. Allowing them to embrace all these aspects of their life allows them to bring their best to work, be more productive and find value in their work. The principle I live by is ‘be kind to the person in front of you, you do not know the battle they fought to be here today’!
What advice would you give to law students or young lawyers aspiring to pursue an international career in legal compliance and advisory? What resources or strategies would you recommend for staying current on the latest global legal trends?
There are many roads to the same destination- so if you are a young lawyer, explore more and find that aspect of law which excites. An international career often begins with a good education or career at home- the Indian law degree is incredibly versatile and prepares you well to understand, compare and transition into common law countries. The core principles which you learn also help in navigating complex legal systems with higher compliance risks.
Please take a chance and explore areas of the law which get you curious, even the less popular ones. You can build on your education and experience by doing an LLM or MBA abroad, joining a multinational company which offers exposure to other jurisdictions, secondments at an international law firm or Indian law firm with offices abroad.
Based on the path you choose, or the path which chooses you- there is no shortage of resources available. From online literature, information groups to resources which specialize in international careers. It is important to find a good mentor in the field of your choice – so invest in connecting with people who have a career graph you aspire to have.
International taxation, laws related to data privacy and AI, international dispute resolution and trade compliance, are some areas which can help with transitioning your degree and experience into an international context.
After taking a parenting break, how did you navigate your return to work, particularly in a leadership role? What strategies or support systems helped you balance your professional responsibilities with your personal life, and how did the experience shape your approach to leadership moving forward?
Before I had my first child, I underestimated the demands of caring for a little human being! I thought I would head back to work in a few weeks. But after my daughter was born- realization hit home that I wanted to be a part of her journey and give her more time. So, I did not rush back- but when the day to head back came around, I still remember being very anxious! I was constantly looking at my phone, waiting for it to ring!
Support systems can come in many forms- mine turned out to be family and flexibility! Since I was far from home, my husband and I had to rely on each other as a support system. We juggled our days and calendars and made sure one of us was around with the little ones. My husband remains my strongest support network- and much of what I do would have been impossible if not for him. My parents and brother pitch in with emotional encouragement, advice and humor- indispensable emotional support!
Flexibility continues to give me the support system I need- my manager and teammates are considerate and provide me with the much-needed flexibility to make it work.
The only strategy I continue to use to help me balance is I let go of my fear and ask for help- from my partner, my family, my employer and manager, my colleagues and friends. Most times people always are willing to help!
To a new parent heading back after a break, please know that it is always scarier in your head! When the day finally comes – whether it is the first day back at work, or having to wear your baby for a meeting, or when you must reschedule your life because work or your child needs you, you find the strength! Don’t be afraid to be transparent and let people know what you need. Most people at work or around you, want to help, but don’t know how they can set you up for success- so ask for what you need, be it flexibility, change in hours or the longer lunch break.
Some skills are life earned and may not always find a place in your CV, but the impact is still there! After several months of consecutive all-nighters and nappy changes- I discovered a newfound confidence in myself. Becoming a parent was the biggest turning point in my life, it impacted me deeply both personally and professionally. I found that I had more compassion, humility and empathy. My passion for work, focus, my ability to prioritize and efficiency improved greatly- making me a better teammate and leader. Overall, my children really have brought out the best in me!
Given the demanding nature of your work, how do you manage to unwind and maintain a healthy balance between your professional responsibilities and personal interests?
Over the years I have learnt the importance and strength of saying no! I try not to spread myself too thin with multiple commitments and social engagements. I try to keep my focus simple for each day, between work and the kids. Even with that, balance looks different on different days- so I truly take it one day at a time.
My personal interests have evolved over time, and at this phase of my life most of my own interests be it theatre, music, staying fit or reading is customized to a child friendly format! We also end our day together through a fam-jam session with music and a meal as a family- which is the best part of my day!
I believe life has phases, and in this phase of my life, my children are small and enjoy my company- I have been told that this doesn’t last forever, so I am trying to make the most it! Me time during this phase is also ‘we time’ with the kids, so a 20-minute workout, a bicycle ride (since I live in the Netherlands)! or reading. As this phase changes, my definition of balance and me time will also change, so I look forward to more adventurous experiments on balance in the seasons to come!
With over a decade of experience in the energy and infrastructure sector, what initially motivated you to pursue a career in this specialized area of law, and how did you navigate the early stages of your career to develop such expertise?
In my schooling days, I was always fascinated by the idea of energy – source, creation, transmission and flow of electrons. Although I had always been a back bencher while attending physics classes, it was fear associated with a tinge of curiosity in me that triggered this fascination about the concept of energy. Having watched my father who was notably a tax practitioner working hard through thick and thins, advising clients and the very next day, appearing before various courts and tribunals. It was pure hard work and yet glamorous to me. Eventually, I developed an attraction towards law. However, I was still unaware of the fact that there can ever exist a law which regulates the energy market and that curiosity driven by passion to know something unknown ignited my inner engine to learn and develop the skill set to dive into this unorthodox field of law.
In the final year of my college, after my university examination got over, I was fortunate and overwhelmed to land an offer from Electrosteel Castings Ltd. (now Tata Steel Ltd.), one of the most reputed steel manufacturing companies. However, since my university exam results were delayed by a few months, I had to leave that offer. The hunt for landing lucrative jobs began but to no avail as I was faced with only rejections in the next few months. Many of my friends chose to work in law firms, or prepare for state judiciary but somewhere I was determined to pursue an in-house transactional lawyer. Eventually, I moved out from the ‘city of joy’ to ‘New Delhi’ and begun my career as an in-house counsel in the energy and infrastructure sector. Let me be very candid about it, energy law is more technical than legal. One of the biggest challenges which I faced in the early stages was understanding the engineering of electricity. As I was not from a science background, things became worse to ugly in no time. However, group discussions with fellow colleagues after office hours, cross-functional teams and extensive research on electrical engineering and the regulatory framework helped me to navigate these challenges.
In your career, you have a blend of expertise both as a litigation practitioner and also at the corporate side. What prompted this transition, and what differences have you observed between the two fields?
Ans: Basically, the energy market is driven by four stakeholders – power generation, transmission, distribution and trading. In the early stages of my career, I was mostly associated with the energy trading business and in a way, I felt that somewhere my opportunity to grow is being narrowed. Although, I was very keen on getting to the other side of the table, i.e. energy generation, transmission and distribution but unfortunately did not find a way through. Being a litigating lawyer, you get a handful amount of experience and knowledge dealing with diversified clients. Both litigation practice and corporate role has its own set of pros and cons, however, I personally felt that except for a few handful of law firms who actually are paymasters, the professional growth for litigating lawyers is on the lower side. Fortunately and courtesy of being a litigating lawyer, although for a brief tenure, helped me to develop skills, knowledge and gave me the exposure to pursue opportunities in power generation and distribution.
In your position at ACME Solar, you led land acquisition and EPC contracts for major renewable energy projects. What was the most challenging aspect of managing these large-scale projects, especially concerning land acquisition and regulatory frameworks in India?
In so far as land acquisition is concerned, the biggest challenge is manual keeping and maintaining of land records at the SRO and land department offices. Unless and until these land record keeping are digitalized, the entire process to acquire land cannot be expedited nor be free from errors. All these large scale renewable energy projects are being established and commissioned within a specific time frame, say 2 to 3 years, and the major chunk of time goes to land acquisition. Moreover, land acquisition is the first step followed by EPC towards building these large scale and ultra mega power projects. So, if land acquisition gets delayed, the entire project gets delayed and consequentially, triggers complexities and litigation. In so far as EPC contracts are concerned, the negotiation of these voluminous and capital intensive contracts at times gets a bit tricky as it involves a lot of money and shoulders a lot of responsibilities upon the contractor. Another major challenge is the irregularity and instability in the policy and regulatory framework, which at times poses a risk to the investors and the project stakeholders.
Your experience includes handling several regulatory disputes in electricity generation, power trading, and distribution. How do you approach resolving disputes related to tariff determination and deviations in power contracts? Do you have specific strategies you use in arbitration or court proceedings?
Basically, tariff determination is the most important (because it is the basis on which revenue will be generated) and by far the most complex process (because it has to factor-in a lot of components, permutations and combinations) involved in any project. In the energy sector, the majority of the regulatory disputes arise out of contracts. Therefore, drafting, crafting, moulding and tweaking the terms of a contract holds the key to minimize and mitigate contractual risk.
Arbitration is a specialized category of dispute which arises from a contract having a pre-defined arbitration clause. My approach is to simplify the drafting of the claims, counterclaims and pleadings and clearly carve out the case so that it becomes easier for the external counsels to argue and the arbitrator to understand the legal proposition and factum of the case. In court proceedings, it largely depends on how you craft your case.
As the DGM in Legal & Contracts at Sirius Renewable, you manage a large team. What leadership strategies have been most effective for you in overseeing cross-functional teams, particularly when dealing with complex contracts and high-value disputes in the energy sector?
My current role as DGM – Legal & Contracts at Sirius Renewable pertains to dealing with drafting and negotiation of commercial contracts, regulatory and policy advisory, handling land acquisition, due diligence, merger and acquisition in the renewable energy space. I have always been an extrovert and often engage in group discussions be it with my team or cross-functional team members which actually lays the foundation of being a good communicator, a keen observer and precise listener. My approach is always to keep things as simple as possible, be brief, clear, and specific. Appreciation and recognition acts as a catalyst to motivation. I always vouch on working as a cohesive unit and create an atmosphere where none feels that one is superior over the other.
What has been one of the most challenging cases you’ve worked on, and how did you prepare for it? Additionally, what resources do you rely on to stay updated on the rapidly evolving legal trends in the energy and infrastructure sectors?
During my stint with Global Energy, I was given an assignment to draft a petition and represent the company before various electricity regulatory commissions for establishment of intra-state over-the-counter (OTC) power exchanges. The transaction was somewhat similar to the operation of a multi-commodity exchange. The most interesting and challenging part was that there was no statute or regulatory framework, at that time, which governed these types of transactions. It was an extensive research oriented work involving analyzing reports, devising methodology to determine landed tariffs etc. along with long and extended meetings, conferences, discussions with business teams, external lawyers and internal stakeholders. Eventually and although the petitions got rejected yet it created some kind of a stir in the minds of the regulators and legislators. Subsequently, in 2020, CERC, the electricity regulatory commission at the national level issued a regulatory framework by recognizing the need of OTC power exchanges in India, and that itself was a proud moment for me and my former colleagues.
To stay myself updated, I keep on reading energy blogs, magazines, newsletters, the regulations being issued and framed by the Ministry of Power, MNRE, CERC, CEA. I do attend workshops, conferences both at national and international level to apprise myself and adapt to the market trends. In addition to that, I keep on brushing my foundations by reading books, judgments, research and obviously, engage in long-haul discussions with my senior colleagues and managers.
What advice would you give to young legal professionals interested in specializing in energy law and infrastructure? What skills and experiences should they focus on to build a successful career in this dynamic field?
The energy sector is one of the most booming sectors which is constantly evolving and delivers both professional and personal growth. The world is slowly and steadily making a transition towards a cleaner and sustainable development, and we feel (and all should feel) extremely proud to be a contributor in this energy transition mission. Embrace, Engage and Evolve.
Know yourself, know the business and always be open to new ideas, approaches, and adaptability. Staying dynamic, updated and proactive with the current market trends is crucial for the young generation looking to pursue energy law as a specialization. It enables to better serve the business and adapt to changes in the legal landscape. Avoid taking short-cuts as there is no shortcut to success.
Managing a demanding legal career can be challenging. How do you balance your professional responsibilities with personal life, and what strategies do you employ to maintain that balance?
Structuring the office work, prioritising the assignments and time management holds the key to strike a balance between professional commitments and personal life. I always tends to stick to my schedule while at my workplace and possibly stay, as much as possible, away from personal commitments. When I am at home, I ensure that I spend some real good time with parents and loved ones.
Your remarkable contributions to the legal field are widely recognized. What led you to choose law as a career despite having a background in science? What motivated you to make this shift?
Thank you so much for your kind words. While my background is in science, I was drawn to law primarily because of the unique freedom and societal impact it offers. Unlike many other professions, law provides the opportunity to engage directly with society and interact with people from diverse walks of life. This ability to affect change, whether by resolving complex issues or advocating for others, truly resonated with me. I found that, in science, while I could contribute through innovation and research, law allows me to apply problem-solving skills in a more immediate and tangible way, often in situations where my services can bring about significant positive change or even happiness for others.
Moreover, law offers a respected position within society, which is something I deeply value. The idea that legal professionals play a key role in shaping policy, protecting rights, and upholding justice aligns with my desire for a career that combines intellectual challenge with the opportunity to make a real difference. In many ways, law felt like a natural next step for me, allowing me to leverage the analytical and critical thinking skills honed through my science background, while also offering the chance to have a direct and meaningful impact on individuals and communities.
After completing law school, you pursued an LLM in Business Law and a PhD in Competition Law. What sparked your interest in these specific areas of law, and how have they influenced and enhanced your professional journey?
When I completed my undergraduate law studies, I found myself at a crossroads like many of my peers, wondering what direction to take next. I debated whether to enter legal practice or pursue further studies, and if I chose the latter, in which area of law should I specialize? I initially felt some pressure, as many of my friends were pursuing additional qualifications, and I wondered if I was already falling behind.
However, after careful consideration and introspection, I recognized that my interests were centered around business law related subjects like contracts and intellectual property law. During my final year, I had the opportunity to intern with an IT firm, where I was exposed to contract drafting and gained some insights into the practical applications of intellectual property rights, particularly copyrights and trademarks. This experience sparked a deeper interest in intellectual property law and its potential for specialization.
I began to understand the value of pursuing a more niche area of law, and this led me to focus on business law as my primary interest. After speaking with my professors and industry professionals, I decided to pursue a Master of Laws (LL.M) with a specialization in Business Law, with a focus on Intellectual Property Law as well. I was fortunate to be admitted to NLIU, Bhopal, through the CLAT, which provided me with a solid foundation for my further studies.
The two years of my LL.M were transformative. I had the privilege of learning from professors who deeply influenced my career, particularly Dr. GS Bajpai and Dr. Vinod Dixit. Dr. Bajpai ignited my passion for legal research, while Dr. Dixit played a key role in honing my research skills and guiding my LL.M dissertation, which explored the intersection of Intellectual Property and Competition Law.
During my time at NLIU, I also had the opportunity to intern with Luthra & Luthra, where I assisted in competition law matters. This experience introduced me to the emerging field of competition law in India and further piqued my interest. Since then, competition law has become a key area of my professional passion and expertise. Recognizing the potential of this relatively new area of law, I decided to deepen my expertise and eventually pursued a PhD in Competition Law.
With over 14 years of experience as an in-house legal counsel, what have been some of the most valuable lessons you’ve learned from providing legal support to business operations? Can you share an example of a particularly challenging case you’ve worked on and how you approached it?
As an in-house legal counsel, I have gained several key insights over the years that have been invaluable to my role. One of the most critical lessons is the importance of understanding the company’s business strategy. Legal counsel must go beyond merely interpreting the law; it is essential to integrate our advice within the broader business context. By aligning legal decisions with the company’s goals and objectives, I am able to provide solutions that are not only legally sound but also practically feasible, ensuring that the business can thrive.
Another essential insight is the understanding that risk management is more important than risk avoidance. Effective legal support is not about eliminating all risks, as some degree of risk is unavoidable and even necessary for business growth and innovation. Instead, my role is to help the company navigate these risks in a way that minimizes potential harm while still allowing for the pursuit of opportunities and business goals. It’s about striking the right balance.
Additionally, effective communication has proven to be a vital skill. Translating complex legal concepts into clear, actionable advice is critical, as many business stakeholders may not have a deep legal background. It is my responsibility to ensure that legal implications are communicated in a way that is understandable and actionable. Whether addressing compliance requirements or explaining the potential consequences of a business decision, my aim is to make legal advice accessible and valuable to the team.
Collaboration across different functions has also been one of the most rewarding aspects of my role. Working closely with teams from finance, operations, marketing, and other departments allows me to better understand their priorities and challenges. By being a trusted partner to these teams, I can provide timely and relevant legal support, helping to anticipate potential issues before they escalate.
Agility and solution-oriented thinking are also key components of being an effective in-house counsel. The business environment is constantly evolving, and I’ve learned to be flexible and adaptable in my approach. Legal solutions must evolve alongside the business, and I strive to find practical solutions to legal challenges. Rather than just identifying potential risks, I aim to contribute to finding solutions that propel the business forward.
A preventive approach to law has also been one of the most valuable contributions I can make as in-house counsel. By drafting clear contracts, setting up strong internal processes, and offering regular compliance training, I help mitigate potential risks before they become issues. This proactive approach to legal matters helps the business avoid costly disputes and safeguard its reputation.
Negotiation and diplomacy are critical in my role. Whether I’m involved in contract discussions, dispute resolution, or forming strategic partnerships, it’s crucial to understand the broader context of each negotiation. By recognizing what each party values and finding common ground, I can facilitate agreements that protect the company’s interests while fostering positive, long-term relationships.
Further, commitment to upholding high standards of compliance and ethics is fundamental to the role of an in-house legal counsel. Ensuring that the company adheres to legal requirements and maintains ethical conduct is essential, especially in industries with complex regulatory environments. Non-compliance can lead to serious legal and reputational risks, so maintaining strict standards is critical to safeguarding the company’s integrity and success.
I would say that; the role of in-house legal counsel extends far beyond simply providing legal advice. It involves understanding the business, working collaboratively with various departments, and offering practical, solution-oriented legal guidance that supports the organisation’s growth while safeguarding its interests.
One of the most challenging aspects of my role as in-house legal counsel is navigating the delicate balance between the commercial interests of the organization and our unwavering commitment to legal compliance and ethical practices. In situations like these, it’s crucial to maintain alignment with the company’s goals while ensuring that we don’t compromise on our legal and ethical obligations.
A key challenge often arises when the business is eager to pursue new opportunities or aggressive growth strategies. These initiatives may involve areas where the legal framework is either ambiguous or highly regulated, creating potential compliance risks. My approach in such cases has been to fully understand the commercial objective behind the decision, and then work closely with the relevant business stakeholders to ensure that the legal risks are clearly identified and communicated.
Rather than simply telling the business “no” or “this can’t be done,” I strive to offer alternative solutions that satisfy both the commercial intent and legal requirements. For example, when dealing with regulatory compliance or complex contractual terms, I work collaboratively with finance, operations, and other departments to design agreements or strategies that mitigate legal risk while allowing the business to move forward. This may involve structuring deals in a way that complies with the law, negotiating terms that ensure compliance without hindering business flexibility, or even identifying ways to structure the business’ operations so they remain compliant without disrupting its goals.
One critical component in maintaining this balance is effective communication. I make it a point to explain not just the “what” and “how” of legal compliance, but also the “why”. When business leaders and teams understand the legal rationale behind compliance and ethical guidelines, they are more likely to support and adopt these measures without feeling that they are inhibiting the company’s growth. This transparency also helps to build a culture of compliance within the organization, where legal considerations are viewed as integral to the company’s long-term success rather than as a barrier.
Ultimately, my goal is to find practical solutions that protect the organization’s commercial interests while also ensuring that we uphold the highest standards of legal compliance and ethical conduct. Balancing these priorities requires constant vigilance, clear communication, and a solution-oriented mindset that supports both business growth and responsible risk management.
As an author of numerous books and articles, you’ve addressed various facets of India’s competition law landscape. With the rapid advancement of technology and the rise of digital markets, how do you envision competition law evolving to address challenges such as anti-competitive practices in the tech industry?
As a student of law and research enthusiast who has had the privilege of studying India’s competition law landscape, I believe that the digital revolution and the rapid advancements in technology, especially the rise of big data, will play a critical role in shaping the future of competition law. With technology playing an increasingly dominant role in every sector, competition law must adapt to address new challenges, particularly in the tech industry where anti-competitive practices often thrive.
The surge in data-driven business models has fundamentally altered the dynamics of competition. Tech giants like Google, Facebook, and Amazon have not only redefined how we interact with digital platforms but also consolidated immense power by controlling vast amounts of data. This concentration of data is creating a new form of dominance, with the potential to distort competition in ways that traditional antitrust frameworks were not designed to address.
As companies harness data to gain insights and optimize their operations, they inadvertently or deliberately use it as a tool to entrench market dominance. Practices such as exclusionary tactics, discriminatory pricing, and even data-driven collusion are becoming more commonplace, potentially stifling innovation and preventing smaller competitors from gaining a foothold in the market. These practices represent a growing challenge for regulators who must balance fostering innovation with ensuring a level playing field.
Moreover, the regulatory landscape in India and globally is lagging behind the speed of technological change. Traditional competition law, which primarily focuses on market shares and pricing strategies, must evolve to encompass the unique characteristics of digital markets. The key concern is how we can regulate the misuse of data to preserve both competition and privacy without stifling the very innovation that drives the tech sector forward.
One of the critical areas that require immediate attention is the abuse of data dominance. When a dominant player in the market collects and controls vast amounts of personal data, it can create barriers for entry and exert undue control over consumers. This can lead to harmful outcomes, such as reduced consumer choice, unfair pricing, and monopolistic behavior. Regulatory bodies must address these issues by not only enforcing traditional competition laws but also developing new frameworks that take data and its role in market dynamics into account.
I envision the future of competition law evolving through a combination of enhanced enforcement mechanisms, clearer data governance policies, and greater international cooperation. Strengthened regulatory measures can ensure that dominant players cannot leverage their data advantage to undermine competition. These measures must be agile and responsive, given the rapidly changing nature of digital markets.
Moreover, empowering consumers through transparency and control over their personal data is a key component of a fair and accountable ecosystem. Consumers must be able to understand how their data is being used, have the ability to exercise their rights, and be protected from unfair practices. This empowerment, combined with robust enforcement of competition laws, will help create a more competitive and ethical digital environment.
Addressing anti-competitive practices in the tech industry, particularly in the era of big data, requires a multi-faceted approach. Competition law must evolve to deal with the complexities of data dominance, market power, and the ethical use of information. By fostering innovation while ensuring fair competition, we can create a balanced, dynamic digital ecosystem that promotes consumer welfare, protects individual rights, and drives responsible technological advancement. It will take collaboration among regulators, businesses, and consumers to navigate this complex landscape, but by doing so, we can ensure a thriving and equitable digital future.
Your academic and professional achievements are impressive, and your research contributions are highly regarded. What drives you to keep writing and publishing in such a demanding field, and how do you manage to balance these scholarly endeavours with your professional commitments?
Thank you for your kind words. I am deeply grateful to my teachers, who played a pivotal role in shaping my research skills. As I mentioned earlier, my areas of interest are centered around corporate law, particularly antitrust law. I firmly believe that professionals should focus on emerging areas within their field, as this not only accelerates career growth but also opens doors for new opportunities. I was fortunate to begin my research in competition law just as India’s new antitrust legislation was coming into effect, which created a wealth of learning possibilities.
It is worth noting that publication requirements, such as the two articles needed for Ph.D. programs, were a key catalyst in increasing my publication output. While I had already published a few articles and three books before enrolling in my Ph.D., the pace of article publication certainly increased after my Ph.D. enrolment. As I mentioned earlier, exploring emerging areas and contributing to them not only enriches one’s work but also ensures that contributions are recognized in the academic community.
As for managing the balance between scholarly pursuits and professional commitments, this is a question I often encounter. Striking that balance can be challenging, but with the right strategies, it is certainly achievable. The first step is to clarify both your academic and professional goals. Understanding your priorities allows you to allocate your time and energy effectively, ensuring that both areas progress according to your long-term vision.
Next, I recommend developing a structured schedule that accommodates both academic deadlines and professional responsibilities. Time-blocking is a useful technique to ensure dedicated time for each, so that neither area encroaches on the other. Prioritizing tasks based on deadlines and significance will also help in staying on track.
Leveraging flexibility within both your academic and professional roles can also be incredibly beneficial. Open communication with your employer about important academic periods can lead to accommodations that allow for better focus on research. Likewise, delegating certain tasks in the workplace can free up valuable time for scholarly work. Similarly, in academia, delegating aspects of your research projects where possible can help manage workload effectively.
Setting boundaries is essential to prevent feeling overwhelmed. Learning to say no, or negotiating timelines, helps to ensure that you do not overburden yourself. Being mindful of your limits and allowing yourself to shift focus between commitments is key. Where possible, integrating your academic work with your professional role can streamline both efforts. If your scholarly pursuits align with your job, you can create synergies that reduce the effort required to manage them separately.
Self-care is another critical aspect. Regular breaks, exercise, and relaxation are necessary for maintaining productivity and overall well-being. Stress management techniques, such as mindfulness, can help you stay focused and prevent burnout, ensuring that both your academic and professional commitments remain sustainable.
Utilizing technology to stay organized is also invaluable. Digital tools like calendars, task managers, and note-taking apps are excellent for keeping track of deadlines and responsibilities, helping ensure nothing is overlooked. Lastly, it’s important to be realistic about your capacity. Some periods will require more attention to either your academic or professional life, and it’s essential to adjust expectations accordingly. Don’t hesitate to scale back when necessary to avoid compromising the quality of your work in either area.
Seeking support from mentors, colleagues, and academic advisors can provide the guidance needed to navigate the complexities of balancing both domains. Clear communication and mutual understanding can provide flexibility and insight, helping to manage the dual responsibilities effectively. By prioritizing tasks, setting boundaries, practicing self-care, and leveraging available resources, balancing scholarly and professional commitments can be achieved without overwhelming oneself.
What are the most important elements of intellectual property management that you discuss in one of your works, and why is it critical for businesses to adopt effective IP management strategies?
In one of my works, I discuss several key elements of intellectual property (IP) management that businesses must consider to effectively safeguard their innovations and sustain a competitive edge. These elements include IP identification, protection, commercialization, and enforcement, all of which are crucial to ensuring the longevity and profitability of intellectual assets.
The first step in effective IP management is identifying the intellectual assets within an organization. This involves recognizing innovations, trademarks, patents, and other creative works that could be protected under IP laws. It is essential for businesses to have a clear understanding of what constitutes IP within their operations so that valuable assets are not inadvertently overlooked. Without this identification, businesses risk losing control over critical innovations.
Once IP is identified, the next step is protection. This involves taking the necessary legal measures to secure patents, trademarks, or confidentiality agreements to guard against potential infringement. IP protection forms the foundation of any IP strategy, as it ensures that competitors cannot copy or exploit these innovations, thereby maintaining the business’s unique position in the market.
Following protection, businesses must look to commercialize their IP. This can be achieved through licensing agreements, partnerships, or the development of new products and services. Effective commercialization not only helps businesses generate revenue but also expands their market presence, turning intellectual property into a powerful revenue stream.
However, protection and commercialization alone are not sufficient. Enforcement is equally critical. Businesses must be proactive in monitoring the market for potential infringements of their IP and be prepared to take legal action if necessary. This vigilant enforcement ensures that the value of intellectual assets is not undermined, providing companies with the legal standing to defend their innovations.
Adopting robust IP management strategies is vital for businesses for several reasons. Intellectual property often represents a significant intangible asset, forming the cornerstone of a company’s competitive advantage. Without proper management, businesses risk losing control over their innovations and missing out on opportunities to capitalize on them. Furthermore, effective IP management creates barriers to entry for competitors, helping companies maintain market dominance while fostering a culture of continuous innovation.
In today’s interconnected global marketplace, businesses are increasingly vulnerable to IP theft or unauthorized use. By implementing sound IP management practices, companies can protect their assets, avoid costly legal disputes, and ensure long-term growth and sustainability. Ultimately, IP management is not just about protecting ideas; it is about strategically leveraging those ideas to drive innovation, revenue, and competitive strength.
As the founder of Lex-Warrier Law Journal and a frequent speaker at various conferences, what advice would you give to law students aiming to excel in both the legal profession and legal research? Additionally, what resources would you recommend to them to stay informed about the latest developments in the field of competition law?
My advice to them would be twofold: cultivate a deep commitment to continuous learning and actively seek out opportunities for hands-on experience.
First, in terms of legal research, I would advise students to focus on building a strong foundation in research methodology. The ability to critically analyze case law, statutes, and legal theories is indispensable in any legal career. However, it’s equally important to develop skills in synthesizing complex legal issues and presenting them in clear, concise writing. Law journals, like Lex-Warrier, provide an excellent platform for students in their initial phase to publish their research and get their work noticed by a wider audience. My advice is to regularly contribute to such journals, not only to gain exposure but also to hone your writing and analytical skills.
Secondly, practical experience is key to excelling in the legal profession. I strongly recommend that law students seek internships, clerkships, or volunteer work with law firms, judges, or in-house legal departments. These experiences help bridge the gap between theoretical knowledge and real-world application, providing valuable insights into the practice of law. Engaging in moot courts, debates, and legal competitions is also a great way to sharpen practical skills and build confidence.
To excel in competition law, law students should try to stay updated with the latest developments in the field. The dynamic nature of competition law, with its evolving regulatory frameworks and landmark decisions, demands that professionals remain informed.
I recommend the following resources for staying up-to-date:
Legal Journals and Publications: Regularly reading law journals which provides access to the latest scholarly articles, case law, and regulatory developments in competition law.
Official Websites: Staying connected with institutions like the Competition Commission of India (CCI) and the European Commission’s competition department is crucial. These websites offer updates on policies, decisions, and ongoing cases that shape the competition law landscape.
Books and Treatises: Foundational texts on competition law, such as those by notable scholars like Richard Whish or Eleanor M. Fox, offer in-depth insights into the principles and nuances of competition law, while also serving as reference points for research and practice.
Webinars and Conferences: Actively participating in webinars, conferences, and seminars, whether in person or virtual, is an invaluable way to engage with the legal community and learn directly from experts. Being a frequent speaker myself, I believe these platforms not only offer learning opportunities but also provide students with networking prospects that can be crucial for their careers.
By combining a strong commitment to academic excellence, practical exposure, and consistent engagement with the latest industry resources, law students can position themselves to excel both in the legal profession and in legal research, particularly in specialized areas like competition law.
After managing such demanding professional responsibilities, how do you unwind and relax? Do your hobbies, like chess and cricket, provide a mental break, and in what ways do they contribute to your overall well-being?
For me, engaging in hobbies like chess and cricket plays a significant role in providing that mental break. These activities not only offer a refreshing escape from the intensity of my professional commitments but also contribute meaningfully to my overall well-being.
Chess is particularly beneficial as it helps me sharpen my focus and strategic thinking. The game requires deep concentration and foresight, which allows me to temporarily step away from legal complexities and immerse myself in a different kind of mental challenge. It also provides a sense of accomplishment when I can improve my skills or solve difficult puzzles. This mental stimulation helps keep my mind agile and balanced, making it easier to return to work with renewed energy and clarity.
Cricket, on the other hand, is a great physical and social outlet. The game allows me to disconnect from the day-to-day stress of my professional life and enjoy time with friends or colleagues. Whether playing or simply watching, cricket offers a great way to relieve stress and foster a sense of camaraderie. Physical activity, whether through a casual match or just active participation, is also essential in promoting physical health, which in turn supports to maintain a stress-free mind.
Both of these hobbies serve as valuable tools for maintaining equilibrium in my life. They provide a structured yet enjoyable way to switch gears, reducing the risk of burnout and improving my productivity when I return to my professional responsibilities. Engaging in activities outside of work also helps me cultivate a sense of joy, creativity, and relaxation, all of which are crucial for maintaining long-term well-being and success.
With your background in B.Sc. Zoology (Hons) from Delhi University, what inspired you to pursue transition into a career law?
I have always loved animals and had a deep desire to conserve the ecosystem. And so, I pursued Zoology (hons.). However, I found myself spending more time dissecting animals in the lab rather than engaging in real-world conservation, and I realized that wasn’t my true calling. Instead, I tapped into my passion for justice, perhaps inspired by my grandfather, who was a distinguished advocate at the Calcutta High Court. Law felt like the perfect path to channel my analytical skills, problem-solving abilities, and commitment to helping others navigate complex systems. The prospect of influencing businesses, individuals and society through legal frameworks ultimately motivated me to choose the legal profession.
Having begun your career with leading companies like Paytm and MakeMyTrip, what are some key learning experiences from these roles that helped shape the foundation of your legal practice?
Beginning my legal career with industry giants like Paytm and MakeMyTrip were deep learning experiences that shaped my professional trajectory. These dynamic, high-growth environments coincided with the emergence of fintech and e-commerce in India, at a time when payment gateways, wallets, and online marketplaces were still novel concepts. As one of the first few legal professionals in India to finalize merchant onboarding processes and payment gateway agreements, I was at the forefront of a rapidly evolving legal landscape. I learned that legal decisions cannot be made in isolation; and that they must align with broader business strategies, technology, regulatory frameworks and stakeholder expectations.
Working in such a dynamic landscape helped me realise the need to understand business at a granular level, recognizing that legal solutions must be both proactive and adaptable to the shifting needs of the market. Equally important was the realization that close collaboration with business teams is essential, ensuring that legal counsel supports and aligns with commercial objectives while managing risk effectively. These formative years shaped my approach to legal practice, grounding it in practical, risk-aware solutions that are strategically integrated with business’s broader goals.
Given your extensive experience in data protection and privacy compliance across jurisdictions such as the EU, USA, Brazil, and India, how do you ensure your organization’s privacy policies remain up-to-date and compliant with evolving global regulations like GDPR, CCPA, and HIPAA? Could you elaborate on the process you follow for conducting Data Protection Impact Assessments (DPIAs) and ensuring ongoing compliance?
Keeping privacy policies compliant in an ever-changing global landscape is a real challenge, but it’s also incredibly rewarding. To stay on top of regulations like GDPR, CCPA, HIPAA, and other global frameworks, it’s essential to have a clear understanding of the data being handled by the organization. Proper classification of data ensures that each type of data is managed according to its specific requirements. Regular audits of current policies are crucial for identifying gaps and aligning practices with the latest regulatory requirement; and ensuring data collection, storage, and sharing are compliant. I actively engage with legal-tech networks like the DPO Club, attend relevant webinars, and consult with experts across different jurisdictions. When conducting Data Protection Impact Assessments (DPIAs), I follow a rigorous process that begins with identifying potential privacy risks. Collaborating closely with business, product, and technology teams helps me mitigate these risks, ensuring our policies are not only compliant but also serve the best interests of our users. Continuous reviews, audits, and training are essential to maintaining ongoing compliance in this dynamic environment.
You have significant experience in standardizing and reviewing high-risk agreements across various teams. Could you describe your approach to negotiating complex contracts, such as technology development or licensing agreements, with international partners? How do you ensure these contracts are both legally sound and strategically aligned with the company’s goals?
Negotiating complex contracts in areas such as tech development, licensing, SaaS, fintech, and transactional agreements is one of the most stimulating aspects of my role. I approach these agreements with a careful yet flexible mindset, and after fully understanding the intricate nature of the technologies involved. The growing integration of artificial intelligence, coupled with the regulatory intricacies of fintech and transactional law, adds another layer of complexity. It’s essential that the terms are not only legally sound but also strategically aligned with the company’s Memorandum of Association (MOA), Articles of Association (AOA), shareholder agreements, and Investor Protection matters. Ensuring compliance and minimizing risk requires close collaboration with cross-functional teams, guaranteeing that agreements are robust, enforceable, and fully aligned with both legal requirements and business objectives.
In your current role, you’ve led cross-functional teams to deliver projects on time, showcasing strong leadership and collaboration. How do you effectively manage teams across legal and business functions, especially in complex projects that require close coordination between multiple departments?
I focus on clear communication and strong collaboration. It’s critical to connect with marketing/sales, tax, finance, tech, and SCM to ensure everyone’s inputs are met and validated. I prioritize regular check-ins and transparent discussions to keep everyone aligned on objectives, timelines, and potential risks. By fostering an environment where cross-functional teams feel comfortable sharing insights, risk can be mitigated.
As an expert in Data Privacy Law with knowledge of various global privacy laws, such as GDPR, PDPB, Australian Privacy, and US laws, how do you view the evolution of India’s privacy landscape, particularly with the DPDP Act? What areas do you think require improvement based on your understanding of these international laws?
India’s privacy landscape is rapidly evolving with the introduction of the Digital Personal Data Protection (DPDP) Act, but much depends on the upcoming rules and their practical application. While the Act is a significant step forward, there are key questions, particularly around defining ‘significant data fiduciaries’ and managing end-user consent within existing tech ecosystems. The success of the DPDP Act will ultimately depend on its enforcement and how businesses implement it in practice.
Managing work commitments and handling stressful situations daily must be demanding. How do you balance your professional responsibilities with personal obligations, and what strategies do you use to remain calm in high-pressure situations? What motto or philosophy helps you stay motivated?
Balancing work and life can feel like juggling flaming swords, but I’ve learned to embrace the chaos. My secret- I’ve made a pact with stress: ‘You can hang around, but we’re not going to be best friends.’ I take regular breaks, go for walks, and create to-do lists so detailed they could be mistaken for novels. Staying organized and setting boundaries is key though sometimes my calendar looks like a colourful game of tetris. When challenges arise, I focus on solutions and try to keep a cool head which becomes tough sometimes. My motto is ‘Focus on what you can control and let go of the rest.
What advice would you give to aspiring legal professionals who hope to follow a career path similar to yours, working for large corporations in a legal capacity? Additionally, could you share the resources you rely on to stay informed about the latest trends in data privacy and cyber law, and recommend them to learners interested in this field?
To aspiring legal professionals, my advice is simple: be curious, stay humble, and embrace continuous learning. The legal field is constantly evolving, especially in areas like data privacy and cyber law. To stay ahead, I recommend diving into resources like IAPP, DSCI and podcasts focused on data privacy. These are great ways to keep up with the latest trends and best practices. Networking with professionals in the field and attending conferences or webinars can also provide valuable insights. Most importantly, don’t be afraid to step out of your comfort zone and take on challenging roles that push you to grow.
After completing your law degree in 2012, you decided to pursue a CS qualification. What motivated you to choose law as a career, and how has your CS degree contributed to your professional journey?
I pursued my law and CS degree simultaneously. My father suggested enrolling in CS course alongside law as he had this preconceived notion that students who are academically disinclined, choose law. But as fate would have it, the combination of law and CS turned out to be a powerful skill set for me. During my academic years I began to realise the profound impact of law and how a well-established legal system can be used as a means for promoting social progress and addressing business challenges. After interacting with Company Secretaries, I began to see the role of CS as KMP which puts you in a position to drive and manage the board members/ stakeholders- decision makers and driving force of any corporation. The combination has played an imperative role in my professional journey as it bridges Law and Business. In my shoes of an Inhouse counsel, I can have a broader perspective of business challenges, industry development and how to navigate the business through legal landscape by formulating a strong legal structure for catering to increasing business demands, stakeholders’ investment which comes with potential liability exposure, and compliance requirements.
In the beginning of your career where you assisted clients with secretarial services, corporate structuring, and compliance, what were the key learning experiences that shaped your approach in the early years of your career?
After completing my law and CS degree, I accepted an offer from a corporate consultancy firm Bansal & Co. My initial years in the industry were full of sprits, as I worked with renowned clients with various industries including insurance, pharmaceuticals, food, technology, manufacturing, and education. After a few years I moved to a Fashion TV, Paris (India office) as an assistant legal manager where I spent generous amount of time to learn and understand the complexity and challenges of a foreign entity to establish business in India. In Fashion TV, I was responsible for legal and regulatory compliances associated with business and to safeguard the interests of businesses by being compliant with India’s legal framework.
Early in my career, many of my batchmates joined as fresh graduates in different set ups. But over time, I noticed that only a few of them could survive the harsh reality in the legal profession. The legal field is undeniably demanding and exposes you to its share of challenges. And soon I realized that the only way to address these challenges is by ensuring we stay committed to our respective legal journeys.
My sole motive has been how to align the spirit of law with the business strategic approach to make legal compliance a tool which enables a business to expand and not to be considered as an obstacle. But to implement that It’s also important not to give up, but to keep trying and influencing the business and the leaders and the senior management to bring about the positive and constructive changes which are very good for your organization. Basically, these are some of the learnings and the insights and the trends that I think are extremely important
Having worked at Fashion TV and Bansal & Co. in a Legal Manager & CS role, you transitioned to a law firm later. How did the culture differ between these organisations, and could you share a particularly challenging case you encountered in your time at Gravitas Legal?
Shifting to a Law firm was a life changing decision and was quite a challenging environment to work into. This shift was starkly different from my earlier roles. I have had the privilege of working with exceptional lawyers/ mentors who have been or continue to be part of my journey.
My role at Gravitas Legal proved to be the perfect foundation for the lawyer in me today. They taught me how crucial it is to pay attention to detail in drafting any kind of legal document and application of the law therein. Though it was difficult to manage the demanding nature and expectations of clients, I learned to have a broader and proactive approach to address the complexities of the business propositions which refined my skills. While handling the project finance transactions, I also got an exposure to hard core litigations in insolvency laws and got the opportunity to work on diverse cases which helped me build a strong foundation in corporate laws.
My time in Gravitas was a humbling and eye-opening experience and after spending a few years, began my journey as an in-house counsel, armed with a balanced perspective from both worlds.
In the context of contract management at Meiden T&D, a power transformer manufacturing company, how do you manage dispute resolution and mitigate the risk of litigation through the use of airlock supply contracts, and what strategies are employed to ensure seamless execution while avoiding disputes?
In Meidensha, I am responsible for contract management which includes setting up legal processes and internal policies for all stages of contract including standardisation of all contracts. Being a manufacturing industry, most of our contracts are driven through subcontracting, it leads to many legal complexities and multiple litigations on back-to-back contracts. Such disputes are common in industries like construction, infrastructure, manufacturing, and service contracts where multiple parties are involved in the execution of one project. Hence recognition of legal rights makes it very challenging to litigate and mitigate risk.
I strive to keep a proactive approach while executing the contracts considering the interest of both the parties and allocating the risk equally and fairly between the parties. Our contracts clearly set out terms such as KPI- (Key performance Indicators), clear scope of service, incorporating informal discussions, ADR clauses wherein pre litigation mediation between the parties are encouraged to avoid issues escalating to litigations.
Over the years of my experience in dispute resolution leading to corporate litigation, I have developed an understanding that the fate of any litigation significantly depends on the jurisdiction of the courts that have authority. In India, the judicial process is a long road which is lengthy, costly due to ceiling of counsel’s and court fees. Hence a thorough cost-analysis and financial implications also become part of strategic considerations. Wherever possible, I aim to explore alternative mechanisms for dispute resolution to achieve faster and mutually agreeable outcomes.
However, I strongly pursue litigation cases where the dispute raises an important question of law that requires intervention and adjudication, or where ADR’s method might set an unfavourable precedent, thereby impacting the interests of the company. On the other hand, if the dispute involves a relatively minor contractual issue and resolution is in the best interest of the company, we recommend a settlement route which allows us to mitigate risks, preserve business relationships with our vendors and consumers.
In your current role, how do you maintain operational efficiency and ensure a smooth workflow while preventing burnout within your team?
I believe that an efficient team is an asset and that without collaboration nothing can be achieved at the Lead position where I am today. For optimal efficiency, you have to be able to trust yourself and be extremely energetic while you upskill. I strongly believe It is very important to know your team, their goals, ambitions, strengths and weaknesses and one must really show your team that you love them, and you care for their growth as well. To prevent burn out, I make efforts for effective communication in understanding the personal and professional difficulties my teammates are going through via meetings and get-togethers to build trust and improve relationships.
As the Legal Head and Company Secretary of MEIDEN T&D (INDIA) LIMITED can you elaborate on how you manage your role? How do you stay updated with evolving regulatory requirements?
As a Company Secretary and Legal Head, I am responsible for the overall legal affairs of the company which includes minimising legal risks and to ensure compliances are in order so as for Meidensha to tread along their inspiring journey.
Currently, I am leading a legal and secretarial team of Meidensha Corporation, India, where I oversee both the legal and secretarial functions. I’m responsible for developing the company’s legal strategy, managing risk, and ensuring that our business growth is aligned with legal and regulatory frameworks.
My legal responsibilities are quite broad and include overseeing the legal structure of the Company, mitigating legal risks, managing contracts, and providing guidance on employment law and corporate governance. I also handle regulatory compliance, disputes, and work on arbitrations and litigations. Additionally, I support law enforcement agencies when needed and ensure that compliance management becomes more robust. My role ensures that legal considerations are integrated into decision-making processes, helping drive sustainable growth while managing risks. On the policy front, I’m responsible for drafting, implementing the policies by engaging with regulators and responding to government regulators that affect our business.
For a manufacturing industry, the constant flux of statutory and regulatory regulations makes compliance management quite challenging hence it makes it imperative to be updated and on your toes. I actively pursue to set up a stable legal regulatory framework by being in touch with the industry experts, while preparing the opinion on day-to-day strategic management, by upskilling, by conducting regular audits, by using the compliance management tools etc.
Given the demanding nature of your work environment, how do you manage to balance your professional and personal life? What activities or practices help you unwind and recharge?
It is necessary to complete the work assigned and live up to your professional commitments, but on the other hand you must prioritize your personal life as well. I strongly encourage and maintain a healthy work life balance by setting boundaries at my workplace. I keep an approach to maintain a professional and personal balance by structuring the office work within 9 hours of schedule and not to stress of my work and my professional life in my personal time. When I am not working, I ensure that I spend quality time with my parents, friends, and with my loved ones, when you don’t stress of your work and your professional life.
There are multiple ways to unwind. For me, Unwinding is taking regular mental health breaks by practicing meditation, by indulging in building new skill sets, by regular exercising, by travelling, going on treks, travelling etc.
What advice would you offer to young professionals aspiring to pursue careers in both Company Secretarial and Law, and who are interested in following a path similar to yours?
To all the young minds, please note, pursuing a career in Company Secretarial and Law is a lifelong learning. Law and CS complement each other very well; however, my advice would be to first develop skills and a strong knowledge base, work on your communication/analytical skills and most importantly build a network of mentors for yourself.
Further, I would like to add- Don’t worry about the “How” yet. Don’t get frustrated if you don’t know how, It is not important to know everything at the start. Just take the first step if you have a clear goal in your mind, your path will be shown to you by your perseverance.
You have over 21 years of experience in dealing with complex legal issues across various industries. How did your career journey begin, and what motivated you to specialize in Corporate Law, Mergers, Acquisitions, and regulatory matters?
I grew up in Delhi and my school & college times were during the 90’s. Those were the times when the most sought-after career paths were law, engineering, medicine or chartered accountancy. Though I am a Science graduate, I somehow could not create the interest within me to pursue Science or its related fields as a career option.
I lived near the North Campus of Delhi University. So, quite often after college would get over, me and my friends would stroll within the North Campus area. There, outside the Faculty of Law, I used to see students carrying and studying voluminous books. The sight of such books created a spark of interest in Law within me. I really got fascinated by these voluminous books. Many times, it happened that I would visit any random book stall and pick any random law book to see what is written inside. As I explored this further, this spark became stronger and stronger. Those were the moments when I decided that yes, Law would be a career field for me and the topic that enticed me the most was – corporate law.
With this passion, I enrolled myself for Company Secretary and after qualifying as a Company Secretary, my first step of becoming a corporate lawyer was taken. I joined a corporate group and was assigned to handle the matters relating to corporate law. This was my first exposure to the theoretical and practical aspects of corporate laws and my journey began.
After a few years, I prepared myself for the Faculty of Law, University of Delhi (D.U.) entrance exams. I cleared it out and got admission into the LL.B. degree course offered by the University of Delhi. With my hard work and dedication, I became a Law Graduate as well. With the passage of time and getting more and more exposure to the various fields of corporate laws, I developed an inclination towards mergers, acquisition and related regulatory matters. Today, with an experience of two decades, I am cherishing my journey as a corporate lawyer.
As a law graduate from Delhi University and a qualified Company Secretary, how has your dual qualification helped shape your approach to addressing legal and business challenges?
The dual qualifications of being a law graduate from Delhi University and a qualified Company Secretary has helped me immensely in navigating an approach towards solving a corporate challenge. I have been able to view the risks involved in a task both from the business as well as from the legal angle and thereby able to provide a pragmatic solution.
The dual qualifications have helped me to navigate the complexities of corporate law with tact, ensuring compliance and simultaneously providing legal advice, and thereby contributing to the smooth functioning of the business. With ever growing complexities in the business, it has become very indispensable that a balanced approach is maintained between the requirement of the business and the requirement of laws. For any business to thrive, the requirement of maintaining a balanced approach is a must and the dual qualifications have helped me to find a win-win situation for both the verticals.
Having dual qualifications have also helped the corporate whom I worked with in terms of single window resolution [for (i) non-litigation matters; (ii) litigation matters; and (iii) corporate matters] besides controlling the cost aspects.
In your current role as Global General Counsel at Whitespan Business Solutions, what are your primary responsibilities and obligations, and how do you effectively manage them?
As a Global General Counsel at Whitespan Business Solutions, my primary responsibilities are that of a (i) business enabler; (ii) legal advising through evaluation and mitigation of risks involved in the business; and (iii) managing compliance. As a Global General Counsel, I have to see that unnecessary hindrances are identified and avoided.
The challenges in managing these responsibilities are not easy. While the crossing of paths of business strategy and legal requirements can never be avoided, the biggest challenge for me is to ensure, not only in Whitespan but every other corporate I have worked with, that this cross does not become a dead end. To keep both the internal as well as the external stakeholders satisfied calls for an ardent approach toward the work, ability to convince the parties involved and thereby providing a win-win solution for all.
You have handled several mergers, acquisitions, and joint ventures. Can you share an example of a particularly complex transaction and the key legal strategies you employed to ensure its successful completion?
As I mentioned earlier that with the passage of time and getting more and more exposure to the various fields of corporate laws, I developed an inclination towards mergers, acquisition and joint ventures (I would give here a common term to these – corporate restructuring – for the ease of understanding). Today, having undertaken a decent number of corporate restructurings, I would mince no word in mentioning that this line of business is not easy. Each and every case of corporate restructuring is unique and different from the other one and challenging. For e.g.: if one is working in a corporate group say ‘X’ and the ‘X’ takes, within its group, corporate restructuring twice, each of these two cases will be different from the other. There will be few common sections obviously, processes may be similar, but the schemes for undertaking these corporate restructuring will vary vastly on the grounds of: (i) due diligence; (ii) pricing; (ii) communication process; (iii) cultural diversity; (iii) employee engagement; (iv) financial integration; (v) system and data integration; (vi) management integration to name a few. And to make a point, each of these exercises in itself is a huge task.
I will quote one case for an acquisition which I handled. However, since I am bound by the confidentiality clause, I will not name the parties. So, this was a case where an international company wanted to purchase a major stake in an Indian company. Thus, when a cross-border transaction is involved, in addition to the applicable Indian laws, I also had to keep in mind the provisions of RBI / FEMA. I was the counsel for the Indian group in which the international company intended to acquire a stake. My first test began with due diligence. While we provided all the relevant records to the counsel for the international company, their list of seeking clarifications would not end. Realising this, I decided that I would employ tact, legal strategy and sympathy to cross this bridge. With these action steps in mind, I discussed the open points with the opposite counsel. And as it turned out, after a few rounds of discussion, the due diligence was complete.
The next and the biggest challenge came in the form of transaction documents i.e. Share Purchase Agreement, Shareholders Agreement etc. While drafting international agreements, it is essential to approach the process with a strategist mindset which involves a good number of key considerations like conditions precedent, conditions subsequent, selection of jurisdiction which would come into every aspect of dispute in a transaction. Coming back to the transaction, I had really hard negotiations on almost all the major clauses like tag along rights, drag along rights, pre-emptive rights, right of first refusal, reserved matter and indemnity clause. This exercise was a great experience for me and provided me with good learning as well as sharpened my professional and personal skills since the negotiations on the clauses were very hard, fierce sometimes, reached deadlock stages a few times and the entire process of negotiations consumed almost 3 months. But in the end, I could get the documents to a stage which was a win-win situation for all the stakeholders involved in the capital raise process which documents were at the beginning more of a one-sided affair. And thus, the transaction went through successfully.
You have extensive experience advising on corporate governance and regulatory issues under the Companies Act, FEMA, and SEBI. How have these frameworks evolved over the years, and what changes do you foresee in the near future?
The corporate actions in any corporate in India are majorly regulated by three laws namely, (i) Companies Act, (ii) RBI / FEMA; and (iii) SEBI. While Companies Act and RBI / FEMA applies to all companies whether listed or unlisted, SEBI is for listed companies.
My experience of dealing with these regulatory bodies has always been good. Right from the starting days of my professional journey till date, I have always found the regulatory bodies supportive. My take on these regulatory bodies is that the first duty the corporate must do is to comply in letter and spirit. Even if some compliance is missed out, don’t panic and take any otherwise decision. Approach the regulator and speak with them, they are always ready to help.
Having the understanding of business requirements, the authorities of these regulatory bodies are always working hard to make the respective framework business friendly keeping in mind the ask of the time.
How do you ensure that businesses remain compliant with the evolving regulatory landscape, especially in high-stakes transactions such as mergers, acquisitions, or foreign investments?
Working in the corporate, my understanding of business and law is that both complement each other. A business cannot be successful without compliance with law and there will be no requirement of law if there is no business. This equilibrium is also necessary for the economy of the country. Businesses have also realised that to attract capital for business requirements, staying compliant is of utmost importance. Obviously, no one would like to join hands with a business which is non-compliant or less-compliant with the applicable laws. No one would like to pump their money into a business which has regulators running after it on account of non-compliance. Who would want to risk their money? Not even a single person. So, if any person thinks that compliance is costly, please ask him / her to try non-compliance. The person will get the answer.
To ensure the business remains compliant, I would suggest the following:
Keep a track of regulatory updates.
Create an effective compliance program within the organisation and educate the employees about the same.
Develop policies and procedures for compliance.
Implement internal teams to monitor compliance.
Create a business continuity plan in case of any unforeseen happening.
Regular status update to the management on compliance.
With such a demanding professional schedule, how do you unwind and maintain a work-life balance amidst your high-level commitments?
Well, well, well, this is a tricky question and the most discussed topic nowadays. (Smile). Professional life is always demanding but as a human, one has to take out time for his / her personal well-being as well. Where work is important, life is equally important. For me, it’s like two pans of a weighing scale. Sometimes one goes up and the other comes down. But it should not happen that one is always up and the other is always down. To unwind myself, I listen to songs and read books. Besides, I also like watching suspense movies. It is very important for anyone to take care of oneself, in whatever way he / she likes. And so do I. Enjoy your life (both professionally and personally).
What advice would you give to young professionals aspiring to follow your path and build a successful career in corporate practice?
My advice to the young professionals is simple, both for professional and personal growth – work hard and do not procrastinate. Avoid taking short-cuts. Learn new things and wherever required, de-learn and re-learn. Explore territories which scare you. Continuous learning is essential since our profession is ever evolving. Stay updated to the best possible way you can. This will give you a lot of confidence to face others whether it is your company management or your client. Networking is vital for success nowadays. Try making a decent circle of professionals where one can share, discuss and learn.
Remember, each day teaches you something. Every person around you teaches you something, bad people give you lessons and good people give you memories. Learn the lessons and enjoy the memories.
