Super Lawyer

Tag: Corporate Litigation

  • “A global legal career is built on persistence, perspective, and an openness to being reshaped by the world you’re trying to serve.” – Vaishali Movva, Staff Attorney at Eimer Stahl LLP, United States.

    “A global legal career is built on persistence, perspective, and an openness to being reshaped by the world you’re trying to serve.” – Vaishali Movva, Staff Attorney at Eimer Stahl LLP, United States.

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

    With a practice that spans commercial litigation and international arbitration, and a skillset that cuts across multiple domains, how do you stay motivated amidst such professional breadth? What drives your sustained commitment to engaging across disciplines, jurisdictions, and complex legal systems?

    Someone I worked with once told me that they looked for three criteria in an attorney: are you decently smart, are you sincere, and do you have a fire in your belly to learn. Keeping that ambition is important, particularly in disputes. Commercial litigation and international arbitration require a high level of grit, because in addition to being passionate about your work, you require sustained patience to be good at what you do. Learning to write storytelling briefs, legal research, and being comfortable appearing before judges all require immense dedication and passion to this profession. It’s simply a longer learning curve than most other specialized areas of law. My motivation lies in knowing that there’s no real end to this learning curve, and there’s always space to grow. 

    Engaging in different jurisdictions and legal systems allows you to move away from a myopic view of learning. While India and the US are both common law systems, they have different legal principles and more importantly – cultural dynamics. Taking the time to understand both markets (culturally and legally) and being curious has kept me committed to serving clients in both jurisdictions.  

    You recently completed an LL.M. in International Economic Law, Business, and Policy from Stanford Law School. Why did you pick Stanford over other law schools, and how did this academic experience shape your perspective on the intersection of international law, economic policy, and business? You also received the prestigious J.N. Tata Endowment Scholarship and Gift Award, what was that experience like, and what advice would you offer to students looking to apply?

    Choosing to attend Stanford Law was one of the best decisions I ever made. I was fortunate to get admission to a few other prestigious law schools, but I ended up picking Stanford because I felt like it was the best personality fit. While picking schools, we tend to make a pros-and-cons excel sheet with what we tend to think are objective criteria: reputation, financial aid, faculty, depth of courses etc. I tried using this approach and didn’t feel comfortable using it. At some level, I felt like I could overcome these objective criteria – I could get a loan, take courses outside the law school, learn online if I needed to – but I couldn’t possibly change my personality to fit into a school. Universities in the United States have a personality too, and it’s important to check if their personality brings out the best in you. I didn’t want to choose a university on a transactional front; I wanted to pick a place where I felt I was a genuine fit and could thrive without having to be anyone but myself. Stanford embodies an entrepreneurial spirit, where despite being highly competitive, there’s a sense to collaborate and create. I’ve always enjoyed building things, and to be given a platform to embrace this side of my personality was pretty life changing. 

    Stanford undoubtedly changed the way I approach international law, economic policy, and business. While the faculty were obviously great in terms of subject matter expertise, they taught me new ways to think by constantly forcing me to ask questions and teaching me to be comfortable with not finding answers. Doubt is key to learning, particularly in law where we learn to question everything. It was truly a drastic change to move from being a senior associate at law firms where “I don’t know” isn’t an acceptable answer (since it’s your literal job to know!), to once again being comfortable in uncertainty. I essentially had to unlearn many things and be open to relearning what looked like was obvious to everyone around me. I specifically recall when I was explained the Stanford Duck Syndrome. The Stanford Duck Syndrome is the idea that while a student may appear relaxed —like a calm duck gliding across a fountain — they’re actually furiously peddling underneath the surface. The idea was to help students overcome the imposter syndrome and learn to accept that there is a learning curve to getting acclimatized, particularly for international attorneys. It’s safe to say that after a few months in Stanford, I wasn’t a duck.

    The J.N. Tata Endowment Scholarship and Gift Award was truly a blessing. Shortlisted applicants need to clear a technical round, followed by an interview round, where you’re questioned not just on technical expertise but given hypothetical scenarios to understand the way you think. I would strongly encourage students to apply for this scholarship. The scholarship is not only prestigious and gives you financial freedom, but it also gave me the privilege of time; I was able to put in time and effort in other extracurriculars at Stanford (particularly when I was running the Stanford International Arbitration Association) which I would have otherwise spent working part-time on campus. 

    You’re admitted to practice in both India and the State of New York. Could you walk us through your preparation for the New York Bar exam, and how this dual qualification has expanded or enhanced your legal practice?

    The New York Bar exam was definitely an experience. I was a practicing lawyer for several years, with court appearances, cross-examinations, and negotiated settlements under my belt, so you wouldn’t think learning law was new to me. But Stanford runs on the quarter system, so everything moves at lightning speed. You’re taking classes, working on assignments, participating in extracurriculars till mid-June — all while preparing for an exam that tests multiple subjects in depth over two days in July. What saved me was accepting early on that this wasn’t a test of brilliance, but rather a test of discipline.

    I remember creating a simple rule: read everything, be patient, and practice. I didn’t aim to master each topic right off the bat but just focused on becoming comfortable with concepts. Eventually, through hours of repetition and simulation, and weeks of practice tests, I managed to do okay. I also began viewing bar prep as a tool to better understand New York law— and that made it far more engaging than rote memorization. 

    Being dual-qualified in India and New York has helped me approach client problems with a comparative lens. It signals to clients that I can bridge the gap across jurisdictions, not just on paper, but in lived experience. For instance, when advising an Indian client on a U.S. motion to dismiss, I might explain it through the framework of an Order 7 Rule 11 application (similarities and differences considered). But beyond procedural translation, what makes a real difference is understanding the cultural texture beneath the law — the instincts, expectations, and communication styles that shape how clients perceive risk. That kind of fluency doesn’t come from textbooks. It comes from having practiced and appeared in courts in both systems. Being dual-qualified, to me, isn’t just about knowing two sets of laws. It’s about being able to speak about two legal cultures, and everything in between.

    You’ve represented a diverse range of clients from state governments to technology and gaming companies, and you’ve appeared in multiple courts. Could you share an especially compelling case in or matter that stood out to you in India, and how you approached it?

    I can share a few I handled, but unfortunately most of the arbitrations are confidential. The ones that strike my mind are a public interest litigation before the High Court of Karnataka in India, a negotiation which I handled for a founder leaving a poker company, and an international ICC arbitration.

    The public interest litigation in India concerned the non-implementation of the Karnataka Preservation of Trees Act, 1976. The object of the Trees Act is to prevent indiscriminate felling of trees and maintain ecological balance by establishing a strict procedure and mandating compensatory afforestation. To cut a tree in the State of Karnataka, an application is to be submitted to a Tree Officer, who must assess if there is a genuine requirement to cut a tree and direct the applicant to conduct suitable compensatory afforestation. By filing several right to information requests with the statutory authorities, we discovered that organizations had failed to follow due procedure, and large-scale permissions were being granted to corporates causing a heavy loss of tree cover in the city of Bengaluru. We filed applications to direct government authorities to conduct a tree census in the city of Bengaluru and engage a company to develop an application to make this data publicly available and obtained an order requiring all permissions and applications to be uploaded on an official government website for the first time since the enactment of the Trees Act in 1976. I had the chance to argue a few applications before the Chief Justice of High Court of Karnataka against the Additional Advocate General and very well-known senior counsel, and these moments reminded me why I chose to be an attorney in the first place.

    I also led a mandate of advising two founders on a heated exit from a leading online poker company. The negotiation took almost two years to complete, and I was working directly with the founding partner of my firm and the client on this mandate. We ultimately negotiated favorable terms for the founders’ exit with some assets of the company. This was a lesson of patience, and the client continues to be a good friend.

    My most memorable arbitration was when I was a lead associate on a London seated ICC arbitration involving a construction dispute where we were able to secure a comprehensive victory for our clients, with costs. We had to draft urgent pleadings, reports and submissions, prepare for a trial by working with fact and expert witnesses, and I assisted the partner with conducting cross-examination and hearings. The expert was so impressed with our work that we got more referrals for arbitration mandates.  

    Your writing and conference portfolio spans topics such as international law, international arbitration and contract termination, all in prestigious journals or sources. How do you select the themes you write about, and what role do you believe legal scholarship plays in informing or influencing real-world legal practice?

    I wish I could say I had a grand plan when it comes to selecting writing or panel topics. But most of my writing is sparked by curiosity or a moment of friction in practice. Something doesn’t sit right. A client asks a deceptively simple question. Or I notice a growing silence in the literature around an issue that’s rapidly evolving. That’s usually my cue to pause, dig deeper, and ask: “Why is no one talking about this?”

    For example, I recently wrote two articles for Bar and Bench and Law360 on the growing legal business need in India, and how foreign firms tend to view these markets. It’s not a typical “law article,” but it does answer a lot of questions that I get from international students who want to make a career in the US regarding how foreign firms make decisions. It also helps foreign firms understand a market that is otherwise considered “tough to crack.” Similarly, when I wrote on contract termination during insolvency, it was because I had dealt with the real-life consequences of clients being caught in the grey zones between regulatory change and contractual rigidity. These were not abstract ideas, but live wires in the matters I was working on.

    As for the role of legal scholarship, it can be a place where practice meets pause. The courtroom is fast, reactive, and adversarial, but writing allows you to reflect, to breathe, and even occasionally critique your own assumptions. More importantly, it helps shape the scaffolding of what tomorrow’s disputes might look like and acts as an informative guide to clients, judges, policymakers, students and even practitioners. For me, writing is a form of contribution. It’s how I participate in the growth of the field — not just as a practitioner, but as a member of a global legal community asking itself how to do better.

    You’ve continued to judge international moot court competitions such as Oxford-Price Media, ICC and Jessup and often participate in and organize international arbitration panels. Why do you continue to do this, and how important do you feel it is to participate in panel discussions? What are other ways that young professionals can get involved in the arbitration community?

    Mooting was a big part of law school for me. International moots taught me the application of law, advocacy skills, brief writing and teamwork; all of which continue to serve me today. I continue to judge some of these international moot competitions to try give back to students what was given to me.

    Panels are a great way to naturally network and meet people in international arbitration. It’s a field where there are multiple conferences every year, and you have the privilege to select panels which interest you. When I was elected as one of the Presidents of the Stanford International Arbitration Association, I used that opportunity to organize panels on interdisciplinary topics that were not commonly discussed in international arbitration, e.g., international arbitration and corporate governance disputes. I also managed to organize a one-of-a-kind panel on US-India disputes during the California International Arbitration Week, where some panelists flew in from India. I was also invited to a wonderful AAA-ICDR panel on how silence can be interpreted in arbitration, with each person on that panel having a broad international perspective. Those panels allowed me to meet many fantastic international practitioners, who were then mentors and are now great friends. The arbitration community is small, and it helps to have a trusted group of friends.

    I would strongly urge students and young practitioners to join organizations that resonate with them. For instance, I’ve been an active member of CalArb since I moved to the US and have continued to attend the California International Arbitration Week as a moderator for the last two years. I’m also a steering committee member of IWIA and a Peer Reviewer for the GNLU SRDC-ADR Magazine. Being at the helm of organizations really helps you naturally connect with your peers in the arbitration community. 

    From GNLU to Stanford and your extensive work across litigation, arbitration, and academia, what advice would you offer to young Indian lawyers aspiring to build a global legal career? What mindset or skills do you believe are essential to thrive in international legal settings?

    Many young lawyers reach out to me with the same question: “What’s the path?” And my honest answer is that there isn’t one path. But if there’s one mindset I think is essential, it is that it’s okay not being the most knowledgeable person in a room. When I moved from India to the U.S., I had already argued in courtrooms, cross-examined witnesses, and led client negotiations. But in the US, I was always surrounded by excellent — and far better— peers, both at my law school and my current law firm. I was always told not to be afraid of being the least experienced person in the room, because that just means you’re in the right room. Second, detach your identity from titles. I’ve been an associate, a senior associate, a student, a tribunal secretary — and each role taught me something profoundly different. The point isn’t to climb a ladder, but rather to try to expand your vision. Finally, be willing to fail. And more importantly, be willing to fail better. One of the most liberating shifts in my mindset was realizing that failure is not static but rather directional. If you’re failing at things that matter and learn from that ‘failure’, you’re probably moving closer to being excellent at the work you’re meant to do.

    A global legal career is built on persistence, perspective, and an openness to being reshaped by the world you’re trying to serve. 

    Reflecting on the early years of your professional journey, what were some of the most formative experiences that shaped your understanding of the law and motivated you to pursue an international trajectory?

    Looking back, I think it was a very natural but not direct progression. I was always inclined towards political science and economics in school, gravitated toward spaces where people debated and defended their ideas, and heavily participated in Model UNs (from Harvard to Doon); all of which gave me a glimpse into how power, diplomacy, and language interact. At law school, I started applying law to defending ideas and participated in international moot court competitions. Jessup and ICC were particularly transformative because they are immensely immersive simulations of international law. I remember spending nights untangling treaties, piecing together arguments on state responsibility, and realizing how layered global law could be. It was also easy to draft briefs because I was simultaneously learning to review drafts while being on editorial boards at journals. Mooting taught me precision and encouraged me to apply for international opportunities.

    An international opportunity that stuck out to me was working at the International Law Commission in Geneva for the Chairman of the Drafting Committee. My law school was also very helpful and awarded me a scholarship once I was selected. Sitting in on discussions where international rules were being drafted, I saw first-hand how legal systems tried (and often struggled) to build consensus. That experience gave me the quiet conviction that I wanted to be in rooms like that, where the stakes were high, but there was a strong intent to collaborate. 

    Those early years weren’t always linear. But they were rich — and they planted the seeds for everything that followed.

    You’re a certified Classical Spanish Guitarist, an extraordinary pursuit alongside your legal career. How do you manage work-life balance, and has your engagement with music influenced your approach to stress management, creativity, or sustained focus in high-pressure legal environments?

    I don’t think I’ve ever liked the phrase “work-life balance.” It feels like a scale you’re constantly failing to calibrate. I follow Indra Nooyi’s thoughts on this: it’s not about doing it all—it’s about prioritizing what matters most today. 

    Having hobbies is important not just to reduce stress but also to help you forcibly take a pause. The classical guitar has always been my little escape. It requires discipline, concentration, and most importantly, to enjoy the music you’re playing. You can’t rush through a Bach prelude — your fingers won’t let you and the music makes no sense. Playing music trains your mind to be fully present, to respect silence, and to pay attention to your notes.

    In law, especially in high-stakes litigation or arbitration, we’re constantly managing pressure, deadlines, and expectations. It’s easy to lose yourself, and needless to say that your family and friends play a huge role in feeling like you have a solid support system. My mom (who was a fantastic business leader in her own right, much like most women I know), had a huge influence in my life growing up and continues to do so. Luckily, neither my mom nor many close friends are attorneys, and their perspective helps me view work from a less “all-encompassing” lens.

    Get in touch with Vaishali Movva –

  • “To transition into media and technology law, one should start by building a strong foundation in contract and intellectual property law, especially copyright and licensing.” – Diwakar Abhishek, Legal Counsel at Swastik Productions Private Limited, Mumbai.

    “To transition into media and technology law, one should start by building a strong foundation in contract and intellectual property law, especially copyright and licensing.” – Diwakar Abhishek, Legal Counsel at Swastik Productions Private Limited, Mumbai.

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

    What initially drew you to the legal profession, and how did your academic journey shape your early interest in media, entertainment, and technology laws?

    To be honest, I initially became a lawyer almost by elimination! Like many in my region, engineering was presented as the ‘obvious’ path. While I knew it wasn’t for me, law wasn’t a generational profession in my family, which led to some initial resistance. However, I was eventually drawn to the legal field’s potential to shape society and advocate for others.

    My early interest in criminal law was more out of curiosity for the drama, but it was the MCU and similar movies that unexpectedly sparked my fascination with IPR. I was intrigued by how these films showcased the immense value of creative works, the complex web of ownership and licensing, and how legal frameworks protect and enable the entire entertainment industry. It was a whole new world! 

    Did I pursue it right in the beginning – the answer is NO! My first job was purely out of need and financial constraints, I grabbed the job that demonstrated security, and paid fine. Then the second and the third; none gave me ample satisfaction.

    Even though this interest in IPR grew within me sub-consciously but persistently, for almost a decade, it took me some time to really gather courage to pursue it. The world of media and entertainment law seemed very specialized and competitive, and I wasn’t sure how to break in. Interviewing with studios and specialized law firms in media practices resulted in disappointment. 

    The pandemic of 2020, in a way, provided the space to seriously reflect and take that leap, when I jumped from the ship, in unchartered waters (for myself). I took the time to build a solid foundation in media law while continuing to explore opportunities. 

    Looking back, I’m grateful for that journey. The initial resistance from my family has turned into immense support, and I’ve found a truly rewarding path in a dynamic field. Learning from all previous jobs has equipped me to face challenges. For any young lawyer unsure of their path, I’d say embrace the unexpected, explore your passions, and don’t be afraid to carve out your own niche. Your unique background and interests can become your greatest strengths.

    Looking back at your first role, how did your experience in legal project management and forensic investigations lay the foundation for your future work in corporate and media law?

    My initial role in digital forensics, or e-Discovery, might seem far removed from media law, but it provided an invaluable foundation. This role involved analyzing the communications of top-level executives (like CEOs and CFOs) at major global companies. Reading their emails, strategic plans, risk assessments, and discussions gave me a unique understanding of how business decisions are made at the highest level. I saw firsthand how legal considerations intertwined with financial projections, market analysis, and strategic goals. You get to see how the executives of fortune 500 companies across the world think. Their communications with their lawyers, their external lawyers, business considerations, thought process; they were open before me. When you are reading through the emails, financial projections, opinions, risk assessment, business proposals, and the discussions of these CXOs day-in and day-out, at around 1000 documents per day, the information, although enormous, starts building up, stacking in a meaningful manner.

    Simultaneously, I had the opportunity to work with some of the world’s leading legal minds, who possessed inspiring business acumen. I learned how to manage client expectations, innovate in real-time to expedite processes, and build efficiency to handle large volumes while maintaining high quality.

    These experiences taught me how to assess risks and rewards, a skill that’s crucial in any legal field, including media law. For instance, when evaluating a content licensing agreement or advising on a new production, I draw on my understanding of the business realities to provide informed and balanced counsel. I am able to give the risk assessment which is a balance between risks and rewards for each deal or opportunity. This background has shaped how I approach legal challenges, combining legal expertise with a practical understanding of business objectives. That experience helps me even today in interpreting contracts not just for what they say, but what they might mean commercially.

    Your work at Sodexo involved legal operations across the APAC region, what challenges did you face managing cross-border legal compliance, and how did this prepare you for later in-house counsel roles?

    Sodexo was my first in-house role, a significant shift from working with external clients and a deep dive into Indian law. Initially, I found it quite challenging. For example, understanding the specific needs and expectations of “internal clients”; colleagues in departments like sales, operations, and HR who needed legal support, was new. Also, I had to quickly learn the ropes of a completely new industry and adapt to the company’s work culture. There was a lot to learn in a short time!

    Fortunately, I had patient mentors and a very supportive boss, without whom I may have struggled. I was given increasing responsibilities, starting with contracts management for Indian operations, then litigation, and eventually overseeing legal matters for Southeast Asia and the Middle East.

    While the role didn’t involve managing cross-border compliance in the way that some multinational companies do, it did require me to handle legal issues with an international dimension. For instance, when supporting a project in Hong Kong, I had to immerse myself in Hong Kong law, compare it to Indian law, and ensure our contracts were sound in that jurisdiction. This involved careful analysis and collaboration with local counsel. For example, navigating labour laws while drafting service-level agreements with large FMCG clients taught me about balancing scalability and compliance.

    Looking back, my time at Sodexo was pivotal. It taught me how to be a business partner, not just a legal advisor. I learned to communicate legal advice effectively to non-legal colleagues, manage diverse stakeholders, and develop practical solutions in a fast-paced environment. These are essential skills for any in-house counsel, and the experience I gained at Sodexo truly prepared me for the challenges and opportunities I’ve encountered in my subsequent roles.

    Having transitioned into media law with ALTT and later Screenwriters Association, what were the most significant legal or contractual differences you encountered between tech-sector law and entertainment law?

    When I left Sodexo to pursue media and entertainment law, I started small – drafting contracts for screenwriters and gradually working with artists, producers, and even international clients on content compliance and music rights. The early work didn’t pay much, but it helped me build trust and credibility; some of those clients still reach out today. Breaking into the industry wasn’t easy, and I’m grateful to Balaji Telefilms for giving me my first in-house opportunity, which soon led to heading legal operations at ALTT.

    The shift from service industries to a content-driven company was massive. Earlier, I was reviewing contracts post-signing; now I was involved from ideation to release: across film, TV, and digital platforms. The core legal principles stayed the same (like contracts and labour laws), but the subject matter completely changed, from food regulations to copyright, talent agreements, and licensing.

    My tech background, especially in digital forensics, gave me an edge in content rights, data governance, and cross-border compliance. At the Screenwriters Association, I focused on protecting creators, negotiating fair contracts, and educating them on their rights. While each role was different, the constant has been using law as a tool to empower, protect, and enable creative work. The shift taught me that while legal fundamentals remain the same, the ‘language’ of law differs dramatically across industries, and learning to speak both fluently is what makes a good media lawyer.

    In your current role leading the legal department at Swastik Productions, how do you approach providing strategic legal counsel on content production, syndication, and partnerships, and what are the key intellectual property considerations that typically arise when structuring such deals in the entertainment industry?

    In my current role at Swastik Productions, legal strategy is never one-size-fits-all; each production, syndication, or partnership comes with its own set of challenges.

    Content Production: I tailor my approach based on the medium:

    • TV deals often mean limited IP ownership for us, so I focus on securing strong commercial terms and airtight contracts.
    • Films require deeper negotiations around IP, creative control, and distribution rights; I handle these with a mix of legal detail and business sense.
    • Digital content needs special attention to rights, copyright risks, and compliance with evolving digital laws.

    Syndication: Whether we’re licensing content in or out, rights clarity is key. I ensure we secure or retain the right scope, minimize exposure, and structure deals for long-term value, thanks to my prior experience managing complex licensing agreements.

    Partnerships: Strategic alliances need a 360° legal view, requiring balancing IP rights, revenue models, creative inputs, and risk-sharing. Each deal is structured with both business goals and legal safeguards in mind.

    IP at the Core: Across the board, IP is central:

    • Ownership and assignment must be clear.
    • Licensing scopes (use, geography, duration) must be precise.
    • Third-party rights must be cleared, my digital forensics background helps here.
    • Moral rights and creative decision rights, often overlooked, matter deeply in creative collaborations.

    At the heart of it, my job is to enable great storytelling while protecting Swastik’s interests. The diversity of work keeps it exciting, no two deals are the same.

    Having led IP litigation and compliance operations across UK and US jurisdictions, how did you navigate the complexities of cross-border intellectual property enforcement, and what were some of the key challenges or learnings from handling high-stakes cases internationally?

    While I haven’t directly led litigation in foreign jurisdictions, I’ve played a crucial managerial and support role in several high-stakes IP matters, particularly during my time with legal process outsourcing and consulting firms where I collaborated on UK and US cases. My involvement ranged from overseeing document review teams to coordinating closely with external counsels and in-house legal departments of multinational clients.

    In cross-border IP enforcement, especially in the context of mergers and acquisitions or global patent disputes, the challenge is often less about the black-letter law and more about synchronizing legal strategy across jurisdictions, each with its own procedural idiosyncrasies. For example, reconciling discovery expectations in the US with data protection constraints under the UK or EU regimes required a deep understanding of not just the laws, but also cultural and operational nuances.

    A major learning for me was the importance of structured communication, translating legal and technical complexity into actionable advice for internal business teams while keeping litigation timelines and compliance risk under control. I also became adept at coordinating across time zones and legal systems, often acting as a bridge between the litigation counsel and the business decision-makers.

    The most impactful aspect of this work was realizing that successful enforcement is as much about procedural discipline and strategic foresight as it is about substantive rights. Managing document trails, understanding patent families, aligning with antitrust concerns in cross-border deals, all required a careful orchestration of legal, commercial, and compliance objectives.

    In sum, while I wasn’t the lead litigator, I contributed meaningfully by ensuring the right intelligence, compliance safeguards, and documentation flowed to the right hands at the right time. These experiences have given me both a global perspective and a strong operational grasp of how IP enforcement plays out in practice across borders. This foundation makes me confident in navigating global rights and data governance frameworks as the media landscape continues to globalize.

    What advice would you offer to law students or early-career professionals who aspire to transition into media and technology law, and what skills or experiences should they actively pursue?

    I would like to reiterate, there is no “one glove to fit all hands!” The media and entertainment industry is nuanced, and comes with its own struggles. To transition into media and technology law, law students and early-career professionals should start by building a strong foundation in contract and intellectual property law, especially copyright and licensing. Staying updated on evolving tech regulations like data privacy and cybersecurity is equally important. Developing a basic fluency in emerging technologies such as AI or blockchain can give you a distinct advantage. 

    Key soft skills like negotiation, discretion, and commercial awareness are essential in this space. Understanding how entertainment and tech businesses generate revenue will help you navigate legal challenges better. 

    Pursuing specialized certifications such as CopyrightX or NPTEL or from organizations such as Law Sikho are helpful to offer a competitive edge. 

    Gaining hands-on experience through internships with production houses, OTT platforms, or digital rights organizations is highly valuable. Working with law firms that service media clients or freelancing for creators helps build practical knowledge and a portfolio. 

    Networking with professionals at media and tech law events and maintaining an active LinkedIn presence helps in staying visible and informed. Lastly, be open to non-traditional roles within content, IP, or compliance teams as stepping stones into the field.

    Outside of your legal career, how do you unwind and relax, and in what ways do these personal interests contribute to maintaining balance, focus, and resilience in such a demanding profession?

    Outside of my legal work, I unwind through short motorcycle rides that help clear my mind and give me a fresh perspective. Riding requires focus and adaptability, which mirrors the multitasking I often do in my professional life. I also enjoy reading fiction, it allows me to step into different worlds and sharpens my storytelling, something I find useful when drafting arguments or simplifying complex ideas. Most of my downtime is spent with my wife and our two dogs, whose companionship is a constant source of comfort and balance. I keep a very small circle of close friends, and those rare conversations keep me grounded. While the legal profession demands attention over weekends too, I make the most of any free moment to recharge. I’ve learned to juggle tasks efficiently, and I believe my passion for riding and stories plays a part in that. They teach me presence, rhythm, and timing, the qualities I bring into my legal work too. These personal interests may be simple, but they help me stay focused and resilient. Even a brief ride or a good book can do wonders in keeping the mind relaxed and sharp.

    Get in touch with Diwakar Abhishek –

  • “Today’s legal landscape demands not only legal knowledge but also a deep understanding of business. Focus on sharpening your research, writing, and communication skills, while thinking both commercially and practically.” – Gaurav Gupta, Founder and Managing Partner at Bridge Counsels.

    “Today’s legal landscape demands not only legal knowledge but also a deep understanding of business. Focus on sharpening your research, writing, and communication skills, while thinking both commercially and practically.” – Gaurav Gupta, Founder and Managing Partner at Bridge Counsels.

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

    You’ve had an impressive journey-from top-tier law firms to leading legal roles in global MNCs. How has your professional experience shaped your approach to legal advisory today?

    Thanks. My career, as a corporate and commercial lawyer, has spanned over twenty years across law firm and in-house roles, and each stage has played a significant part in guiding my approach to proactive and business-centric legal support. 

    I started my professional journey in 2004 at AZB & Partners (“AZB”), New Delhi. I was involved in complex transactional work, including advising on matters pertaining to FDI, joint ventures, M&A, software licensing, and general corporate advisory. In 2010, while in AZB, I had an opportunity to do a secondment with Boeing International Corporation India Private Limited for a year, where I got my first exposure to an in-house legal environment. It was a transformative phase that helped me understand how legal advice fits within broader business objectives, something not always visible from a pure law firm perspective.

    This early insight laid the foundation for what became the most defining part of my career at Bentley Systems India Private Limited, a USA- based software MNC (“Bentley Systems”). At Bentley Systems, I served as Legal Counsel for almost twelve and a half years, across Asia South, and later expanded my remit across the South-East Asia region. 

    My primary responsibilities included managing a wide spectrum of responsibilities, including contract management and negotiation, software licensing, regulatory compliance, employment law matters, corporate leasing, contractual and commercial risk identification, and mitigation. This role further refined my ability to deliver practical, business-focused legal solutions across borders and industry contexts in an in-house legal environment. This role further deepened my appreciation for the unique challenges that businesses face. 

    Over time, I came to see how legal support, when truly embedded in the business, could shift from being a reactive function to a proactive enabler of growth, innovation, and risk resilience. not just in navigating legal risks I began to see how legal issues were rarely isolated as they were often intertwined with operational realities, commercial strategy, and internal culture. This further broadened my understanding of how legal support must evolve- not just to protect the business, but also to empower it.

    What inspired you to start Bridge Counsels? 

    Working in both top-tier law firms and as in-house counsel gave me a deep insight into how legal services function at both ends of the spectrum. On one hand, I experienced the deep technical expertise and structured advisory of law firms while on the other hand, I saw the need for legal support to be responsive, integrated, and aligned with business realities, especially in fast-moving environments. 

    What stood out to me over the years was a significant gap in the market, particularly among startups, MSMEs, and even in growth-stage companies, which often lacked access to quality legal advice because they didn’t have the scale or budget to maintain a full-fledged in-house legal team. Yet their need for ongoing, dedicated legal support was no less critical. 

    I firmly believe that founders should invest their time and energy in the growth of their respective business and leave the legal, commercial and corporate matters to experienced experts. This realization led me to launch Bridge Counsels which is designed to provide Fractional General Counsel (“Fractional GC”) as a service 

    My focus at Bridge Counsels is to serve as a legal partner offering structured, proactive, and business-focused legal support tailored to each client’s scale and stage of growth. Therefore, at Bridge Counsels, my aim is to bridge the gap between the high-touch, strategic insight of an in-house legal team and the flexibility of an external counsel. The name Bridge Counsels reflects this philosophy, bridging business needs with legal clarity. 

    How do you define the role of a Fractional general counsel, and how does this model differ from having an in-house legal team or relying solely on traditional law firms?

    The role of a Fractional GC is to provide continuous and strategic legal engagement to businesses as their de facto Head of Legal or General Counsel, delivering end-to-end legal support on a flexible, outsourced basis. This setup would help businesses, especially startups or growing companies, to get expert legal support without hiring a full-time employee. 

    A Fractional GC can offer companies, often startups or small businesses or foreign multinational companies proposing to enter India, the opportunity to work with experienced former in-house lawyers without incurring the cost of a full-time general counsel, helping them manage their daily legal needs and make informed strategic decisions. 

    Unlike in-house counsel who works full-time for a single company, Fractional GCs can support multiple clients while acting as trusted, long-term advisors. They are more integrated into the company’s daily operations, unlike traditional law firms, often participating in strategic planning and internal meetings. This model suits businesses that want consistent legal guidance tailored to their evolving needs, without the need to form a full legal department. 

    A Fractional GC not only provides strategic legal support but also acts as a bridge between the company and external legal service providers such as law firms, consultants, and specialists. They help control legal costs, identify the right external resources, and manage them efficiently. At its core, their role is to protect the company’s interests, ensure consistency in legal strategy, and make sure that external advisors align with the business’s goals and risk appetite.

    What type of companies would benefit most from hiring a Fractional GC, and at what stage in their journey is it most impactful to bring one on board?

    As stated above, startups and emerging enterprises typically benefit the most from hiring a Fractional GC. A Fractional GC can step into an early-stage business and provide high-level commercial advice to the board, especially when there is no established in-house legal leadership. They support key areas, including contracts, employment, data privacy, intellectual property, real estate transactions and regulatory compliance. 

    The most impactful time to bring in a Fractional GC is during key growth phases. This includes raising funds, expanding the team, entering new markets, or forming significant partnerships. At these stages, decisions carry a higher legal risk, and it becomes crucial to have someone who understands the business and can provide strategic guidance. 

    While a Fractional GC is often associated with small and medium-sized enterprises, this model is not limited to early-stage companies. Businesses at any stage of growth can benefit from this flexible legal support. Large-scale enterprises may also use a Fractional GC for urgent, short-term projects that need experienced oversight. Fractional GC can efficiently handle routine legal tasks such as drafting and reviewing contracts, updating internal policies, managing compliance calendars, supporting HR and employment matters, coordinating with external counsel, and maintaining legal templates. This allows lean in-house teams to focus on strategic priorities while ensuring day-to-day legal operations run smoothly and compliantly.

    As you build bridges, what are the kinds of responsibilities and deliverables you envision handling as a Fractional GC on a recurring basis? How are you preparing to meet those needs from day one?

    As a Fractional GC, I am expected to handle a range of responsibilities that align legal strategy with business goals. This includes managing risk proactively before it becomes an issue, supporting contract negotiations, ensuring regulatory compliance, and helping with corporate governance. I also aim to develop legal frameworks that support growth, guide internal teams, and collaborate closely with leadership to make informed, legally sound decisions that move the company forward.

    I would prepare myself by deeply understanding the company’s industry, operations, and goals. My primary goal is to be agile, responsive, and business-minded, delivering practical legal advice that aligns with long-term strategy.

    As you engage with fast-scaling startups and growth-stage businesses, how do you plan to help them navigate legal risks and regulatory compliance, especially when they operate across sectors or jurisdictions?

    When working with fast-growing startups or businesses across sectors, my focus is on offering practical legal guidance that aligns with their pace and growth. I begin by understanding the business model and key regulatory touchpoints, whether in contracts, data privacy, employment, or fundraising. From there, I help build simple, workable systems such as basic compliance processes or policy inputs that support sound decision-making. The aim is to be a steady legal partner, offering clarity and foresight as companies scale and navigate legal challenges. Confidence, knowing they are protected and compliant at every step.

    In a Fractional GC model where you’re not embedded full-time, how do you plan to ensure deep alignment, continuity, and confidentiality with leadership teams? 

    That’s a great question and one I take very seriously. My aim would always be to stay closely connected with founders or businesses through regular interactions and be available when needed. The goal is to be seen not as an outsider, but as a trusted legal partner who understands the business and supports it with consistency and confidentiality.

    Startups often move fast. Can a Fractional GC really make a difference during key moments like fundraising, investor negotiations, or M&A? Could you share an example 

    In India, startups often face complex legal challenges during key growth phases such as raising funds, expanding teams, entering new jurisdictions, or finalizing strategic partnerships. These challenges include navigating investor negotiations, managing ESOPs, ensuring regulatory compliance, and reviewing commercial contracts. A Fractional GC brings senior legal oversight without the cost of a full-time hire, making it ideal not just for early-stage companies but also for growing businesses that need structured legal support without expanding their in-house teams. Established enterprises also use Fractional GCs services for short-term or high-stakes projects requiring experienced legal direction.

    What should founders or CXOs look for when choosing a Fractional GC beyond just credentials? What soft skills and instincts make a real difference?

    Beyond credentials, founders should look for a Fractional GC who’s practical, business-minded, and easy to talk to, someone who can offer clear advice without legal jargon. They should have the judgment to say “no” when it matters, to protect the company’s interests. Identifying legal risks early, communicating them to leadership, and striking the right balance between legal protection and business growth are key. A good GC doesn’t slow things down; they help you grow smartly and safely.

    You’ve also built internship and mentorship opportunities at Bridge Counsels. What role do young lawyers and law students play in your model and what advice would you offer them as they enter the evolving legal profession?

    In the Fractional GC model, young lawyers and law students support senior counsel across multiple clients by assisting with contract drafting, compliance research, and legal operations. They gain exposure to varied industries and fast-paced legal issues, learning how to align legal advice with business strategy. Unlike traditional roles with narrowly defined tasks, this model provides a broader, more strategic perspective on how law drives growth. They actively contribute rather than merely observe and build the skills to become future legal advisors with strong commercial judgment and cross-sector experience. It’s a dynamic environment that prepares them to think like trusted advisors rather than technical legal executors. They aren’t passive participants as they engage meaningfully while developing the capabilities needed to grow into future in-house leaders or strategic legal partners.

    As you enter the evolving legal profession, my advice is to stay curious and open to learning. Today’s legal landscape demands not only strong legal knowledge but also a deep understanding of business. Focus on sharpening your research, writing, and communication skills while also learning to think commercially and practically. Always ask questions, take initiative, and seek feedback. Don’t aim to know the law; strive to understand how it applies to real-world decisions. Most importantly, be adaptable, because those who grow with change will be the ones who lead it.

    Get in touch with Gaurav Gupta –

  • “Legal strategy must always be rooted in facts and law. However, in an age of media trials,  perception management becomes a necessary adjunct.” – Abhineet Pange, Designated Partner at Regstreet Law Advisors.

    “Legal strategy must always be rooted in facts and law. However, in an age of media trials,  perception management becomes a necessary adjunct.” – Abhineet Pange, Designated Partner at Regstreet Law Advisors.

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

    Looking back, why did law resonate with you as your chosen path? 

    My early inclination toward debate, theatre, and structured argument made the law a natural  fit. The profession offered intellectual rigor, stability, and a meaningful way to engage with  real-world issues, both theoretically and practically. During my early career, I had the  opportunity to work in in-house roles and Litigation Chambers, which confirmed my affinity  for litigation. Since then, there has been no turning back. 

    What truly drew me in was the dynamic and intellectually stimulating nature of courtroom  practice. Over time, it became a calling. The constant influx of new challenges kept me engaged  and reaffirmed my decision to pursue law as a lifelong profession. 

    Your initial years in legal practice involved real estate disputes and civil litigation  before transitioning to regulatory and commercial litigation. How did those early  experiences shape your legal philosophy and prepare you for handling high-stake, sector specific financial regulatory matters today? 

    Starting out in civil and real estate litigation helped hone essential skills, such as precise  drafting, procedural discipline, and strategic planning. Early mentorships were instrumental. I  was fortunate to begin at Bhave & Co. and later work under Mr. Mehernosh Pardiwala. Both  mentors entrusted me with complex matters early on and encouraged independent advocacy,  which helped build courtroom confidence and strategic maturity. It was compounded by the  faith reposed in me by Ms. Priyanka Khemani at the then Anand & Anand & Khimani. 

    Civil litigation, particularly involving title disputes and contractual claims, instilled in me a  sense of procedural rigor and the value of legal precision. These foundational skills now serve  me well in high-stakes regulatory disputes where the stakes often involve reputational risk,  statutory interpretation, and deep sectoral insight. 

    At Regstreet Law Advisors, I have the privilege of working under Mr. Sumit Agrawal, a  leading authority in securities and financial regulatory law. We as Regulatory Lawyers use our  nuanced understanding of how law, policy, and financial markets intersect. One may not expect  the need to interpret balance sheets or NSE / BSE disclosures in legal pleadings, yet these  elements often define the outcome in financial regulatory litigation. For instance, we recently  succeeded in a matter involving allegations of non-disclosure of a penalty imposed by the  Hon’ble National Green Tribunal. To secure a favorable outcome, we had to integrate  environmental law, civil and criminal procedure, and corporate and securities law, a true  example of the 360-degree interconnectedness that defines modern regulatory law practice. 

    What inspired your decision to begin independent practice in 2017? Could you share  some of the key challenges you faced during that transition, and how you overcame them? 

    As a first-generation lawyer, the desire to build something of my own, grounded in courtroom  skill and client trust, was a powerful motivator. Independent practice meant owning every  aspect of litigation, drafting, arguing, client relations and even managing office logistics. 

    I was deeply inspired by senior advocates on both the Original and Appellate Sides of the  Bombay High Court. Watching them argue with clarity, depth, and composure reinforced my  aspiration to take ownership of cases end-to-end.

    The transition was demanding. With no safety net, just grit and a phonebook, I began reaching  out to friends and seniors across Maharashtra to offer court appearances, even for simple  mentions or adjournments. These appearances helped me gain visibility and build trust.  Gradually, I started receiving direct briefs and appellate work. 

    My first office was a modest 4×8 sq. ft. space in Yeshwant Chambers near Kala Ghoda. I  managed everything from filing, setting up a library to client meetings personally. I also  appeared in matters across jurisdictions, MIDC property disputes in Ankleshwar, revenue  entries before Tehsildars in Jalgaon, and DV Act matters in Vasai. I even had the opportunity  to appear in PMLA and Economic Offences Wing matters. These diverse experiences added to  my procedural agility before I eventually streamlined my focus on the Bombay High Court and  City Civil Court. 

    Those early years, though uncertain, taught me resilience, the value of consistency, and the  importance of professional relationships, all of which remain central to my practice today. 

    You’ve represented both high-profile individuals and corporate clients. How do you  balance legal strategy with media attention and client confidentiality so that the integrity  of the case isn’t compromised by public narratives or media trials? 

    Legal strategy must always be rooted in facts and law. However, in an age of media trials,  perception management becomes a necessary adjunct. Often, public narratives overshadow  judicial processes, which can unfairly influence outcomes or reputation. 

    In a world of deepfakes and viral outrage on Instagram, WhatsApp and X (formerly Twitter),  courtroom integrity matters more than ever. Public biases whether toward ultra-high net worth  individuals or marginalized communities are amplified. Blind faith in authority, or public  outrage, can distort the legal lens. My goal is to maintain faith in the judicial process and focus  on the courtroom while maintaining a strict code of discretion. The courtroom, not the comment  section, is where justice belongs.  

    In my experience with high-profile matters, media attention peaks during accusations but  dramatically drops once a favorable order is obtained. That’s why strategic restraint is often  more powerful than a soundbite. 

    I believe the only legitimate forum for justice is the courtroom. Media narratives can’t be  controlled, but they should never dictate strategy. While the clients may feel anxious, a lawyer  ought not to. With preparation, discretion, and a client-first focus, we safeguard both legal and  reputational interests. 

    As head of the Litigation & Dispute Resolution practice at Regstreet Law Advisors, how do you approach complex regulatory disputes in rapidly evolving sectors such as  competition law, especially considering your involvement in the landmark litigation  against Reliance Jio? 

    Regulatory disputes require a unique blend of legal depth, policy awareness, and sectoral  insight. At Regstreet, we adopt a layered approach, combining doctrinal legal strategy with  industry expertise and real-time regulatory updates.

    I’m supported by a remarkable team of associates whose diligence ensures that factual  accuracy, procedural compliance, and early-stage preparation are solid. This foundation allows  me to focus on broader strategy and advocacy. 

    Mr. Sumit Agrawal, our Managing Partner, has been an invaluable mentor. His regulatory  background as a former SEBI officer allows him to anticipate the thought process of  prosecuting authorities – insight that has shaped my litigation instincts and strategic outlook. Our philosophy is clear: respect the regulator, understand the sector, and advocate with clarity. 

    In the Reliance Jio case, I represented one of the respondents in the writ petition and the original  complainant before the CCI. The matter involved allegations of cartelisation to deny Points of  Interconnection (POIs) and delay Reliance Jio’s market entry. Being part of that matter so early  in my independent practice and arguing alongside some of the most eminent names in the legal  profession was transformative. It reinforced my faith in preparation, consistency, and  perseverance. 

    With growing legal scrutiny on digital platforms, how do you balance the defence of  artistic freedom with the legal thresholds of defamation and public sentiment in media  law cases? 

    Balancing artistic freedom with legal thresholds requires a constitutionally grounded yet  sensitive approach. A recent matter involved a stand-up comedian who made remarks about a  political leader. While some viewed the act as satire protected under Article 19(1)(a), others  saw it as defamatory. This divergence typifies the legal tightrope in media law. 

    In one case, I represented an artist (a well-known comedian) whose show faced an injunction  on the grounds of hurting religious sentiments. The Hon’ble Delhi High Court dismissed the  plea, allowing the show to be released. That experience affirmed the strength of our democracy and  the judiciary’s role in balancing expression with accountability. 

    Ultimately, the independence of our courts allows satire and expression to coexist with  legitimate legal recourse. In handling such cases, we focus on ensuring the content stays within  legal bounds while vigorously defending freedom of expression. 

    You’ve been actively involved in legal education, teaching business and media law, and  engaging with students through workshops and seminars. What is your motivation  behind taking up this role and what key advice would you offer young legal professionals  entering the field today? 

    My involvement in legal education stems from a simple but pressing need to bridge the gap  between what law schools teach and what legal practice actually demands. The endless debates of NLU vs. non-NLU, Tier 1 vs. boutique, money vs. exposure are increasingly irrelevant. The  real game is about learning faster than the world changes. It’s about upskilling every single  day.  

    Statutes and case law are taught well in classrooms. But what about courtroom craft? The  silence before an objection? The art of managing client trust or decoding what’s unsaid in a  negotiation? These are rarely part of the syllabus, yet central to practice. Through lectures and  workshops, we practitioners try to fill in those blanks to make legal education more holistic,  grounded, and practice-ready. 

    Teaching, for me, isn’t just a way of giving back. It keeps me intellectually agile, sharpens my  thinking, and refreshes my perspective. Being around young minds curious, unfiltered, and  sometimes irreverent is energizing. It also ensures I stay tuned in to emerging thought and even  pop culture, which often influences how the law is perceived and applied.  

    My advice to young professionals? Focus on substance. Master procedural law, contracts,  evidence, and constitutional principles. Explore internships widely, be it litigation, corporate or policy to discover your true calling. Build a reputation for reliability, not just credentials.  Law is a marathon, not a sprint. Stay curious, stay adaptable and most importantly, stay  grounded. 

    Further, as Artificial Intelligence evolves, legal practice must evolve with it. The issue isn’t the  use of ChatGPT or Deepseek – it’s a powerful tool, and we must embrace it. But no matter how  advanced technology becomes, it cannot replace the value of human judgment, analysing the  source of law or using your strategic insight. We must continue to apply our minds, not just  automate our outputs or look for a “template”. The real edge will always lie in how well we  integrate emerging tools while staying true to the craft. 

    Law is a marathon. It requires adaptability, resilience, and lifelong learning. As Steve Jobs  said, “Stay hungry, stay foolish” – a mantra that resonates deeply in the legal profession. 

    With a demanding career that spans high-stakes litigation, teaching, and public  speaking, how do you maintain a sense of personal balance and well-being? What  practices or routines help you sustain performance without burnout? 

    Litigation demands mental stamina, emotional composure, and the ability to stay sharp at all  times. But clarity doesn’t come from constant motion, it requires deliberate pauses. I make it a  point to disconnect periodically. Without that reset, it’s easy to slip into autopilot, and litigation  is no place for mechanical thinking. Strategy needs space. 

    At Regstreet, we believe in celebrating the process, whether it’s watching a film together,  attending a play, or unwinding at a concert after a long matter. These shared moments go a  long way in keeping the team grounded and cohesive. 

    Cricket has been a personal outlet. I’ve had the privilege of playing for and leading the Bombay  High Court team in several tournaments. It’s more than a game; it’s a way to channel focus,  discipline, and camaraderie. I also turn to theatre, trekking, cooking, and cinema to recharge.  Saturdays are usually reserved for such pursuits, while Sundays often involve preparing for the  week ahead. 

    Teaching, too, is a form of balance. It renews my intellectual curiosity and gives me space to  reflect beyond the courtroom. 

    Everyone’s rhythm is different. For me, personal well-being isn’t an indulgence – it’s a  professional investment. It’s what keeps the passion alive and the performance sustainable.

    Get in touch with Abhineet Pange –

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Meenakshy Natesan –

  • Balancing Courtrooms and Corporate Governance: A Lawyer’s Journey to Building a Multi-Faceted Legal Career. – Akshay Goel, Founder of A. G. & Associates.

    Balancing Courtrooms and Corporate Governance: A Lawyer’s Journey to Building a Multi-Faceted Legal Career. – Akshay Goel, Founder of A. G. & Associates.

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

    We would love to learn more about the mentoring work that you do with the NGO called Youth Against Injustice Foundation and how you ended up co-authoring a book at such a young age. With your 13 years of experience, we would love to know more about how you ended up pursuing law and what motivated you to make that choice.

    Thank you for this opportunity. To begin with, I am a first-generation lawyer. There are no lawyers in my family; everyone in my family is an engineer, so in a way, I’m the rebel because they wanted me to pursue engineering, but I chose law instead. Due to peer pressure, I was made to choose PCM (Physics, Chemistry, and Math) in my 11th and 12th. However, after my 12th, I decided not to pursue engineering.

    The reason behind this was that I lost my father at a very young age, and during that time, I realized how complicated things could get. For instance, even obtaining a death certificate and managing the transfer of the bank accounts was full of issues. At the post office, they updated my mother’s name with a different spelling, so we had to run to court to get an affidavit declaring that both names referred to the same person.

    That experience became a trigger point for me. I realized that this profession needed me, and I should do something to help others who face similar issues. That’s when I decided to pursue law. I joined the LLB course at Pune Law College, Bharatiya Vidyapeeth University, and after completing my LLB, I was fortunate enough to start my career with a lawyer in Defence Colony, who gave me a lot of freedom. I was allowed to argue cases from day one, and that support really helped me gain confidence.

    Within five or six months, I was handling my own independent case before the Delhi High Court. It was a writ petition, a service matter, and I had promised myself that I would never take on service matters. But ironically, my first independent case was in service law. I won the case, which gave me a major boost in my career. I started getting more independent cases, and in 2012, I joined the LLM evening course at ILI. I was juggling my time between court, the office, and college, but it gave me confidence that I could do a lot with the limited resources I had.

    After completing my LLM, I became an independent lawyer and started working with companies on a retainership basis. I then thought about starting my own law firm that could help young lawyers and mentor them, so they could have the kind of opportunities I didn’t get when I started. I’ve been mentoring interns and associates, making sure that they learn from the work they’re given and aren’t just there for a certificate. I try to teach them the practical nuances of law because most of the interns come for short periods, so it’s important to make the most of that time.

     That’s an inspiring journey. We also want to understand your decision to pursue an LLM. It’s often said that once you’ve completed law and are doing litigation, there’s no need to pursue further studies. How did that decision enhance your presence in the legal fraternity?

    From the beginning, I’ve had an inclination towards teaching. I used to help teach my junior batchmates during my LLB days. So, I decided to pursue an LLM, and I wanted to study at the best institute. I didn’t want to give up on my litigation practice either because that’s where my passion lies—appearing in courts. There were only two institutes in Delhi offering evening LLM courses—ILI and DU. I chose ILI because it’s one of the best in India, and the fact that it’s backed by the Supreme Court of India was an additional attraction.

    I got selected after giving an entrance exam, and that gave me the chance to meet people from various backgrounds, including batchmates who were IPS officers, IAS, and IRS officers. It was fascinating to see how they were at the top of their careers but still pursued further education. The guest lectures from renowned personalities, including Supreme Court judges, were another highlight.

    What I also learned during my time at ILI was how to handle pressure. Before joining ILI, I was someone who would always complete my work ahead of time. But during this course, I learned how to manage last-minute work, which has really helped me in my career today, especially when I’m under time constraints in the legal world.

    That’s a great lesson on adapting to time pressure. Moving on, we’d love to learn more about your law firm, which functions both as a litigation and consulting firm. Many people often think that law firms are either litigation-based or consultancy-based but not both. How have you managed to maintain this balance in your firm?

    My partner, who is also my wife, is a company secretary, and she handles the consultancy side of things, while I focus on the litigation and legal aspects. We’ve divided the work based on our strengths. Clients generally approach law firms for legal services like case representation, agreement vetting, or intellectual property filings, while for consultancy services like company registration or secretarial work, they tend to approach professionals like chartered accountants or company secretaries.

    Since my wife is a practicing company secretary, she handles all the consultancy work, and I can focus on litigation. We’ve managed to portray our firm as a one-stop solution for all business needs, from company incorporation to winding up, taxation, secretarial compliance, and more. We also provide a virtual CFO service to startups and assist with funding rounds, negotiations, and business proposals.

    The difference between litigation and consultancy is that while lawyers can provide legal consultancy, a consultancy firm provides a full package, handling everything from audits to legal opinions and business strategy.

    It’s clear that you’ve built a successful partnership. What inspired you to start your own firm so early in your career? What challenges did you face in the beginning, and how did you navigate them?

    I started my firm before I even got married. The inspiration wasn’t my wife—though she has been incredibly supportive—but I wanted to establish a law firm and take it to new heights. The challenges I faced initially were tough. Many people had promised to give me work, but they backed out. It was a very low phase, and I had invested all my savings into setting up the office. I started off getting only two or three cases a month, which was not enough to cover my expenses.

    But slowly, I built relationships with people who helped me get more cases. Social media actually played a big role in my early success—I got my first big client through Facebook. From there, the business grew. I also did pro bono work, which helped with word-of-mouth marketing.

    During the COVID-19 pandemic, business came to a standstill, but within two to three months, I was back on my feet and getting clients again. Despite having associates, I still prefer to be in court and actively involved in the work. Hard work and dedication have definitely helped me in growing my firm.

    After marrying my wife, the consultancy side of our firm expanded, and now we have offices in the GCC region as well. Our services have grown, and we now provide solutions across multiple jurisdictions.

    Keeping all that in mind, we would like to move forward and understand more. You are also an empaneled advocate for Punjab National Bank and IIFCL, that is, India Infrastructure Finance Company Limited. Could you share some key challenges that you face while representing these public sector organizations, especially in both litigation and corporate matters? What have you encountered, and how have you managed or made a roadmap for overcoming these challenges?

    I’ve been handling their litigation work, not the corporate work of those banks and financial institutions. The challenge I face is that we always have to be on our feet. The trick I’ve learned is that I should do the work before they ask me to. They follow up with me, and because I do not wait to be asked, I stay ahead. I have learned that diligence is key, especially when working for these organizations. I make sure to handle all drafting and compliances well before the court hearings. Additionally, I make sure to follow up with them to get everything done on time.

    It’s difficult to get things moving in government organizations because many approvals are required. So, I ensure that I get the necessary approvals early, so things can be done ahead of time before the court registry and the date comes up. One of the things I’ve learned working with them is how the financial sector works, especially how loans are given and the challenges of repayment. Many people come to court blaming the bank or financial institutions, saying they were not properly informed or their documents were not handled correctly. It’s challenging to manage these cases, but I try to be diligent in ensuring everything moves forward smoothly.

    You have a booming litigation practice, but you’re also an independent director, registered with the Independent Director Database. How do you manage all of this? How did you end up taking this role, and how do you guide the companies with corporate governance and ethics, particularly as an outsider? How do you influence them to be more ethical and oriented toward better corporate governance practices?

    I got my start as an independent director in 2014. I was appointed as an additional director at a company, and that’s how I got my director identification number. I helped them with diligence, corporate governance, and everything happening within the company. Later, I wasn’t a director for 2-3 years, but then I was appointed as an independent director for a company getting listed. However, I had to resign because I couldn’t pursue litigation cases while being an independent director, and I felt it was limiting my ability to perform my job fully.

    When the Independent Director Database came about, I registered myself, and during the COVID period, when courts were closed, I qualified for the exam and later received opportunities to be an independent director for a couple of companies. I assist them with all their compliance needs, such as forming committees, handling labor issues, and guiding them through necessary legal updates. For example, I worked with a manufacturing company that had unskilled and skilled laborers. They weren’t aware of changes to daily wage norms, so I helped them avoid potential legal scrutiny.

     With your booming career and all the work you’re doing, you also teach as a guest lecturer at Dharmshastra National Law University. How do you engage with the students and bridge the gap between theoretical knowledge and the practical application they will encounter in their legal careers?

    When giving guest lectures, I teach them both theoretical and practical aspects. For instance, when teaching them about pleadings, I don’t just explain the theory behind it—I give examples of how this particular order or section is used in court. I teach them how to draft and file applications, the basic nuances to keep in mind while drafting pleadings. I provide formats and give hands-on experience so they can understand how this works in practice.

    I also teach them about client counseling, jurisdictional nuances, and the practicalities involved in court cases. For example, I teach them about the pecuniary jurisdiction in Delhi, explaining that cases below ₹3 lakh are filed before the civil judge, while cases above ₹3 lakh go before the District Judge and those above ₹2 crore go directly to the High Court. I also focus on the Commercial Courts Act, explaining how things like recovery suits were impacted after its enactment.

    You have extensive experience and are heavily involved in international arbitration bodies such as DIAC, MIAC, and the Young ICCA. How has your participation in these institutions impacted your practice, and what role do you see these organizations playing in the field of commercial arbitration?

    I’ve recently got attached to these institutions, so I don’t have hands-on experience yet. However, I can see how they are helping institutional arbitrations move forward. Previously, ad hoc arbitrations were handled by retired judges, but now these institutions are also paneling advocates as arbitrators, which gives a faster, more efficient way to handle cases.

    A new aspect that’s coming into play is emergency arbitration, which became prominent after the Future Group case. These institutions provide a platform for urgent interim orders, which helps expedite matters when needed. While I haven’t had hands-on experience yet, I am looking forward to becoming more involved in the future.

    You also balance your professional life with being a part of the NGO Youth Against Injustice Foundation, where you’re committed to social justice. How do you manage your time for all your professional responsibilities and still find time for social causes?

     I manage my work-life balance by taking family trips regularly. Every month or two, I make sure to take some time off, go on a trip, and spend time with my family, especially my children. This helps them not feel neglected despite my busy schedule.

    Regarding my work with the NGO, we focus on helping people involved in false rape cases and those who face difficulties registering FIRs. We also mentor students, providing them with knowledge about the legal aspects of pursuing cases related to harassment or abuse. I assist the NGO in guiding victims through the legal system and help create awareness.

    You’re truly making an impact in many spheres. As we conclude this interview, could you offer some advice for law students or professionals who aspire to follow in your footsteps, whether in litigation, corporate law, or social justice?

    My advice would be to dream big and be patient. If you want to succeed in litigation, take it step by step. My first five years were all about learning the basics. The next phase was about building a client base. And now, in the third phase, I focus on growing my practice and ensuring success.

    I’d advise law students to be patient and go through these phases. The first five years should be focused on learning and building knowledge. Once you get clients, you’ll need to know how to handle them and offer the best services. Do not enter this profession solely for the sake of earning. The journey may be slow at first, but once you start earning, the possibilities are endless. Focus on knowledge, and the success will follow.

    Get in touch with Akshay Goel –

  • “Many complex arbitrations involve legal grey areas, and my research experience has helped me anticipate how tribunals might handle such issues. Additionally, the ability to analyse arbitration decisions critically, especially in the absence of binding precedent, has shaped the way I strategize arguments” – Ritunjay Gupta, Advocate-on-Record and Founding Partner at Vidvat Legal.

    “Many complex arbitrations involve legal grey areas, and my research experience has helped me anticipate how tribunals might handle such issues. Additionally, the ability to analyse arbitration decisions critically, especially in the absence of binding precedent, has shaped the way I strategize arguments” – Ritunjay Gupta, Advocate-on-Record and Founding Partner at Vidvat Legal.

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

    Having a background in Business Economics, what inspired you to pursue a career in law? How was your experience during law school, and how did it shape your professional journey?

    Law was not my first choice, nor was it the obvious path after studying Economics and Finance. My initial academic inclination was towards Finance, and I pursued it earnestly, even completing a Master’s degree. However, during my undergraduate years, I was introduced to Business Law and Company Law, subjects that I unexpectedly found both engaging and intellectually stimulating. I excelled in them, even receiving an award for my performance, which planted the first seed of curiosity about the law. That curiosity remained dormant until a friend encouraged me to attempt the Delhi University LLB entrance exam. Securing admission to the Campus Law Centre, Faculty of Law felt like an opportunity worth exploring, and once immersed in the study of law, I realized it was where I truly belonged.

    Campus Law Centre was an eye-opening experience. Unlike my previous academic settings, it was a melting pot of individuals from different backgrounds, each with unique motivations – some preparing for civil services, others drawn to political or judicial service roles. Few, like me, were focused on litigation and active practice. Studying law in this environment expanded my perspective, making me more attuned to the socio-political landscape and the practical realities of the legal profession. It wasn’t just about learning the law from textbooks; some of the most insightful debates happened informally, in the ‘Bamboo Garden’ next to the canteen.

    Beyond academics, law school imparted valuable lessons that have remained with me. It taught me the importance of being approachable to people from diverse backgrounds and recognizing that intelligence is not determined by fluency in English, especially in courts across the country where different languages are used for argument. It also deepened my understanding of the intricate relationship between law and the broader socio-political landscape. Above all, it reinforced the importance of perseverance, a quality that continues to guide me in my legal career.

    You completed your Masters at Columbia Law School, New York. What motivated you to choose Columbia Law over other institutions, and how has your experience there influenced your career? How has this degree been advantageous in your legal practice?

    I chose Columbia Law School for its strong focus on international arbitration and commercial law, fields I was keen to specialize in. Columbia’s arbitration faculty is among the best in the world, led by Professor George A. Bermann, Director of the Centre for International Commercial & Investment Arbitration, alongside Professors Kabir Duggal and Robert Smit. Their presence attracts leading professionals and practitioners to engage with students through guest lectures and lunchtime seminars, making Columbia a hub for arbitration discourse. The fact that Columbia is located in New York was an added advantage. The city’s vibrant legal ecosystem offers unparalleled exposure, from regular events at top-tier law firms to seminars and workshops organized by the NY City Bar and State Bar associations. Columbia Arbitration Day is another standout event, bringing together global stalwarts in arbitration to discuss the latest developments in the field. 

    Studying at Columbia reshaped how I approached the law. The learning environment encouraged critical thinking, collaboration, and exposure to global perspectives. With classmates from over 50 countries, discussions went beyond textbooks, offering insights into different legal systems and approaches. The faculty also made a lasting impact. For example, Professor Paul Shechtman, who taught Evidence and Criminal Adjudication, often used courtroom scenes from movies like ‘A Few Good Men’ and ‘12 Angry Men’ to explain legal principles, making learning engaging and memorable.

    A key highlight was working as a Research Assistant to Professor Bermann, contributing to his book ‘Twilight Issues in International Arbitration’. This experience deepened my understanding of arbitration and reinforced the advantage of pursuing an LLM after gaining work experience. Unlike traditional academic programs, an LLM at Columbia is not about competition but personal and professional growth.

    The degree has been invaluable in my legal practice, particularly in refining my approach to complex disputes and arbitration. It has also given me access to leading legal professionals across the globe. With cross-border transactions and disputes becoming increasingly common, it is essential to have access to legal knowledge that transcends jurisdictions. Having friends and colleagues working across different legal systems has been incredibly beneficial. For instance, very recently, in an international arbitration involving U.S. laws and a Delaware corporation, a corporate lawyer and dear friend from Columbia, well-versed in those laws, helped me strategize my approach to the dispute. This is just one of many such instances. Additionally, referral work from friends abroad has been an added bonus. I often serve as their point of contact in India, which has been mutually beneficial.

    Most importantly, the degree has given me credibility, which is invaluable in my profession. With so many lawyers in the country offering, on paper, similar skillsets, the LLM and a foreign-bar qualification has helped me differentiate myself. It has ensured that clients view me in a different light, recognizing the value I bring to the table. In a competitive market, that distinction is crucial.

    At J. Sagar Associates, you worked on a diverse range of matters, including constitutional law, corporate governance, insolvency etc. How did working across such varied legal domains shape your understanding as a lawyer? What were the experiences that have stuck by you?

    JSA was my first job, and like any young lawyer, I was just learning the ropes. What made the experience truly enriching was the diversity of matters I was exposed to across various forums, including the Supreme Court of India. Unlike many large firms where junior associates rarely see the inside of a courtroom, JSA had a strong culture of ensuring its lawyers attended court regularly. This early exposure to court craft played a significant role in shaping my understanding of litigation.

    Working on high-stakes, complex disputes meant that research was at the heart of everything we did. As juniors, we were expected to delve deep into legal principles, dissect arguments, and anticipate counterpoints. This process instilled in me the discipline of extensive reading, a habit that continues to serve me well. Another key advantage of being at a top-tier firm was the opportunity to interact with some of the finest Senior Advocates in the country. Sitting in case conferences with them, observing how they analysed a brief, structured their arguments, and approached strategy was an invaluable learning experience.

    I was also fortunate to work under a mentor who was exceptional in corporate and contract law. His insistence on first-principles thinking kept me on my toes. I had to be thoroughly prepared before even approaching him for a discussion. This ensured that I developed a strong foundation in legal reasoning and analytical skills early on.

    JSA’s marquee clients in the construction and banking sectors further honed my expertise in arbitration and financial law. Many of these cases laid the groundwork for my later specialization in insolvency and arbitration. The firm’s rigorous environment, 100+ hour weeks, working weekends, and months without a holiday was undeniably demanding. But it taught me the value of perseverance, attention to detail, and consistency – qualities that are indispensable for success in the legal profession.

    As a Research Assistant at Columbia Law School, you contributed to drafting chapters for the book Twilight Issues in International Arbitration. How did this research experience deepen your understanding of international arbitration, and how have you applied these insights in your own practice?

    Working with Professor George A. Bermann on ‘Twilight Issues in International Arbitration’ was an incredible learning experience. Every year, Professor Bermann takes on several research assistants, but only a select few get the opportunity to contribute to major projects like this book. I was fortunate to be among those chosen. The book was a four-year project, and during my time at Columbia, I had the privilege of assisting for a year alongside five other students.

    Before this, I had read about international commercial arbitration but had little exposure to twilight issues. These are matters that lack clear legal authority, leaving tribunals to rely on ‘soft law’, general principles, or comparative approaches. Researching topics such as corruption, res judicata, iura novit curia, collateral estoppel, lis pendens, costs, and ethics helped me understand how arbitration functions beyond codified law. This experience also gave me a nuanced perspective on how different jurisdictions approach these unsettled issues and whether international standards are emerging.

    One of the most unique aspects of the research was our access (albeit limited access), granted with Professor Bermann’s approval, to hundreds of confidential arbitral awards from the American Arbitration Association (AAA). Studying these awards provided rare insight into how tribunals across different legal traditions navigate twilight issues. It also deepened my understanding of international arbitration from a common law perspective, particularly the reasoning processes of U.S. based tribunals.

    In my practice, this exposure has been invaluable. Many complex arbitrations involve legal grey areas, and my research experience has helped me anticipate how tribunals might handle such issues. Additionally, the ability to analyse arbitration decisions critically, especially in the absence of binding precedent, has shaped the way I strategize arguments.

    While at IndusLaw, you represented clients in ad-hoc and institutional arbitrations, both domestic and international. How do you view the Indian arbitration framework in comparison to international arbitration mechanisms, and what do you think the future holds for arbitration in India?

    At IndusLaw, I had the opportunity to work on a range of high-stakes arbitrations, including leading a major SIAC arbitration seated in Singapore. Collaborating with top global legal professionals and law firms reinforced my understanding of international arbitration frameworks and best practices.

    While India has made strides in arbitration, it remains far from being a global hub. Judicial intervention, procedural rigidity, and the tendency to appoint retired judges often make arbitration as slow and expensive as court litigation. The frequent challenge of arbitral decisions in courts undermines the efficiency arbitration is meant to provide. Alarmingly, some public sector entities are even moving away from arbitration in their contracts.

    The outlook is not entirely bleak. Both the government and the private sector are advocating for institutional arbitration, businesses are increasingly prioritizing settlements, and the rise in foreign investments is leading to adoption of more institutional arbitration clauses. For arbitration to progress meaningfully, young practitioners must refine their expertise through advanced education, specialized training, and practical experience. Additionally, India needs to foster a pool of specialist arbitrators with a deep understanding of modern commercial disputes, rather than relying predominantly on retired judges. With increasing cross-border transactions, Indian arbitration cannot function in isolation. It must align with international best practices to remain competitive and truly serve its intended purpose of efficient and effective dispute resolution.

    What inspired you to establish Vidvat Legal? Leading complex litigation and arbitration matters across various forums, could you share some of the most challenging and impactful cases you’ve handled since founding your firm? What strategies do you adopt to manage high-stakes disputes and ensure a successful outcome for your clients?

    Starting Vidvat Legal was a conscious decision driven by the need to push my boundaries as a lawyer. After years in top-tier firms, I had gained extensive experience handling high-stakes matters, honing research and drafting skills, and learning to navigate complex disputes. But I wanted to go beyond just being a skilled practitioner. I needed to understand the business side of law i.e., how to generate and retain clients, build long-term relationships, and create tangible value for those I represent. Equally important was the challenge of operating independently, without the built-in support systems of a large firm. Independence has also allowed me to explore areas I had never ventured into before, such as trust law, employment law, land law and constitutional matters.

    One of the more challenging cases I handled after founding Vidvat Legal was representing a Sequoia-funded startup (operating in over 60 countries) in a SIAC arbitration seated in Singapore. The dispute, against a London-based customer, centred on claims for service fees, resource costs, and setup charges under the company’s master services agreement. The case’s multi-jurisdictional nature required navigating international arbitration frameworks and foreign contract laws. Midway through the proceedings, I led settlement negotiations and secured a favourable resolution of over USD 200,000. After the matter was resolved, I worked closely with the client to strengthen their master services agreement and localize employment contracts, ensuring they were more robust and better equipped to prevent similar disputes in the future.

    Another impactful matter was representing (pro-bono) a batch of Delhi University students whose first-year examination results, conducted during COVID, had not been declared even as they approached their final year. The delay had severe consequences, preventing them from applying for higher studies and job opportunities. With college officials unable to resolve the issue, I studied university byelaws, and education guidelines to build a strong case. After petitioning the university, the matter gained traction, and during the pendency of the case, DU finally released the students’ grades, providing them the relief they had been waiting for.

    Success in high-stakes disputes is not just about winning but about managing client expectations and mitigating risks. My approach is simple. Master the facts, conduct rigorous research to ensure well-founded arguments, and draft pleadings that are clear, concise, and structured for ease of comprehension. Keeping clients engaged with timely updates and feedback is crucial. In hearings, I focus on being articulate, respectful to the bench and opposing counsel, and ensuring that every argument serves a strategic purpose.

    With your admission to practice in both India and New York, and now serving as an Advocate-on-Record at the Supreme Court of India, how do you navigate the differences between the legal systems of these two jurisdictions? How has practicing in both countries shaped your approach to legal matters, and what challenges or advantages have you experienced in doing so?

    I do not actively practice New York law, but my understanding of it plays a crucial role in international disputes, especially those governed by common law principles. While the procedural aspects of different jurisdictions vary, at its core, law is about logical reasoning. Beyond the specific wording of statutes, common law principles remain largely consistent and are applied in similar ways by courts in India and abroad. Rather than navigating stark differences, my experience in both systems complements my practice and allows me to approach disputes with a broader perspective, particularly in cross-border matters.

    Your legal expertise spans a broad array of fields, which is commendable. What advice would you offer young lawyers who aspire to build a diverse and successful legal career like yours? What skills, qualities, and mindset do you think are essential to thrive in today’s competitive and multifaceted legal environment?

    Building a diverse and successful legal career begins with a strong foundation. While specialization has its advantages, early exposure to different practice areas provides a broader understanding of the legal landscape and equips you to handle complex, multi-faceted matters. The ability to think critically and apply legal principles across domains is invaluable, allowing you to refine your focus over time based on your strengths and interests. Success in law goes beyond knowledge of statutes and precedents. It requires a problem-solving mindset, adaptability, and a commitment to continuous learning. In a field shaped by evolving regulations and judicial trends, those who stand out are not just those who work hard but those who work smart by seeking mentors, building strong professional relationships, and finding ways to distinguish themselves in a competitive environment.

    The reality of the profession is that it is not always a level playing field. Opportunities do not come equally to everyone, whether in securing internships, landing jobs, receiving promotions, or even in the way clients and courts perceive you. Merit is important, but it is not always enough on its own. Recognizing this early and focusing on positioning yourself strategically will help you navigate these challenges more effectively.

    Commitment to the profession often comes at the expense of personal time, with long hours and urgent matters disrupting plans. Flexibility and resilience are necessary to thrive in this demanding environment. Despite the challenges, the intellectual stimulation, career growth, and the impact you can create make the sacrifices worthwhile. If you remain dedicated, disciplined, and focused, the legal profession will offer immense rewards in the long run.

    Managing a demanding legal career while maintaining personal well-being is undoubtedly a challenge. How do you manage to strike a balance between your professional responsibilities and personal life, and what strategies do you use to ensure both aspects are in harmony?

    Balancing a demanding legal career with personal well-being is an ongoing challenge, and I would not say I have mastered it yet. It is a constant effort, with some days feeling overwhelming and others more manageable. There is no perfect formula, but I have learned to prioritize based on impact. When it comes to case preparation or any matter that directly affects a client, I ensure that I dedicate the necessary time and focus. However, when it is about networking or attending outreach events, I make a conscious effort to prioritize my personal life, spending time with family and friends.

    Time with family is something I deeply value, and I make it a point to take breaks whenever possible to step away from work and be with those who matter most. Even during busy periods, I find small ways to stay connected. For instance, while driving, I use the time to catch up with friends and family over calls, making the most of the uninterrupted hours in traffic. Striking a balance is not easy, but being intentional about how I spend my time helps ensure that both my professional commitments and personal well-being receive the attention they deserve.

    Get in touch with Ritunjay Gupta –

  • “In terms of latest trends – I think AI and its impact in different sectors and the legal nuances surrounding that would definitely be something over the next five and ten years.” – Shruti Iyer, Advocate-on-Record at Supreme Court of India and Partner at SA Law.

    “In terms of latest trends – I think AI and its impact in different sectors and the legal nuances surrounding that would definitely be something over the next five and ten years.” – Shruti Iyer, Advocate-on-Record at Supreme Court of India and Partner at SA Law.

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

    With your broad expertise in areas such as Insolvency Law, Competition Law, Administrative Law, and more, could you share the story of how you first embarked on your legal journey? What inspired you to choose law as a profession? Was it a deliberate decision, or did your passion for law evolve gradually over time?

    I did not think I would be a lawyer. So I’m a lawyer by chance but I’m glad that I pursued law because now that I think back I am sure it is my calling. I don’t think I could have been so happy doing anything else. As destiny would have it I got admission into ILS Law College, Pune and I can safely say that I spent the better part of my life there. I was fortunate to study under some excellent faculty like Dr. Jaya Sagade, Prof. Nilima Bhadbade and Prof. Smita Sabne to name a few. Their teachings and guidance have been invaluable to me. 

    You participated in the dual LLM program in Global Business Law at New York University School of Law and National University of Singapore. Could you kindly share your experiences during that time and also ponder upon how the program equipped you to navigate the complexities of international corporate and financial services law? What challenges did you encounter during the application process, and what impact did the Dean’s Award from New York University have on you?

    I think I was extremely fortunate to be part of the NYU-NUS Dual Masters’ Program. It was truly one of a kind and we used to joke that we were part of a “limited edition”. Unfortunately, the Dual program has stopped. But it was a brilliant experience.  It was very intensive and taxing to do two programs in one year because when one university was on break we would have the classes and exams for the other. But the faculty was top notch. We got to experience the best of both worlds and had a natural kind of insight into comparative law without even having that as an elective. There is often this debate about whether it is worth pursuing an LLM abroad if you want to come back and work in India and especially in Litigation and I would like to say that if you have the resources you should definitely pursue one. Personally I feel it broadened my horizons in ways I could not have imagined. The bonus is I made some lifelong friends. The Application process was very smooth. It was completely online and I don’t recollect any hassle.  The Dean’s Award definitely helped me financially to be able to afford the program

    In terms of learning, I was extremely fortunate to be able to do my dissertation on International Investment Law under Prof M. Sornarajah. At NUS I interacted and studied under some excellent faculty like Prof. Umakanth Varottil and Prof. Arun Thiruvengadam. For the NYU Program we had some legends like Prof. Jose Alvarez for International Investment Law and Prof Stephen Choi for M&A and Securities. There are so many things that I learned during the program which I am able to use in my practise today especially when it comes to subjects like Competition Law and International Arbitration Law , apart from principles of corporate and financial laws. 

    In the early stages of your career, you worked with a major corporation. How did you approach the legal intricacies surrounding the Copyright Act and Cable TV regulations during that period? What key takeaways from that experience helped shape the foundation of your career and propelled your professional trajectory?

     I was lucky to work with some major corporations so early on in my career. It was a great learning curve for me. I dealt with several issues under the Copyright Act and Cable TV Regulations which were very relevant at the time. More than that, it helps me now immensely while dealing with in – house clients. I understand their issues and try to resolve them to the best of my ability. 

    After gaining valuable experience working in-house, what prompted your decision to transition to litigation, working alongside Senior Advocates? How did you find the shift between the two environments, and what major differences stood out to you? 

    I had a great learning experience working in – house but I always felt I was missing out on attending court. So I decided to finish my masters and switch to litigation. At that time the thought was if I don’t like it I can always go back. But I took to litigation like a fish takes to water. I loved coming to court and still do. It is what drives me. I feel like we make a difference to our client’s lives in whatever small way possible and that gives me a sense of purpose and immense satisfaction. The shift was not difficult, both have its pros and cons. But the working culture is very different. While working in – house my deadline was often completing a draft or sending an email. In litigation we are racing against time to secure bail or stop a demolition. So we cannot compare. Both are invaluable learning experiences.

    I am immensely grateful to my seniors Mr. T. Srinivasa Murthy and Mr. Senthil Jagadeesan, who have been my Gurus and Mentors in this profession. I have literally learnt everything I know from them and I continue to work and learn from them. 

    After working with various legal entities, you went on to establish your own practice. What motivated you to take that leap, and what were some of the initial challenges you faced in setting up your own firm and how did you navigate them?

    I cleared the Advocate on Record Exam and became an AOR of the Supreme Court and felt that I could start something on my own so my Partner Anandh K and I set up SA Law. It is based on our philosophy of doing good work and helping our clients. When we work in some other organisation we are always bound by their rules. Setting up my own practise gives me the freedom to do what I want both professionally and personally. It also helps me do other activities like teaching or interacting with law students and doing pro bono work without any pressure. In terms of the challenges we faced- we are both first generation lawyers from outside Delhi. We don’t have any Godfathers here. We have struggled and grown brief by brief and survived by word of mouth of our clients who have trusted us. 

    As a Founding Partner at SA Law and an AOR, you oversee a variety of practice areas, including land acquisition, civil rights, POSH (Prevention of Sexual Harassment), arbitration, and competition law. Could you share a fascinating case you’ve handled in the field of competition law and how you approached the complexities of such a case, especially for our younger readers looking to understand this area of law?

     I think one of the biggest cases I have handled is the cement cartel case. The case is now pending before the Supreme Court. But I was fortunate to work on the case from the CCI stage to the appeals before erstwhile COMPAT and then NCLAT and now Supreme Court. Working on a case through all the stages is a great learning experience. I think one of the fascinating aspects of competition law is how much we rely on foreign judgments and concepts – both the US Anti-Trust Law and EU and also compare it with our own jurisprudence. I think my LLM came in very handy in dealing with this. 

    Your passion for teaching is evident in your contributions to judging moot courts, delivering guest lectures, and conducting seminars and workshops for law students. What advice would you give to aspiring lawyers who are just beginning their legal careers?

    I don’t think I can give much advice- there are far more learned people for that. I would say enjoy your time at law school. Most of them would be doing the 5 year law course. When I look back at my time in Law College – I just remember that I had fun. I participated in all the activities in college both curricular and extra-curricular. It helped me make so many friends. And maybe I would say use that time to read and write a lot. 5 years is a long time. It is ok if you don’t have 10 internships in 5 years or don’t do many moot courts or write research papers. Of course, doing all this helps. But utilise the time doing something. I spent a good amount of time doing Purshottam and Firodiya Karandak in Pune which had a big Marathi Theatre Scene. It helped me learn one more language which is a life skill and comes in handy even today. 

     Perhaps I would add one thing – it is very easy to be enamoured by the profession when we are in college – especially when we hear Senior Advocates or Judges come to our college and talk and advise youngsters to pursue litigation. There is nothing wrong with that. Perhaps even I would give the same advice. But the initial years are tough. It is sometimes very easy to feel dejected, especially if you fall in the trap of comparison. Social media doesn’t help. Litigation is a marathon with very slow returns and requires a lot of consistent effort. And sometimes, even after a lot of hard work you may not get material returns or recognition. And that is ok. As long as you are able to feel satisfied that you are doing some good work, you should be ok with that. There are many loopholes in the system, all the more for women, but there are many good people as well- whether in terms of seniors, peers or mentors – there is no dearth of good people who will help you both personally and professionally and I think the camaraderie of the Bar is one of the best parts of this profession. Last but definitely not the least – there is no substitute for hard work. You may keep hearing about networking and legacy and luck and it is very easy to get lost in this hubris but there are no shortcuts to success. 

    As someone dedicated to staying at the cutting edge of legal developments and inspiring your colleagues to do the same, what do you consider to be the key emerging trends in your areas of expertise, such as Intellectual Property and Competition Law, particularly with the rise of Artificial Intelligence and technological advancements? How do you stay informed about these evolving fields, and what direction do you see them taking over the next five to ten years? Additionally, could you suggest any resources for our readers to stay up to date on the latest legal trends?

    In terms of the latest trends – I think AI and its impact in different sectors and the legal nuances surrounding that would definitely be something over the next five and ten years. The other emerging trend is the DPDP Act and its enforcement and the complications that arise out of them. In terms of staying updated, I think there are way more resources now than we had, especially online resources. I would say the good old way of reading law reports is also invaluable. 

    How do you manage to balance your professional growth with your personal interests? What hobbies or activities do you enjoy that help you unwind and relax after a demanding day at work?

    I think we always try to balance and if someone says that they have figured it all out then perhaps they are lying. But I try. I recently gave birth to my second child.  So I am currently in the depths of everything postpartum, but I would say whatever time I have I like to spend with my children. 

    Get in touch with Shruti Iyer –

  • Bridging Science and Law: A Unique Approach to Legal Practice and Emerging Technologies – Alishan Naqvee, Founding Partner at LexCounsel, Law Offices.

    Bridging Science and Law: A Unique Approach to Legal Practice and Emerging Technologies – Alishan Naqvee, Founding Partner at LexCounsel, Law Offices.

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

    With more than two decades of legal experience and background in physics, what was the inspiration for you to transition to law and how has your scientific education, specifically related to physics, influenced your approach to legal practice?

    I consider myself an accidental lawyer, as law was not my original ambition during school or while pursuing my graduation in physics. However, circumstances led me to take the law entrance exam, where I was selected. Interestingly, I had also appeared for other entrance exams, including one for mass communication. Before moving into law, I also spent some time training as an Assistant Commander in the Indian Armed Forces. My background in science has been very useful in my legal career, as it has helped me develop strong analytical and problem-solving skills, which are key in law. These skills have made it easier for me to understand and address legal issues.

    When I started practising law in 1998, the telecom and IT outsourcing sectors were in their infancy in India. My scientific background enabled me to grasp the technical aspects of these fields with ease. For instance, I worked on matters involving leased lines, the introduction of VOIP (Voice Over Internet Protocol), and regulations like the prohibition on terminating internet calls over PSTN (landline) connections, which required separate devices at the time. This technical knowledge gave me an advantage early in my career, enabling me to work closely with clients and gain valuable experience. Even now, my scientific background remains crucial, especially in emerging fields like AI, machine learning, and medical devices, where a solid understanding of science is often essential in areas like data privacy, data protection and competition law.

    While many assume that a lawyer with a science background would naturally gravitate towards intellectual property or patent law, my career path has been far more diverse, involving criminal cases, civil disputes, and regulatory matters across multiple sectors. My science background has been valuable in helping me interpret and analyse complex information accurately. Although I never expected my physics education to connect so closely with my legal work, it has sharpened my analytical skills and allowed me to handle a broader range of issues. My journey has shown that science and law can complement each other in meaningful ways.

    Given your background in science, law, and ethics, what is your perspective on the challenges we may face as emerging technologies like AI, IoT, and blockchain become integrated into our legal and societal systems? Specifically, how do you see AI influencing forensic evidence and the practice of law? What ethical dilemmas do you anticipate arising from these technologies, especially considering their potential impact on society and the legal framework in a populous country like India?

    With my background in science and law, I see the integration of emerging technologies like AI, IoT, and blockchain into legal and societal systems as both a challenge and an opportunity. AI has the potential to revolutionize legal practice and judicial processes, but its adoption must balance the benefits of innovation with addressing ethical concerns and ensuring societal well-being, especially in a diverse and populous country like India. 

    India is uniquely positioned to lead in the global AI landscape, with much of the development in generative AI and software engineering being driven by Indian professionals, both domestically and abroad. As a hub of global IT leadership, India has the expertise and resources to shape the future of AI responsibly. This role comes with the responsibility to establish ethical frameworks that ensure AI acts as a tool for justice and societal progress, rather than a source of harm or inequity.

    AI’s application in the legal field can be divided into three stages: 

    1. Basic Automation: At the most basic level, AI can handle routine tasks and manage high-volume cases, such as traffic violations, where penalties can be automatically issued based on photographic evidence. Bulk cases like recovery suits, small financial claims and builder disputes can also be streamlined, with AI drafting basic judgments. A “maker-checker” system can ensure accuracy and save judicial time for more complex matters.
    1. Case Categorization and Prioritization: The second stage involves AI helping to categorize and prioritize cases, allowing the judiciary to focus on critical matters involving life, liberty, privacy, and public policy. Courts already use categorization for bail matters, and AI could streamline less critical cases. This would free judges to focus on high-stakes issues like corruption and white-collar crimes, improving judicial efficiency without compromising the need for human compassion in decision-making.
    1. Complex and Sensitive Cases: The third stage is AI’s role in supporting complex and sensitive cases, such as those involving fundamental rights or criminal offenses. Ethical dilemmas require nuanced understanding and empathy, which AI cannot replicate. Judges must retain ultimate authority in such matters to ensure justice is served with compassion and context. AI can help with research, analysis, and gathering evidence, but final decisions should be made by humans to ensure fairness and to uphold the law.

    AI is set to change the way lawyers work by automating tasks like documentation, research, and drafting. This might reduce the need for some entry-level tasks but opens up opportunities to focus on skills like analysis, strategy, and argumentation. For young lawyers, especially those impacted by the pandemic, the key will be adapting to these changes while building courtroom skills and upholding ethical practices that technology can’t replace.

    Ethical dilemmas are a major concern in the use of AI, especially generative AI, which can create false information that may be misused in courtrooms if not carefully monitored. Over-reliance on AI could also lead to decisions being made without adequate human oversight. While AI can be a valuable tool, it must serve human objectives, not replace human judgment. To ensure justice and fairness, India’s legal framework must adapt to technology with regulations that balance innovation and safeguards against its misuse. Training for lawyers and judges on AI’s capabilities and limitations is essential for responsible use. By embracing AI cautiously and ethically, India’s legal system can benefit while ensuring that compassion and fairness remain at the heart of justice.

    Given your experience in healthcare, where AI and robotics are increasingly used in elder and newborn care, ethical concerns about privacy, data misuse, and autonomy are growing. Neuroethics, particularly around “brain rights,” is becoming a global issue, yet India lags in addressing it. With India’s focus on fundamental rights, when do you foresee lawmakers accelerating discussions and legislation to protect cognitive liberties and ensure AI respects privacy, autonomy, and dignity?

    Unfortunately, what we observe globally, and particularly in India, is that legislation often emerges as a reaction rather than proactive action. Laws, especially key ones, tend to be overhauled only in response to significant events or crises. Whether it pertains to criminal laws or other sectors, this reactive approach delays progress. AI is already prevalent, and we need to regulate it now. If we don’t, we’ll always be reacting to its effects rather than shaping its development. Importantly, no law is cast in stone; even our Constitution permits amendments. 

    A key example of delayed regulation is the medical device industry, which was initially governed by the Drugs and Cosmetics Act but took years to develop a dedicated framework. As medical devices increasingly incorporate AI, such as blood glucose monitors that use real-time data for more personalized care, the need for timely regulation becomes more urgent. While AI enhances precision, ethical concerns about autonomy and accountability arise. Robust regulation is essential to ensure safety, fairness, and accountability as these technologies evolve.

    Neurosciences represent a frontier where technology and ethics intersect, with initiatives like Neuralink, led by Elon Musk, showcasing both promise and controversy. Technologies that bridge physical or neurological impairments, allowing the brain to communicate directly, offer hope for individuals with conditions like neurodegeneration or spinal cord injuries, enabling them to “speak” through neural interfaces. These advancements could also change how we understand patients in vegetative states, distinguishing between natural responses and conscious communication. 

    Also, the concept of brain preservation opens exciting possibilities, such as preserving the brains of great minds like Einstein or Stephen Hawking to continue their problem-solving and creativity even after their deaths. Breakthroughs in tissue generation, like replicating tumours to test treatments, are already improving healthcare outcomes and paving the way to cure diseases like cancer. Combining brain preservation with AI could extend the knowledge of exceptional individuals, allowing their wisdom to guide future generations and drive progress long after their lifetimes.

    Ethical concerns are natural, especially in fields like neuroscience and AI, dealing with issues such as consent, privacy, and misuse. However, these concerns should guide progress, ensuring that innovation aligns with society’s values. Throughout history, humanity has advanced by tackling ethical challenges. The integration of AI, neuroscience, and related technologies offers huge potential, but it must be regulated carefully. By embracing these innovations responsibly, we can push boundaries and ensure technology benefits humanity, with compassion, ethics, and human oversight at the core, especially in medicine and law. Technology should remain a tool in human hands, not the other way around.

    Starting LexCounsel early in your career, you’ve worked extensively in litigation and dispute resolution. What challenges have you faced in these areas, and how have you proven your expertise? Additionally, for newcomers entering the field, what advice would you offer on balancing specialization with broader growth opportunities?

    When I began my career as a junior advocate, I saw law as a professional degree that offered the unique opportunity to start an independent practice right away, unlike many professions that require applying for jobs. Although law wasn’t my original plan, I knew I wanted to build my own practice. I gave myself six to eight months to try it independently, and fortunately, my first client’s payment covered my expenses, allowing me to grow. Looking back, running my own law firm has been a highly rewarding experience.

    In the early years of my career, I intentionally took on a wide range of work because I believed that diverse experience is key to intellectual and professional growth. I handled litigation matters that law firms often take on selectively, such as winding-up petitions, cheque bounce cases, and white-collar crimes. Law offers no one-size-fits-all path to success; some lawyers excel by specializing in a single area or focusing on one court, while others diversify into areas like litigation, arbitration, and regulatory work in forums such as the NCLT or NCDRC. In my view, the early years should be about embracing any work that comes your way, as these formative years are vital for understanding the nuances of different practice areas.

    One of the key lessons I have learned is that drafting should always follow a structured approach. Whether you are preparing a reply or initiating a case, it is essential to start by understanding the facts of the case, identifying the key issues, and conducting thorough legal research. Only then should you proceed with drafting, ideally in consultation with a senior or mentor. A common mistake among young lawyers is starting with assumptions and drafting without proper research, which often results in errors. Developing a disciplined approach to drafting and research is a skill that pays dividends throughout your career.

    The legal profession demands relentless hard work and dedication. Unlike other fields, there is no concept of a Monday-to-Friday workweek, weekends off, or a casual start to the week. The profession is highly competitive and unforgiving. One of my seniors used to say that law is a “jealous profession.” If you neglect it or treat it as secondary, it will leave you. Success requires consistent effort, particularly in the early years. Moreover, knowledge acquisition is non-negotiable in this field. If a lawyer fails to build a strong foundation of knowledge in the initial years, their career will face significant challenges after seven to ten years. A solid start is critical for long-term stability and growth in the profession.

    Hard work is essential, both in law school and in practice. While some believe law is learned only through practice, I’ve seen that students with strong academic discipline tend to perform better professionally. Law school builds skills like hard work and achieving results, which are crucial in the field. Those who neglect assignments or skip classes often struggle later on. In the early years, you may rely on family support or modest earnings, but without a solid knowledge base and experience, meeting expectations becomes challenging. My advice to young lawyers: embrace learning, build a strong foundation, and dedicate yourself to the profession. There is no greater embarrassment than being unprepared, and no greater satisfaction than mastering your craft and earning the respect of your peers and clients.

    Could you share your experience representing multinational corporations, which have unique legal needs compared to individuals or smaller companies? How have you navigated complex corporate transactions, dispute resolution mechanisms, and international arbitration systems? Given the importance of international law in these areas, how have you incorporated these learnings into your practice, and what advice would you give to learners on the significance of studying international law, especially with emerging technologies in mind?

    In the early 2000s, Indian employees of multinational corporations faced challenges due to the casual approach to bribery and facilitation payments, as the US Foreign Corrupt Practices Act allowed small facilitation fees to expedite routine government actions. However, the introduction of the UK Bribery Act, which banned such payments, marked a shift toward stricter compliance. I’ve witnessed teams being asked to resign due to violations of these laws, often from unintentional actions. Over time, with stronger anti-corruption laws, increased media scrutiny, and corporate training programs, compliance levels have improved. Today, employees understand the importance of following these rules, even if it means losing business, helping create a culture of integrity and reducing issues with non-compliance.

    In terms of litigation, our journey began when we established ourselves as a corporate and commercial law firm in 2004. Initially, our work was centred on corporate transactions, but clients began approaching us with disputes related to their franchise agreements, international contracts, and other business dealings. Since we understood their businesses and agreements, they preferred us over others to handle these disputes. 

    At first, we relied on senior advocates for court appearances, but this approach had limitations, such as difficulties in coordinating with external counsel and a lack of accountability. This led us to take a more hands-on approach, handling many hearings ourselves while engaging while reserving senior counsels only for crucial arguments. This shift improved responsiveness, reduced litigation costs, and built client confidence, with many now trusting us to handle cases independently or to decide when a senior counsel is needed.

    This approach has helped us build trust with our clients by ensuring clear communication, accountability, and adherence to timelines. This level of organisation and transparency, combined with our ability to represent clients directly in court, has been a winning formula. However, success in the legal profession doesn’t follow one path. Some lawyers thrive by specialising, while others succeed by maintaining a broad practice. For us, a mix of client trust, responsiveness, and adaptability has been key to building our practice.

    The legal profession has evolved significantly over the years. How has this change, particularly in terms of ethical implications and AI, impacted legal practice during your decades of experience? Additionally, with the shift towards a more “glocal” mindset, how do you see this influencing the Indian legal profession and its professionals?

    The legal profession has changed a lot over the years, especially with technology, ethical challenges, and AI. In my early days, technology wasn’t as important. Clients would sometimes comment on my youth, which I initially took as a compliment but later realized it was also a sign of their concerns about my experience. Over time, however, the profession embraced technology, especially during the pandemic, which pushed the legal system to adapt to virtual platforms and digital filing systems. Courts, like the Delhi High Court, took the lead in this digital transformation. Today, senior advocates confidently argue complex cases using tablets, with neatly organised digital files. It’s remarkable how the profession has not only adapted to these changes but has also become more environmentally conscious.

    This change extends beyond technology. There has also been a generational shift towards more pragmatic and socially conscious thinking within the legal fraternity. Whether it’s landmark judgments advancing the rights of the LGBTQIA+ community, the decriminalisation of outdated laws, or lawyers taking up environmental and social causes, we are witnessing a progressive evolution in our profession. Many lawyers actively assist the judiciary by initiating public interest litigations, serving as court commissioners, or bringing matters before forums like the National Green Tribunal. This heightened social responsibility is not new—lawyers have historically led battles for freedom and human rights worldwide—but it is heartening to see the Indian legal community continue this tradition with renewed vigour and adaptability.

    The progress of the legal profession in India is commendable, especially considering the complexity of our multi-religious, multicultural society. The legal community has shown an impressive ability to adapt, turning challenges into opportunities. Advancements such as digitally indexed Supreme Court judgments and QR codes on Delhi High Court rulings, while seemingly small, collectively mark a significant transformation in making the profession more efficient, accountable, and responsible. The evolution of India’s legal fraternity, driven by technological adaptation, environmental awareness, and a commitment to social justice, is inspiring and reflects the resilience of the community in upholding core values in a rapidly changing world.

    Given the wide range of portfolios that you manage. How do you see keeping yourself motivated, keeping others around you motivated and keeping the positive environment going as you were talking about?

    I have an intellectual drive within me that pushes me to constantly challenge myself and pursue new opportunities, whether in personal growth, financial decisions, my child’s education, or my legal practice. This mindset has shaped my professional journey, where I’ve continually sought to expand into new practice areas and learn something different. Over time, this curiosity has helped me, and my firm evolve into a multi-faceted legal practice, combining both interdependent and independent areas. For example, clients from the healthcare sector may start with litigation services but eventually need help with regulatory matters like medical device registration or navigating the complexities of drug pricing under the Drug Price Control Order (DPCO). This has allowed us to diversify and grow while developing unique expertise in each area.

    Adaptability has been key to my journey. Early on, I worked in corporate law, handling tasks like drafting resolutions and conducting due diligence. While important, I found these tasks lacked the creativity I wanted. To stay engaged, I started taking on litigation work, eventually branching out into areas like white-collar crimes and insolvency under the IBC. The constant changes in law, like updates to the Companies Act and the introduction of the IBC, kept me learning. Our firm has always embraced new challenges, which has helped us build a diverse and exciting portfolio of work, which has kept our work dynamic and exciting.

    What keeps me going is the constant opportunity to learn. In law, no one can claim to be a master; we’re all lifelong students. I embrace this mindset, viewing every challenge as a chance to grow. This approach has not only shaped my career but also the ethos of our firm. The pursuit of intellectual curiosity and a willingness to adapt have been the foundations of my journey, helping me expand into diverse practice areas and maintain passion for my work. As a student of law, I remain committed to learning and evolving, ensuring my journey is as dynamic as the field itself.

    Get in touch with Alishan Naqvee –

  • “There is no fixed formula and everyone may face their own challenges, however, hard work, perseverance and consistency are some of the key ingredients for everyone to succeed in the legal profession.” – Rohit Jolly, Partner at Hammurabi & Solomon Partners.

    “There is no fixed formula and everyone may face their own challenges, however, hard work, perseverance and consistency are some of the key ingredients for everyone to succeed in the legal profession.” – Rohit Jolly, Partner at Hammurabi & Solomon Partners.

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

    With over a decade of experience across various areas of law, did you always see yourself pursuing a legal career, or were there specific events or influences that led you to choose this profession?

    I grew up in a family of lawyers and therefore, law seemed to be the automatic choice of profession to me from a young age. I was often privy to legal discussions at home, which involved interesting yet complex propositions which too ignited my interest in the field of law. Lastly, at a personal level, I find this profession fulfilling, as it involves helping people navigate difficult and challenging situations.

    Beginning your career as an associate at a law firm, what were some of the formative experiences that shaped your understanding of the law and sparked your interest in the field?

    In law school, we were taught the theoretical foundations of law, but when you enter the profession, you begin to understand how theory translates into real-world legal practice. As an associate at a law firm, I was exposed to the importance and intricacies of drafting and the practice of putting in all your effort for every brief in an attempt to achieve the perfect solution for the client. Law firms also provide you the exposure of working with the big clients and senior counsels on high stake matters right from a young age and teach you the art of dealing with pressure and deadlines. When the stakes are high, you automatically take more responsibility on the brief.

    Personally, apart from gaining the confidence to work under pressure and to meet the harshest deadlines, I learnt the importance of effective communication and attention to detail from the law firms that I worked with. Working closely under such great mentors, Mr. Mahesh Agarwal & Mr. Vijay Sondhi in my formative years and now with Ms. Shweta Bharti has offered invaluable learning opportunities as they provided insight into how they approach cases, their reasoning behind legal strategies, and showed how to think out of the box while navigating through complex legal issues. Their mentorship further ignited a passion for the intellectual rigor of law and gave confidence to tackle complex issues.

    Reflecting on your time as an Independent Litigation Counsel, can you highlight a pivotal learning moment or turning point that significantly influenced your approach to legal practice?

    After working in law firms for almost 9 years, the experience I gained working independently was completely different. Initially, it was quite tough as the nature and type of work that comes to you as in independent counsel is very different from the kind of work you are used to in a law firm. Further, in a law firm, you have a lot of support staff while as an independent counsel, even most of the clerical work is your responsibility. 

    Apart from learning the approach to working on a diverse range of matters, the most pivotal experience I learnt from independent practice was the ability to take complete ownership of the brief from managing client expectations to drafting, filing, getting the matter listed, arguing etc. 

    Coming to the turning point that significantly influenced my approach to legal practice, I learnt that eventually, what matters is the client’s ultimate goal. What we need to work towards is to give the client a practical and feasible solution to its problem, most times, the client is not looking to win a case or set a precedent. Therefore, the art is to achieve the client’s goal and it may not be relevant if you win or lose a case.

    In your representation of clients in the 2G spectrum case and matters related to the Prevention of Money Laundering Act (PMLA), what were the most challenging aspects, and how did you navigate those challenges?

    These cases involve complex legal issues that can be very challenging for any legal professional. These cases require an understanding of both substantive law and procedural nuances, as well as the ability to navigate intricate factual situations and government policies. Further, the intense public scrutiny in the 2G spectrum case created additional pressure on the lawyers. Hence, maintaining a clear communication with clients and stakeholders about the legal strategy, while also working closely with senior counsels to ensure these cases are handled effectively was a challenging task. Therefore, these cases reinforced the importance of attention to detail, strategic thinking, and a multidisciplinary approach to legal practice.

    What are the key legal obstacles that real estate companies face in consumer disputes, and how do you manage litigation across various forums such as the NCDRC and RERA?

    The Indian real estate sector operates within an intricate regulatory landscape that is fraught with inherent difficulties and delays. As seen first-hand, many times frivolous complaints are filed by such unscrupulous persons who are cognizant of these difficulties and delays and exploit them by alleging deficiencies in service, often citing delay in delivery of possession to exert undue pressure on developers and compel them to grant concessions or monetary compensation. As such, vindicating developers by demonstrating how delay in delivery of possession was beyond the control of the developer becomes the key obstacle. 

    To manage the litigation across diverse forums, the use of proper planning, proper use of technology, case management, and data storage play an important role. I have mentored my team to ensure that they possess the requisite skills to effectively represent clients before different forums and actively encourage my associates to appear in proceedings. Finally, I also try to formulize a proactive plan by maintaining daily and weekly schedules for task prioritization and time allocation for all court appearances so that the work is streamlined.

    In your current role, could you elaborate on your involvement in advising a multinational technology company on the implementation of data privacy laws within its Indian entities? What were the primary legal challenges in ensuring compliance with India’s data privacy regulations, particularly the Personal Data Protection Bill (PDPB)?

    The Digital Personal Data Protection Act, 2023 has cross-sectoral applicability and enjoys primacy over sectoral regulations in the event of any conflict. As such, to advise the company it was vital to identify whether the different types of data processed by the company qualify as “digital personal data” under the Act, the internal flow of such data within the company, and evaluate the data storage technology used by the company in order to design consent mechanisms, data principal right mechanisms, data breach mechanisms, and define data retention periods for different categories of data. 

    A significant challenge encountered during this engagement revolved around the provisions governing cross-border data transfers. As a multinational technology company, the seamless flow of data across international borders is critical for service delivery. Restrictions or prior approvals imposed on data transfers to specific jurisdictions can significantly impede operational efficiency. Furthermore, drafting a unified compliance framework that harmonizes the Act with international regulations such as the GDPR presented a considerable challenge, since varying data processing and security standards across jurisdictions can create conflicts and necessitate careful management to avoid non-compliance. 

    High-stakes cases must be incredibly demanding. How do you maintain a work-life balance, especially during intense periods of work and tight deadlines?

    As a lawyer, there cannot be a straightforward answer to this. This profession is very challenging, where you must burn the midnight oil and work on most of your weekends and sometimes you will feel there is no work-life balance. However, the key to managing this is setting clear priorities—both in terms of work tasks and personal time. I try and evaluate tasks based on urgency and importance, making sure I allocate time for essential activities while also recognizing when to delegate certain responsibilities. Secondly, effective collaboration with my team allows me to focus on high-priority tasks while ensuring that the workload is evenly distributed. Lastly, to maintain my mental sanity and make sure there is no burnout, I try and travel even if it is for a weekend to refuel and reenergize myself.

    What advice would you offer to young lawyers aiming to specialize in dispute resolution, particularly in areas like white-collar crime, commercial, and real estate disputes? Additionally, what resources do you rely on to stay informed about emerging legal trends?

    First of all, I still think I am a young lawyer. Having said that, I would strongly advise my younger colleagues to master legal research databases, practice drafting pleadings with precision and clarity, cultivate excellent communication and interpersonal skills, understand the intersection of law with finance and accounting since it is crucial for complex commercial disputes such as white-collar crimes, observe seasoned litigators in court to learn from their strategies and courtroom demeanour, participate in conferences and seminars to network with other professionals, and cultivate a strong work ethic to manage multiple tasks effectively.  There is no fixed formula and everyone may face their own challenges, however, hard work, perseverance and consistency are some of the key ingredients for everyone to succeed in this profession. 

    In order to stay informed about emerging legal trends, I rely on legal journals, real estate journals, corporate magazines, online news portals, and participate in continued legal education programs by professional organizations where I have memberships. 

    Get in touch with Rohit Jolly –