Grounded in values of responsibility and accountability, this conversation explores the journey of Anuj Anand Malik, Founder of AMA Legal Solutions, a legal professional shaped by early life lessons and courtroom realities. From formative experiences in litigation and research to the challenges of establishing an independent practice, the interview reflects on resilience, credibility, and leadership in law. It also examines how structured systems and technology can strengthen client trust, improve efficiency, and expand access to justice, while offering thoughtful guidance to young lawyers navigating independence with integrity.
How did your early life experiences shape your sense of responsibility and inclination toward law?
Some of my earliest memories are of listening more than speaking, observing how decisions, words, and integrity shape lives. Responsibility was never taught to me as a concept; it was lived daily around me.
My grandfather, Late Adv. R.C. Malik, former Comptroller and Auditor General (Ex-CAG), taught me a lesson that has stayed with me throughout my life that helping someone at the hour they need you the most helps them believe in the law, and once that belief is built, justice finds its way. He believed that power must always come with accountability and that the law exists to protect, not intimidate. Watching his life taught me that dignity in profession matters more than titles, and that the true purpose of law lies in service. That belief gradually transformed my inclination toward law into a lifelong commitment.
In your initial internships and early legal exposure, what were the most formative lessons you learned about litigation, research, and courtroom realities?
During my initial internships and early legal exposure, I learned very quickly that litigation is built on preparation, discipline, and perspective. Courtroom practice is far more nuanced than academic learning. Research must be thorough, arguments must be precise, and timing often matters as much as content.
One of the most formative lessons was understanding the importance of learning from seniors. Feedback in chambers and courtrooms, even when firm or direct, should always be taken as constructive guidance rather than criticism. Seniors offer insight shaped by experience, and absorbing that feedback positively plays a crucial role in developing courtroom maturity, professional judgment, and long-term credibility as a lawyer.
What were some of the practical or professional struggles you faced while transitioning from a young law graduate to an independent legal professional?
The transition from a young law graduate to an independent legal professional came with its share of challenges. I always had a strong desire to build something of my own, and that ambition brought with it long working hours, financial uncertainty, and the constant pressure of establishing credibility from the ground up.
In the initial phase, there were no shortcuts managing clients, handling documentation, conducting research, appearing in court, and building trust all had to be done simultaneously. Balancing learning with responsibility was demanding, especially when resources were limited and expectations were high. What helped me through this phase was consistency showing up every day, putting in the work, and staying committed even when progress felt slow. Those early struggles taught me resilience, discipline, and the value of persistence, shaping not just my professional journey but also the mindset required to build and sustain an independent practice.
Was there a defining moment or turning point that gave you the confidence to establish AMA Legal Solutions?
Yes, there was a defining moment that reshaped my understanding of legal practice. I realized that while clients place immense trust in the legal system, their anxiety often stems not from the law itself, but from uncertainty and lack of communication. When clients are kept informed, their faith in the process remains intact even during difficult phases.
That realisation stayed with me and became the foundation of AMA Legal Solutions. I felt a responsibility to build something that prioritizes clarity, structure, and consistent communication alongside strong legal representation. Establishing the firm was not merely about independence; it was about creating a system where law works transparently with people, preserving their trust at every stage of the legal journey.
What were the biggest challenges you faced while setting up the firm’s legal strategy, operations, and compliance systems?
One of the biggest challenges was building a structured legal system while ensuring that professional ethics and compliance were never compromised. Setting up legal strategy alongside operational workflows required balancing growth with responsibility every process had to align with regulatory standards, confidentiality obligations, and long-term sustainability.
Another major challenge was creating internal systems that supported lawyers rather than burdened them. Standardizing documentation, case tracking, and client communication demanded foresight and discipline, especially in an environment where informal practices are common. Establishing these foundations early was demanding, but it was essential to build a firm that operates with clarity, accountability, and consistency at every level.
How did your role evolve from being a practicing lawyer to leading and managing a multidisciplinary legal team?
My role evolved through a conscious shift from focusing solely on individual legal practice to building and managing the firm as a whole. In the early years, I was directly involved in every aspect of legal work drafting, research, court appearances, and client interactions. As the firm expanded, I had to adapt and evolve, moving from execution to leadership and strategic decision-making.
Managing a multidisciplinary legal team required me to develop skills beyond advocacy, including mentorship, delegation, and operational oversight. It also pushed me to explore new opportunities integrating technology, strengthening client engagement, and expanding service offerings while ensuring that the firm’s core legal values remained intact. This evolution has been essential in building a sustainable, forward-looking legal practice.
How do you balance technology-driven initiatives with legal practice, and how has tech reshaped efficiency and access to justice in the legal sector?
Technology entered our journey from lived frustration. I remember juggling WhatsApp messages, emails, and calls just to give clients basic updates. That chaos made me question why legal communication should be so difficult?
This led to the creation of the AMA Legal Solutions App, a platform designed for better client communication and structured legal workflows. Clients can track their case progress, receive updates, and ask queries, while lawyers benefit from organized case management and reduced administrative stress.
For us, technology is not about replacing lawyers, it’s about helping them practice law better.
What is your long-term vision for AMA Legal Solutions and the legal ecosystem you hope to help build in the coming years?
My long-term vision for AMA Legal Solutions is to build it into a globally respected legal institution that delivers structured, ethical, and accessible legal services across jurisdictions. We have already taken meaningful steps in that direction by establishing our presence across four states in India and setting up one international office, and this is only the beginning.
In the coming years, I aim to expand our legal services worldwide by building cross-border capabilities, collaborating with international legal professionals, and adopting technology that enables seamless client support regardless of geography. Equally important to this growth is our commitment to free legal aid ensuring that access to justice is not limited by financial constraints. At a broader level, my vision is to contribute to a legal ecosystem that is interconnected, transparent, and future-ready where clients receive consistent legal support across borders, and where legal guidance, whether paid or pro bono, remains accessible, ethical, and impactful.
What advice would you give to young lawyers who aspire to build independent practices while staying ethical, resilient, and informed?
There will be moments when progress feels invisible. Don’t let those moments define you. Focus on learning, integrity, and patience.
My advice to young lawyers is to first focus on building strong foundations. Master your fundamentals, respect the institution of law, and never underestimate the value of discipline and preparation. Independence in legal practice does not come overnight; it is built through consistency, patience, and credibility earned over time.
Stay ethical even when shortcuts seem tempting, and treat every piece of feedback from seniors as an opportunity to grow. Be resilient during slow phases and self-doubt, because those moments often shape your character more than success does. Simultaneously, stay informed and open to change technology, new practice areas, and evolving legal frameworks are not threats but tools. If you combine integrity with adaptability and long-term thinking, an independent practice will eventually find its footing.
Smita Choudhary’s journey in intellectual property law is a compelling narrative of resilience, innovation and global perspective. From working across multiple jurisdictions including India, Dubai and Saudi Arabia to building a patent practice LAWIANS LLP, focused on biotechnology, engineering, sustainability and emerging technologies, her career reflects the evolving nature of modern patent law. In this conversation, she speaks candidly about navigating international patent systems, creating a flexible and inclusive work culture, building a green technology driven IP practice and adapting to disruptions such as AI and COVID.
Ma’am, you are currently based in Saudi Arabia. How has that particular environment helped you flourish and nurture yourself as a patent attorney and in starting your own law firm?
It is a very interesting question, and I am glad you have asked this as the very first question. See, Saudi Arabia, do not take it as a location term. If we remove that country name, the work is the same. The patent culture, the work of a prosecutor, the work of a litigator, or being an advisor or a legal technical expert. The work will always be the same.
It works like a brick. You just have to adjust it in the form of where you want to create a building. When I first moved, yes, of course, it was very difficult to find ground here for a working woman who is over 35 and already has an established journey. Again, to regenerate the journey in the field of patent advocacy and the law field, which is a very challenging one, because when we are below 35, we are very challenging, smart, and everyone is welcoming.
But after that, so many responsibilities come up related to your family, your husband, your kids, and then the office. So they expect that this kind of employee has to be available 24 by 7 on one call. But that does not change your passion to work on it. So it was difficult in nature.
But one of my reference friends, we were working together in Dubai, referred me to one of the law firms that was working and looking for a patent advisor in the biotech and pharmaceutical industry. So it was one of the open lights for me that, okay, let us work together and start establishing our own law firm in the meantime, because there were many patent applications that were willing to directly file in the Indian Patent Office. Being an Indian patent agent and a registered one, I thought that let us start our own so that any India filings for my foreign clients in the Middle East would not have to go to another third associate and then add on to the pricing.
We could have our own in-house filing team and the portfolio management team so that we could help them in patent preparation starting right from the search analysis, then the patentability test, then drafting, and thereafter filing. Sometimes this helped me as an in house origin, where you have a patent from the scratch level.
Now you do not need to go to another party to make a search, then to another party for drafting, and then for reviewing. Then we will file in the UAE or Saudi Arabia. I was aware of this, and still I am aware of the UAE filing pattern and how the drafting should be, and the Saudi Arabia filing pattern, how the specification should be drafted, what the claims should be, how many claims should be there, and what the drawing pattern should be, and which things we have to protect and which things we are not supposed to protect here.
I was aware of this. So drafting in my own in-house teams, like a biotech team, a mechanical team, an IoT based team, and a software based team, helped me in making this portal successful.
You worked in India, then moved to Dubai and then to Saudi Arabia. These are different jurisdictions. How did you acquaint yourself with them? How did you manage the move and build the name of your law firm? How did you come up with the concept?
Actually, it is a very nice journey, and my only answer will be that I faced many rejections. I was rejected everywhere.
Once you face failure and rejection, you can work on your faults. It means that it tells you where you are lacking and what you need to do for the next jump. This was the first thing I learned. I used to give lots of interviews.
I was rejected just because I was overqualified. I was rejected just because they did not have patent facilities. I was rejected because they already had someone with an Arabic background and knowledge of the Arabic language. So language was one of the issues, and they rejected me. I was rejected because I was a mother. I had a full time job and I could not devote myself fully to the company. So they rejected me, saying that I needed to work after 6:00 PM or 7:00 PM. So these were the points.
I pointed out each and every rejection and took it as a challenge, that let us make a good, environmentally friendly office so that whether you are 20, you are 16, you are 18, you are 30, or 50 or 70, you can work.
You can take your own time whenever your free time is there or your working schedule is there. Like every animal has a working time, they hunt at that time. Likewise, we ladies, kids, students, entrepreneurs, or internship holders work at different time periods.
In between, COVID was a big boom for us. COVID gave us full wings to work at our respective time periods. You were not only bound to work from nine to five. You could work whenever you were ready. So this was the plus point. I thought that let us hit the iron. I thought that we would create a good environment.
Everyone would be welcomed. If they have skill and education, even a little bit of skill, I would not tell them that this is the job you have to do. You have to do business development, or you have to do drafting, or you have to do analysis. You need to tell me what area you want to work in.
If you love analysis, go for it. Do research analysis. Do patentability searches. Make a good FTO report. Bring uniqueness into that. If you like writing and drafting, work for the drafting team. If you are good at convincing the examiner, go for the prosecution team. If you want to go for High Court work, go for litigation.
So I wanted the intern to tell me, or the people who were coming into my field, to tell me that, ma’am, this is what I want to work on. Because I was not the one to scrap and make them a sculpture. They were already built. I just had to place them in a beautiful place, like, okay, you handle this department, you handle that department.
There were no bondings and no limitations. I just gave free wings and a free canvas to develop talent and develop more strategic planning. Some interns and employees came to me knowing nothing, but they really wanted to work in IPR. So what I planned was to get them educated and trained by people who were already in the business and providing training to enter this field, like one of my colleagues, or you can say she is my co patent lawyer as well.
She trains interns. Ms. Gauri Waghmare trains interns in patent drafting, search analysis, landscaping, and how to make a response to the First Examination Report. So with three to four weeks of training, you come to us, take the business, and start working. This is how we have developed a good team to work on it.
Creating such a free space is truly remarkable. How did you develop this mindset, moving from biotechnology to patents and then shaping this journey with the idea of giving people the freedom to work on their own terms, even after COVID, when not everyone could understand this concept? How did this journey begin, and what led you to this approach?
You know, being a lawyer, you will understand which is your best part and which is your best time. If you want to draft or write something, or you want to do some research on articles or sections for the next day’s hearing or presentation, you need a smart space. You need a completely silent space where you can say, okay, this is my time. Maybe I am happily working from 4:00 AM to 7:00 AM in the morning. That is the time. Maybe 2:00 AM to 6:00 AM. Maybe 11:00 PM at night, like that. You need to find your own time zone when you are most happily active and doing your work, because I know that if the kitchen is dirty, if the bed is dirty, or if the laundry is dirty, I cannot concentrate. I have to cook. I have my kids. I cannot keep them hungry and start working, because when I start working, my son will immediately say, mama, I am hungry. That means I have to fulfill that demand before I open my laptop.
There was an incident when I was cooking for my three year old kid. My client called me, and my son picked up the call. He was very small at that time, three years old. He said, do not disturb my mama, she is cooking for me. You can call after 15 minutes. He said this in his own toddler language. My client happily said, okay, I will not disturb mama. I was unaware of this. Sometimes, when I was in the washroom, he would say that my mama is in the washroom. I later realized that he had said this to a client. After some time, my client called me again after one hour. He said that your assistant picked up the call and told me not to disturb you, so I am not disturbing you. Are you free? Can we talk? These kinds of things created a good relationship with my client. He understood that Smita is a family person and has kids to take care of, so he would not disturb me during that time. Likewise, the client became my family. The first thing I learned was to establish trust.
This all started in December 2020. I was working with one of the IoT based companies, RPMA Networks, in Dubai. It was an engineering based team with AI, and at that time AI was booming. AI related inventions were already germinating and happening.
In that process, we had a team of engineers who were very knowledgeable in the fields of communications, software engineering, and computer science. I was from a core biotech background. I told my boss that since I am from biotech, I would not understand the technology and that I would need an engineering team. They would help me understand what the technology is, how it is distinguished from the prior art, what the invention is, what we are going to claim, and what will make it suitable for IoT based vehicles that are connected to each other. I asked them to give it to me in a proper flow chart for drafting.
They had the technical knowledge and technical language, but I was there like a brick. I arranged each paragraph and each claim according to my drafting regulations for the complete specification. I started with IoT, which I was completely unaware of. I wrote the language exactly as dictated by the inventor. Whatever he said, I drafted it. Luckily, the first draft was filed in the UAE, and within 12 months, we moved to the USA via PCT. There were four patents lined up for drafting, and all were accepted. We made a few adjustments to the claims, and once they were qualified and granted, they were accepted by the examiners.
The UAE Patent Office also accepted the decision of the US Patent Office. This gave me full confidence to start more work. It gave me motivation to move ahead. I was working continuously, and because of COVID, we had reduced salaries and I was completely working from home.
Then my senior told me that they were closing the innovation department. They said they did not have a job for me, but I would be half paid and could do as much as I wanted. I realized that this was the point where I needed to start my own journey. At the same time, I was attending interviews and exploring opportunities with different law firms.
One of my favorite inventors messaged me saying that he had a few inventions and patent applications in India, along with some new mechanical engineering related inventions, and asked if I could help him. He was very senior and was the first person who told me, Smita, why do you not start your own practice? You are such a good draftsman. I told him that I am from biotechnology and that I only know patent rules, regulations, and drafting techniques. If he provided the engineering language, I could draft for him.
He was around 55 or 60 years old and said that he was old school. He told me that he would dictate and I could write. Even the drawings were made on graph paper, like traditional engineering drawings. I said, okay, no problem, we will find an expert who can do it for us. That is how we started the journey. We would sit together for two to three hours, drafting, doing searches, and working through the inventions. We filed in the UAE, and later we developed a mechanical team because we had more mechanical inventions coming in. I realized that we needed a pure mechanical engineering team.
Then Amit came to me and said, ma’am, I want to work out of the box. I do not want to work the way traditional law firms work. I told him that I understood what he wanted and that he had the space to do it. Our first invention came in, and what we learned was that in traditional law firms, whatever material you get, you draft it and file it, and then later deal with objections, more examination reports, more responses, and more costs. This becomes very hectic, and inventors often lose their motivation during the process.
I decided to cut that approach out. As a new patent lawyer, I chose to work in my own way. I drafted in a manner that the examiner could clearly understand what the claims were about, what the subject matter was, and how it was different from the prior art. As a result, we only received formal objections, such as removing ambiguous terms or adjusting wording and claim numbering. That was it. The application was accepted, published, and granted shortly thereafter.
This helped me understand that if you put 80 to 90 percent of your effort into drafting and reviewing before filing, it reduces the prosecution burden. The examiner is happy, and the inventor is happy. The inventor then comes back to you with more work. This is how our journey started.
You have also worked in climate change and sustainability related patents. How did you build your practice around green technology and how do you stay updated globally? So how is this green technology supporting the whole cause and how have you built your practice around that?
Exactly. You have to be very open, cautious, and observant of the market and what is happening, just like a cat or a dog. Have you ever seen a pet cat or a pet dog? They are very cautious and always alert. Who is coming? Who is going? Which car has passed? Who has come?
They sense it and they smell it. So be like an animal and sense the surroundings. Five years ago, when artificial intelligence was emerging and COVID was taking over, at the same time climate change was also becoming evident. You may remember that the skies became cleaner, the roads were clean, and fresh water systems improved.
New fish started appearing in ponds. You must remember these things happening and showing up as positive after effects of COVID. Parallelly, since Dubai is a very welcoming city, it was embracing artificial intelligence on one side while also balancing sustainability.
Sustainability means whatever we have now, we have to preserve it and also bring more business so that we can sustain ourselves for the next 10 or 20 years. During COVID, we truly understood the value and meaning of sustainability. We realized that more sustainability related projects should come so that we can survive well for the next 20 to 30 years.
This was the lesson of that time period when the pandemic happened. If you study the culture, environment, and temperature of the UAE, you will understand that it is very hot. So projects were initiated to create fresh water. We were working on water conservation. Artificial lakes and fountains were created, which helped develop algae. Wherever you see algae and green areas, it indicates fewer harmful bacteria and cleaner water.
My inventor, Mr. Sarfraz Dairkee, said that he had an innovation that could help clean these artificially made ponds and lakes. If you visit these areas, you will see many lakes, ponds, and artificial swimming areas created in front of villas, but they require proper cleaning.
If you go to an open, natural lake or pond, it gets cleaned automatically because the water is not stagnant. The bacteria are healthy and everything functions in a balanced microbiological manner. This is not the case with artificially generated water bodies. So this device was developed to help address climate related challenges. They wanted clean and fresh water for swans and ducks.
In this way, one climate change related invention was developed, which we filed in the UAE. It was well accepted and granted, and it is now being monetized and produced. It is being purchased by different malls. If you go to the Dubai Mall, my inventor’s device is already there, cleaning fresh water. If you visit certain lakes, the device is already installed and cleaning stagnant water.
The second project we worked on was a greenhouse to protect plants. In high temperatures, small and tender leaves cannot flourish or sustain themselves in an arid environment. So we created a greenhouse atmosphere that allows plants to grow even in such conditions. This was another climate change related initiative.
Another invention was related to buildings. If you visit big cities like the UAE, Saudi Arabia, Dubai, Riyadh, or Jeddah, you will see high rise buildings made of glass. When these glass surfaces are exposed to sunlight at temperatures of 78 to 80 degrees, carbon emissions and carbon footprint increase, causing pollution.
Around 2022 or 2023, Apple released a video highlighting how they were making products with reduced carbon footprint and aiming for sustainability and zero carbon emissions. My client said, Smita, I have also developed something similar. It is a shield device that can be installed on building window frames to reduce temperature impact and make the environment calmer.
He is a very innovative inventor and has developed many useful inventions. Near airport areas, you will see high rise glass buildings that reflect sunlight into pilots’ eyes during flights. A solution was needed for this. He suggested making buildings greener by developing green plants on top of them, which would reduce sunlight reflection.
This invention focuses on adapting buildings to arid environments and reducing pollution for people working there. Many workers in warehouses and construction sites work at temperatures reaching 80 degrees while maintaining electricity and building structures at great heights. The heat is unbearable and survival becomes difficult.
So we developed helmets designed to keep their heads cooler while working. Although work is restricted between 12:00 PM and 3:00 PM, even after 10:30 or 11:00 the temperature remains difficult to manage.
These are the kinds of climate change related projects we work on. The best part I learned from the UAE and Saudi Arabia is that local innovators are deeply knowledgeable about their environment and understand what kind of devices are useful for their region. We have worked on these inventions from the scratch level.
This is how we actually started.
You have worked nearly two decades now in IP, patents and a variety of changes you have seen in innovations and in different kinds of technologies.You have witnessed many disruptions in patents over decades. How do you see the future of patents in the next decade? Especially after COVID.
Exactly. Very strong question. Why? Because disruptions are not happening only now; they have also happened in the past with patents. Since 1970, so many disruptions have occurred because technology and innovation are such things that they develop, and people think they will stop.
No, it keeps happening. There is no finish. It keeps happening again and again, just like our RBCs get a new life after every 21 days. Innovation is happening after every 21 days. So you can see that since 1970, many innovations, disruptions, and challenges have been faced.
When I started my patent practice, I found that stem cell related inventions were very challenging to get granted by the Indian Patent Office. Patents related to pharmaceuticals, if they do not show efficacy and a synergistic approach, do not get accepted. Patents related to microorganisms were accepted later. Patents related to semiconductors, devices, or software require a lot of hardware disclosure, more paperwork, and more lab work. So this was always there. It was never hidden or vanished. It is evolving, and it is evolving in a more challenging manner.
Even now, disruptions exist in the form of AI. I will tell you, being in patent practice, and with many patent practices abroad in Singapore, the USA, the UK, and Germany, they will tell you that AI is a very helpful tool that can assist you. I tell my inventors not to type anything about their new ideas on ChatGPT or Google, because these are monsters for them. They are like cookies for them.
They will eat your idea. After two days, the same idea can be filed by some other company because this becomes food for them. We are feeding them. By the time you are thinking whether to file or not, whether to search or not, which agent or attorney to go to, or which law firm to approach, a third person may already have filed it. I always tell people to write their idea in a diary and come to me. I will search for you. We will do a prior art search and a patentability search, and then we will tell you whether it is eligible or not.
AI is there, but it is not going to disrupt everything. It is going to help in a smarter manner. Plus, patents will become more impactful and stronger, and everyone will need them. Even your voice and face recognition need protection. They have to be copyrighted because we use digital signatures and even our voice as a password. Nowadays, in medical facilities, by listening to your voice, they can even tell what you are suffering from. This kind of advancement is coming.
So more intellectual property rights related developments will happen in the next 10 to 20 years, and on an enormous scale. Everyone will look forward to reserving, preserving, and protecting their personality, intellect, and ideas. Technology is becoming very strong, and the stronger it becomes, the stronger, more evolved, and more adaptive we have to be. We have to adapt. This is Darwin’s theory of evolution.
Just like that, we have a theory of evolution in patents. It will keep evolving. Today we have AI. After some days, maybe we will look for something else. I saw one example recently. I was watching a reel where a person went to a shop and asked ChatGPT what to buy, and on the other side, the shopkeeper said that a person has come to buy certain things. Everything was happening automatically.
It feels like we have lost that charm of thinking for ourselves. Earlier, you would go to a shop and buy what you knew you needed. Now ChatGPT tells you that you do not have milk, eggs, or vegetables, so you should buy them. It even informs the shop that this person has come to buy these items. So this is happening.
But common sense will always be there.
I really would request you to share some insights or your advice to the young professionals because they are always a little skeptical about how to choose what to choose, where to go, whom to approach, or maybe how to understand which subject or which particular area do I want to enter?
Yeah, sure, sure. It is part of life. You know, my husband says that wherever you go, you start talking about patents and innovation everywhere. When I am having a coffee at Starbucks, I will tell you why it is costly. I have even told myself why iPhones are costly, because these are special patents.
Since Apple cannot do everything, it has taken licenses from Qualcomm and other companies to provide all the 3G and 4G technologies for the chips. So if you cannot do that, you have to hire. And if you hire someone, it will be costly. So patents play a big role.
It is not bad. It is a very nice thing. I say that it is like your mother in law. You cannot ignore her, and you cannot live without her. You have to sustain her, you have to adjust with her, and you have to face it.
Pratik Rajopadhye, Managing Partner at Tavish Law Offices LLP brings a rare blend of commercial understanding and litigation depth shaped by his roots in commerce and early professional training in Delhi. An established lawyer today, who built a thriving practice in Pune, his journey reflects resilience, rigorous preparation and strategic approach to complex disputes. Known for his clarity, discipline and client focused thinking, he reflects on the defining experiences that shaped his craft and the evolving landscape of commercial and criminal disputes.
Coming from a commerce background, what early experiences or challenges shaped your decision to pursue a career in the legal field?
My foundation in commerce provided me with a crucial understanding of business structure, finance, and contractual obligations, which are the very pillars of corporate law and litigation. The pivotal moment was realizing that while commerce deals with creating value, the legal field deals with safeguarding that value and ensuring equitable practice. Specifically, an early experience of running a T – Shirt designing and printing business as a college project made me recognize the intersection of finance and law. Getting the necessary permissions, compliance made me intrigued with the way businesses are run. Thereafter, I decided that a law degree would not just be a career change, but a powerful force multiplier for my existing commercial knowledge.
What challenges or defining moments played a key role in building your foundation as a professional in the initial years?
The first few years were all about getting my feet wet and dealing with the steep learning curve that comes with professional practice. I actually started interning in my second year of law school. Those internships were brilliant for gaining practical insights and learning what I call “Court Craft.” They made the jump from academic theory to actual practice much smoother. My early internships also taught me the little nuances of client counseling and managing cases effectively.
After that, I decided to chase opportunities in Delhi. I started by interning with a couple of top-tier firms and then began my practice there right after graduation. My seniors were really great; they were kind enough to let me sit in on client meetings and take notes.
A real turning point was when I was asked to revive an old case before the NCLT. The High Court had sent the matter back for a second look, but the file had basically been forgotten, and nothing had been done with the High Court order. My task was to follow up with the NCLT and get the case listed for a fresh hearing. Later on, I was also asked to prepare questions for cross-examination in an arbitration case before a retired Supreme Court Judge.
These early responsibilities hammered home the absolute necessity of meticulous preparation, paying close attention to detail, and keeping my cool under pressure.
These experiences instilled the discipline and resilience needed to build a reputation for thoroughness and reliability, which are essentially the cornerstones of my professional approach today.
Establishing your independent practice in 2019, what motivated that decision, and how did you navigate the uncertainties and responsibilities of starting your own firm?
Starting my own practice wasn’t a sudden decision; it was something I’d always wanted to do. I had a really good chat with my seniors up in Delhi. They suggested I should head back to Pune to set up my own shop. The best part was their reassurance, they told me I could always come back and join them if things didn’t work out. Honestly, those words gave me the push I needed to take that leap of faith and return home.
Eventually, my practice started doing well, and I realized I needed a proper structure. That’s how it grew into Tavish Law Offices LLP in 2023, after four years of running things solo.
Going independent definitely came with its own set of challenges. Navigating all the uncertainties meant I had to be super careful with:
Assessing risks;
Planning finances meticulously; and
Leaning on my strong professional network.
My main responsibility wasn’t just being a good lawyer; it was also managing the business side of things, everything from admin and tech to building a solid team, all while making sure our clients still got the best possible results. For me, it was about building something lasting, not just running a small practice.
What was the pivotal breakthrough that transformed your journey from a young litigator to someone handling high-profile challenging matters?
The pivotal breakthrough was a criminal matter pertaining to the alleged bitcoin scam that I got as my first brief after going independent. The bail of my client was refused multiple times in two separate cases. We had no option but to file a SLP before the Supreme Court. Notice was issued and bail granted. My senior with whom I worked in Delhi was kind enough to help me with the case. This case demanded not just legal skill, but innovative strategic thinking, multi-jurisdictional coordination, and bold advocacy. The successful resolution demonstrated that I could handle the highest stakes. This built the trust and credibility necessary to take up subsequent high-profile and challenging matters, transforming my practice’s trajectory
Among the complex and high-profile matters you have handled, which case stands out as the most challenging?
The most challenging case that stands out in my independent practice was a Public Interest Litigation concerning the Pune Metro.
My clients were retired structural engineers who previously held senior leadership roles (such as MD) in both public and private sector infrastructure companies. After experiencing a ride on the newly inaugurated metro, they identified significant structural deficiencies and potential lacunae within the station designs.
These were not minor issues; they were glaring lapses that carried the potential for a catastrophic disaster. After their initial written communication with Metro authorities failed to elicit a satisfactory response, they approached me to file a PIL before the Honorable High Court.
The High Court was responsive to our petition, directing an independent structural audit and mandating that the Metro undertake all necessary repairs where lapses were identified.
On a personal level, securing this outcome was incredibly satisfying, as I was able to make a small, tangible contribution to enhancing the safety of my city.
You have been involved in landmark multi-crore fraud investigations. How have these experiences shaped your approach as a litigator and leader?
Involvement in multi-crore fraud investigations has profoundly shaped my approach, primarily by reinforcing the need for forensic rigor and strategic patience. As a litigator, it taught me to look beyond the legal documents into the underlying financial data and digital trails, demanding a multi-disciplinary approach. As a leader, it underscored the importance of discretion, ethical fortitude, and building specialized teams capable of handling massive volumes of complex information under high pressure. These experiences have instilled a deep appreciation for proactive compliance and risk mitigation for my clients, shifting my focus from purely reactive defense to comprehensive strategic counsel.
What is your long-term vision for Tavish Law Offices LLP, and how do you plan to expand or evolve your practice in the coming years?
My long-term vision for Tavish Law Offices LLP is to evolve from a boutique firm into the preeminent authority in white collar crime, real estate law and Cross border commercial advisory and disputes in Pune. Expansion will be strategic, focusing on deepening our expertise in high-growth sectors like FinTech, AI governance, and cross-border commercial litigation. We plan to leverage technology to enhance service efficiency, invest heavily in the professional development of our team, and potentially explore strategic affiliations that allow us to offer seamless counsel across key commercial jurisdictions, ensuring sustained value creation for our clients.
What advice would you offer to law students and young lawyers who aspire to build a career like yours, and which resources or habits would you recommend to them?
My primary advice is to view a legal career as a marathon of continuous learning and ethical practice, not a sprint for early recognition.
Key Advice:
Specialize Early, Generalize Strategically: Find an area you are passionate about, master it, and then expand your knowledge base to adjacent fields.
Cultivate Resilience: Be prepared for setbacks and learn from them. The ability to bounce back is often more crucial than the initial talent.
Master the Facts: Never underestimate the power of knowing your case facts, documents, and precedents better than anyone else.
Recommended Resources/Habits:
Habit: Dedicate time weekly to read judgments and commentaries outside your immediate area of practice to broaden your perspective.
Resource: Focus on primary legal texts (Statutes and case law) rather than just summaries.
Skill: Develop impeccable written communication skills—clarity and precision in drafting are indispensable.
Health: Dedicate at least 30 mins everyday towards your health. As a litigator you often spend hours in court without having timely meals. Hence, it’s imperative that you dedicate 30 mins for exercise every day and try to eat clean as much as possible. It makes a huge difference when your mind and body is fit and aligned with your goals.
Swati Dalal, Managing Associate at RNA, IP Attorneys, views her journey into law and Intellectual Property not as a premeditated path but as one shaped by curiosity, exposure and meaningful experiences. Studying Political Science at LSR College, training at Campus Law Centre, DU and beginning her career in corporate law and FEMA regulations, each phase strengthened her foundation. A pivotal experience with trademark filings sparked her shift into IP and led to her growth to leadership. This conversation traces her transition into IP law, her multi-jurisdictional IP experience and the guidance she offers to aspiring lawyers.
What motivated your transition from political science to law, and later to the unconventional field of intellectual property, and what challenges and strategies shaped that journey?
Thank you for hosting this session and giving me the opportunity to share my journey with fellow IP professionals and aspiring lawyers.
My transition from political science to law and eventually to the dynamic world of intellectual property was shaped by curiosity, passion and a series of defining experiences.
After graduating in Political Science from Lady Shri Ram College, law felt like a natural progression. I was deeply fascinated by governance, rights, and justice, and spent hours exploring the works of philosophers like Karl Marx and others who shaped societal structures. This intellectual foundation made the study of law an obvious next step.
I began my career at Vaish Associates, a leading law firm in Delhi, where I worked on corporate law matters which involved research and advisory including vetting of contracts, agreements, foreign exchange management issues as well as labour law. During this time, I had my first brush with trademarks while handling filings for a hospitality company, ITC Hotels. That experience was a turning point. The intersection of creativity and law intrigued me. The way brands craft strategies to launch products and protect their identity was fascinating. It sparked my interest in intellectual property and eventually led me to specialize in this field.
The transition wasn’t without challenges. Moving from corporate law to IP required a fresh perspective and continuous learning. However, my corporate law foundation proved invaluable as these disciplines often complement each other. My three years at Campus Law Centre, Delhi University, further strengthened my legal acumen and gave me lifelong connections. Our recent 25-year Campus Law reunion was a testament to those bonds.
Looking back, the journey has been enriching and full of learning. Intellectual property law is not just about protecting rights, it is about enabling innovation and creativity to thrive. That’s what keeps me passionate about this field even today.
What prompted your shift from FEMA and labour law work to trademarks, and how did your early experience with the Enforcement Directorate and related regulatory matters help shape your career and reputation in IP?
Thank you for this question. It takes me back to some defining moments in my career.
My initial exposure to trademarks happened during my time at Vaish Associates. While handling filings for a hospitality company, I discovered the fascinating interplay between creativity and law. The idea that legal frameworks could protect brand identity and innovation intrigued me, and I felt compelled to explore this space further.
The real turning point came when I interviewed at Remfry & Sagar, one of India’s leading IP firms. Interestingly, I had applied for a corporate law position, but the firm needed someone in trademarks. When I cleared the final round, I learned I was joining the trademarks team and not corporate! That unexpected shift became one of the most rewarding decisions of my career.
At Remfry, I started in the contentious trademarks team, handling oppositions and disputes before moving to prosecution, a reverse journey compared to most professionals. This early exposure taught me how to strategize brand protection, advise clients on enforcement and navigate complex disputes. I also managed outbound filings, which gave me a global perspective and helped me build strong relationships with local associates across jurisdictions.
My prior experience with regulatory matters and enforcement at Vaish Associates proved invaluable. Understanding compliance, procedural nuances and risk assessment gave me a strong foundation to approach IP enforcement with precision and credibility. It shaped my reputation as someone who could combine legal rigor with strategic thinking, whether advising on sensitive issues or crafting brand adoption strategies.
Looking back, the transition was serendipitous but deeply fulfilling. Intellectual property law challenges you every day, whether it’s ownership changes, title transfers or advising on brand strategy. Constant learning is what keeps me passionate about this field.
As a Managing Associate at RNA handling diverse prosecution and contentious IP matters, could you share any unique or inspiring case experiences, without names, that offered truly unexpected learnings or out-of-the-box challenges in your journey?
Thank you for this question. It’s always interesting to reflect on cases that push us beyond conventional IP work.
One memorable experience involved a leading petrochemical company operating across multiple jurisdictions. While we managed their trademark portfolio in countries like India, Pakistan and Saudi Arabia, an unusual challenge arose in Bangladesh. A local customer publicly posted defamatory content on LinkedIn and even threatened one of the company’s employees over alleged quality issues with lubricant barrels. This was not a typical IP dispute. It was a mix of defamation, reputational risk and employee safety.
The client was determined to protect its reputation and support its employees. Despite the complexity of operating in Bangladesh, we collaborated closely with local counsel, registered an FIR, and issued a formal warning. After months of negotiations and persistent follow ups, the individual agreed to remove all defamatory posts and tender a written apology. The client appreciated the outcome, noting that we had gone beyond traditional IP enforcement to safeguard their brand and values. This case reinforced an important lesson which is that IP lawyers often need to think beyond trademarks and adapt to multidimensional challenges.
Another category of cases that stands out involves cross-border oppositions. For instance, we successfully opposed infringing marks in Pakistan and Bangladesh for clients in industries ranging from luxury goods to footwear. These matters required not only legal expertise but also cultural and procedural sensitivity to achieve favorable outcomes before foreign Tribunals.
During my tenure at Remfry & Sagar, I handled a contested matter for a global watch manufacturer. The opposing party argued for extensive use of their mark for unrelated goods, hoping to justify adoption in Class 14 (watches and jewelry). After prolonged arguments, the examiner asked a single decisive question: “Explain the coinage of your mark.” The inability to answer sealed the case in our favor. This taught me that sometimes, the simplest questions can dismantle the most elaborate defenses.
These experiences highlight why IP practice is so dynamic, it’s not just about statutes and precedents, but about strategy, adaptability and understanding the broader business context.
What strategies, cultural awareness, and jurisdiction-specific insights have helped you effectively handle multi-jurisdictional trademark matters and collaborate with foreign counsel across diverse sectors like FMCG, pharma, and automobiles?
Thank you for this question as it touches on one of the most critical aspects of global IP practice.
When managing trademark portfolios across diverse jurisdictions, be it FMCG, pharma, or automotive sector, the foundation lies in a unified brand strategy:
Protect the brand consistently across markets.
Enforce rights effectively when infringements occur.
However, the execution of this strategy requires deep cultural awareness and jurisdiction specific insights. Here are some key considerations:
1. Cultural Sensitivity and Local Practices
Every market has its own cultural nuances that influence brand perception and enforcement. For example, certain symbols or words may carry unintended meanings in specific regions. Understanding these subtleties helps avoid reputational risks and ensures smooth adoption.
2. Jurisdiction Specific Filing Requirements
Even seemingly simple processes like filing a Power of Attorney (POA) vary widely:
Pakistan: Requires a notarized POA.
Singapore: No POA needed for filing.
Sri Lanka: POA must be accompanied by Articles of Association or a Board Resolution authorizing the signatory.
These differences underscore the importance of meticulous compliance with local formalities.
3. Pre-Filing Clearance and Strategic Coverage
I always advise clients to conduct comprehensive clearance searches before launching a brand. Marketing and product launches involve significant investment and an unexpected objection or opposition can derail timelines and budgets.
Additionally, brands must identify gaps in protection. For instance, a footwear company should also secure rights in retail services to prevent misuse in related sectors.
4. Ongoing Maintenance and Monitoring
Registration is not perpetual. Jurisdictions like the Philippines mandate filing a Declaration of Actual Use in the 3rd and 5th year, failing which the registration will be automatically cancelled. Active monitoring and timely renewals are essential to maintain rights.
5. Collaboration with Foreign Counsel
Local associates are invaluable as they understand procedural nuances and maintain direct engagement with registry officials. Regular discussions with them, combined with resources like INTA publications and global IP blogs, help refine strategies.
That said, hands-on experience is irreplaceable. Practical exposure to diverse jurisdictions builds confidence and sharpens judgment far beyond what theory alone can offer.
In essence, managing multi-jurisdictional IP portfolios is like solving a jigsaw puzzle, aligning brand priorities, legal requirements and cultural considerations into a cohesive global strategy. I consider myself fortunate to have worked across numerous jurisdictions and built strong relationships with foreign counsel, which has been instrumental in delivering successful outcomes for clients.
What guidance would you offer students and young legal professionals, whether in IP, corporate, or criminal law, on finding direction, building their future, and navigating early-career uncertainty and mentorship challenges?
My advice for Young Legal Professionals-
Stay Curious: Never say no to new opportunities. Growth stops when you think you know it all.
Read and Learn: Go beyond textbooks and explore industry trends and global developments.
Use Modern Resources: Webinars, blogs, and legal forums offer insights far beyond traditional libraries.
Make Internships Count: Treat them as launchpads. Be proactive, deliver quality work and seek feedback.
Be Self-Driven: Mentorship helps but motivation must come from within.
Adapt and Evolve: Law is dynamic so stay updated and embrace lifelong learning.
“Your career is a marathon, not a sprint. Stay curious, stay hungry, and keep moving forward because the law rewards those who never stop learning.”
How do you maintain your mental, physical, and professional well-being while handling complex cases, balancing personal and professional demands, and sustaining a 25-year-long legal career with consistency and focus?
There is no single formula. It’s about clarity, balance, and mindset. Over 25 years, I’ve learned a few guiding principles:
1. Set Clear Priorities
You can’t do everything at once. Define what matters most whether it’s meeting deadlines, mentoring your team, or being present for family and focus on one step at a time.
2. Embrace Resilience
Stress is inevitable. There will be days of pressure and days of triumph. Celebrate wins like a successful strategy or client appreciation and learn from setbacks without losing momentum.
3. Find Joy in Your Work
Consistency comes when you genuinely enjoy what you do. Passion sustains focus even during challenging phases.
4. Build Relationships
Professional success isn’t just about legal acumen, it’s about trust. Informal client interactions and empathy go a long way in strengthening bonds and creating lasting partnerships.
5. Share and Mentor
Guiding juniors, contributing knowledge, and engaging on platforms like LinkedIn not only help others but also keep you energized and connected.
“Balance isn’t about doing everything. It’s about doing what matters most with clarity, empathy, and purpose.”
Sir, you’ve built a distinguished career in litigation and dispute resolution over the past nine years. What initially drew you toward advocacy, and how did your early experiences shape your understanding of courtroom dynamics and the art of persuasion?
Since childhood, I was quite clear that I wanted to pursue litigation, my father was into it, so the courtroom atmosphere was something I grew up around. When I began working with Mr. Sanjay Jain, Senior Advocate and former ASG, I truly learned what advocacy means in practice. He never lost his calm, even in the most charged hearings, and always looked for a balanced, midway approach to convince the judge rather than taking an extreme stand.
I remember during the AgustaWestland bail matter, where Senior Advocates namely Mr. Mukul Rohatgi, Mr. Dayan Krishnan, and Mr. Mohit Mathur appeared for the Petitioners and Mr. Jain argued with remarkable composure, relying purely on law and facts, and still managed to persuade the court. That experience taught me that true advocacy lies not in volume, but in conviction, clarity, and restraint and values that continue to guide me in every case I handle today.
You began your professional journey handling complex Money Laundering and UAPA cases. How did working on such intricate and high-stakes matters early in your career influence your legal reasoning, discipline, and approach to strategy building?
Working on complex matters like Money Laundering and UAPA cases early on really shaped the way I approach law. These matters required a lot of in-depth research, especially since UAPA was a relatively new statute at the time. It pushed me to understand the law from its roots and build arguments around evolving interpretations. When you deal with such intricate issues early in your career, you naturally develop a strong grip on smaller issues later. It also taught me the importance of being thorough, disciplined, and strategic because in high-stakes cases, every detail counts.
From assisting on landmark public law cases to now leading high-value commercial and arbitration disputes, how would you describe your evolution as a litigator and the key experiences that have shaped your professional philosophy?
It’s been quite a journey. Starting with landmark public law cases gave me a strong foundation in constitutional principles and the importance of fairness and accountability in governance. Those early experiences taught me how every case, no matter how big or small, impacts real people and public institutions.
As I moved into commercial and arbitration matters, I began to see litigation from a different lens, one that focuses more on strategy, precision, and practical outcomes for clients. Leading high-value disputes has helped me evolve from just being a researcher and drafter to someone who can think on their feet, anticipate the other side’s moves, and guide a team toward a clear strategy.
Overall, I’d say my professional philosophy has been shaped by a balance of both the patience and purpose I learned from public law, and the structure and strategy that commercial litigation demands.
You’ve represented several major PSUs in significant commercial disputes and arbitrations. Could you share one particularly challenging matter that stands out to you and how you approached its resolution both strategically and practically?
One matter that really stands out was an arbitration where I represented BSNL against a Malaysian company, which was being represented jointly by a Singapore-based firm and an Indian law firm. The case arose from BSNL inviting Expressions of Interest (EOI) for associations with external agencies to generate revenue from mobile-based advertising and other related value-added services.
It was a complex and challenging case, both in terms of technical issues and cross-jurisdictional coordination. Despite the odds, we not only successfully defended BSNL’s interests but also secured a favorable award on our counterclaim. It was a deeply satisfying outcome because it required meticulous strategy, detailed preparation, and consistent teamwork. That case, among many others, reinforced my belief that in arbitration, success comes from preparation, clarity, and persistence.
Your practice spans arbitration, land acquisition, and commercial litigation. What aspects of arbitration do you find most intellectually stimulating, and how do you view the future of institutional arbitration in India and abroad?
I find construction arbitration particularly stimulating, as it involves complex commercial and technical issues, often requiring a deep understanding of contracts, timelines, and project execution. Both in India and abroad, construction arbitration is witnessing significant growth, and I believe this field is emerging as a major area of practice.
Regarding institutional arbitration, the future looks very promising. The Government of India has taken several steps to strengthen the dispute resolution framework and promote Ease of Doing Business, including legislative interventions to improve the enforcement of contracts. The Department of Legal Affairs is considering further amendments to the Arbitration and Conciliation Act, 1996, aimed at boosting institutional arbitration, reducing court intervention, and ensuring timely conclusion of proceedings. Additionally, the Ministry of Finance has issued an Office Memorandum promoting institutional arbitration specifically for CPSEs, PSBs, and Government companies, which further reinforces the emphasis on structured and efficient dispute resolution.
Overall, I see arbitration evolving into a more efficient, structured, and internationally aligned system, which is exciting both professionally and intellectually.
Having represented both PSU and private clients, what key differences have you observed in their approach to dispute resolution, and how do you tailor your strategies accordingly?
With a PSU, arbitration is often treated as a formal, drawn‑out process, the state backing, lesser commercial urgency and internal culture mean delays are tolerated and mediation is increasingly preferred.
On the other hand, a private client is driven by commercial pressures to resolve disputes faster, uses institutional or international arbitration, and tends to keep the process aggressive and time‑sensitive.
A PSU often treats arbitration as a background process because of government backing, less commercial urgency and internal culture, employees may be less alert to the complexities of documentation or fast invocation, and the dispute may be allowed to drag. In contrast, a private client is typically more commercially focused, more proactive about documentation and procedural steps, and more driven to resolve quickly (to free up capital, reduce cost and preserve relationships).
Reflecting on your journey from interning at top firms to independently arguing complex matters, what have been some defining challenges or turning points in your career, and what guiding principle has consistently kept you motivated?
In my early years, after leaving the office of the Ld. ASG and joining my father’s practice, I was asked to argue a criminal appeal before the Hon’ble Supreme Court. I contended that since the medical report did not show ‘grievous hurt’, the title to Section 326A IPC – which refers to ‘grievous hurt by use of acid’ – meant that the injury must necessarily be grievous and hence 326A should not apply.
Ultimately, the Hon’ble Supreme Court in *Maqbool v. State of U.P. (2018) held that “merely because the title to Section 326A of the IPC speaks about grievous hurt by use of acid, it is not a requirement under the section that the injuries caused should be invariably grievous.”
The Court overruled the earlier decisions of the Rajasthan and Madras High Courts on that point.
As a result, the judgment became reportable and serves as a leading precedent on the interpretation of Sections 326A and 326B.
What has consistently kept me motivated and is a simple guiding principle is that there’s no substitute for hard work and integrity. In litigation, you may not win every matter, but if your effort and ethics remain uncompromised, growth is inevitable.
Finally, what advice would you offer to law students and young advocates who aspire to build a strong foundation in litigation and arbitration? Are there any specific skills, resources, or habits you believe are vital for excelling in this field, especially in arbitration practice?
For young lawyers who aspire to excel in arbitration and litigation, mastery of the fundamentals such as building a strong foundational knowledge in your chosen domain and sharpening your legal drafting and writing skills is indispensable. But beyond that, the focus must also be on developing the art of cross‑examination: understanding how to ask the right question, lead a witness, expose inconsistencies, and maintain control of testimony in real time. A successful career in litigation (and in arbitration where witness examination still matters) demands consistent learning, relentless hard work, resilience in the face of setbacks, sharp critical thinking, and above all, patience. By combining these competencies, rigorous preparation, adept cross‑examination, and steady professional growth, you set yourself apart in both domestic and global arenas.
How do you maintain a balance between your professional commitments and personal life? What are some hobbies or activities that help you unwind and manage stress during demanding times?
Over the years, I’ve realised that staying committed to one’s personal life actually helps you excel professionally. It’s the support and presence of family and friends, along with those timely meetups, that keep you grounded and refreshed allowing you to return to work with renewed focus and energy.
Managing stress has indeed become a major concern in the legal profession, and it’s important not to let it take a toll on our health. I make it a point to take out time to play badminton regularly, and I also ensure that I participate in the sports activities organised by our Bar Associations from time to time. These moments of recreation really help me unwind and maintain a healthy balance between work and life.
You have taken a completely uncharted path for somebody who has studied law. What brought you to your current role?
Let me start by giving a background of my current profile. I work with The Smart Cube, a UK-based global research and analytics firm, catering to large professional services firms and Fortune 500 companies providing support for strategy formulation, business development, marketing and innovation. I have been with the firm since 2009. I hold an LL.B from Delhi University and Masters in Business Laws from NLU, Bengaluru. Prior to my legal studies, I studied business management with a specialisation in finance. Back in 2013, when I completed my legal studies, I had an opportunity to transition to a career in law or continue with my research and consulting profile at the Smart Cube. I realised that my passion lies in the business side of the legal industry and decided to grow our consulting business with law firms and professional services clients at the Smart Cube. Over the years, we have grown this practice to a team of 80+ people and my current mandate is to take our services to more US-based law firms.
Tell us about your role as a strategist for global law firms?
Every law firm is chasing top line and bottom line expansion and ways to introduce firm-wide innovation initiatives. My role is to support the law firms in defining strategic agendas and providing intelligence to execute projects and initiatives that will lead to these results. We play the role of a guide in supporting the offices of the CEOs, CFOs, COOs, CMOs, CBDOs, CIOs and Chief Innovation officers in pursuing their specific agendas. Typical areas of support are market opportunity assessment, geographic expansion, practice development, competitive intelligence, client intelligence, prospecting, marketing intelligence, innovation, indirect cost optimization, and data analytics.
How do you support the practice development initiatives of professional services clients?
We define practice development as the process of growing the business value for a particular practice area of a law firm or the entire firm itself. It need not result in revenue acceleration only but includes initiatives around innovation, marketing, and cost optimization. In terms of revenue acceleration, we support firms in market expansion through geographic or service expansion via lateral hiring, bolt-on acquisitions or by opening new offices in high potential locations. In terms of innovation, we support the innovation/special projects, marketing, business development, and strategy teams, in introducing innovative ways of conducting tactical work. For instance, we institutionalise competitive intelligence and key account management programs at scale leveraging our technology and analytics solutions, on a turn-key basis. Lastly, we support large professional services firms in indirect cost optimization. It is a small but growing interest area for large firms looking to bolster their bottom lines. We have a ton of experience in this space owing to our historic roots in procurement research and analytics.
You have supported law firms in their quest for regional and international law expansion. How does that work? Please share some insights on the thinking process of large firms.
Law firms like any other business seek expansion. Mostly this comes in the form of geographic expansion, practice or service line expansion, new partnerships, new offices, lateral hiring, and M&As. We support law firms in each of these initiatives through our research expertise. To cite an example here, in 2018, we supported a leading US-based law firm in evaluating expansion opportunities in Canada, South Korea, and China. We provided an advisory deck to the firm’s strategy head covering intelligence on regulatory constraints, opportunity size, past success stories, growing practice areas, ongoing charge rates, competitive intensity, synergies with the firm’s US business, etc. Similarly, we supported a regional US-based law firm in exploring opportunities in different counties in California.
Firms are looking to back their decisions with insights and data. Senior stakeholders lookout for making a compelling case for the growth initiatives and building consensus around it. They need a third-party unbiased independent review of these opportunities. We fill this need for law firms, other professional services firms, and corporate clients.
How do you help law firms with their profitability-related initiatives? What are the levers for law firms to augment profitability?
To augment profitability, there are two main levers available to the firms, reducing cost or becoming more efficient. In terms of cost reduction, law firms typically find their hands tied up when it comes to salaries and bonuses as they try their best to retain the best industry talent. We saw this in 2020 and 2021 with unprecedented growth in associate and lateral salaries and bonuses. The next biggest cost head which is largely unexplored is indirect costs. We specialise in supporting law firms in reducing these costs around real estate, sales and marketing, professional and corporate services, IT & telecom, travel, facilities management, etc.
In nutshell, our process starts with understanding the spend categories and demand profile, supplier market dynamics, and formulating the sourcing strategy for each category. Then, we move to supplier identification, evaluation, and shortlisting, leading up to contract negotiations. We also monitor supplier performance and risks overtime to ensure that the operations run smoothly after the suggested changes. There is a whole science around spend analytics and procurement cost optimization which our researchers and data analytics experts deliver to our clients through our AI-HI approach, combining artificial intelligence and human intelligence.
In terms of efficiency-related support, we help in institutionalising best practices in business research and data analytics within the organisation with an aim of introducing automation, wherever possible. We also run shared services support centres for large firms in a few cases.
Large professional services firms undertake huge exercises in competitive intelligence. Your team supports such programs. How do you do it?
Collecting competitive intelligence is one thing but presenting and making it available to everyone in the organisation is another. Then there is the challenge of delivering timely insights which are actionable.
We attempt to offer actionable insights delivered to the entire organisation or relevant stakeholders by leveraging technology tools such as online portals, apps, RSS feeds, emailers, APIs to sync with your internal intelligence portals, etc.
If you come to think of it, it is competitive intelligence for your firm as it relates to the industries, practice areas, competitors, and clients that you want to track. It is a highly customizable deliverable that helps our clients in responding appropriately and in time to counter competitor moves.
We rely on information collated from trusted sources, databases, internal industry experts, and external expert interviews to deliver these insights.
Cross-selling is one of the most potent ways of increasing revenue growth. How do you support firms with this?
Cross-selling is perhaps the lowest hanging fruit when it comes to revenue growth but often it goes unreaped. In our experience, there can be two reasons for this – one is cultural and the second is a lack of systems.
We can’t really influence the culture at the firm but we do play a role in streamlining processes and systems. Let’s say you have a CRM but there is no process to punch relevant client information and adherence to CRM updation is low. In this case, all your past efforts and relationships with the clients are not leading to future growth. We help define these processes, take the responsibility of maintaining this data for you with utmost confidentiality, and then make sense of it by conducting a deep dive into this data with a mix of research and analytics tools. We help the firms in defining and executing their data analytics practices to start with and then go about creating dashboards that throw actionable insights. Cross-selling is just one of the application areas of our data analytics work for professional services firms.
How do you support law firms in terms of organic revenue growth?
In terms of organic growth, law firms can grow via lateral team hiring, opening new offices, partnerships or service lines. We can help you first access which practice area, service, or geography to select for expansion based on internal strengths and market trends. We support law firms in evaluating and executing each of these opportunities.
For lateral hiring, we provide a lay of the land in terms of legal talent availability and efficiency in the geography, practice area or service line.
When it comes to new offices, the primary puzzle is to identify the most viable location for your firm. We run macroeconomic studies and study industry potential studies to understand the growth prospects and competitive intensity.
For service line and practice area expansion, senior stakeholders evaluate the growth potential, synergies with existing teams, ongoing rates and profitability profile, competitive intensity, and client pools, before embarking on the expansion journey.
Similarly, we help you find relevant partners in other geographies. These may not only be other law firms but firms in allied industries that can serve as a potential revenue source.
We support these areas by leveraging our deep industry knowledge of client industries, the competitive landscape in the professional services space, and the pool of specialist analysts and data analytics experts supported by our proprietary technology and information assets built over the years.
You touched upon the concept of key account management. What is the kind of support you offer in this space?
In any organisation, a set of clients are identified as key accounts because either they contribute significantly to the revenue or are critical for the firm due to some other factors such as high growth potential, nature of work, prestige, etc. Companies are always looking to shield these customers from competitors and grow their own book of business with them over time.
To stay on top of things, lawyers and professional staff at the law firm are expected to stay current on the business dynamics impacting these clients. We, basically, develop a near-real-time insights engine for these key accounts so that you know what is going on with these businesses and what is it that you can do about it.
For instance, say that one of your key account companies has declared in its earnings call that it has raised $500 million and is gearing for an M&A driven growth strategy. With this information, you know that you need to have a top of mind recall for the client as an M&A advisory firm and hence you are required to initiate campaigns and conversations with the client stakeholders around the subject. I have given a very simple idea to put across my point. There are several complex use cases where the implications may not be as apparent.
In summary, you don’t just need this information, you need it faster than others and you need an implication-driven commentary to go with it. As a number of surveys have shown over the years, law firm clients love lawyers who have a business context. We provide this business context just in time for lawyers to react and take it to the clients. We support law firms in institutionalising this practice.
What are the mega-trends that you believe will offer a big runway for law firms in the future?
The world has changed drastically in the last 2 years or so. In light of the recent events, I believe that 5 mega-themes will play out in the next 5-10 years that will lead to business growth and changes in the work/client mix. According to our research, these mega-trends are metaverse, climate change, geopolitical changes, global supply chain realignment, and government actions and regulatory outreach.
Having completed your graduation from Gargi College in commerce, you shifted to Campus Law Centre, Delhi, to pursue the three-year law program. Was that transition planned or a leap of faith? Could you walk us through your journey in the field of Law?
It was a planned decision, and there were many factors – being the first-generation lawyer in my family is one of them.
It is great to have a black and a white coat in the family. My dad being the holder of the white coat – I opted for the black one.
On a serious note – I always had a knack for knowing and appreciating the legal nuances. That later just spilled over my vocational side. In my extended family, we have had lawyers and judges. My discussions with them during family get-togethers led me to legal studies. Much before I studied law, I read books on constitutional law, and it fascinated me. At a practical level, I believe that commerce and law are a potent combination.
To answer your second question – My education in commerce and law taught me how businesses get impacted by laws in several ways throughout their journey. My curiosity increased on how new businesses are changing the world and how organisations are changing their working styles and processes to move forward in the competitive world. This ignited a spark in my mind to learn more about businesses, which led me to partner with a business consulting firm post my studies and a brief litigation stint where I provided business advisory services to start-ups, e-retailers and large retail companies, among others.
After spending three years at a consulting firm, I realised that my business advisory skillset could be best put to use in a law firm setup. That’s when I took up the role of setting up the BD function at a mid-tier law firm. I was responsible for identifying growth opportunities in national and international markets, managing marketing and client relationships.
After pursuing LLB from CLC Delhi, you did your masters from NLSIU, the premier institution for law in India. What prompted you to pursue your master’s in business laws?
MBL seemed like a great option to pursue after LLB as I kept thinking about the nexus between law and business. The curriculum is top-notch and gives you a 360-degree view of the finer nuances of the law as applicable in the business world.
I am a firm believer that education broadens your horizon. It clarifies your vision and objective in life. In my case, I believe it helped me make informed professional decisions.
Having practised for over a year in the CBI court, you shifted to independent consulting and legal advice post which you worked as in a practice development role at a law firm. How does such an unchartered role pan out in a law firm?
Everyone goes through a phase of transformation. I believe it was my interest area, and I exhausted some other options before I found my true calling in the business development function in the legal sector. I tried everything possible (I still do and plan to keep doing it) in an attempt at self-discovery – something we all do once in a while, if not constantly, throughout life’s journey.
I have always been fascinated by law, but I didn’t know the industry had so many opportunities. After working as a lawyer and getting some exposure as a consultant, I found myself ready to take up a BD role in a law firm.
That said, I think it’s important to highlight that it took a lot of discussions, convincing and brainstorming to develop such a profile. I didn’t have many people in the industry who were doing similar work that I intended to do.
To be the senior, I was looking for when I was a junior; I host a weekly virtual coffee for students and legal professionals who want to explore careers in a law firm’s BD and marketing function.
It is heartening to see that several individuals (including in-house counsels, law graduates and budding lawyers) want to explore the other side and do not want to stick to practising law just because they studied it.
You are now working in the Business Development and Digital Marketing domain. You are mainly responsible for managing business development and handling the digital and social initiatives of a leading law firm. In that light, could you explain the array of work you undertook in the last 3 years being in the firm?
I manage all aspects of the firm’s digital personality, from its website to social media. In addition to that, I have also made the firm’s efforts in the DI space visible in the last couple of years. Further, there is a whole lot of work that goes behind the scenes to make conferences and business meetings successful. You can say that I am a member of the behind-the-scenes crew.
You have also served as a Treasurer and now the VP for Toastmasters International, a premium group helping individuals worldwide to become confident communicators and able leaders. What attracted you to divulge into such positions of responsibilities?
Personal development is a constant DIY exercise. For example, during the pandemic, I worked on myself by taking workshops and training that helped me in improving other areas of life, like communication or leadership skills.
One such exercise led me to get associated with Toastmasters International and winning some awards later down the line.
Toastmasters is a non-profit organisation and thrives because of its volunteers. I believe in paying it forward; that is one of the reasons I stood up in the elections.
Additionally, I started a community for people to take up a 30-day challenge of video making. This was my way of paying it forward to the community supporting my journey to improve my video and presentation skills. Close to 50 people joined the challenge, and we were flooded with video across Instagram and YouTube. Like I say, having your community helps. It’s not only sustainable but also enriching – as you learn together.
How would you describe the relevance of LinkedIn as a platform in the legal industry today? Would you like to accord our viewers some tips to optimize their LinkedIn?
Let me ask you (or whosever is reading) this:
How have you been networking or keeping in touch with your clients during the pandemic?
What was the platform that you used from the comfort of your home?
Which is the ever-growing platform for professionals to network?
Where are your clients or potential clients already present?
If I had to use only one word, it would be LinkedIn.
To answer your second question, I am going to share my personal experience of using LinkedIn.
I started using LinkedIn intermittently when I was fresh out of college.
I haven’t received an Inmail that was unprofessional.
I started connecting with/following people who I thought would act as a guiding light.
I have connected with people from diverse backgrounds whose insights have helped me evolve as a professional.
I have got jobs through LinkedIn.
This is the only platform where I spend most of my time, and every day brings new learning for me.
I wish I could have started earlier – it would have gained more guidance from mentors, internship opportunities, practical tips from seniors, references for jobs and an edge over my peers to create my personal brand.
I believe this is the platform that would benefit you in different ways at different stages of your professional journey.
I hope this clarifies some apprehension, and may you make the best of this platform and, in a way, it is meant to be explored.
To your third question, and since your platform (SuperLawyer) attracts a diverse crowd, I will share one basic point that very few LinkedIn experts talk about.
Try to understand your niche. The clearer you define it, the better your chances are to find them. You can go as deep as defining the sectors and industry. For instance, my broad and ambiguous TG would be law firms. However, if I try and define it, My TG is CMO/COO of commercial law firms looking for expanding their BD and marketing efforts.
To make your reader’s work easier, here is a template that will be helpful: Fill it for yourself.
My TG is ___________ looking for _______________, Or
I solve ________ problem for __________companies/people. You can also add sectors/practice area to have a better and clearer TG.
This is particularly helpful for lawyers as progressively; the ask is becoming specific and laser focussed.
As a professional, you have stated that you endeavor to help law firms grow their business by increasing client engagement outside traditional methods of communication. Could you highlight some valuable points related to client management at law firms to enhance businesses?
In recent years, legal marketers have had to find new ways of marketing. Traditionally word of mouth was common and still is in some circles. But, with increased use for digital marketing, this has become less effective as people are constantly on their phones or computers rather than listening closely to one person at a time. In addition, there’s more work involved beyond just traditional modes of marketing; you need to understand what those potential clients want before they even contact you!
In law firms, BD and marketing are closely and intricately integrated. The work essentially is to create awareness about the firm and its capabilities in the minds of decision-makers within the relevant target market – usually by deploying marketing tools such as websites, social media, newsletters, PR/media coverage, webinars/seminars and thought leadership.
Being someone who has spent years in business development at law firms, could you enunciate one day in your life as a BD professional and skills required for the position, which students can imbibe during their law school days?
I can’t give you a typical day because it’s different on different days. One day you are doing your routine work the next day, you get something entirely different. This is because business development as a field within the legal industry is growing and gaining traction. As law firms mature and increase in size, the scope of marketing and business development will grow further.
As Business Development Manager, my typical day involves interacting with the firm’s stakeholders and the BD team to discuss outreach strategies and new business opportunities. I also liaison between our team and other departments to ensure that the projects are on schedule.
Business development requires strong communication and time management abilities, in addition to the keen attention to detail and an ability to manage multiple projects at once with accuracy. It also helps if you enjoy working on your own because BD managers are often required to travel for conferences and speaking engagements. These are some skills that students can learn during their law school days!
You have repeatedly written about the reinforcement of women pursuing careers in the legal sector. Which initiatives in the legal field are required to promote a change and neutralize gender biases at workplaces?
During my discussion with various lawyers (men and women), I have realized that many women lawyers leave the profession after a certain age despite being brilliant at work, which is a loss to the profession. To avoid or reduce such situations, there should be more women-oriented policies in place, facilitating the retention of valuable lawyers/staff willing to resume work after a certain time gap. Policies like ‘Flexi-career’, work from home and in the case of young mothers, provision for day-care in the office premise becomes a relief. Also, it encourages them to combat difficulties and continue to remain in the profession.
The thought is to provide an environment to women conducive to fulfilling their professional dreams despite social and domestic pressure faced by them. Of course, women know they’re just as competent as men, but I believe, if such policies are well placed in the legal sector, more women lawyers would be open to the idea of starting a family, pursuing higher education, or experimenting with other career options. This will result in significant value addition to their respective firms and the profession.
Due to the ongoing pandemic shouldering responsibilities has become an arduous task. Could you please tell our readers how do you juggle motherhood with a demanding career? How should the present generation balance work and enjoy the luxuries of life?
Parenthood is a difficult task in itself, becoming a first timer even more so. And add to it, becoming a first-time parent in the times of corona, all of it was just unimaginable.
I became a mother just before the pandemic hit us. Quarantine or not, it’s multitasking for working moms, but this phase has made us the multitasking ninjas of doing the impossible.
In no way can I reduce stress on all the other working moms. However, here are some tips that helped me keep myself aligned on both fronts amidst the crisis.
Look at the silver lining – I count my blessings, always.
Re-asses your daily tasks – I can’t function without my planner.
Brush up your skills – I am enrolled under one workshop/course at any given point in time.
Meet people who are going through the same – build your community
Eat that frog for breakfast – try to accomplish the most important/critical thing early in the morning.
Be a little proud of yourself – Look back occasionally and pat your back to have come this far.
Accept help – No one person can do everything alone. We all need collective care and community.
Don’t expect too much of yourself – give yourself grace
Make your health (physical and mental, both) a priority – You can’t pour from an empty cup.
I have started following this after I became a mother, but I think it applies to everyone.
What advice would you have for others who want to set off in a similar direction?
I am not great at giving advice, but I can share what worked for me. I tried everything and then figured out what I wanted to do. Being a lawyer and coming from a middle-class family with road maps laid out for me, I explored my options and settled for what worked for me.
After removing the limitations posed by our educational background, it is always crucial for us to explore all the possibilities.
I strongly feel that we are all artists once we figure out what our ‘art’ is. Artists are great because they do what they love and what they are meant to be doing.
So, my only suggestion would be – In a generation of professionals, be an artist.
Allow notifications