Super Lawyer

Tag: Law Firm

  • “The legal profession requires mentorship that emphasizes dedication and consistency over the pursuit of superficial markers of success”- Aditya Parolia, Partner at PSP Legal, Advocates & Solicitors

    “The legal profession requires mentorship that emphasizes dedication and consistency over the pursuit of superficial markers of success”- Aditya Parolia, Partner at PSP Legal, Advocates & Solicitors

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

    Hello and welcome, today, we are honoured to have with us Mr. Aditya Parolia, who is one of the leading counsels in India for Corporate, Commercial, Real Estate and consumer disputes. 

    Sir, could you kindly share your professional journey with us? We would be particularly interested in learning about what motivated you to pursue a career in law. Furthermore, what inspired you to specialize in corporate, commercial, real estate, and consumer disputes?

    Frankly, when I started pursuing law, it was not a common career choice. I don’t recall anyone in my immediate or extended family being a lawyer.

    Coming from a small town, the focus was predominantly on engineering. Schools and colleges emphasized preparing students for IIT and AIEEE exams. In 11th and 12th grades, I chose PCM with computers, expecting to follow the engineering path. However, it never felt right to me. I strongly believe in not pursuing something that doesn’t feel correct.

    In those days, if you told someone in a small town you were studying law, they often thought you were either not very bright or one of the unruly students who couldn’t handle math or science. My school, an ICSE board school, had a particularly bright batch. One of my batchmates topped the country in the 12th exams and got into IIT. The first seven students in my batch secured good ranks in AIEEE.

    When I informed my principal and class teacher about my decision to pursue law, my class teacher was supportive. However, my principal and relatives tried to counsel me, arguing that I was a bright student and should consider other career options. At that time, many schools in small towns didn’t even offer humanities, let alone law. They only had science and commerce sections, so law wasn’t a natural choice for me initially.

    Fortunately, my father was working in Delhi and interacted with many bureaucrats whose children were studying law. He suggested it to me, and it resonated. I found it interesting when I started reading about it. In my hometown, the district court wasn’t even called a district court—it was known as the “divani kachahari.” The infrastructure was poor, and the earning potential for lawyers was low, making the profession unattractive. Few people knew about national law colleges, and entrance exams often clashed, forcing students to choose between them.

    I’m grateful to my parents for supporting my decision to pursue law. Career counselors in schools rarely mentioned law as an option; it was often seen as a last resort. Most would suggest commerce, DU, or competitive exams like UPSC, but not law. Few in my town could name more than a couple of famous lawyers like Mr. Jethmalani, Mr. Salve, or Mr. Sibal. Today, social media and online court proceedings have increased awareness about the legal profession, but back then, it was quite limited.

    Given these circumstances, I chose to study at Indraprastha University in Delhi, which had only five seats for students from outside Delhi. I believed being in the capital, where all courts are located, would be beneficial. At that time, the concept of corporate practice in law was not well-known to us.

    I’m very happy with my decision to pursue law. My younger brother also followed this path and became an Advocate on Record (AOR). Today, in my hometown, there are several law coaching institutes, but during my time, I had to travel to Jaipur or Delhi for preparation. I finished my board exams in March, and the first law entrance exam was in early May, giving me only a month to prepare. Now, there are more resources and opportunities for aspiring law students in small towns.

    Sir, you have made history and continue to do so, and we hope that you keep making history so that we can proudly say we had the chance to interact with you. You have handled cases for around 73,000 aggrieved home buyers. On that note, Sir, we request you to share your experience managing such a significant number of cases, which is no easy feat. Could you please discuss the challenges you faced and the types of cases that arose from this scenario?

    Furthermore, we would love to understand how you became involved in such a substantial case and how you have helped these home buyers. This is a crucial matter, as for many, purchasing a home is a lifetime investment and a matter of survival. Although people may have more options today, I am certain that you are highly respected by those 73,000 home buyers for your efforts.

    Yes, today we can confidently say that we are leading practitioners in this domain. We likely have the highest number of clients in the country, spanning every sector and segment of society. Our clientele includes politicians, actors, retired judges, bureaucrats, corporates, high-net-worth individuals (HNWIs), ultra-high-net-worth individuals (UHNWIs), and private induvials as well. We do not like to say no to anyone who approaches us for help. 

    When we began this practice, we did not specifically aim to specialize in this domain. In litigation, we initially took on every kind of case that came our way. Litigation is not easy; it demands immense effort and versatility. As a renowned lawyer once told me, litigation is like digging a well every day to fetch water, only to start anew the next day.

    A good friend, who was my batchmate, once shared a piece of wisdom that remains close to my heart. He said, “Aditya, everyone wants to specialize in something, but in law, you don’t choose your practice area. It’s like a democracy where people choose for you.” This insight resonated with our experience, as our practice evolved naturally based on the cases that came to us.

    We initially handled a wide array of cases, including civil cases, criminal bail applications, and matrimonial matters. We travelled frequently to places like Allahabad and Chandigarh. However, due to our court engagements in Delhi, I hardly travel now. During this time, the real estate market was booming, and we began to receive more cases related to this sector.

    The real estate market was characterized by rapid buying and selling, often driven by speculative investments. However, there was no regulatory regime in place, leading to overselling and eventual stagnation. This lack of regulation, coupled with the greed of builders, caused numerous projects to halt. As a result, many homebuyers were left without the properties they had paid for.

    During this period, a prominent family from Bollywood approached us with a case against a builder, JP. This was in 2014-15, and the builder had failed to deliver the property by the promised date in 2011. Initially, we suggested using the Consumer Protection Act, but the client wanted to involve other affected buyers. We were surprised to find that there were 242 such buyers. This marked the beginning of a new jurisprudence in India, where class actions became more prevalent.

    As we took on more cases, our practice grew rapidly. We handled high-profile cases, such as those against Amrapali, and our numbers swelled to the point where we had to expand our team significantly. At one point, we had to manage an influx of 3,000 clients in just seven days, which was a logistical challenge.

    Our firm has since become a leading name in handling real estate and commercial disputes. We have played a significant role in shaping the legal landscape in these areas, with our cases often resulting in landmark judgments. Today, our team has grown to around 40-45 members, and we continue to manage a high volume of cases daily.

    Despite the challenges, we are grateful for the trust our clients have placed in us. We always strive to give our best, though it’s impossible to satisfy everyone. The sheer volume of documents we handle is immense, and we have undoubtedly made our ragman very wealthy.

    In conclusion, while we never anticipated specializing in this domain, it has become our primary focus over the past eight or nine years. We are proud of our contributions to the field and grateful for the opportunities that have come our way. Our practice continues to thrive, driven by the love and support of our clients and the dedication of our team.

    Sir, it appears that your specialization chose you, and now you are recognized as the leading authority in this particular legal domain. The remarkable success you have achieved is not only a result of divine favor but also due to the hard work and dedication of your team towards home buyers.

    During this journey, you have been highly active in national media, frequently being invited as a special guest on various channels to discuss legal matters.

    In light of your experiences and insights, what do you believe are the most pressing issues of national importance in the current legal landscape? Considering the disruptions we are witnessing in the legal field, what future developments do you foresee, especially given your role as a prominent disruptor in this domain?

    Nobody can foresee the future; I can assure you of this. Nobody can predict deception. I’ll take your questions one by one, in bits and pieces, but I’ll start from the end with the disruption part. Very frankly, as I said, I did not choose it, nor did we; the people chose it for us. We were just there at the right place at the right time. I always tell everyone that you just have to keep working hard. The Almighty has written your destiny, my destiny, everyone’s destiny. So, if you’re working hard, you’re moving towards your goal.

    When destiny knocks on your door, and you’re there to open it and seize the opportunity, that’s all that is required. If you’re sleeping and waiting for the day to come before you act, it never happens. I’ve worked with some of the best lawyers as a student, and I didn’t work much as a junior or younger colleague. I barely did my traineeship for six months before we decided to open this law office. I’ve always taught my younger colleagues that while you have to put in constant effort and energy, consistency is key. You never know when that door will open or when someone will knock.

    You mentioned the future. Everyone predicts that AI is the future, so you can pursue laws in AI. When I was a student, everyone thought arbitration and intellectual property rights were the right fields to pursue. There are hundreds and thousands of domains nobody has explored. For instance, we specialize in the Consumer Protection Act and the Insolvency and Bankruptcy Code (IBC). Nobody in law school considered a career in these areas because they weren’t even established back then. The Delhi Commercial Courts Act wasn’t there either. So, what went right for us? We were consistent. When opportunity knocked, we seized it and delivered results with a pragmatic approach, informing clients about what could and couldn’t be done. We never assured anyone of a specific outcome because, in law, it’s unethical to do so.

    I’ve also tried my hand in matrimonial law, although I no longer practice it. I respect my sister, who does, because dealing with such cases is not easy. It involves handling emotional trauma, and it takes a significant mental toll. I’ve seen the best lawyers struggle with this.

    Speaking of the future again, AI is a rat race. Students come to me for internships or interviews saying they want to do IBC or intellectual property rights. But I tell them what my dean at law school, Simon Chesterman, told me: read something new and try something different. For example, sports law is a burgeoning field with the rise of leagues like the IPL and Kabaddi. Few lawyers practice it, and it has huge potential. Similarly, gambling laws and laws related to cryptocurrencies are emerging fields.

    I’ll give you an example. Two of my law school classmates are now policy lawyers at Twitter and Facebook. When we were in law school, we never considered such careers. These social media companies have to adhere to national policies and constantly engage with regulators. Policies vary from country to country, and what’s banned in one place might not be in another. This was a domain we never imagined practicing in.

    So, I tell every student to keep their mind open. Don’t decide in your first year of law school that you’re going to be a litigating lawyer or a corporate lawyer. Explore different areas and see what resonates with you. Recently, a younger colleague at our firm realized litigation wasn’t for him and decided to pursue academia. There’s no harm in that. A good lawyer can excel in various fields, not just in corporate or litigation.

    During a tour in Istanbul, I met a lawyer from Chile who was pursuing his master’s in Germany, specializing in Antarctic law, dealing with exploration and sovereignty rights. These are areas most law students wouldn’t even consider. When I did my master’s, I studied aviation law and space law, which are hardly taught in Indian law schools. Today, with the rise of electronic vehicles and companies like SpaceX, these areas are very relevant.

    Younger students should consider these emerging domains. If they work hard and stay consistent, they will do exceptionally well. It’s important to understand the practice area you’re entering.

    Regarding media and news channels, the glamour initially attracts everyone. It’s an opportunity for exposure. When the real estate market crashed and big companies like JP and Amrapali failed, we were called upon to address these issues on news channels. The insolvency laws were new, and there were few experts. But over time, I’ve stopped going on news channels unless it’s something very special. It’s important to balance professional and personal life and give adequate time to family, not just focus on career.

    I hope I’ve answered your question about media involvement.

    Sir, considering your emphasis on maintaining a balance between personal and professional life, my next question pertains to that topic.

    Firstly, how do you achieve this balance? Secondly, once you find that balance, what activities do you enjoy outside of learning about law? For example, you mentioned gaining insights into Antarctic law and sovereignty rights through your travels. Sir, we would love to hear more about this, as it will help our learners understand the various pursuits they can engage in besides studying law.

    It’s 5:40 PM, Madam. By this time, I start packing my bag. The maximum usual time for me to leave the office is 6:30 PM, and I believe my team should also leave around this time. I think my team leaves by 7:30 or 8:00 PM. It is very important that we manage our time. Unfortunately, in our profession, we often talk about stipends and salaries, but we rarely discuss mental health and well-being.

    I believe that once you balance your time with your family, your mental well-being will improve. This is hardly discussed, and I am a strong advocate for maintaining a perfect balance between professional and personal life. Although I am relatively young in this profession, I have seen a lot with my batchmates, peers, and the opportunities we have had. We have the chance to argue cases against the best senior advocates in the country. Every day, we appear in almost every appellate court, which allows us to interact with top equity partners and law firms. However, I feel that younger lawyers, and we as lawyers, often get lost in the race to make more money or excel in a particular field, leading to burnout. Many of my law school batchmates have experienced this.

    Despite not being in practice for long, some of the youngest lawyers I know have burned out and left traditional domains of law. Some have moved to in-house positions, opened their own smaller practices, or left law entirely for academics. I don’t understand people working until 11:00 PM or getting up at 4:00 AM every day. If you wake up at 4:00 AM to do yoga or go for a walk, that’s fine. If you play sports, that’s even better. But I don’t appreciate people calling me after 6:30 PM. Some clients criticize this because they get free from work late, but I tell them that their lack of time management shouldn’t affect my personal life. I am in the office from 9:30 AM to 6:30 PM. You can email me, but I will only work during these hours. If I need to prepare for the next day, I might spend an extra half hour or an hour at night reading files, but I will not jeopardize my personal life for others’ lack of time management.

    A friend of mine, a very gifted lawyer, joined a good law firm and recently got married. He used to come home at 12:00 am, 1:00 am and at times 3:00 AM, by the time he was up the next day, his wife, who is not a lawyer, was leaving for work. Their entire married life was in turmoil. This story is not unique; many people have told me the same thing. I asked another senior friend about this, and we concluded that the work can often be done earlier. However, delegating tasks to younger colleagues at 8:00 PM or 9:00 PM with deadlines of 2:00 AM or 3:00 AM is unrealistic and has become a norm. Trying to satisfy clients by delivering work quickly in this competitive spirit often brings out the worst in us.

    Some of the best lawyers suffer from poor mental health, although it is rarely discussed. I’ve seen younger lawyers develop health issues like high blood pressure and diabetes. I don’t understand why. In law firm culture, I see this problem as well. I run a law firm, and I tell new hires that while we have designations like associate, senior associate, and principal, I am against this hierarchical structure. It is there to keep people happy because they want it, for me a lawyer is a lawyer, designations create unnecessary competition.

    Think about it: if you make lawyers partners at 33 or 34, they have to work until 60. After becoming a partner, their next goal is to become an equity partner. This constant pursuit can diminish their determination, which symbolic goals are achieved so early. You fight to become a partner, and once you achieve that, you might lose the drive. It’s essential to manage your career and life, rather than getting caught up in the rat race of titles and designations.

    Advocates getting designated as senior advocates is different from the law firm hierarchy of associate levels. I believe law firms need to appreciate and possibly do away with this quick succession of designations, adopting a more uniform approach to maintain mental health and well-being.

    There’s an unnatural competition that develops, not just with other law firms but internally, where people vie to become senior associates or managing partners. This should be addressed and highlighted. We need to educate the younger generation that these titles mean nothing if you are not mentally healthy. If you are a good lawyer, success will come no matter what. Don’t get caught in the race for titles. Judges & clients don’t care about your title, it is not that you are getting knighted; they care about your ability to argue a case well and get results.

    The best lawyers always maintain a balance between their professional and personal lives. This profession is a marathon, not a sprint. Your family has supported you, and you have duties towards them. They need your time, and you should fulfill their expectations as well. Dedicating equal time to family is important for your mental peace.

    I’m not saying I am perfect or never get angry, but my partner and I strive to go home early. When we are in the office, we are dedicated to work, but we also play sports, travel with our families, and socialize with our teams. Striking this perfect balance is crucial.

    Sir, considering that some individuals may not enjoy the same privileges as others have had, how do we address this disparity to ensure that new entrants experience similar support and care, particularly those from humble backgrounds who rely on community support? Additionally, do you foresee an increasing focus on mental health discussions within the legal fraternity in the near future?

    “It is imperative that senior members of the bar and the judiciary engage in discussions on crucial topics with the younger generation. It is necessary to elucidate to them that not everyone needs to possess luxury items such as a Mercedes or a Patek Philippe watch. Even individuals from humble backgrounds can thrive without such extravagances. This mindset shift is essential.

    During informal discussions outside the courtroom, I always emphasize to judges the importance of not berating younger lawyers but instead offering them opportunities. 

    Now, turning to the pressing issue of mental health, it is vital for everyone to understand that not all legal paths lead to high-profile cases or lucrative positions. Each individual’s journey in the legal profession is unique, filled with its own challenges and struggles.

    For instance, third or fourth generation lawyers from legacy families face immense pressure to live up to their predecessors’ reputations. Similarly, first-generation lawyers bear the weight of carving out their own paths in an unforgiving profession. It’s crucial for the younger generation to realize that success in law comes in various forms and that comparing oneself to others’ glamorous achievements only tells part of the story.

    My own journey began without a personal vehicle, and relying on buses and metros to commute. However, through perseverance and interactions with seasoned professionals, I learned that success in law is not solely determined by material possessions or prestigious cases.

    For instance, one of my professors from law school Professor Umakanth Varottil, a renowned expert in mergers and acquisitions, transitioned from a successful legal career to academia, demonstrating the importance of evolving and adapting in one’s professional journey. 

    The pressure to excel in high-profile areas of law, such as mergers and acquisitions or banking and finance, can be overwhelming for young lawyers. However, it’s essential to remember that success is not defined by early career choices or external validations.

    The legal profession requires mentorship that emphasizes dedication and consistency over the pursuit of superficial markers of success. Additionally, maintaining good mental health is paramount, as undue stress and burnout can have severe consequences.

    In conclusion, aspiring lawyers should focus on honing their skills, serving their clients diligently, and maintaining their humanity above all else. Success in law is not measured by material possessions or prestigious titles but by one’s integrity, dedication, and contribution to society.”

    Get in touch with Aditya Parolia-

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Atul Juvle-

  • “To excel in the legal profession, one must be very sincere, have patience and work diligently with dedication”- P S Suman, Managing Partner, PSS Legal Advisors LLP

    “To excel in the legal profession, one must be very sincere, have patience and work diligently with dedication”- P S Suman, Managing Partner, PSS Legal Advisors LLP

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

    Can you share your journey into the field of law with us? 

    My Bachelor’s and Master’s degrees in Corporate Secretaryship got me interested in Corporate Law. Thereafter, I finished the Company Secretaryship course as well as a Degree in Law. I enrolled as an advocate with the Bar Council of Tamil Nadu. I had the spectacular opportunity to work under Senior Advocate Mr. R. Murari whose mentoring gave me a great start. 

    Three years later, I finished my Chartered Governance programme at the Chartered Governance Institute (UK and Ireland). 

    A solid foundation in corporate and commercial law is very essential to becoming a successful corporate lawyer. Fortunately, the academic and professional courses I pursued gave me this much-needed in-depth understanding which enables me to handle corporate cases effectively. The journey of my 20+ years in legal practice has been very exciting throughout.

    With your background in corporate secretaryship and law, what drew you to specialize in mergers and acquisitions? 

    I was very passionate about Mergers and Acquisitions right from the beginning of my practice. It is my constant endeavour to know as much as possible about this topic to facilitate providing extensive in-depth services to our clients. It is this interest that led me to complete a program on ‘Value Creation through Mergers and Acquisitions’ from the Indian School of Business (ISB, Hyderabad). At our Firm, we handle various M&A transactions and we enjoy facilitating each of the aspects involved for our clients. Presently, there is constant activity in the M&A space and it’s a very exciting area of practice for our Firm. 

    You co-authored a book on ‘Supreme Court on Insolvency and Bankruptcy’. What inspired you to delve into this topic, and what key insights did you gain from the process?

    The Insolvency and Bankruptcy Code brought about very interesting changes and the law has seen substantial and rapid developments. The Hon’ble Supreme Court has been settling this law on various aspects. I proposed to author a book on this topic and the team at LexisNexis was very supportive. The process of authoring this book gave me a deeper sense of understanding various aspects of the Insolvency and Bankruptcy Code.

    As the Managing Partner of PSS Legal Advisors LLP, could you elaborate on the range of services your firm provides in corporate matters? 

    ‘PSS Legal Advisors LLP’ is a boutique corporate law firm. The Firm’s Advisory Practice deals with a wide variety of matters including all matters relating to foreign exchange law. The Firm’s Transaction Practice deals with a variety of M&A and contract-related matters. In our Litigation Practice, we provide comprehensive end-to-end support on all aspects of Corporate, Civil and Commercial Law and represent our clients before all Courts including the Supreme Court, High Courts and various Tribunals such as NCLT, NCLAT, DRT, DRAT, Enforcement Directorate etc., The Firm also has an active alternate dispute resolution practice on Mediations and Arbitrations. We also have a successful real estate legal practice.

    Being a co-founder of Beej Network, how do you balance your legal expertise with your involvement in angel investments and startup support? 

    I am a mentor by nature and I always look forward to making a difference to people around me. It is because of my knowledge domain and mentoring activities that I was made a Co-founder at Beej Network, which is an angel investing network.

    The founders of startups need to focus on their business and hence they require immense legal and other professional support at all stages. It is my endeavour to understand the business of a startup and their business plan, the vision of the promoters, their pain points etc., from a legal standpoint and guide them suitably to enable them to focus effectively on developing their business without facing non-compliance. 

    As a corporate lawyer, I am fortunate to have assisted clients at different stages of their life cycle over the years and it is this experience that empowers me to mentor the start-ups and its promoters.

    Could you share some highlights from your involvement with the Indo-Japan Chamber of Commerce and Industry? 

    I am fortunate to have about 15+ years of long association working closely with Japanese companies on their requirements in India. A few years ago I was appointed as a Member of the Governing Council, which is the core governing body of the ‘Indo-Japan Chamber of Commerce and Industry’ (IJCCI). The IJCCI has been focussing exclusively on Indian and Japanese trade and cultural activities for over 32 years.

    At the IJCCI we endeavour to connect enquiries from Japan to Indian businesses and vice-versa. We have organised several delegations from India to Japan to give Indian businesses both prospects and exposure to doing business in Japan. I front-ended an economic survey on ‘Indian Industry expectations from Japanese Companies in TamilNadu’. This report is widely circulated in key offices in Japan with an intent to effectively integrate investments from Japan into India. 

    Our Law Firm supports IJCCI by hosting knowledge-sharing programs. 

    Your efforts in attracting foreign investments into India are commendable. What strategies have you found most effective in fostering these international collaborations, particularly with organizations like the United Nations Industrial Development Organization?

    We have arranged programmes for Japan on investing in India with the help of the IJCCI and the United Nations Industrial Development Organisation, ITPO Tokyo. I have been fortunate to travel to Japan extensively on several occasions during which I learnt more about their culture, business practices, expectations on investing in India and other important aspects.

    In our practice and otherwise, we receive enquiries from Japan and other countries. Japanese Investors expect complete clarity on all aspects and it is only thereafter that they execute their decision to invest in India. Of course, the simplicity of setting up and operating in India is the key to attracting foreign investments. 

    Generally, the main focus is on attracting foreign investments into India. However, what we need is to continue to support such foreign investors even post their investments in India by addressing their pain points on priority. The endeavour of the Government must be to turn foreign investors into extremely happy customers which in turn will get such foreign investors to spread the word about and highly recommend their countrymen on investing in India.

    I have dedicated a lot of time and effort to advancing Japanese investments in India and I look forward to continuing to assist many more foreign businesses with their requirements in India.

    How do you ensure your team stays ahead in such a dynamic field?

    This process is the most challenging and yet very interesting. We start each word day with an individual-centric session focussed on their personal development with a brief meditation, mentoring and affirmations. Our teams are aligned to the Firm’s vision. Each member is focused on doing meaningful work every day and on every assignment. The team embraces challenging work willingly and this helps them grow professionally. 

    I have addressed sessions at various institutions on succeeding in the profession, fast-tracking careers and other aspects and I endeavour to enable this for the team at the firm as well.

    What is your approach at the Firm to protect the interest of your clients?

    At the Firm we operate on the principle of ‘Prevention is better than the Cure’. Every commercial action has multiple legal implications and we endeavour to provide clarity to our clients on such implications and also take the necessary steps to protect their interests. Litigation or prosecution leads to complex situations involving huge costs resulting in a financial depletion in a company, diversion of human resources and stressful situations. We proactively address issues with our clients early on by working with them continuously and this enables us to take care of the client’s interest as and when a requirement arises thereby reducing the possibilities of litigation or prosecution.

    Based on your extensive experience, what advice would you offer to fresh graduates aspiring to pursue a career in law, especially in the realm of corporate law and entrepreneurship?

    To excel in the legal profession, one must be very sincere, have patience and work diligently with dedication. The long hours at work must be seen as a pleasure and must be embraced willingly. Fresh graduates must understand all aspects of the profession in detail and happily align with such requirements. They must also have a clear goal in mind and proceed with a long-term approach and it is necessary to stay on track throughout consistently. Horizontal exposure to a variety of laws is vital, but it is also critical to develop core competencies in a select few areas so that, over time, one can establish oneself as an authority in at least a few selected fields. Interest in and investing in continuous education in chosen areas is critical. 

    Get in touch with PS Suman-

  • “As digital transformation takes the center stage, the generalist vs specialist debate is taking a definitive turn”- Rai S Mittal, Senior Partner, TITUS & CO., ADVOCATES

    “As digital transformation takes the center stage, the generalist vs specialist debate is taking a definitive turn”- Rai S Mittal, Senior Partner, TITUS & CO., ADVOCATES

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

    You’ve had an impressive journey in the legal field spanning over three decades, with experiences ranging from trial court practice to senior partnership at leading law firms. What initially drew you to pursue a career in law, and how did your early experiences shape your path?

    To tell you what drove me, or what motivated me, to pursue a career in law can be an obvious answer but still it requires a bit of self-reflection. My passion for law and interest in becoming a lawyer came largely from it being intellectually challenging. I was perhaps also passionate about legally connected issues during my school and college days. My father being a lawyer and my interest in watching movies and reading crime fiction also contributed a bit in my desire to become a lawyer. Moreover, to be honest, with little understanding of science and lack of interest in accounting and management professions, I was left with just a few options and law was one of them. 

    I’m normally quite a private person, so my journey as a lawyer wasn’t quite easy. As a ‘baby’ lawyer, I worked across many different areas of law. I was fortunate enough to have some amazing experiences very early in my career on a variety of issues including family laws, labour laws, consumer laws, criminal laws, revenue laws and property matters. While the thrill of being in district courts of my small hometown and learning so much in one go was amazing, it just wasn’t the same as practising in a large city in a professional environment with matters having substantial stakes. I then moved to Delhi and have since then practised all kinds of business and corporate laws across different practice areas. 

    Your expertise encompasses various legal domains, from dispute resolution to intellectual property rights. Could you share a pivotal moment or case in your career that significantly influenced your approach to practicing law or shaped your specialization?

    During the initial years of my law practice, I got an amazing opportunity to work on a complicated matter which required substantial skills in a variety of laws including intellectual property laws, trade and contractual issues, criminal laws, foreign collaboration laws, government policies and tax laws as well as skills in court litigation and arbitration. It is then I realised that complexity requires teamwork and collaboration. In order to manage client matters effectively and efficiently, lawyers have to utilize a more diverse group of skills and people. What is also clear is that teamwork and collaboration require heavy doses of trust and shared responsibility. Furthermore, working on this case and many other interesting assignments of different nature ensured that I enjoy offering a range of diverse skills and an intelligent mix of knowledge from a variety of disciplines. 

    As a seasoned business attorney, you’ve worked extensively with multinational corporations, navigating complex legal landscapes across different industries. Could you elaborate on a particularly challenging situation you encountered and how you successfully resolved it?

    Another challenging work situation I encountered during the initial years of my career was when I was assigned a client project with tight deadlines and high expectations. There were several experienced legal teams working on the assignment for different parties from different jurisdictions including India, UAE, Japan and Mauritius. As someone lacking experience, I somewhat struggled with interactions and communication, which made collaborating with diverse teams a bit challenging. However, I soon recognised the importance of effective teamwork and found ways to navigate this situation. To overcome this difficulty, I proactively communicate my needs and concerns to the client and different teams. I asked for clear guidelines and expectations, ensuring that I had a clear understanding of my role and responsibilities. By focusing on my individual strengths, such as attention to detail and problem-solving abilities, I was able to make valuable contributions to the project. This experience taught me the importance of open communication, seeking support when needed, and the importance of meeting small deadlines to meet the primary deadline. 

    Your track record boasts a high success rate and a remarkable ability to manage legal affairs with a commercial mindset. How do you balance legal intricacies with strategic business objectives to deliver optimal outcomes for your clients?

    We live in a world of strategic compliance – or as I like to call it, “Winning at Business Without Landing in Jail.” Gone are the days when legal compliance was seen merely as a back-office function. Today, it is recognized as a key player in shaping business strategies. This shift is partly driven by the increasing complexity of regulatory landscapes across different jurisdictions, especially for global businesses. The rise of technology, data privacy concerns, and the dynamic nature of international trade laws further complicate this scenario. 

    At its core, strategic compliance is about finding a balance. On one side, there are the business goals – growth, profitability, market expansion, and innovation. On the other, there are legal and regulatory requirements, which can often seem like barriers to these objectives. However, instead of seeing these groups as opposing forces, we should focus on integrating compliance into business strategy, thereby enhancing, not hindering, the pursuit of business. 

    In my view, compliance shouldn’t be seen as the party pooper showing up after the decisions are made; it’s part of the party-planning committee, and we need to ensure that the business goals don’t end up with a noise from the legal department. Ideally, in the world of strategic compliance, it’s all about making the law work for you, not against you.

    Throughout your career, you’ve demonstrated exceptional leadership skills by managing teams of attorneys and fostering a collaborative environment. What strategies have you found most effective in leading legal teams, especially in high-stakes situations?

    Becoming more effective in leading a team is certainly more of an art than a science. Often, it can also mean adapting to the team you have or the circumstances at hand. However, the key is to encourage collaboration across people, teams and departments. It is also important to set an organisation vision and communicate the big picture. 

    What will you say on Client Retention vs. Client Acquisition? Where do you think that most law firms go wrong on this? 

    A law firm’s past and existing clients are a huge asset to the firm, so it’s crucial to maintain a strong relationship with them so that they stay loyal and do not leave the firm. And yet most law firms, in particular small to midsize firms, spend most of their marketing budget on finding new clients instead of nurturing the ones they already have or had not too long ago. It is common knowledge that acquiring a new client can cost 5 to 10 times more than retaining an existing client. In my experience, increasing customer retention by 5% to 10% can increase profits from 25% to 100% in mid term. The success rate of selling your services to a client you already have is 50% or more, while the success rate of selling to a new client is just about 10% in most cases. There are some surveys which have found that loyal clients are 5x as likely to repurchase, 5x as likely to forgive, 4x as likely to refer, and 7x as likely to try your new offering, as compared to a new client/potential client.

    What, in your experience, is necessary for a lawyer to stay relevant in the fast changing legal industry? 

    The legal industry is on the verge of a major transition and it has in fact already changed a lot in the last decade or so, which is driven by the introduction of technology. The legal industry is changing because of the introduction of new innovations related to the industry and hundreds of new legal start-ups emerging every year. Today, machine learning is beginning to transform the legal profession in many ways but in most cases it augments what humans do and frees them up to take higher-level tasks such as advising clients, negotiating deals and appearing in courts. In machine learning, computers use an algorithm, analyze data, learn the pattern and glean insights from the data, so a lot of routine or easy work can be taken care of without much involvement of a senior lawyer. Without a doubt, the ecosystem will continuously affect the way lawyers are working and will work in the future. If lawyers learn legal management practice with the latest technology, then only they will be able to survive in the future. 

    Another very important aspect is that the lawyers have to continuously update their knowledge in order to stay relevant. There was a time when lawyers could do well just by having knowledge of general laws of the land or by having understanding of traditional practice areas, like contract law, torts and civil and criminal procedures. That’s no longer the case in view of special laws and tribunals and specialised practice areas that are coming up very fast. 

    Also, I have a strong feeling that lawyers who don’t add value to the client relationship won’t survive in an ever-competitive environment; they will simply become irrelevant. One should therefore be very efficient in delivering the outcome. So get better at management of client assignments. Give commercially pragmatic advice, not just advice that’s legally correct. Keep in touch with the clients regularly with helpful tips and advice, even if you don’t get paid for this. Pass on the knowledge you are getting about their business or industry. Understand clients’ businesses and the industries in which they operate so you can tell them of pitfalls before they arrive.

    A Generalist or a Specialist: What’s the Best Fit for A Lawyer’s Career?

    Personally I have always been inclined to offer a range of diverse skills and an intelligent mix of knowledge from a variety of disciplines. Hence, I have been a generalist lawyer by choice throughout my career.

    Generally speaking, handling diverse roles provides generalists a good understanding of all the functioning parts of the business or industry. Generalists multitask and collaborate to tap into related domains when opportunities arise. This hones their ability to handle unique situations and formulate enduring perspectives. However, there is a limitation in as much as generalists aren’t sometimes that competent in niche projects. Moreover, there is a higher chance of their early burnout as they work across multiple teams and tackle a host of responsibilities, especially if they are in leadership roles. 

    As digital transformation takes the center stage, the generalist vs specialist debate is taking a definitive turn. One should definitely ask oneself the following questions, amongst others, to gain a comprehensive understanding of one’s needs and goal: Do you like a diverse breadth of knowledge or do you prefer deep research on any specific topic? Do you change your career perspective often and prefer taking time to find the niche you are interested in? Or have you already determined your career trajectory? What kind of work ignites your interests and passions? Does it require you to hone different skills or demand specific subject-matter expertise?

    What are the biggest challenges that the legal sector is facing or will be facing in the short to mid term? 

    From economic pressures to cyber threats, lawyers are facing a number of challenges. The economy remains volatile in 2024, marked by ongoing geopolitical tensions. This is making clients even more price conscious when choosing a law firm. There is also an expectation for greater cybersecurity and verifications for online activity as law firms are wary of increased risks of cyberattacks. Most law firms are however yet to implement effective cyber mitigation strategies. Further, even though integrating legal softwares and systems is not a new challenge, it’s increasingly becoming important as law firms strive for increased profitability while improving client service and experience. Talent attraction and retention in the legal sector will also continue to be a significant challenge in 2024. 

    Get in touch with Rai S Mittal-

  • “I have always wanted to be in a profession that is more society-centric and has good opportunities to meet people from different walks of life.” – Manish Gaurav, Founding Partner at Lexspectrum

    “I have always wanted to be in a profession that is more society-centric and has good opportunities to meet people from different walks of life.” – Manish Gaurav, Founding Partner at Lexspectrum

    This interview has been published by Namrata Singh and The SuperLawyer Team

    Could you take us back to the beginning of your career journey? What inspired you to pursue law, and can you share any pivotal moments or experiences that shaped your decision to enter this field? Additionally, what were some of the challenges you faced when starting out, and how did you overcome them to establish yourself as a prominent figure in the legal profession?

    I have always believed that God has bestowed grace upon me. Importantly, my parents have always encouraged me to make decisions and have provided enough freedom and information to make an important decision that has a long-term impact on my life.

    I have always wanted to be in a profession that is more society-centric and has good opportunities to meet people from different walks of life. In this context, law as a profession was an obvious option for me. I consulted many of my friends/seniors and some reputed lawyers before taking this decision to pursue law. Their encouraging words (along with challenges in the profession that they mentioned) encouraged me to pursue my career in this field.

    Since I am first generation lawyer, there were plenty of difficulties. I was very clueless in my initial days (after completing my law degree) about my next step and other related aspects. But, there is always someone to help me or guide me in such difficult situations. They were either friends/colleagues or strangers (as well). I am thankful to all of them.  

    Lexspectrum is known for its comprehensive legal services. What inspired you and your partner to establish this firm, and what sets it apart from others in the field?

    I have always believed that there is enough space for new law firms in the sector that can be more focused (handholding approach) towards clients. Additionally, having experience of a certain number of years, acted as an asset for me in this endeavour.

    Importantly, I sought feedback from various clients/friends to provide their suggestions regarding setting up a new law firm. In most the cases, I got very positive and encouraging suggestions/responses that helped me make such a decision.

    Your bio mentions you’re recognized as a recommended lawyer for Corporate and Mergers & Acquisitions. What advice would you give to young lawyers aspiring to achieve similar recognition in their careers?

    Well, such recognitions are always welcome. It gives a sense of satisfaction and improves confidence. In my opinion, consistency with quality work is key to success in the field. It is important for a young lawyer to be very consistent with quality work to achieve their professional goal.  

    In your opinion, what can the current generation do to carve out successful careers in law, especially in a field as dynamic as yours?

    The current generation of lawyers should focus (in addition to basics) on the changes which is taking place in the field of law. For example, legal practice in the field of data/AI/the international context of multi-party disputes/PE/VC transactions was not so common a few years ago but now it is very much mainstream practice. Hence, it is imperative that a lawyer should pay adequate attention to the development/changes in the legal field wherein such lawyer is practising.

    Additionally, quality of work and timely response to clients is imperative. I have noticed that these days clients are well informed about the existing legal provision(which affects them) and their expectation from the lawyer is not only to be better informed about applicable legal provisions but also to have good understanding of the case which such a lawyer is handling. Hence, a lawyer should be much more attentive to the case/assignment that they are being entrusted with. 

    Outside of your professional life, do you have any hobbies or interests that you’re passionate about? How do you balance your personal interests with your demanding career?

    Typically, I do not get much time to pursue my hobbies which has changed with time. I love travelling with my family and friends and I try to do the same whenever it is possible. Being with family and friends is always a wonderful experience. 

    With the constantly evolving legal landscape, how do you stay updated with industry trends and changes, and how do you ensure your team at Lexspectrum remains ahead of the curve?

    We, as a firm, have weekly sessions on the legal updates on the matter concerning the current assignments and generally related to the subject matter of practice area. Additionally, we encourage our team members to write articles/updates regularly to get a better understanding of the subject matter. We also encourage our team to participate in relevant conferences to be fully updated.

    There is always an emphasis that we as Lexspectrum should be well aware of the subject matter which we are dealing with. There is also an emphasis on having a good understanding of the sector in which such client is engaged.

    Being recognized as one of the highly recommended lawyers in Mergers & Acquisitions is a remarkable achievement. For students aspiring to excel in this field, what specific skills or knowledge areas would you recommend they focus on during their education and early career to position themselves for success in M&A transactions?

    Typically, I have noticed that law schools have a higher degree of inclination towards litigation than corporate matters. Likewise, law students have better exposure to litigation matters. Hence, it is imperative that law students must participate in all relevant events /seminars (typically organised by Investment banking firms/law firms/CA firms) to get exposure to the subject matter.

    Additionally, various blogs/research paper are being published by law firms that should be referred regularly. Having internships in law firms with maximum exposure to corporate matters will be very helpful. 

    Could you share with us the experience of the first time you stepped into a courtroom to argue a case? What was going through your mind, and how did it shape your approach to advocacy?

    I consider myself lucky in this respect wherein my senior permitted me to argue a matter when I was just 4-5 months into the profession. My senior mentored/guided me well on the said case. However, it was a bit shaking moment for me till I started making submissions to the Hon’ble Court. Once, I started, it became relatively normal for me.

    Courtrooms often witness intriguing moments and unexpected twists. Can you recall any particularly memorable anecdotes or moments from your time practicing law that stand out to you?

    On several occasions wherein the Hon’ble judge and/or opposite counsel has agreed to deviate from the established norms keeping the larger interest of the litigants in mind and the same has served very well in the interest of justice. On one such occasion, a key witness has arrived here in India for a minimal time period. Such a witness was critical to the matter. On our request, the Hon’ble court and opposite counsel agreed to complete all procedural aspects concerning such witness on the same day which is not so common.

    On several occasions, we are informed about certain documents/events on the day of the hearing which is critically important.  Such events on many occasions require us to immediately make suitable changes in our strategy/submission. Due to confidentiality, I will not be able to delve into this any further.

    Get in touch with Manish Gaurav-

  • “When we speak of white-collar crime and criminal law, I firmly believe that everyone deserves a chance to be represented vigorously and fairly”- Vaibhavi Sharma, Associate Partner, Prosoll Law

    “When we speak of white-collar crime and criminal law, I firmly believe that everyone deserves a chance to be represented vigorously and fairly”- Vaibhavi Sharma, Associate Partner, Prosoll Law

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

    Can you share what inspired you to pursue a career in law, particularly focusing on criminal law and white-collar crime?

    I would be honest to confess that law was not my first choice. Initially, I did not aspire to become a lawyer, considering the inherent expectations that come with being a second-generation lawyer. For all the years I was growing up, I had observed my Father from close quarters, putting his soul into the profession and it seemed overwhelming at that time. I also deeply admired all my teachers in school and realized the power of academics in shaping an individual’s life. Therefore, I was inclined towards being an educator and I started pursuing Bachelors in Commerce from Daulat Ram College, University of Delhi, thinking that would be my path. The course got me deeper insights into the ecosystem of commerce, and some of the subjects including contracts, commercial law, and taxation piqued my interest. With this new-found interest, law as a subject started pulling me towards it and after a discussion at home, I finally took the plunge to pursue law. You can say it was a ‘what you seek is also seeking you’ moment for me!

    During my tenure in law school, I developed a profound affinity for criminal law, a passion that led me to delve deeper into its various facets. The background in commerce had anyway sharpened my faculties in the field of economics and financial matters, which finally led to my focus gravitating towards white-collar crime. This was also the field where I could get the best mentor in my father who is renowned for his impeccable body of work in this area. I couldn’t have asked for more. So here I am, not where I thought I would be, but definitely where I am meant to be. Turns out, the unexpected detour into law was exactly what I needed.

    With such a diverse range of clients, including high-ranking officials and business ventures, could you elaborate on how you navigate the complexities of representing such varied interests in the legal realm?

    Building and maintaining trust across such a broad spectrum of clients requires more than just legal expertise; it demands a holistic understanding of their background, career trajectory, growth challenges, aspirations, and most importantly the circumstances in which they approach you. The law and its applicability will remain the same, what is differentiating factor in any particular case is the legal strategy, the court craft and the merit in your advocacy when you’re representing a client in the court of law. For me, each client mandate deserves its due attention because while we may be dealing with many clients, for clients we are the only one they have chosen over other service providers. Empathy, prioritization of clients’ needs and giving them an experience that addresses their concerns are the other important aspects that go beyond legal acumen. Effective communication and ethical integrity are other two areas where I would never compromise. All my clients are personally informed by me even for the smallest of updates. This is my way of showing them my respect and that they are not one more ‘case’ in our file. Ethical integrity comes from the moral compass that guides my decisions and actions.

    Your experience spans various aspects of litigation, from arguing cases to drafting legal documents. Could you highlight a particularly challenging case you’ve worked on and the strategies you employed to achieve a favourable outcome?

    I strongly believe that each and every case has its own unique challenges and nuances. However, in a significant case I handled alongside my team at Prosoll Law, a major challenge revolved around an alleged incriminating telephonic conversation crucial to the prosecution’s case. Recognizing the pivotal role of this evidence, we strategically devised a unique approach.

    We formulated a legal strategy focused on elevating crucial issues of law, particularly centered on the contested telephonic exchange. Anticipating the importance of the original call details, we proactively filed Criminal Miscellaneous Petitions before the High Court of Delhi after our initial application was rejected by the Trial Court.

    This helped us in identifying and capitalising on key opportunities. By framing the legal discourse around the need for the original call details, we not only highlighted the criticality of this evidence but also emphasised its potential impact on the case’s outcome.

    This matter always serves as a reminder to me of the importance of employing innovative and effective strategies to overcome challenges in crucial times.

    You’ve been recognized by several esteemed legal publications and platforms for your work in white-collar crime and criminal law. What do you believe sets your approach apart in this field?

    When we speak of white-collar crime and criminal law, I firmly believe that everyone deserves a chance to be represented vigorously and fairly. I approach each case with a deep-understanding of the facts of the case along with the fundamental principle in it. By doing so, I can effectively navigate the substantive as well as procedural aspects, while ensuring that my client’s interests are safeguarded. Our distinction lies in our consistent client base. As lawyers, our commitment is rooted in strong legal knowledge, staying updated with precedents, and honing courtroom skills. When our reputation spreads through word of mouth, our consistent clients truly set us apart.

    As an Associate Partner at Prosoll Law, you appear in matters before various judicial and quasi-judicial forums. Can you shed light on the differences in strategy when presenting cases before different courts or tribunals?

    Ultimately, successful litigation demands a dynamic and adaptable approach. When appearing before an appellate, a more formal and precedent-focused approach is often effective. In contrast, when appearing before quasi-judicial forums or specialized courts, a more technical and specialized strategy is required. These forums often deal with specific areas of law, such as tax, environmental, or administrative law, and demand an in-depth understanding of the subject matter. Curating arguments that align with the technicalities of the court’s jurisdiction and expertise can significantly enhance the case’s prospects.

    Given your involvement in high-profile cases, such as representing a former Chief Minister, could you discuss the unique challenges and responsibilities that come with representing public figures in legal matters?

    Representing public figures in legal matters, especially in high-profile cases, presents a unique set of challenges and responsibilities. While dealing with such cases, one has to maintain a fine balance between legal intricacies and public perception, like in the case you have mentioned about.

    One of the foremost challenges lies in mitigating reputational risks for our clients. Public figures often face intense scrutiny and media attention, which can potentially impact the free and fair investigation and may also adversely impact their public image. My philosophy has always been to primarily prioritize shielding our clients from sensationalism while concurrently formulating a robust defence strategy. This dual focus ensures that the legal proceedings remain the focal point, safeguarding our clients’ reputations from undue damage and media trial.

    In such cases, upholding fairness and justice becomes paramount. I recognize the importance of ensuring that our clients receive a fair trial and are not unduly influenced by external factors, be it media or public discourse. 

    You’ve co-authored articles on topics such as telephonic surveillance and the Prevention of Corruption Act. How do you balance your legal practice with scholarly pursuits, and how do these academic contributions inform your work?

    Balancing my legal practice with scholarly pursuits is a deliberate and symbiotic process. This dual commitment is not a mere juggling act; rather, it is a synergy that enhances both facets of my professional life. Writing and research are fundamental to a lawyer’s life. They not only sharpen the analytical bent of mind, but also help one in keeping their finger on the pulse of what’s happening. In legal practice, staying ahead requires more than courtroom acumen—it demands a continuous pursuit of knowledge. Writing articles allows me to delve deep into legal research and the evolution of law and its application that takes shape every day in our courts. This ensures that my understanding of the law and evolving jurisprudence remains not only current but also finely nuanced. Similarly, the daily rigours of my legal practice make my writing relevant, real and transfused with experience. Real-world experiences provide insights that add a practical point of view to theoretical frameworks. This infusion of my academic contributions with tangible and practical relevance adds weight to my writing. 

    Finally, what advice would you offer to law students or recent graduates who are embarking on their legal careers, particularly those interested in criminal law and litigation?

    In the realm of legal careers, particularly for those venturing into criminal law and litigation, my foremost advice would be to understand that – there are no shortcuts. Perseverance coupled with merit is the key. The second important aspect is to break the barriers, myths and stereotypes like ‘criminal law is not for women’, As I reflect on my own journey, resilience and grit became my compass as I chose the less trodden path of criminal law. To aspiring students, I emphasize the importance of listening to their true calling. Only when you make your field your primary interest, will you be able to focus on the path to mastery.. With the end-goal in mind, every action becomes a calculated step towards success. 

    Get in touch with Vaibhavi Sharma-

  • “The biggest challenge in solar projects across India is acquisition of land, connectivity and uncertainty of regulatory framework”- Faizur Rehman, Partner-Corporate, Energy & Projects at AKS Partners

    “The biggest challenge in solar projects across India is acquisition of land, connectivity and uncertainty of regulatory framework”- Faizur Rehman, Partner-Corporate, Energy & Projects at AKS Partners

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

    Can you walk us through your journey from being an in-house counsel and company secretary to becoming a business leader and now a practicing lawyer specializing in energy and infrastructure?

    Yes, it has been an exciting journey so far. I started as company secretary and became in-house counsel and later on appointed as Head Legal in Fortum India. I had to set up legal, compliance and secretarial practice for businesses ranging from solar & wind projects, acquisition cases for hydro power, waste to energy and laying out EV charging infrastructure. It was a big shift from my earlier role in Schneider Electric and previous organisations. Fortum was a leadership position and businesses were new sun rising sectors in India, like solar and wind, EV, and biorefinery. Regulations are still evolving, hence, I have to push myself beyond legal knowledge, to acquire business and market understanding, which can help me in providing seamless legal support for business growth. I got opportunities for working on land acquisitions, regulatory approvals, funding of projects, selling of assets and a lot of drafting and contracting. All of this developed my understanding of capturing business true intentions into a legal paper and maybe, I started feeling more comfortable with business leadership. 

    After 6 years of leading legal function, got the responsibility as Country Director & Business Head for leading Biorefinery business (or Bio2X as Fortum calls it). It was a completely different role and I have to broaden my thinking. From finding flaws and identifying risks in business proposals, I have to find solutions, resolve issues and manage a big Joint Venture. Completely different work, but I believe my capability of learning fast, with legal knowledge, sector expertise and understanding of board practices helps me. 

    When last year, I joined AKS, as Partner-corporate, energy and projects, I believed that I am perfectly placed to advise my clients with the highest level of legal services and work with required domain expertise of energy sector as well as of projects. I understand the perspective of the in-house team, their business requirements and how to address matters in the energy sector. 

    Your career has seen you working with esteemed organizations like Schneider Electric, Hero Group, and Fortum India. How have these experiences influenced your approach to legal practice?

    I started my career with a couple of Indian promoters driven by mid-size companies and from the last 15 years worked for MNCs like Schneider Electric and Fortum. In mid-size companies, you have opportunities for growing beyond your key responsibility areas, as all the functions are not hard lined. If you have desire, you may take up tasks beyond your key role and that will prove vital for my growth. 

    While working in MNCs you learn the importance of good corporate governance and putting statutory compliances in place. Working with different jurisdiction lawyers helps you sharpen your skills, and gives you a different perspective of thinking about the same issue. Also, I understood how “LESS IS MORE”. How I can plan and strategize my work to become more effective. Like, a legal document need not be lengthy, but sufficient enough to capture business understanding and required legal provisions.

     Your expertise spans a wide range of areas within the energy sector, including renewable energy, EV charging infrastructure, and biofuels. What drew you to specialize in these specific niches?

    Frankly speaking, when I was joining Schneider in 2009, I was going for a big MNC job, without much understanding of a sector specialisation etc. But, as it happened, a lot of contracts, transactions and legal work came through the energy and infra sector, which started developing my interest in this industry. Big opportunity came for me, in the form of a Fortum leadership position in legal, a decade ago. Fortum came to India, with the ambition of replicating their European businesses of Hydro, Nuclear, Waste to Energy etc. As a Legal Head, I had to gather all the possible knowledge and expertise of the sectors my organization was working. This leads to learning and research into specialised fields like EV charging infra, solar & wind, nuclear etc. For a sector, which is developing, you need to be very close to business and keep yourself updated with the latest happenings in the sector.

    Could you share some insights into the process of establishing groundbreaking joint ventures like the one between Fortum & Chempolis and Numaligarh Refinery Limited for the 2G Ethanol Bio Refinery in Assam?

    This one is special, real hard work, not only from legal, but for developing a business case to create a Joint Venture for setting up the first of its kind bio refinery in the world. JV was bringing new technology in India, which was developed in Finland by a company called Chempolis. I was tasked to work on Joint Venture from a legal perspective, and got so involved that I was entrusted with responsibility of leading Joint Venture as Director and key member in high powered committees. 

    Beautiful learning experiences, working between Indian and European Jurisdiction for technology transfer, IPR protection, funding and governance. With the opportunity of developing relationships with industry leaders, learning the whole business ecosystem. Understanding significance of proper documentation, drafting of contracts, resolving disputes along with true understanding of risk identification and mitigation from ground and not only on papers.

    With your extensive experience in setting up solar projects across multiple states in India, what are some of the key challenges you’ve faced in navigating the regulatory landscape and securing investments for such projects?

    The biggest challenge in solar projects across India is acquisition of land, connectivity and uncertainty of regulatory framework. With resolving these three important factors, India will achieve ambitious targets of renewable energy. In one of the projects, between the stage of LOI to signing of PPA, Govt. levied safeguard duty on import of solar panels. Of course, it was covered under Change in Law, but sudden policy changes create hurdles for investments and pose challenges from a legal perspective.  

    As someone deeply involved in the energy industry, how do you see the role of startups and new technology collaborations shaping the future of energy production and distribution?

    It’s like selecting a cricket team. You need a mix of experience and youth to win a championship. If we are looking to solve the biggest challenge of global warming, while keeping the economic pace of India, we require a lot of new technologies and Startups that bring us close to a circular economy. We need new technology in developing green hydrogen, producing batteries with material available in India, utilising biowaste, etc. Without embracing new technologies, we will miss our targets. I personally believe, new technologies with small companies in Europe and other innovative jurisdictions, have great possibility of commercial success with Indian PSUs & Corporate houses. Likewise, India is also becoming a Startups hub and a lot of promising developments are happening. 

    In fact, we at AKS Partners, have a key focus for startups, either Indian or International for providing them, specially designed legal services and in some cases, maybe beyond legal, like connecting right industry players, some funding opportunities with our connection in the sector.       

    You’ve been actively involved in various industry forums and committees, including serving as a member of the Confederation of Indian Industry (CII) National Committee on Bioenergy. How has your participation in these groups enriched your understanding of the sector?

    Absolutely, it has been a pleasure and privilege to be part of these committees and various similar forums, wherein, I got a chance to put my ideas and perspective and educate myself with experiences shared by other leaders. These platforms, like CII National Committee on bioenergy are good forums to deliberate and exchange ideas and make recommendations to the Government for sector growth. In fact, these things prepare you, what is the upcoming trend in the sector. 

    Lastly, drawing from your journey and expertise, what advice would you give to fresh graduates aspiring to build a career in law, particularly in specialized fields like energy and infrastructure?

    First of all, the Indian economy is growing at an unprecedented pace, along with the aspiration of its people and living standards are rising. We are consuming more energy for home appliances, vehicles, data centres, houses, malls, etc. Therefore, the energy sector is going to rise in India. Solar, wind, green hydrogen, electric vehicles will take centre stage, but traditional sources will continue playing their part like Coal, Oil & Gas, etc.  

    To become a specialist in the energy sector, we need to understand the industry in detail. Energy sector is a highly regulated and capital-intensive business. For our clients, or for our organisations, if we are in-house counsel, we need to keep in mind that we are just a notification away from becoming a viable project to unviable business. Therefore, best practices, challenges of the sector, contentious areas and keeping a pace with regulatory development is a must for the energy sector.

    Get in touch with Faizur Rehman-

  • “Strong coordination and regular liaising with law enforcement authorities is the key in initiating swift actions against the counterfeit activities”- Kshitiz Karjee, Managing Partner,  Semita Legal, Advocates & Solicitors 

    “Strong coordination and regular liaising with law enforcement authorities is the key in initiating swift actions against the counterfeit activities”- Kshitiz Karjee, Managing Partner,  Semita Legal, Advocates & Solicitors 

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

    Can you share a bit about your journey into the legal profession? What inspired you to pursue law, and how did you navigate your career to reach your current position as an Advocate-on-Record before the Supreme Court of India?

    Being a science student in school, I had no idea about law as a profession until just before the Class 12 Board Exams I happened to read in the newspapers about CLAT which was happening for the first time in 2008. Out of curiosity I began to research about the legal profession in general and it struck to me that I have to be litigator given my persona and aptitude. Moreover, I wanted to enrol in a professional course which would enable me to later have my own practice. Though I cracked a few of the prestigious engineering entrance exams, I was firm in my mind that I would study law. Accordingly, I studied law in Delhi during 2008-13.

    Being a first-generation litigation lawyer, I was fortunate to be placed at Economic Laws Practice (ELP) a top tier full-service law firm. I met some amazing professionals and colleagues at ELP who moulded my thought processes and the inherent need of the profession to put in the extra hours. Post gaining experience on commercial matters and client interactions, I set up my independent practice in 2015 in the fields of commercial laws, white-collar crimes and IPR enforcement and litigation under the name SEMITA LEGAL, Advocates & Solicitors.

    While in independent practice, I happened to be guided and groomed by a senior Advocate-on-Record at the Supreme Court who inspired me to keep working without expecting any rewards. Due to his blessings and the support of my entire family, I became an Advocate-on-Record before the Hon’ble Supreme Court. The constant support of seniors, colleagues and juniors through my professional life have played a key part in my practice.

    Your experience covers a wide range of legal areas, from corporate commercial disputes to white-collar crimes and regulatory litigation. What drew you to specialize in these specific fields, and what challenges have you encountered along the way?

    Being trained at ELP in commercial disputes and white-collar crimes, I gravitated towards this branch of law. Our team at ELP focussed on a wide variety of disputes primarily concerning commercial and regulatory issues for large corporate clients. Apart from this, I also happened to be involved in advisory and litigation regarding two of the biggest scams of the times – 2G Spectrum Scam case and the Coal Block Allocation Scam case. Exposure to such matters strengthened my confidence as a lawyer to take up independent mandates.

    Primary challenges for young professionals in commercial disputes and white-collar crimes are instilling trust in the minds of the senior in-house legal counsels in multi-national companies that you can ably assist on the legal challenges and confidently brief senior counsels wherever required. Coupled with this is the challenge to deliver top notch advisory and representation and at the same time hustle for new mandates and clients while keeping abreast with the legal developments wherein currently a lot of regulatory updates flows in every day.

    You’ve been involved in high-stakes litigations and arbitrations, including cases related to government contracts, telecom, and power sectors. Could you share a particularly memorable case or experience from your career and how it shaped your approach to litigation and dispute resolution?

    A corporate client was blacklisted by a PSU, which enjoys a 100% dominance in the railways ticketing and allied services, from participating in any future tenders due to a fault attributable to the railways and the PSU itself. From the time the client got the debarment order, we prepared the petition overnight, filed the petition the next morning and got the matter listed urgently. We were able to secure immediate relief for the client from the Delhi High Court within approx. 24 hours of the debarment. Post this matter, I did a couple of similar matters on blacklisting; however, was not able to secure interim stay in those matters since the clients in those matters had not understood the fact that while approaching the constitutional courts in writ matters, timing was of utmost importance and the alacrity in taking steps weighs in with the judges while deciding interim applications.

    As a member of various legal associations and with extensive experience representing clients before different tribunals and courts, what are some key lessons you’ve learned about effective advocacy and navigating the complexities of the legal system in India?

    During the initial years of advocacy, an advocate must spend some time with the Court clerk to understand the nuances of filing of petitions and removal of defects apart from the drafting of petitions. This helps with getting to know about the intricacies of working at different tribunals and courts and gives an idea about the listing procedure. There are courts which list fresh matters the same afternoon, while there are courts and tribunals which list matters after a week or fortnight of the matters being filed and the defects being removed. Having a clear picture about the same, goes a long way in devising the strategy and appraising the clients.

    The nomenclature and the short names for landmark judgments cited before a particular tribunal and court are to be noted for an effective practice at such forums and to give a sense to the Bench that you are adept with the developments in that particular branch of law.

    Your work also extends to advising clients on regulatory actions and compliance issues, as well as defending against investigations by agencies such as the CBI and ED. What strategies do you employ when representing clients facing such challenges, and how do you ensure the protection of their interests?

    I advise clients to keep records of all transactions and possible leakages/ ramifications flowing therefrom. Drawing down a list of potential threats on liberty and property arising from actions by investigation agencies helps in strategizing the course to be followed while defending the interests of the clients. Pointing out pros and cons to the senior counsels during conferences helps to charter a clear course to be adopted at appropriate stages of trial.

    With your expertise in IPR enforcement and brand protection, could you discuss some notable cases or strategies you’ve employed to combat counterfeiting and piracy issues? How do you stay ahead of emerging threats in this area?

    My practice of IPR enforcement and brand protection at Semita Legal, Advocates & Solicitors, which I spearhead along with my wife involves a multifaceted approach:

    ·         Monitoring and surveillance – employment of advanced tools and services such as keyword monitoring etc to track online mentions on social media and e-commerce platforms

    ·         Collaboration with online marketplaces for reporting counterfeit listings and consequent takedowns

    ·         Legal measures to actively monitor infringements and take legal action against counterfeiters to protect brand’s goodwill and market share

    ·         Consumer awareness to identify genuine products and distinguish them from counterfeit ones; provision of information on official websites and packaging about authentication methods etc.

    ·         Supply chain transparency and security to prevent unauthorized access to products or intellectual property. Implementation of technologies such as blockchain to track and authenticate products from manufacturing to distribution

    ·         Engagement with law enforcement agencies to investigate and prosecute counterfeiters

    ·         Regularly review and update the brand protection strategies to stay ahead of emerging threats and technologies used by counterfeiters.

    Strong coordination and regular liaising with law enforcement authorities is the key in initiating swift actions against the counterfeit activities. The most effective way to handle this is to always be prompt and responsive to any support being sought from the authorities, whether understanding the law, conducting regular training, providing prompt responses to notices, all of which ultimately aids in timely filing of chargesheets. Once the authorities develop confidence that proper support has been provided, they equally support in nabbing down the counterfeiters. Basically, it’s two-way traffic and to foster a positive roadmap to curb this menace, we need to be transparent and responsive to each other’s requirements.

    Your involvement in both domestic and international legal matters is impressive. How do you adapt your approach when dealing with clients from diverse backgrounds and legal systems? Are there any unique challenges or opportunities that arise in such cases?

    My IPR enforcement practice helps me interact with foreign clients quite frequently. While most of them by now are abreast with the Indian legal system, the pace at which the system works really bothers most of them. My interaction with the marketing/ sales team of the corporates seeking enforcement actions on the counterfeiters allow me to break down the processes and present a seamless scenario so as to help them navigate challenges of dealing with enforcement authorities without being bothered about possible harassment at their hands.

    Finally, considering your extensive experience and success in the legal field, what advice would you offer to recent law graduates aspiring to follow in your footsteps? What key skills or qualities do you believe are essential for success in the legal profession, especially in today’s rapidly evolving legal landscape?

    Read law and non-law matters every day for some time. With technology in place, this is sorted and only requires a routine to be followed. Interact with senior lawyers and watch Court proceedings to learn the nuances. In the initial years, work with lawyers in different stages of their careers to learn from each phase of a lawyer regarding how to approach a case. Explore different branches of law. The professional has endless opportunities – if you are patient and keep working and associating with the senior professionals, rewards will flow naturally.

    Get in touch with Kshitiz Karjee-

  • “Although you climb up the professional ladder, you continue to study and learn all throughout your career just like you did in your first year of practice”- Dr. Kanika Arora, Founder & Managing Partner at Nirka Law Advisory

    “Although you climb up the professional ladder, you continue to study and learn all throughout your career just like you did in your first year of practice”- Dr. Kanika Arora, Founder & Managing Partner at Nirka Law Advisory

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

     

    Can you walk us through your journey from studying Oil and Gas Law to pursuing a Doctorate in Business Administration? What inspired this transition?

    Having studied at the University of Reading, by the end of the degree I was amply clear that I wanted to pursue a specialised LL.M. degree right after. After having done thorough research, I narrowed down to doing a majors in Oil & Gas Law, which touched upon policy as well as commercial learning with regard to the industry vertical. In fact, despite the fact that I was the youngest out of my batch of LL.M. students, I ended up acquiring the first rank at the end of the year. It was a subject-matter that I was passionate about right from the beginning, owing to the fact that I had grown up in the Middle East and had been exposed to the industry from an early age.

    Once I had completed the degree programmes in the UK, I was at the juncture of deciding where I wanted to practice and that is exactly when I took the leap of faith and moved to Mumbai- the commercial hub of India. I spent a couple of years practising on various domestic and international arbitrations- gradually and eventually building my expertise in construction, infrastructure and energy arbitrations.

    Deciding to go ahead with a Doctorate in Business Administration was motivated partly by taking my academic qualifications a notch higher and also coupled with the fact that the profession of law is hugely infused with the education of business and commercial skills. The degree added value to my already existing portfolio, and in fact, helped me to strengthen my business foundations.

    With experience in both legal practice and business advisory roles, how do you see the intersection between law and business, especially in your area of expertise?

    Absolutely- without a doubt. Once you move ahead of your formative years in practice where you acquire experience in research and drafting, you are then exposed to the next level of the legal industry, being the business of law. Just like any other industry, the legal profession also demands one to be fluent enough with commercial sensibility and business development skills.

    In fact, in my opinion, it is important to understand another perspective. Clients share a fiduciary relationship with their lawyers wherein they confide in them to understand that their case possibly involves a huge financial responsibility. Sometimes only legal knowledge does not suffice. Any commercial case would also require one to apply basic financial understanding, technical understanding of certain claims and strategizing the most effective and efficient way of closing the case for the client.

    You’ve worked in various legal positions across different regions like the UK, UAE, and India. How have these diverse experiences shaped your approach to law and business?

    Looking back, I’m very fortunate to have been exposed to multiple markets and jurisdictions. Especially today, when we see that commercial players in India are a part of few of the biggest transactions taking place globally. Since I have focused on construction and infrastructure arbitrations, both domestically and internationally, having exposure to multiple markets has made it simpler to deal with complex cross-border cases. It also makes it easier to understand client mentality and procedures of courts.

    As the founder of Nirka Law Advisory, could you share some insights into the challenges you faced while establishing your own firm and how you overcame them?

    I think I have been lucky enough to have had a range of mentors to look up to and gain inspiration and advice from, which made the process a lot more simpler. This was the ultimate target and I am glad that it worked out in time and just in the way our team had planned for it.

    Initially setting up shop in any industry vertical demands time, money and effort – relentlessly. Unlike employment, the entire burden of ensuring that quality of work generated remains uncompressed, clients are satisfied, the team is well-equipped and happy with the work being done, etc. all lies with the founders. However, having a team and compartmentalizing duties and responsibilities has helped immensely. We have hand-picked our team to provide optimum quality services, and we are thankful to have retained our clients through our quality of work.

    What motivated you to specialize in Oil and Gas Law, and how do you see this sector evolving in the coming years, especially in the context of global energy transitions?

    The conventional energy sector has for decades been a dynamic and interesting sector to study and work in. For someone who wants to gain insight into it, I always recommend watching the documentary, ‘Story of the Seven Sisters’. The sector is vast and ever evolving, that at no point would the learning stop. Yes, the non-conventional energy sector has picked up at a rapid pace in the last couple of years, however, in my opinion we are still largely dependent upon conventional sources of energy and that would be the case even for the next couple of decades.

    Throughout your career, you’ve held roles ranging from Legal Intern to Partner. How have these different positions contributed to your professional growth and perspective?

    I think this is the basic life cycle of any lawyer. It’s a slow yet promising transition. Although you climb up the professional ladder, you continue to study and learn all throughout your career just like you did in your first year of practice. The profession comes along with this.

    Could you highlight some key lessons or insights you gained during your time at Advani Law and AZB & Partners that have been particularly valuable in your current role as a Managing Partner?

    I think all the firms that I had worked with have contributed to my learning curve in one way or another. With Advani Law LLP, I gained a lifetime mentor, Mr. Hiroo Advani who I would all the credit to for making me the professional I am today. The firm worked more like a chamber practice and when I had first arrived I was absolutely clueless about what practice would really entail. The firm taught me everything that I know about being an arbitration lawyer, because I had the best arbitration lawyer in the country as my teacher. AZB & Partners gave me an insight as to how the top law firms in the country work, which is vastly different from how boutique firms run. The learning involved working with a much larger team and the expectations were very different in terms of timelines and performance.

    Finally, considering your journey from law school to founding your own firm, what advice would you offer to recent graduates aspiring to build a successful career in law and business?

    The best thing that a law graduate can do is to get themselves the right mentor at the very beginning of their career. Secondly, it is all about persistence. The learning curve is not just for a couple of years, but for the entire life of a lawyer’s career. Lastly, take risks. Step out of the comfort zone and take the initiative to think out of the box.

    Get in touch with Dr. Kanika Arora-

  • “By maintaining open communication channels and fostering a culture of compliance within the organization, I have been able to strike a balance between these sometimes conflicting priorities”- Divya Chandrasekaran, Founder, iPACT LEGAL

    “By maintaining open communication channels and fostering a culture of compliance within the organization, I have been able to strike a balance between these sometimes conflicting priorities”- Divya Chandrasekaran, Founder, iPACT LEGAL

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

    Can you share with us your journey from law school to becoming a seasoned counsel, highlighting some pivotal moments or experiences that shaped your career path?

    My journey from law school to becoming a seasoned counsel has been quite an adventure! There were many pivotal moments and experiences that have helped shape my career path. Starting as a trainee in a top law firm, I learned the ropes from my seniors in the corporate team. I remember feeling a bit intimidated at first, but they were so supportive and patient with me, which really helped me grow and develop. Moving to the Intellectual Property team allowed me to handle huge IP portfolios and gain experience with national and international filings and directly managing the clients. It was quite a challenge, but I loved it! Transitioning to in-house counsel roles at large FMCG and pharmaceutical companies provided me with the opportunity to delve into the business side of legal practice, which was really fascinating. These experiences have been instrumental in shaping my approach to legal practice and have helped me develop a unique perspective that combines legal expertise with a deep understanding of business dynamics.

    You’ve had a diverse range of experiences, both in law firms and in-house roles. How have these different environments contributed to your skill set and approach to legal practice?

    Yes, while starting my own firm was always on the radar, I wanted to be well-prepared and well-equipped for that and I felt it is important to have sufficient experience in Firms and in-house roles for holistic professional growth. Working in both law firms and in-house roles has really helped me develop a well-rounded skill set and approach to legal practice. In law firms, I honed my legal knowledge and expertise in understanding the intricacies, and the art of handling clients, while in-house roles allowed me to gain a broader perspective on the intersection between law and business. It’s been really interesting to see how the two sides of the legal profession work together to achieve common goals. This combined experience has been my USP that sets me and my firm apart. The blend of these experiences has helped me develop a strategic and practical approach to legal practice, where I am able to not only provide sound legal advice but also offer valuable insights on how legal considerations can impact business outcomes.

    As a strategic partner for organizations, you’ve been involved in business development and advising on key initiatives while ensuring risk mitigation and compliance. Could you elaborate on how you balance these sometimes conflicting priorities?

    Balancing business development, risk mitigation, and compliance can be quite challenging at times. As a strategic partner for organizations, my approach is to prioritize risk mitigation and compliance while also supporting key initiatives that drive business growth. This often involves conducting thorough risk assessments, collaborating closely with stakeholders, understanding the practical challenges and pain points, and proactively identifying potential legal issues. By maintaining open communication channels and fostering a culture of compliance within the organization, I have been able to strike a balance between these sometimes conflicting priorities. As a thumb rule, I ensure that Compliance and adherence to Law in its Letter and Spirit is pivotal for the sustainable and scalable growth of any Organisation and as the Legal Counsel, it is one’s responsibility to guide the management of the Companies in the right direction.

    Throughout your career, you’ve been involved in negotiating, vetting, and drafting high-stake contracts. Can you share any strategies or approaches you’ve found particularly effective in these processes?

    Negotiating, vetting, and drafting key contracts is something I Love and am always excited about! But over the years, I’ve developed some effective strategies and approaches that have helped me in these processes. One of the most important things is to thoroughly understand the needs and objectives of both parties involved in the contract. This allows me to tailor the contract terms accordingly and ensure that everyone’s needs are met while complying with all statutory requirements. Additionally, maintaining clear communication throughout the negotiation process, paying attention to detail, and seeking input from relevant stakeholders can help ensure that the final contract accurately reflects the agreements reached by both parties. Another crucial aspect is to interact with the respective department which deals with that particular project, to understand the background, the practical challenges, and the probable risks while drafting, reviewing, or negotiating a water-tight and robust contract. Lastly, following red-lining etiquette and ensuring that you have proper and valid reasoning and rationale for every change made, accepted or rejected is the most effective strategy and art of vetting and negotiating a contract.

    Given your experience in supporting business development projects and signing commercial contracts with partners across various regions, what are some challenges you’ve faced in navigating international legal landscapes, and how have you overcome them?

    Navigating international legal landscapes can present unique challenges due to differences in laws, regulations, language barriers, and business practices across regions. To overcome these challenges, it is crucial to conduct comprehensive research, seek local legal expertise when needed, and establish strong working relationships with local partners. By staying informed about international legal developments and adapting to the cultural nuances of different regions, I have been able to effectively navigate complex legal landscapes and support business development projects across various regions including APAC, AFMET, CIS, LATAM, US, UK and Japan. Yet another major challenge in cross border deals and the most negotiated clauses would be the jurisdiction, dispute resolution and applicable law clauses. The Company and counsels, before deciding on the jurisdiction and applicable laws, have to factor in various aspect such as the costs involved in dispute resolution in a jurisdiction, the practicality of adherence to foreign laws, the risks involved and how stringent/lenient the laws of such country are with respect to the subject matter. 

    There have been interesting instances where some foreign counsels deleted or modified clauses saying it is not in line with their laws, and when we delved deep and tried to understand their laws, it was not the case. Hence while working on cross-border deals, it is important to not just go by the other Party’s interpretation of laws, but personally verify it from our end, either in-house or by seeking local expertise in those countries. 

    Your role has also involved working with cross-functional teams across multiple departments. How do you ensure effective communication and collaboration in such diverse settings?

    Absolutely! The key to successful outcomes in diverse settings is to prioritize open and transparent communication. I actively seek input from all departments involved in a transaction and encourage a collaborative work environment. By fostering a culture of mutual respect and shared goals, I have been able to facilitate effective teamwork and drive successful outcomes across multiple departments. Additionally, I make sure to take approvals, denials, or comments from cross-functional teams in writing and ensure that all stakeholders/relevant departments are marked in such communications to allow other stakeholders to raise any concerns or discussions if any. If it is an oral discussion, I send out the Minutes of the Meeting. This helps ensure that all discussions are recorded and can be referred to later if needed.

    Mentorship and team development seem to be important aspects of your leadership style. Could you share some insights into how you nurture talent within your team and promote their professional growth?

    Yes, I truly believe in nurturing talent within my team by providing opportunities for professional growth and development. I set clear expectations, offer constructive feedback, and empower team members to take on new challenges. Allowing and encouraging the team members to take ownership of every single task they handle, not just gives them confidence, but also makes them accountable for their assignments. Instead of giving them the answers, I tell them how to find the solution. This helps them handle any situation even in my absence and makes them better professionals. Having regular team meetings and brainstorming sessions has helped the team handle their workload meticulously and be abreast of the laws. I also believe in being open to feedback and constructive criticism, as it helps me and my team grow professionally. As Lawyers, it is important that we agree to disagree!

    Looking back at your journey, what advice would you offer to fresh law graduates who are about to embark on their own careers in the legal field?

    I would advise fresh law graduates to invest in continuous learning and professional development to stay abreast of legal developments and industry trends. 

    While it is easy to generate opinions or contract drafts using AI, it is important that every document is drafted meticulously and one understands the rationale behind every line that goes into a contract/document and mastering the art of interpretation. While AI is an effective tool that helps you work smart, it should not be a replacement for your hard work. Mere copy-pasting of language can land up being more dangerous and expensive than one can imagine. 

    Seek mentorship and guidance from experienced legal professionals to gain valuable insights and perspectives. No doubt is a silly doubt, never refrain from asking questions or getting clarification.

    Build strong relationships with colleagues, clients, and industry peers to expand your network and opportunities for growth. Embrace challenges and opportunities for growth, as they provide valuable learning experiences that can shape your career path. 

    Above all, approach your legal career with passion, dedication, and a commitment to excellence in all that you do. All the very best!