You have built a distinguished career as a Financial Crimes & Corporate Governance Lawyer. What initially drew you to this specialisation, and how did your academic background shape the perspective you bring to your practice today?
I grew up around conversations on business and decision-making, so questions of accountability and systems were never abstract for me; they were part of daily life. That naturally drew me toward financial crimes and governance, because I could see how one weak link could impact an entire organization. My academic journey from JGLS to experiences at LSE and Augsburg University gave me the global perspective I needed. It taught me to look at compliance and governance not just as rules to follow, but as tools to build trust and resilience. That mix of early exposure and academic grounding still defines the way I practice today.
In your experience across developed and emerging markets, what are the most striking differences in investigative and compliance strategies? Which international best practices could be effectively localised for India’s evolving landscape?
I would challenge the notion that the differences in compliance approaches lie solely between developed and emerging markets. In my experience, the real distinction is not geographical; it stems from the ethics, priorities, and compliance mindset of an organisation’s leadership. When leadership is genuinely committed to integrity and transparency, even jurisdictions with evolving regulations can foster proactive and effective compliance. Conversely, where leadership is indifferent or evasive, even the most advanced regulatory systems can be rendered ineffective.
That said, India can certainly benefit from selectively adopting global best practices, such as strengthening internal controls, conducting sharper and more independent compliance audits, and leveraging technology-driven tools for real-time monitoring. However, these mechanisms only achieve their purpose when reinforced by strong leadership and a well-equipped legal and compliance ecosystem that recognizes compliance not merely as a shield against penalties, but as a foundation for building sustainable trust.
Looking toward the next decade, how do you envision the fusion of technology, governance, and cross-border regulation reshaping compliance practice, especially with the rise of AI and digital investigation tools?
AI is certainly going to play an important role in compliance and investigations, but I don’t see it as something that will completely take over. The human element, the judgment, experience, and ethical grounding that specialists in this field bring, remains irreplaceable. Complex financial crime matters often involve nuance, intent, and context that no algorithm can yet fully grasp. It will take AI time to reach that stage.
That said, I view AI as an additional strength in the lawyer’s toolkit. It can help sift through vast volumes of data, spot unusual patterns, and accelerate processes that once took weeks. But at the end of the day, AI is a supporting hand, not the lead investigator. The control, the strategy, and the interpretation still rest with the human professional.
Right now, there is a tendency to overstate AI’s capabilities, almost treating it as magic. But in reality, it is just another tool, powerful, yes, but still a tool. I compare it to how Microsoft Office transformed law practice in the 1990s. Back then, it didn’t replace lawyers, but it fundamentally changed how we worked and made us more efficient. I believe AI will do the same; it will make us sharper and faster, but it won’t replace the human expertise at the core of the legal practice.
The surge in online fraud, cyber-enabled financial crimes, and digital payment scams has created new challenges for regulators, corporates, and law enforcement alike. From your perspective, what gaps still exist in India’s current framework to address these threats, and how can legal practitioners play a proactive role in combating them?
Online fraud is one of the fastest-growing risks, not just for individuals but for corporates and financial institutions. The sheer speed and cross-border nature of these crimes often outpaces traditional investigative and regulatory tools. While India has made strides with measures like the RBI’s fraud monitoring systems and the CERT-In framework, the ecosystem still faces gaps in coordination, reporting, and accountability.
One of the biggest gaps is siloed response—banks, fintechs, law enforcement, and regulators often act reactively and in isolation. A more integrated framework, with real-time intelligence sharing, is urgently needed. Another issue is underreporting; many organisations hesitate to disclose fraud incidents out of fear of reputational damage, which only perpetuates vulnerabilities.
Lawyers in white-collar practice can contribute significantly here: by advising corporates on robust fraud-prevention policies, ensuring compliance with reporting obligations, and guiding internal investigations that meet both legal and regulatory standards. Beyond that, we can help bridge the gap between technology and law—working with forensic experts, fintech players, and regulators to shape practical frameworks that keep pace with evolving digital threats.
As an established lawyer in governance, investigations, and white-collar matters, how do you mentor the next generation? What skills or tools do you recommend for them to thrive in today’s rapidly shifting regulatory and technological terrain?
Mentorship, to me, is first and foremost about giving young lawyers the confidence to keep going and ensuring they don’t give up when the work feels overwhelming. This is a demanding field, and in the early years, it’s easy to doubt yourself. Sometimes the best role a mentor can play is simply to reassure them that discipline, consistency, and patience will carry them through.
Beyond that, I see mentorship as preparing young lawyers not just for today’s challenges but for tomorrow’s uncertainties. I encourage them to cultivate adaptability, strategic thinking, and clear communication, because in white-collar practice, clients look to you as a trusted advisor, not just a lawyer. I also urge them to embrace technology – mastering data analytics, digital forensics, and regulatory tech platforms is no longer optional.
Most importantly, I remind them that tools and trends will keep changing, but ethics, resilience, and statutory grounding never go out of fashion. Regulatory landscapes will shift, but if you stay curious, disciplined, and grounded in the law, you’ll be equipped to thrive at the intersection of law, business, and technology.
Finally, what is your long-term vision for your practice as a Financial Crimes & Corporate Governance Lawyer? And how do you manage the demands and pressures of such an intense field while maintaining personal well-being?
For me, discipline always tops the list. Without discipline, nothing else really sustains. Over time, discipline creates habits, and those habits make it easier to do the workday in and day out. In the early stages of your career, when you’re putting in long hours and truly immersing yourself, that consistency shapes you into a stronger professional. It’s like practice in any field—the more you repeat, the sharper you get.
I also believe the right mindset matters just as much. Keeping the outlook of a leader, taking ownership, thinking ahead, and combining it with the endurance of an athlete helps you enjoy the journey rather than just endure it. This is not an easy profession, but when you bring discipline, habits, leadership, and endurance together, the work becomes something you grow with, not something you burn out from. That’s what keeps me motivated and makes the practice rewarding.
From Head Girl at Modern School Vasant Vihar to an Associate at A&O Shearman in London how do you reflect on your journey?
Looking back, it hasn’t exactly been a straight line, but I don’t think I’d change anything. Being Head Girl at my high school was probably my first experience juggling twenty things at once – academics, debates, sports, painting, dancing, leadership (and occasionally trying to stop people, including my notorious best friend, from bunking classes). I loved being involved in everything, which has sort of stayed with me.
In my final year, apart from juggling the many responsibilities that came with being the Head Girl, I was also a national-level runner and represented the state in competitions across the country. At the time, I remember wanting to take it up professionally and hoped to be the next PT Usha, so I dedicated most of my time to training. I also won a sports scholarship.
When the board results came, I didn’t hit the 95% mark that’s so often treated as the golden ticket. At the time, I thought that meant I’d missed out. But because of all of my achievements, I got admission to Lady Shri Ram College to study Philosophy which turned out to be exactly what I needed. I didn’t know it then, but Philosophy shaped the way I think: it made me comfortable with ambiguity, taught me how to structure arguments, and to ask “why” until something actually made sense. I loved it a lot, and ended up being among the top scorers in the University. It also turned out to be very good prep for a future degree and career in law.
After law school at Delhi University, I clerked for Justice A.K. Sikri at the Supreme Court. I then went on to Cambridge for my LLM, and from there joined Cyril Amarchand Mangaldas, where I worked in hardcore litigation and both international and domestic arbitration. Later, I moved to London first at a U.S. firm focusing on international arbitration, and now with A&O Shearman, where I’ve been part of the Litigation and Investigations team. I’m currently on secondment with the firm’s Regulation & Conduct team, which has given me a very different (but equally valuable) perspective on how institutions think about risk, regulation, and conduct.
It’s been a mix of the unexpected and the intentional but somehow, it’s all added up.
You took on a fairly serious internship while still a student. What made you do that, and what did you take away from it?
During my first year of college, I interned with Justice Anup Bhambhani, who was then a senior advocate practicing at the Delhi High Court and Supreme Court. It was a long-term internship that I somehow balanced alongside lectures and college life but I really wanted to get stuck in early.
It was an eye-opener. I was exposed to serious matters criminal, commercial, and constitutional that eventually reached the highest courts in the country. I did a lot of research and drafting work and got to see legal strategy taking shape in real time. He was the best first mentor anyone could ask for, generous with his time, exacting in the best way, and genuinely invested. They say if your first boss is a good boss, you’re lucky I definitely was.
That experience grounded me early. It helped me see law not just as a subject but as something real, dynamic, and impactful. I think it also gave me the confidence to keep pushing for more, even when things felt intimidating.
And then a clerkship at the Supreme Court with Justice Sikri right after law school, which was your first step into the full time professional legal world. What was that like?
The transition from law school to the Supreme Court was like being dropped straight into the deep end – but in the best way. As a clerk to Justice Sikri, I had a front-row seat to some of the most important legal debates in the country. What struck me most was the sheer discipline and clarity with which he approached even the most complex matters. Every footnote, every comma, had to have a reason.
He was also incredibly open to ideas. I was fresh out of law school, but he always made space for me to question things, to offer my own perspective, and to learn by doing. It taught me the value of precision, yes but also how to look beyond the black letter of the law to the human impact of legal reasoning. That lesson has stuck with me far beyond the court, and I’ll always be grateful to him for cementing my love for the law.
You pursued an LLM at Cambridge right after. What drove that decision, and what was it like?
After the intensity of the clerkship, I wanted to step back and immerse myself in deeper academic thinking. Cambridge had always been something of a dream. I applied, not expecting much, and was genuinely shocked when I got in and that too with scholarships from the Cambridge Trust and the Pratibha M. Singh Foundation.
My time there was everything I hoped for – demanding, inspiring, and also very grounding. I studied international law, information law, advanced private law alongside peers from all over the world. We’d debate the ICC’s latest decisions in the morning, spend afternoons trying (and failing) to punt without falling into the Cam, and evenings at formal dinners where I’d shamelessly sneak in a bottle of Tabasco. It was serious learning with a light touch, and it pushed me to see law in a much more global and comparative way.
After Cambridge, you returned to India and joined Cyril Amarchand Mangaldas (CAM). What was that experience like?
CAM was where I properly learned how to be a litigator. I joined the disputes team and was in court or before a tribunal pretty much constantly arguing, drafting, thinking on my feet. It was full throttle, but I loved it. There’s something about being in the thick of it – scrambling to prepare for a hearing at midnight, getting cross-examination notes ready under pressure – that really forces you to trust your instincts.
I had incredible mentors during that time. Raunak, the partner in the team, was great and generous with his time, and my brother-in-law Aditya – also a lawyer, and at the firm then – was (and still is) someone I lean on for ideas, prep, and perspective. The exposure to substantive matters early on really gave me the confidence to speak up, take ownership, and grow quickly.
You then moved into international arbitration at a U.S. firm in London. What was the shift like?
It was a big transition – procedurally, stylistically, culturally. The focus there was on large-scale international arbitration, so the pace was still fast, but the rhythm was different. Less shouting in courtrooms, more strategic planning in very long Zoom calls.
What I really appreciated was the collaborative nature of cross-border work. You’re often balancing legal regimes, time zones, and business interests at once. I worked closely on issues tied to enforcement risk, and it gave me a clearer sense of how legal exposure often begins long before any formal dispute arises. That experience planted the seed for what’s now a strong interest in how businesses are regulated, the many risks involved, how to mitigate those risks, and when things go south – how best to serve your clients. It also showed me how lawyers can play a proactive role in every stage of that process.
What have you worked on at A&O Shearman, and what are you doing now in your secondment?
At A&O Shearman, I joined the Litigation and Investigations team, where I’ve worked on a range of matters: commercial litigation, internal investigations, and regulatory enforcement issues. Several of those matters touched directly on financial crime, fraud, and misconduct, and I found myself increasingly drawn to the investigative and regulatory angles of our work.
That interest is what led me to take up a secondment with the firm’s Regulation & Conduct team which is part of the risk and compliance function. The role is very strategy-focused – I help assess how emerging regulatory developments might impact the business and its clients, contribute to internal compliance frameworks, and think through conduct from both a legal and cultural lens.
It’s been fascinating to sit at the intersection of law, risk, and policy, and to understand how large institutions manage internal controls, reporting obligations, and reputational exposure. The secondment has also deepened my interest in working with legal systems that are evolving to meet increasingly complex financial, financial crime, regulatory and technological risks. Its given me a much clearer sense of how clients experience and navigate legal risk internally and I am looking forward to bringing that perspective into my disputes, investigations and regulatory practice, where I can apply it with sharper insight and impact.
Outside law, when you were in India you co-founded a teaching academy. Can you tell us about that?
Yes – this is something very close to my heart. My grandmother is a retired schoolteacher who wanted to keep teaching. So, we started small: just a borrowed desk in a neighbourhood temple, a few local kids, and a lot of chalk dust.
It grew faster than we expected. Over the years, we’ve taught more than 1,000 students, all from families who couldn’t otherwise afford extra help. We now have a proper space, a volunteer teaching team, and a small but thriving community.
Even now, from London, I stay involved however I can, mentoring, supporting the team, and helping raise funds. It’s a constant reminder that education doesn’t need to be fancy to be powerful. It just needs to be consistent, kind, and rooted in belief.
Your journey cuts across court work and litigation, arbitration, investigations, and regulatory compliance. What connects it all?
The through-line, I think, is clarity. Whether I’m helping a client frame a case, analysing documents related to an investigation, or advising on conduct risks – it’s about unpacking complexity and making it manageable.
I’ve always been drawn to roles where law intersects with regulation and reputation, especially in high-stakes or high-impact contexts. The kind of work where one wrong move has real consequences, whether it’s a financial crime allegation or a governance failure. That’s what excites me where investigations, compliance, and tech-driven legal thinking all meet. It’s an area I’d love to keep building in.
And finally, what advice would you give to someone starting out, especially if they feel they’re not on the “perfect” path?
I’d say – forget perfect. It doesn’t exist. When I didn’t get the course I thought I wanted in undergrad, I felt like I’d already fallen behind. But that so-called “detour” changed everything. So be open. Your path doesn’t have to look like anyone else’s.
Ask for help. I’ve learned so much just by reaching out to people who were one or two steps ahead of me. And when you’re in a position to, pay that forward.
Also: keep perspective. Law can be intense, and it will stretch you – but it’s also a long game. Take the work seriously, but don’t let it swallow the rest of your life. Keep reading, travelling, painting, running, resting – whatever makes you feel like a person. That part of you will make you a better lawyer, and a much better colleague!
And finally, keep saying yes. Even when it is daunting, even when you feel unprepared, put your hand up. Some of the most defining parts of my journey came from saying yes to opportunities I wasn’t sure I was ready for. That’s how I stumbled into Philosophy first and later into areas of law I never expected to love, commercial disputes, regulatory work, investigations, financial crime and the influence of technology in law, these have shaped the way I think today. So take the chance. Sometimes the things you grow to love and the strengths you didn’t know you had are waiting just on the other side of that first ‘yes’.
How and when did you decide to become a lawyer and specialize in fraud detection, especially because this is something that influences almost all the communities, be it corporate, private, or public? It depends on which sector you are from.
So my Baba moved here from India in the 1960s over to England. And so I was born and raised here. So I grew up with British and American television. And I grew up watching a lot of television in the 1980s, so, you know, I’m 48 years old now. And during that time, there were some films which were starting then, the Indiana Jones series of films, which was Harrison Ford. And there was an American investigation kind of program called Magnum P.I. with an actor called Tom Selleck. And I was really fascinated with history, with Indiana Jones, and unraveling what the truth of history was, what the true state of affairs was, and learning from things that have happened. To try and piece together a jigsaw of a picture of what really has happened and investigation. So I started to get intrigued about just digging into things, looking into history, looking into working out what’s really going on. And at the same time, there were a few legal dramas coming around and again, US programs, a few UK programs. And that just drove my interest. I have no other lawyers in the family. My Baba was an engineer, and my sister’s an accountant. And there were no lawyers in our family. And I just took an interest in it. I gradually found the opportunity to study law, and right after I qualified, I got interested in some of the criminal side, some of the commercial contract side. And I always liked the idea of working out where there’s been wrongdoing in the workplace and wrongdoing to an individual or to a community and saying, right, how do we solve that? And how do we fix it? And it comes from watching programs like that in the 1980s.
So, sir, we can call you the first-generation lawyer who has made a big name for himself. Way back in 2016, you parted ways with a large international law firm and decided to start your own law firm, Tenet. You have also won recognition for actually disrupting how law firms operate because what I have learned about Tenet is it operates without financial targets, billable hours, or office presentisms. How has this impacted the teams that have joined you, the way the client relationships have been built, and how you have made a whole name for yourself and the firm?
Yeah, it’s interesting. I mean, if I go back to what took me to making those decisions, it was quite simple. So I worked at a large firm called DWF, an international firm, as you mentioned, and I was a partner there and I dealt with the civil fraud disputes and investigations team. That was my role. And I had a really nice time there. They are really wonderful companies to work for, a wonderful law firm to work for. And my boss who I worked for was really supportive, but at the time for me, I left because of burnout issues. My children were young, and work was quite demanding, my Baba was quite ill, in and out of hospital. And I wanted to just have more time to myself, to really manage the family issues more than anything. But I thought I’d been working in this area of law since about 2006, 2007. So by that time, 10 years, I thought I’d go and be a consultant and I set up Tenet to deliver consultancy services, but work quickly found me and I needed lawyers to join. And my wife, who’s not a lawyer, she’s a pharmacist, she said there are lots of women who’ve had children with their families. And they have left their place at work. Lawyers have left their place, but they can’t go back to work part time. And so a couple of my former colleagues were in that situation, and I contacted them about whether they could give me some support and just some extra hours to help me as work started to develop in the practice. And this was all in 2016. I started it in March of 2016. And I realized a few things quite early on. I had probably a chip on both shoulders that I didn’t think you could get the best out of people by driving them towards numbers and taking them away from thinking about the solution of their clients. And I also didn’t think you need to be seeing people in the office or always watching people to know that they were working. We’ve all grown up to be responsible adults. We’ve all invested many hours in our careers to get to a certain point. If we want to do well in our careers, that requires self-discipline. It doesn’t require someone telling you what to do. So I developed the concept around let’s have a firm without targets, without presenteeism. So it’s a traditional litigation law firm. We’ll have billable hours, financial targets, before COVID everyone would be in the office. Our business as usual was to come to the office if you need to, work where you want to, work when you need to, around the client’s demands. But just get the work done. Let’s not worry about the numbers. And what we did was we built a model, which was broadly people first, then the product, and then the profit. And what that means is, if we get the best for our people, ahead of our clients, and create an environment where they’re not distracted. The only focus they have is the solution for the clients. They’re not distracted by, have I made my numbers this week, this month, today. They’re only focused on sorting out the solution. They’re not driven by getting profit out of a client. So they focus on the product and you get the product right. The amazing thing that happens is people recommend you and refer you. So we developed that model of no targets because it gave the best chance for, I guess, creating the art of what’s possible for a client. If we just focus on sorting out that issue for a client, anything is possible. If we start to think about ourselves as part of that journey for a client, it’s a distraction. So my job here is to make the best environment for people, so they can get the best for the clients. And then hopefully life takes care of itself. And we make enough money along the way to be safe and everyone’s secure. Culturally it’s been really fascinating because lawyers are institutionalized in most of the law firms. You probably have experienced it where you think you’ll have lawyers who have a certain number of hours done in a month and then they’ll be asked by their management, what’s your recovery plan? You are behind track. And so what could that lead to? It could lead to bad behaviors. Do you spend more time on work than you need to? I’m not saying that happens, but it’s a risk. Do you hold on to work? Because you need to make up the hours, but that work is getting delayed if it was put in the hands of a colleague. So the client could have their work done quicker if you just passed it over. Well, if you’ve got a target and you hold on to it yourself, you delay the work product for the client. So there are lots of lateral benefits, but for the people themselves, it meant they could just be trusted to get on with their job. And we all just want to be lawyers, don’t we? We just want to be lawyers. And so it just allows people to be lawyers. Yeah, I guess that’s broadly how we’ve done it.
Sir, keeping all that in mind, you already have built a name for yourself, but in a very specialized field of fraud, and especially the fraud cases, they involve sophisticated scheming and all those processes. With the rise of the digital space, with the rise of crypto and everything, how have you seen fraud evolve in the cyberspace and what kind of investigations or cautions have you suggested your clients, especially the ones who are HNIs or who are in fintech or who are SMEs and nowadays startups as well?
So, I mean, we have to go a step back when we think about fraud because one person’s definition of fraud is not the same as somebody else’s. And when you think about cyber, people talk about cybercrime and cyber fraud or cryptocurrency fraud, where there’s not legitimate cryptocurrency, but ultimately cyber or digital age. Or digital mechanisms for committing fraud are just that—they’re just the mechanism for committing the fraud. It’s not the fraud itself. The fraud isn’t cyber, the fraud isn’t crypto, it’s the mechanism used. So the first thing is going back to what is fraud. For some people, fraud is very black and white. It’s misappropriation, it’s diverting assets, it’s breaching duties. For others, it can be more subtle. So, for example, you could have a very simple scenario that you’re in a restaurant with your family or friends, and at the end of the evening, an employee at that restaurant brings out the bill. And if they bring out the bill, and then you notice on that bill that they’ve forgotten to charge you for a drink or some food. And I ask people in training sessions. How many people would own up and would confess that they’ve been undercharged? And typically about 30 percent of people will say they would own up in the restaurant. And then I ask people, look, you know, just this definition of fraud, if your employer overpaid you and it was obviously a mistake, like the restaurant, how many of you would own up? And everybody owns up. And then you have to delve into why, and people don’t realize that taking money from your employer when they’ve overpaid you by mistake or taking the benefit of the restaurant food when they’ve undercharged you are both the same species of fraud. It’s called unjust enrichment, but they’re both fraudulent events, but people’s interpretation of fraud may be in one instance with the employer, but not with the restaurant. So your first concept is understanding, you know, fraud is about interpretation. And then that’s something that has to be a constant in your mind as a lawyer dealing with fraud is how people interpret that because as we’ve moved to this digital age, as you talked about, We are driving all our communications and we’re driving all of our purchases, acquisitions, investments, thought processes around how to utilize our money online, and how we engage with people, how people sell things to us, or how people invite us to invest. It comes down to our interpretation of fraud. What is that area of gray? If someone is optimistic about selling you an investment product, that crypto will get you a certain level of returns. Are they being fraudulent or are they being optimistic in telling you something to invite you to invest? So you have to think about how you interpret fraud? Because from the recipient’s point of view, you have to really be quite clear, the communications you want digitally. What you’re told digitally before you make a decision. Crypto space and cyberspace is really interesting. So in the digital world, now we’re in the situation were certainly around banking and fintechs, all our transactions are online. So in the UK, we have payment services, firms, fintechs, main retail banks. And there is new law that came in in October of last year, 2024, which makes it almost compulsory for banks to refund domestic transaction victims of fraud, if they’ve been tricked into making a transfer. And that law will probably spread as an idea around other Commonwealth countries in time. But we’re driven to do everything online. We’re accustomed to doing everything online in this digital age. And we don’t have enough digital literacy, certainly for the elder generation. And the younger generation think too quickly because they have too much digital access. So they don’t have time to stand back and think, is this behavior consistent? Am I being tricked? Is this too good to be true? So let’s take cyber. You mentioned cyber and I’m sorry, I’m giving quite long answers, but I’m trying to pick up all the points you raised. In the UK, there are three, sorry, crypto. There are three types of cryptocurrency you can think about and being duped on or being defrauded on in the UK. The first level is unlikely to be tricked. That’s where you’ve got a provider, a cryptocurrency exchange platform that is regulated by the Financial Conduct Authority in the UK for money laundering purposes. They are a legitimate enterprise engaging in selling and purchasing cryptocurrency. You are likely to be safe in their hands. The only risk is the fluctuation of the market. Then you have those cryptocurrency exchanges, which are in other countries. They are legitimate in that they are exchanges, but they are not regulated. So it’s slightly more loose and it’s very hard to recover from overseas. And then you have those, which are just smoke and dust. Those criminals that create the impression through very good digital tools that they have a platform for you to invest in. But the platform doesn’t exist. It’s all smoke and dust. It’s all fresh air, and your money is gone. And with any fraud situation, be it in procurement, be it with employees, be it with investments, be it with cryptocurrency, unless you educate yourself about what you’re about to invest in or the party you’re about to contract with, and really understand it yourself and verify independently, you’re having more fraud. And that’s the problem. The digital is the biggest enabler of fraud now, because it is so good at imitating legitimate organizations and people and transactions. And we are as humans, we’re short of time now, we’re all time poor. So we make transactions quicker without thinking, you put those two together, and you’ve got more friction and more risk. So for us, there’s a lot to unravel every time we get an investigation because there are
so many moving parts. You have to check what’s real and what isn’t, and the growing number of fraudsters playing with these new technologies, it’s harder and harder to prevent. As a business, as a law firm, we are constantly looking out for those kinds of things. For instance, we work with financial institutions, and it’s really important for us to make sure we understand everything behind what’s happening, everything behind the platform, everything behind the person and always verifying every step of the way. That’s how we go about it.
At Tenet, you specialize in this particular niche area. Let’s say, we would like to understand if new entrants are interested in this field and how they might navigate their way into the fraud and investigations space. Since you have mastered this area, how would you suggest they move forward, perhaps with a checklist? This could benefit learners, especially in India, who may be looking to qualify for SQ exams and practice in the UK. Is it possible for Indian lawyers to work in this field in the UK, or is there another path they can take to learn and practice there? Yes, on both counts. So, to anyone interested in fraud, I always say it’s important to build a foundation. Whatever you do in life, it should be something that interests you. It could be fraud, sports, or any subject at all. Once you have found something you are passionate about, you need to invest in yourself. This means dedicating time to learn and surround yourself with people involved in that subject.
In the UK, fraud is not just limited to law. There’s a whole financial crime compliance and counter-fraud community across the UK, Europe, Asia, the US, and Africa, dealing with various aspects of financial crime—illicit funds, wildlife trafficking, people trafficking, money laundering, and fraud investigations. This is the ecosystem I love and work in.
When I started showing an interest in this subject in 2006 or 2007, I joined a charity called the Fraud Advisory Panel in England. Anyone worldwide can become a member of this charity. It works to promote best practices for countering and combating fraud and financial crime. There are other organizations like the London Fraud Forum, the Midlands Fraud Forum, and more, but the Fraud Advisory Panel is where I focused my attention.
By becoming a member, I learned about events in the industry, which could be anywhere in India, Asia, or wherever. This allowed me to connect with people who were passionate about fraud. I volunteered countless hours and met senior people from the big four accountancy firms, PwC, and law enforcement. They began trusting me with cases, and that helped me build my career.
So, for anyone entering this field, I recommend joining charity organizations, volunteering, and surrounding yourself with people who have experience in fraud. In the UK, there are many firms that specialize in fraud, and even as a foreign-qualified lawyer, there are opportunities here. Fraud has existed for centuries and will continue to do so, requiring people who are dedicated to unraveling it.
I’d like to ask about your role as a trustee director for the Fraud Advisory Panel, and how public awareness plays a role in combating fraud. You also frequently speak in the media, so what impact do awareness programs have, particularly in your area of work?
Education plays a crucial role in combating fraud. Much like road safety, if we understand the risks and threats, we can be prepared. Awareness about fraud helps people recognize potential risks and avoid falling victim.
I’ve been involved in media campaigns about fraud for years. One such campaign started in 2016, advocating for a law that requires UK banks to refund customers tricked into making transactions to fraudsters. After eight years of media engagement, the law was introduced in 2024. This law was necessary because, years ago, people didn’t think fraud would happen to them. Now, fraud and cybercrime account for 38% of all crime in the UK, though only 1% of the policing budget is allocated to economic crime.
Raising awareness is critical because people tend to think fraud won’t affect them. If we can educate the public, businesses, and government bodies about fraud risks, we can help mitigate the harm. In India, for instance, fraud awareness is still in its early stages, especially when it comes to cybercrimes. It’s an ongoing challenge everywhere, but awareness is the key to fighting it.
Unfortunately, fraud is still under-discussed in India. People may have heard of cybercrimes, but awareness has not fully caught on. This conversation itself is vital for combating the issue. Moving on, you studied law at King’s College, London. How did your college experience shape your thoughts on awareness and your approach to building a community through your work?
King’s College London was a privilege. I wish I had worked harder, but it definitely shaped my understanding of the law. Before law school, I thought law might be dry, but I soon realized it’s about interpretation and human behavior. At King’s, I found that law is not just about rules but understanding the actions behind those rules.
Criminology and tort law were key subjects that sparked my interest in fraud. It was here that I learned how criminal behavior can influence business conduct, particularly in fraud investigations. The diverse international student body at King’s also showed me how law transcends borders, which shaped my global perspective on legal practice.
After qualifying in 2002, I spent 14 years in private practice before founding Tenet. For me, specializing in one area was important, so I chose fraud and financial crime. I decided to focus exclusively on fraud investigations, disputes, and compliance, helping individuals and businesses resolve issues stemming from dishonesty.
Our firm, Tenet Compliance & Litigation, isn’t huge—only 11 people—but we’re highly focused. We’re recognized for our expertise in fraud and financial crime, which is why we win most of our work through recommendations. We make it relatable to clients, focusing on their concerns rather than just the financial aspect.
Cultural aspects certainly influence change, and it’s clear your diverse college experience helped shape your perspective. Sir, outside of work, you are also a guitarist and into fitness. How do you balance these hobbies with your work, and how do you encourage your colleagues to do the same?
Well-being is crucial. It’s not always easy to balance work and personal life, but I encourage my team to have hobbies and time for themselves. We have a “family first” policy, meaning if something comes up for family, you take care of it. I believe in making time for family, especially during the years when children are young.
For me, fitness is a priority. I exercise three or four times a week, and I know that staying healthy improves my performance at work and at home. While I may not always have time to play the guitar or exercise as much as I’d like, I believe it’s important to have hobbies outside of work.
I encourage my team to do the same. If you want your people to perform at their best, they need to have time for themselves. It’s hard to find that time, but it’s essential. We work to live, not live to work. It’s a reminder to experience life, see new places, enjoy theater or movies with friends, and take moments to appreciate life outside work.
In the end, if you’re not living your life, work will lose its meaning. The balance between work and personal life is key to both professional and personal growth.
Sir, Please tell us about your role as the co-head of the International Dispute Resolution & Investigations Practice at Nishith Desai Associates? What are your main responsibilities and areas of expertise within the firm?
Thank you for reaching out. As co-head of the practice, I keep one eye on the development of the practice itself, which should always be aligned with the mission and vision of the firm, and the other eye on the day to day execution of client matters. This includes matters pertaining to cross-border disputes, internal investigations and, of late, matters pertaining to ESG advisory, especially in the domain of governance.
As a firm of the future, we pride ourselves on identifying industries and practice areas where we feel issues on the planet as well as other countries intersect with India. The logic is that any new technology developed will have an intersect with law, the regulatory system and the tax system of India and consequently, we like to foresee the impact of such new technologies in India well ahead of time. This requires significant amount of time and effort being invested in researching how the introduction of these new technologies will intersect with the laws of India.
You have extensive experience in handling complex matters, including Indian and international arbitrations. Could you share a notable case or challenge you faced and how you approached it to achieve your clients’ goals?
There are many such instances but the one case I think that stands out is where we, interestingly enough, advised the client NOT to file proceedings in India. We were advising a minority shareholder in a global business where a large portion of the business was generated in India, but the structure made it virtually impossible to initiate any proceedings in India.
Consequently, we thought out of the box and developed a strategy to ensure that our client could prosecute proceedings initiated by him in various other jurisdictions globally using data obtained from the Indian entity i.e. from the board as well as shareholder level.
The stakes were large enough to warrant a strategy that required patience and perseverance to play out, all without filing a single legal proceeding in India. Having said that, we were definitely doing global litigation management and working with the client’s legal team in various other jurisdictions to ensure that the commercial objectives were met. This case once again reminded us that today’s world is so small that what happens in one corner will have ramifications all over the place.
In addition to arbitration, you have advised on corporate and commercial laws, civil and constitutional matters, and criminal offenses. How do you approach these diverse areas of law and ensure that your legal strategies align with your clients’ business goals?
In the world of dispute resolution, it is important to understand that arbitration is merely the process undertaken. But in addition to the commercial dispute that is on top, there may be underlying issues that may have implications under corporate law, criminal law or even constitutional law. You will have to know and apply these laws to the case at hand and see how best to further the commercial interests of the client.
It is also important to spend enough time, listen to the client and understand how the dispute arose in the first place. Of late, we are seeing enough situations where initiating legal proceedings may not even be required. A formal mediation process is enough to help the warring parties bridge the gap. In most cases, a tempered and balanced approach may well suffice. In such cases, handling the client is even more critical. They should always know and be on board with the strategy that you are deploying.
Investigations involving issues such as internal fraud, anti-corruption, anti-bribery, and data privacy are also part of your expertise. Can you share an example of an investigation you conducted and the potential ramifications it had under the FCPA or UKBA?
The awareness about internal investigations in India has grown tremendously and it is good to see India Inc. developing policies and handling whistle-blower complainants in the right spirit. Having said that, we are all clear that there is still a long way to go. Investigations are generally of two kinds. The first kind pertains to employee related infractions where it is more of a fact-finding enquiry and the consequent issues that arise. The second kind of investigation is one where the issues have regulatory implications.
Laws such as the FCPA and the UKBA have extra territorial applicability and this means that an Indian subsidiary of a company incorporated in such a jurisdiction may well find itself on the wrong side of these laws. Some instance of an act taking place in India, where an errant employee has done something against the policies and training imparted, may well trigger a wide scale investigation and require self-disclosure to an authority somewhere else in the world. Compliance is critical. Should an issue arise, it becomes incumbent upon such companies to demonstrate the steps taken by them and remedial measures, if any, that are implemented.
You have been recognized as a Future Leader in the Who’s Who Legal Guide for Arbitration 2023 and have also received commendations for your track record in representing clients investigating improper conduct, whistle blowing, and other company law breaches. How do you maintain such high standards and ensure client satisfaction in your work?
We are blessed with a wonderful work culture and excellent colleagues. I’ve also had the good fortune to work closely and learn from the best.
Mr. Nishith Desai or Nishithbhai, as he is affectionately referred to by everyone, is a tremendous leader and encourages us is every possible way. He challenges our thinking and never hesitates to incorporate his international experience to develop best practices and next practices in the Indian context. Similarly, Vyapak Desai, Gowree Gokhale, Vikram Shroff are all rock stars in their own right. In addition, I’ve had the good fortune to work closely with global stalwarts like Zia Mody, Rajendra Barot and Shuva Mandal. When you have the opportunity to work with such legal luminaries, every moment is nothing short of a tremendous learning curve.
Every matter brings deep learning and when you have the benefit of such tremendous experience around you, you must open yourself up to learning by osmosis.
As part of the Asia Advisory Committee of the American Arbitration Association-International Center for Dispute Resolution, what is your role, and how does it contribute to your professional development and the field of international arbitration?
The legal profession is one which has given us a lot. where you must always look for ways to give back to the community. As dispute resolution practitioners at heart, we see that the courts are tremendously overburdened and need support through effective alternative dispute resolution mechanisms. Institutional arbitration is one such mechanism. It has the capability to help us resolve disputes effectively and rebuild the confidence to do business in India for global companies and investors. At the AAA-ICDR, the role is in an advisory capacity and geared towards understanding and growing the ecosystem of institutional arbitration for India. I find that serving on such committees allows us to participate, in some small yet meaningful way, in creating this infrastructure and option for building effective ADR mechanisms.
You have spoken at domestic and international conferences and conducted training sessions for in-house legal teams. Could you share a topic or experience from one of these speaking engagements that you found particularly impactful or rewarding?
Sahil: Rome wasn’t built in a day. Similarly, bringing about change in the legal profession by impacting its practitioners is an ongoing process. We must always encourage experience-sharing since this is the best way for the newer generations to learn. This is not new; even we learnt from the experiences shared by our seniors. These continue to guide us at each step of the way. Infact, speaking at conferences and training sessions is as beneficial to me as it is to the attendees. I find it particularly rewarding when some individual somewhere writes to me on LinkedIn or some other social media and reflects on a particular point that they learnt from our discussion, which they felt was useful to them somewhere. When that happens, you know you are making a positive difference.
Could you share any insights or observations regarding the changing landscape of business regulations in India or any significant trends you’ve noticed in international dispute resolution and investigations?
While India is doing very well on the global stage, there is a clear need to invest in the infrastructure of the judiciary as well as the procedural statutes that govern us. Enough has been said about how the judiciary is woefully understaffed for a country of our population but we must also pay attention to the fact that it is even the pay scales that are required to be improved. On the other hand, while we have the Commercial Courts Act since 2015, the fact is that it has not been implemented as envisaged. Even the Arbitration & Conciliation Act 1996 has gone through several amendments, some of which were arguably not even required. We’ve got some of the best legal minds on the planet in our midst; we just need to get them into a room and pick their mind on how the ecosystem needs to change quickly.
Lastly, With your expertise and experience, what advice would you give to fresh graduates who are considering a career in law? What skills or qualities should they focus on developing to succeed in this field?
Play the long game. I know we live in the world of immediate gratification, but the legal profession is one where the long game is the one where maximum knowledge, impact and wealth is created. I’d break it up into spending the student years getting maximum internships or paralegalships so as to maximize the experience quotient. Once a student graduates, a 2-3 year investment in themselves exploring different practice areas is becoming necessary. This will ensure that the appropriate career path is chosen and an individual, over a period of time, remains happy with their choice. Another key aspect is to be agile. The world is changing quickly and certain skillsets may very well become obsolete overnight. But experience is what one always holds in good stead. Its important to be agile in one’s career choices.
What was your motivation behind choosing law as a career?
This was more of a destiny than a chosen path. I always wanted to do MBA and be in corporate Management. Post high School while exploring career options I came to know about National Law Schools, and in the meantime NLU Patna started. While going in depth I got to know the plethora of opportunity a law student can have post completion of the degree.
I figured out that choosing Law as a career option will be academically challenging and financially & personally rewarding. I thought choosing law would help me in improving my standard of thoughts, skills & knowledge. With this thought process I sat for entrance exam and got admission in NLU.
How has been your journey in this profession so far? And do you think first generation lawyers have to face more challenges than the one’s having already a family of lawyers?
Prior to globalization, there were very limited option for a law graduate to opt for. Post completion of law most of the candidates will have to go for litigation only. Moreover, for a first generation lawyer it would be difficult to even have a decent earning out of it. Most of the law students were forced to join any senior counsel wherein the incentives were very low or I would say nil. Nevertheless, this changes post globalization, plethora of opportunity were introduced in the legal field. Recent times a law graduate can opt for Litigation or Corporate Legal or Law firms or LPOs or any other intermediary platforms.
Talking about my Journey I will definitely say that I have focused on the long run and tried to put my hands on every aspects of Legal field. Today’s time a GC position requires having hands on experience in Legal, Compliance, Risk and Audit. After 10 years post completion of my degree, when I look back there were so many different areas I have explored and I can definitely tell other aspiring lawyers to not only have full control over your current profile but also be keen to take risk and explore what more this profession can offer in various diversities.
What are the challenges while coordinating with various departments and conducting fraud investigations, as far as I believe this takes a lot of time and research, so how do you prepare yourself?
Every fraud investigation is different and unique in nature so you cannot apply your same textbook strategy on every case you have. You have to keep yourself upgraded and you have to use your experience, knowledge and common sense in every case.
The key role of fraud investigator is to catch hold of the perpetrators but most importantly, our role is to create deterrence in the system to avoid further frauds. Fraudster’s will keep on finding loopholes in the system and policies and we have to keep finding different ways to catch hold of these people.
Working endlessly and achieving so much at such a young age requires constant motivation and a crystal clear vision as well, so what’s your mantra for the same?
Motivation will only come when you love your profession and you are ready to face new challenges. I had a neck for wanting to know everything what is going on behind the scene since childhood. This aptitude in me kept me interested and motivated to find out the truth in every investigation I do. This profession poses you with different set of challenges every day, its one of the most dynamic role one can do. My Mantra is very simple. Work with full dedication and take things to logical conclusion, achievement and success will follow.
Are conducting insurance compliances somehow different from others or If I ask you how do you make it easier and efficient?
The Fraud Risk and compliance functions of an Insurance Company are expected not only to protecting insurance companies from downside risks but also to shift toward providing them with strategic advice to support growth and changes.
To execute these responsibilities, we as a function must be agile and proactive, delivering results cost-efficiently. We must tap into the power of advanced analytics and automation so that people can focus entirely on the activities that most need human judgement: mapping key processes and leveraging technology advances. We always focus on modernizing the rigid legacy systems and processes that inhibit the sharing and crosschecking of data in a timely manner, which is vital to evaluating exposures.
What are the opportunities ahead in Reg-Tech and relative sectors? How can professionals upskill themselves?
Legal professionals have to keep updated not only with the legislations but also with the digitized mechanism in harmony with the legislation. It cannot be denied that the regulation specific sectors have had been significantly updated with tech-based platforms in forms of AI tools. More so because of the nature of the varied segment any regulatory specific sector holds. It brings in huge doorway of opportunity to stay in Regulation specific sector, both absolutely working in it and remotely working with such sectors by being associated with AI based tools. In order to keep upskill for reg-tech sector, it is crucial to stay aware about the market and market players initially. Having said that, it shall be the practical aspect of understanding- example- contracts, competition, sectoral regulation, etc.
Audit seems to be easier for some people, but that’s not true right? What are the preparations necessary to have?
Audit is a powerful tool, which allows you to establish a baseline for your legal position and response. It comprises a broader range of operational issues, or at specific areas of the systems around financial organization in more details. Internal audit might, for example, look at payroll, financial controls, process or data senstivity, etc. It definitely provides an opportunity to identify and remove the element of surprise about legal exposure and legal issues, which have not been identified by the organization’s day-to-day work.
There is no straightjacket blueprint for the preparation; it encompasses you to have bandwidth of knowledge across legal functions. One should have a good hold of the sector they are in in order to identify risks which have otherwise not been clearly understood, or which have been masked through other controls.
