Super Lawyer

Tag: mergers and acquisitions

  • “I read somewhere that you only know about a subject matter, if you have the capability to teach on that topic even to a layman.” – Shivesh Aggarwal, Counsel at Trilegal.

    “I read somewhere that you only know about a subject matter, if you have the capability to teach on that topic even to a layman.” – Shivesh Aggarwal, Counsel at Trilegal.

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

    Having graduated from NLU Jodhpur with a specialization in Business Law (Hons), what first motivated you to pursue law, and how would you describe your overall experience at law school?

    Definitely a great question to start with – as I feel whatever skills I have gained to move forward in my life originated during my stint at NLU Jodhpur. In terms of motivation to pursue law, just like most of us, I took CLAT in 2012 only with the hope of securing an additional safety net, although I was initially more inclined towards pursuing something in mathematics or accounts (as I’ve always had that weird fascination with numbers). However, by God’s grace, when I got through and was admitted to my super-welcoming university, I promised to myself to not disappoint whoever has sacrificed and/or cheered for me in my journey. I distinctly remember my mom’s eyes suddenly becoming moist at the railway station when I told her that it’s time for her to board the train back to our hometown and I need to head back to the campus to set up my room and start with my studies. I knew then that I don’t have an option to screw it up this time. There are times when you must win – and I thought that that time had arrived.  

    Without compromising on my grades, I participated in whatever competitions the university was offering and eventually realised my inclination towards research and mooting. I met the bestest of the people in the university who fortunately have now become family for me. Even today, me and my friends randomly reminisce about our time in college with loud and unstoppable cheers, whether we’re in the car, in a restaurant or even in a different country! I was also lucky enough to meet seniors who gave me all the right advice that I have kept with me till date. 

    If I have to sum up my journey at NLU Jodhpur, I will give any amount to go back and relive those 5 years from 2012 to 2017 – of course, with the same set of people.  

    Starting your career with one of the biggest firms is a remarkable achievement. What was your experience like in the early stages, particularly while working on matters involving gaming start-ups, credit services, and Aadhaar-related compliance? 

    I started with Luthra and Luthra Law Offices in July 2017. Initially, I would get a little scared especially when I would listen to those convoluted discussions amongst my seniors on a particular matter. But I knew I just had to hang in there and realised quickly that all this profession requires from you is time and hard work, and hence, I was all game for that. Also, as the only son, I had made peace with the fact that moving abroad to study and work was not an option and that I had to be around for my parents. It was my time to give back and their time to enjoy, although I believe there’s nothing a son/daughter can do to repay whatever his/her parents have sacrificed. 

    In terms of cases/matters, since it was mostly a corporate advisory and restructuring team, the kind of work that I would get was extremely challenging and thought-provoking. I remember working on detailed memorandums for gaming start-ups offering fantasy leagues and VR gaming to the public, which would entail studying their proposed new business in detail and thinking of everything under the sun that may become applicable to them then and even later. Similarly, as a first/second year associate, apart from assisting on standard corporate and commercial queries, I would be asked to research on business ideas which were fresh then with no market precedent, such as e-gold, loan services by fintech companies, Aadhaar-based authentication, informal credit scoring etc. All these turned out to be super helpful for me and invigorated me to assist clients with out-of-the-box ideas and solutions. 

    In fact, whenever a FEMA query would be assigned to me, apart from obviously reviewing the framework governing the subject, I would have a habit of opening the index of the FEMA Manual and reviewing the listed items closely and to go to the relevant regulations that would appear to even be remotely applicable. In hindsight, this exercise has helped me a lot in strengthening my basics of FEMA and has given me the confidence to address most of the complicated structuring scenarios quickly.  

    In your current role, you advise on cross-border transactions such as those by Japanese conglomerate in various sectors such as infrastructure, manufacturing and renewable energy. How do you address the differences in legal regulations across jurisdictions especially in upcoming sectors?

    It is always an enriching experience to assist and deal with clients from other jurisdictions such as Europe and Japan. Each client’s behaviour turns out to be different in terms of expectations from a law firm, deadlines, level of practical advice needed and their degree of preparedness for extreme circumstances. This assessment of clients’ requirements is something that one becomes aware of with time, after working with clients from multiple jurisdictions. In fact, if a matter is referred to by a foreign law firm, then our scope sometimes becomes limited to the requirements that the referring law firm may have, and all communications typically get routed through the firm. 

    With respect to the difference in legal regulations, the basic guiding principles likely remain the same (such as those governing commercial arrangements), they start differing depending on the sectors. For instance, sectors which are heavily regulated by the government such as defence, pharmaceutical, renewable energy, telecom etc. turn out to be fairly distinct from how they are regulated in other jurisdictions. Ultimately, we are required to focus on how the activities in the Indian territory (of a foreign company, its subsidiary or a standalone Indian company) will be governed, apart from other specific cross-border transactions (such as mergers, exports/imports, inbound and outbound investments etc.). 

    What inspired you to write on diverse legal topics, and how do you balance creativity with the demands of corporate law? Have insights from your writing shaped the way you approach your professional work? You have also published a poetry book on social issues. How has that influenced your urge to write professionally and at a personal level? 

    I believe writing really helps you understand the topic to its core, because you are required to take an additional responsibility for your understanding of the subject vis-à-vis the general public. It leaves very little room for any vagueness or conjectures, especially on settled areas of law. Further, writing on legal topics gives you an opportunity to also highlight areas of law which require attention of or clarification from the governmental authorities, with the hope that it would eventually reach the concerned official and necessary changes/clarifications would be made.

    I have also generally been fond of writing, even on non-law topics. It has gradually turned out to be therapeutic for me, especially during times when I wish to say something but not out loud. I mostly quote the following by Stephen King from his memoir: “Words create sentences; sentences create paragraphs; sometimes paragraphs quicken and begin to breathe.” It has just helped me really appreciate that writing (whether on a professional front or otherwise) can really assist you in making those invisible, super-minor but important changes in your professional field and the general world.  

    You advised a UAE-based advisory company in acquiring a partial stake in a manufacturing company in Hyderabad. What were the key legal and commercial considerations you had to balance while structuring this cross-border transaction?

    I think unlike a standard securities purchase transaction, this deal turned out to be convoluted given the already existing activities of the target Indian company (with diverse shareholders sitting in the company and the company being subject to multifarious licensing requirements under environmental, customs, labour and land laws). Firstly, the diligence itself took almost 3 months with the team working day and night just to gobble up thousands of documents and finally presenting the legal issues for discussion. Frankly, it became one of those deals which was dependent on resolution of a few legal issues as a condition.  

    Additionally, the transaction became murkier as we realised that the target company was also on the verge of insolvency. Hence, we were required to closely track the ongoing insolvency proceedings and keep a check on the timing of the transaction. We were also exploring if the client may rather wait it out and act as a resolution applicant once the target’s corporate insolvency resolution process commences. 

    What advice would you give to the younger generation of lawyers, and what resources would you recommend that can make a real-world difference in shaping their perspectives?

    I read somewhere that you only know about a subject matter, if you have the capability to teach on that topic even to a layman. My recommendation always is to never rush into giving answers on a particular query/subject (if time permits), but rather to understand the rationale behind introduction of the specific law/provision in the first place. Once the legislature’s intention is clear, it becomes much easier to remember the principle, and accordingly, advise the client towards the right goal. 

    In terms of resources, apart from keeping abreast with the latest legal developments, it is extremely important to be aware of the business and geopolitical climate. Hence, do not shy away from taking all necessary subscriptions of informative magazines and journals, and do treat them like your OTT subscriptions. It is always a delight to read comprehensive articles which analyse a sector, an issue, a governmental order, a court decision etc., in detail. Some of the magazines/platforms I strongly recommend are The Ken, Finshots, HBR and The New Yorker.  

    How do your personal hobbies help you maintain work-life balance, and what lessons from your non-professional pursuits have you been able to apply to your legal practice?

    Given the time that is required in our profession, it usually becomes difficult to manage personal hobbies with the incessant workflow. Hence, I have made peace with the fact that each day won’t permit me to pursue my hobbies to the extent I would want to. However, on all days, irrespective of the work pressure, I at least pull out 30-35 minutes for myself which are devoted towards something that I really enjoy because ultimately that is what all the work is for (i.e., to make myself capable to enjoy). 

    Through my non-professional pursuits, while I think I have with time realised the need to give importance to my hobbies without completely disregarding them because of work pressure, one important character trait that I have developed through my extra-curricular activities is resilience. For instance, on days when I go out for my exercises in the morning, as soon as I complete the goals for the day, it gives me a positive sense of achievement and that faith to keep pushing and to understand the power of ‘one more’. I have tried to apply the same principle even on the professional front to keep trying to push boundaries and becoming indefatigable (especially during pressure times). 

    What guiding motto or philosophy has consistently stayed with you throughout your journey, shaping both your personal and professional life? Looking ahead, what vision do you hold for the future of your practice and the kind of impact you aspire to create through your work? 

    I think the most important thing that I wish to communicate is to stay fit and healthy. In the end, nothing would matter if your body starts reacting instantly to fatigue and stress, which would make you gloomier and disheartened. By fitness, it is not only taking care of your physical health by exercising and eating healthy (of course, a chicken biryani or golgappa at calculated times won’t hurt), but also mental health. Try giving yourself at least those 15 minutes during which you acquire that void, and which transport you to a place that makes you smile (even though in imagination). 

    Secondly, keep exploring yourself and trying to acquire skills. If such a skill helps you both professionally and personally, nothing better. If you have INR 10,000, don’t rush logging into Amazon or go to a Rare Rabbit/Mango store, but rather consider investing that amount in learning a new skill. That decision would likely give you more returns than purchasing a new gadget or a piece of cloth. I learned of this concept called ‘autotelic’ as per which, at times, you need to do something for the sake of doing it. Try applying this in anything that you’re practising/learning, and you’d surely notice the magic of investing in yourself. 

    Lastly, never stop loving yourself and others and remaining grateful to your fate for giving you whatever you have today. This feeling has always helped me remain committed to my work, whatever the case may be. 

    Get in touch with Shivesh Aggarwal –

  • “Looking back, I’d say building an international legal career requires a combination of strong technical skills, cultural curiosity, and adaptability.” – Nayanika Ruia, Associate at Goodwin, United States.

    “Looking back, I’d say building an international legal career requires a combination of strong technical skills, cultural curiosity, and adaptability.” – Nayanika Ruia, Associate at Goodwin, United States.

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

    Being dual-qualified in both India and New York is a remarkable achievement. What first inspired you to choose law as a career, and what motivated your decision to build an international practice?

    Hailing from a family of prominent lawyers and businessmen, I have been exposed to the world of commercial and legal transactions since a very young age. My initial interest in law was sparked during family dinner conversations about how legal frameworks influence business strategy and drive corporate growth. Those early discussions made me curious about the intersection of law and commerce and ultimately motivated me to pursue a career in law. My interest in corporate law was primarily triggered after I participated in a corporate and securities law moot court competition in law school, where I conducted research on issues relating to insider trading and investment fraud. My constant endeavor to explore and navigate through the practical aspects and intricacies of commercial laws motivated me to pursue internships with corporate law teams at premier law firms and various multinational companies. As I delved deeper into the field, I was drawn to the dynamic, fast-paced world of mergers and acquisitions and private equity—areas where legal precision, business insight, and negotiation strategy converge. After graduation, I gained extensive transactional experience in the M&A practice at AZB & Partners, Mumbai and Trilegal, Mumbai. Qualifying in India gave me a strong foundation in company laws and exposure to a rapidly evolving corporate landscape. However, I was increasingly working on cross-border deals involving US investors, Delaware entities, and multi-jurisdictional structures. This motivated me to pursue an LL.M. in the USA, not only to deepen my understanding of the US law but also to add value in cross-border transactions. My goal has always been to operate at the intersection of jurisdictions, helping Indian companies scale internationally and advising US private equity players and venture capital firms on investments into emerging markets. New York is the financial capital of this world and home to all the big multi-national corporations, private equity firms, and financial institutions. International qualification in New York was a natural step towards building that kind of practice and seeking the desired global exposure. I wanted to be at the forefront of my practice, in the city where all big-ticket matters unfold. Being dual-qualified in both India and New York has been instrumental in shaping my legal career, particularly in corporate law, where cross-border transactions are increasingly the norm.

    During law school, you completed 15 internships at some of India’s most prestigious law firms and multinational organizations. How did these diverse experiences shape your inclination towards corporate law, and what key lessons from those years continue to influence your professional approach today?

    Completing 15 internships during law school gave me an unparalleled opportunity to explore different areas of law and understand how legal theory translates into practice. From interning in the corporate teams of top-tier corporate law firms to in-house legal teams at multinationals, each experience offered a unique perspective. Learning the practical aspects of transactional work while undertaking due diligence exercises and drafting agreements gave me a hands-on exposure into the professional work at law firms and a glance into the legal requirements of companies from a client’s perspective. While this industry demands long and hectic working hours with challenging work-life balance, I enjoyed the fast-paced and high-stakes environment, and more importantly, I was fascinated by how lawyers help structure complex transactions, negotiate and draft key transaction documents, and manage stakeholder expectations by aligning legal solutions with business goals. I still remember the lessons I learned from my mentor, a counsel at Trilegal that continue to guide my professional growth till date: (a) Adaptability: working across diverse teams, sectors, matters and legal issues taught me how to quickly assess context and contribute meaningfully, even with limited time or background in this fast-paced industry; (b) Precision: handling high-value transactions at law firms taught me early on that attention to detail isn’t just expected, it’s essential. It’s not limited to the role of a junior associate reviewing documents, but rather a discipline that must be upheld at every level of the deal team; and (c) Communication: be it drafting a memo or conducting a due diligence review, clarity in communication and collaboration as a team make the long working hours bearable and the work more enjoyable. Looking back, those years gave me more than just technical exposure, they solidified my decision to pursue a career in corporate law and helped me build the skillset, habits, mindset, and curiosity that I carry into every transaction even today.

    At Columbia Law School, you not only pursued your LL.M. but also engaged deeply as a Research Assistant and took on leadership roles in student associations. How did these academic and co-curricular experiences expand your perspective on law and prepare you for a global career?

    Pursuing my LL.M. at Columbia Law School was transformative, not only because of the world-class academic environment, but also due to the breadth of co-curricular opportunities that enriched my understanding of the law from a global and interdisciplinary perspective. The opportunity to learn from distinguished professors and engage with the vibrant community made it an enriching educational experience! As a Research Assistant to Professor Jeffery N. Gordon, I had the opportunity to work closely on comparative legal issues, including research on complex M&A issues and legal grey areas, which not only sharpened my analytical and research skills but also gave me insight into how legal systems address ambiguity across jurisdictions. This role honed my ability to approach legal challenges from both doctrinal and policy-based angles. Beyond the classroom and theoretical learning environment, I took on leadership roles in student associations, such as, Student Editor for the Columbia Journal of Asian Law and Secretary of the Columbia Corporate Responsibility Association. I was also an active member of the Columbia Business & Law Association and Columbia Law Women’s Association. Organizing and moderating panel discussions alongside legal scholars and engaging/ interacting with BigLaw partners broadened my perspective on the practice of law across different commercial environments that I now regularly witness in my cross-border practice. My proactive participation in co-curricular activities allowed me to collaborate with my peers from diverse legal backgrounds, exchange perspectives on global legal issues, and build meaningful connections within the international legal community. Together, these academic and extracurricular engagements at Columbia Law not only enhanced my cross-cultural exposure but also equipped me with the global mindset to thrive in the US legal fraternity. In a nutshell, choosing to study at Columbia was one of the best investments I’ve made, not just academically, but personally as well. While the LL.M. program offered world-class legal training and exposure to a truly global network, living in New York added a whole other layer to the experience. I took full advantage of what the city had to offer, catching Broadway shows, exploring museums, trying out food from around the world, and just soaking in the vibe and energy of the city.

    Having worked with leading law firms before pursuing your international practice and master’s degree, what cultural and procedural differences stood out to you between legal systems? What were some things you had to learn, adapt, or even unlearn to navigate these differences effectively?

    Having worked on M&A and private equity deals in both India and the USA, the differences were striking. While the skillset of a corporate lawyer is arguably transferable and is not jurisdiction specific, in India, deal-making often involves more regulatory oversight, heavily negotiated transaction documents, partly due to enforcement uncertainties and foreign investment restrictions (FDI). In contrast, US transactions are typically fast-paced, more standardized, and heavily focused on commercial outcomes / business goals through precise contract drafting. For instance, I worked on a cross-border transaction that involved a Delaware entity that wanted to acquire an Indian company as its wholly owned subsidiary. As part of the transaction, I realized that Delaware enjoys significantly greater flexibility by providing the board of directors the discretion to govern the entity, whereas, in India, the corporate governance of an entity is more prescriptive and compliance-heavy with stricter rules on matters like related-party transactions, board composition, and structuring. While these legal safeguards in India serve important governance goals, they can sometimes limit the structuring creativity available in complex deals. Culturally, I had to adapt from a well-defined organizational structure in Indian law firms to a more collaborative, client-facing role in the USA, where lawyers early-on in their careers are expected to engage more directly and strategically with the client. I also noticed a shift from providing detailed legal analysis to offering simple, concise (to the point), business-oriented advice, which is critical in the US private equity and M&A space. This transition pushed me to unlearn overly cautious habits and instead focus on practical, deal-driven lawyering, a mindset that’s essential in global transactional work. One of the most appreciated cultural differences I experienced is that the “open door policy” in US law firms is genuinely practiced and not just stated. There’s a strong emphasis on accessibility, mentorship, and collaboration, regardless of hierarchy. Junior lawyers are encouraged to ask questions, contribute ideas, and engage directly with senior associates, partners and even clients, which fosters both learning and confidence.

    In your current role, you represent private equity firms, venture companies, and strategic investors in complex cross-border transactions. What have been the most rewarding aspects of working on such high-value deals, and how do you approach the challenge of reconciling multiple statutes and jurisdictions?

    I am currently a mid-level associate at Goodwin Procter, LLP, New York, focusing my practice on domestic and cross-border mergers and acquisitions, specifically leveraged buyouts, private equity transactions, and venture capital investments. Working on complex cross-border transactions has been incredibly rewarding, both intellectually and professionally. The most fulfilling aspect is helping clients navigate high-stakes decisions that directly shape and impact their business growth. The best part about my work is that it never gets boring!  Whether it’s representing private equity firms, venture-backed companies, or strategic investors, each transaction presents a unique set of challenges and opportunities. Being at the intersection of law, business and strategy is both challenging and energizing. There is a thrill in closing complex M&A deals. One of the key complexities is managing/ coordinating cross-border work and reconciling multiple legal regimes, especially when deal terms, corporate governance standards, or enforceability vary significantly across jurisdictions. We approach this by collaborating closely with key transaction stakeholders such as RWI insurer, opposing counsel, local counsel and by ensuring alignment on key provisions like representations and warranties, indemnities, and shareholder exit rights across transaction documents. Driving projects by setting timelines for internal workstream, determining and planning internal deliverables, and leading team calls to meet deadlines to increase efficiencies helps manage risk and maintain deal momentum across borders.

    Qualifying as a New York lawyer is no small feat. How did you prepare for the bar exam, and how has this qualification added value to your practice? What advice would you offer law students and young lawyers aspiring to clear the exam and pursue international opportunities?

    Preparing for the New York Bar Exam was intense, especially coming from a non-US legal background. While I recall it as being a traumatic experience, I did learn a lot along the way! I approached it with a structured plan and a strict routine. I enrolled in a bar prep course, followed a study schedule, and focused heavily on practicing questions and timed essays to build both speed and familiarity with the exam format. I mostly focused on practicing past exam questions because they really helped me get a solid grasp of the legal concepts and figure out how to manage my time during the test. Consistency and discipline were key. I used to wake up early to read through the study modules and watch all the videos and then spend the whole day practicing questions. This helped me understand and apply the legal concepts without the need to cram them up. Qualifying as a New York attorney not only adds credibility in one’s practice in the USA but is also a requirement for most BigLaw firms in making their decision to hire you to practice law in New York. As a New York qualified attorney, I am able to advise on US legal aspects directly, particularly in deals involving New York law-governed documents, which are common in my area of work. My advice is to treat the bar exam like a full-time job for those one to two months. Focus on understanding the test, its format/ structure and not just the law. No matter which bar prep course you choose, practice, practice and practice! This is very important. You don’t need to ace the exam (no extra points for high scorers) – you only need to pass it! Follow a study routine which works best for you but stick to it. There might be days when you may lack the motivation to study or feel burnt out but believe me, keep at it, be positive and put in the hard work because it definitely pays off!  

    With such elaborate professional responsibilities and a demanding work schedule, how do you strike a balance between your personal and professional life? What strategies or habits help you manage it all effectively?

    Balancing a demanding career in corporate law with personal life is definitely a big challenge! However, with time and experience I’ve found that setting clear boundaries and prioritizing both work and downtime is essential. While my law firm does strongly emphasis on physical and mental wellbeing by organizing retreats, wellness days and initiating activities to relieve work stress etc. I make it a point to schedule focused work hours and then fully disconnect during personal time, whether that’s spending time with family, exercising, or pursuing hobbies. I believe that following a proper routine and managing time consciously are key habits. I endeavor to stay organized and avoid burnout by using my vacation days to travel, which I deeply enjoy. I plan my weekends ahead and try to squeeze in activities which I really want to do such as watching a Broadway show or even going on hikes! Even when I get very little time for myself during rough days or intense work phases (when we are signing or closing a transaction), I try to do something that makes me feel calm and relaxed. I listen to music, play the piano or read a novel. I try to exercise regularly, stay hydrated and remain active during the day. Ultimately, I have learnt from my experience that work life balance is less about reaching a perfect equilibrium every day but more about putting in consistent effort to recharge and stay mentally fresh, which ultimately makes me more productive professionally and personally.

    Looking back at your journey, what advice would you give to students and young lawyers aspiring to build an international career like yours? Are there specific resources, skills, or values you recommend they focus on to thrive in this path?

    Looking back, I’d say building an international legal career requires a combination of strong technical skills, cultural curiosity, and adaptability. Moving to another jurisdiction and pressing the restart button in your professional life is not easy. One should have an open mind to adopt change and the strength to address any unforeseen challenges. It is important to develop a global mindset: stay curious about different legal systems, business cultures, and geopolitical trends. First and foremost, young lawyers still in law school should gain internship experience early on to understand the practical side of the legal profession. It’s essential to go beyond textbooks and see how law operates in the real world. A strong resume with good academic performance, complemented by diverse co-curricular and extracurricular activities, can significantly strengthen an application to study abroad. During my time in law school, I was an active mooter, and I continue to stay engaged with the community by judging some of the most prestigious moot court competitions globally. For those aiming to pursue an LL.M. in the US especially in corporate law, I strongly recommend gaining some hands-on experience in M&A or private equity transactions before applying. The LL.M. is a significant academic and financial investment, and it’s important to approach it with clear intent and direction. Students should not come with the sole aim of landing a job. The LL.M. is also an opportunity to grow as a lawyer, broaden your perspective, and experience true global exposure. Along the way, networking is absolutely key. Building meaningful and genuine relationships with alumni, law firm professionals, professors, and peers can open doors and provide lasting value well beyond the program. Finally, I would say: cultivate resilience and humility. The path can be challenging, especially as you navigate cultural, academic, and professional differences. But those who remain adaptable, open-minded, and solution-oriented will not only succeed but they will thrive.

    Get in touch with Nayanika Ruia –

  • “Currently, India’s renewable sector is full of promise with scalability, strong government push, and growing global investor interest.” – Varun Chauhan, Partner at Luthra and Luthra Law Offices India.

    “Currently, India’s renewable sector is full of promise with scalability, strong government push, and growing global investor interest.” – Varun Chauhan, Partner at Luthra and Luthra Law Offices India.

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

    What initially drew you to specialize in banking and finance, given that they are such niche fields? Was law always your first choice, or did your interest evolve over time, and how did your experience at law school shape that journey?

    Law was always my first career choice after school, though I did take a 2.5-year break post-graduation to prepare for the civil services exams. During that time, I also enrolled in a regular post-graduation program in Corporate Laws and Management, which kept me connected with my subjects. While not getting selected did dampen the morale, I always had a stronger plan B to practice law. Banking and finance, however, happened by accident. I was inclined toward corporate laws, and during my first corporate internship I realized I enjoyed advisory work and project finance diligence more than litigation, which eventually set me on this path.

    In the early phases of your career, you worked with various law firms. What were the key learning experiences that laid the foundation for your practice and deepened your understanding of these niche fields?

    I started my career with a boutique law firm where my seniors gave me the right guidance and also the personal space to grow. That early trust helped me take ownership of matters in the project finance space. It gave me vast exposure in banking and finance and laid a solid foundation for my practice.

    Over the past decade, you have advised several leading financial institutions and banks. From your perspective, what are some of the most common challenges clients face in large-scale finance and infrastructure deals, and what is your approach resolving them?

    The most common challenge clients face is aligning their business targets with regulatory procedures and the internal legal processes of multiple lenders before disbursement. My approach is to simplify the legal risks, break them into practical solutions, and ensure the documents reflect clarity for all stakeholders. This balance builds trust and helps achieve timely closures.

    Project finance and structured finance transactions often involve multiple stakeholders across jurisdictions. What have been the most significant challenges in managing the interests of various parties, including cross-border entities?

    The most significant challenge is reconciling different regulatory and legal regimes while keeping the transaction commercially viable. Coordinating with foreign law counsel and managing across time zones often adds another layer of complexity. Clear communication and early identification of friction points help me act as a bridge between parties without compromising legal safeguards.

    Renewable energy financing is emerging as a key driver of India’s growth. Based on your experience advising on large solar and hybrid renewable projects, what do you see as the biggest opportunities and challenges in financing India’s clean energy transition?

    Currently, India’s renewable sector is full of promise with scalability, strong government push, and growing global investor interest. In recent years, I’ve also seen foreign banks gearing up for the Indian renewable market. The major challenges, however, lie in evolving regulations, land/title issues, and tariff uncertainties.

    Having worked extensively on both real estate and infrastructure finance matters, what are some of the key differences and unique legal considerations that distinguish these two sectors?

    While both real estate financing and infrastructure financing (like roads, ports, hotels, etc.) follow a broadly similar financing structure, real estate deals revolve heavily around title diligence of land and immovable properties. There are also RERA-specific nuances, particularly in the working of escrow accounts, which operate very differently from a standard infra sector financing deal. Each comes with its own unique risks, and navigating them requires sector-specific expertise and tailored solutions.

    Looking back at your career so far, what has been the most rewarding or intriguing high-value transaction or case you have worked on, and how did you navigate its challenges?

    Some of the most rewarding matters for me have been InvIT financing deals, which often involve complex funding structures at the InvIT level and on-lending to multiple SPVs. These transactions require balancing the interests of lenders with the operational realities of the SPVs. Navigating those complexities through clear structuring and negotiation has been both challenging and extremely fulfilling.

    Considering the demanding nature of your work, how do you strike a balance between professional commitments and personal life, and what practices help you avoid burnout?

    I believe it’s equally important to spend time with friends and family. I am also lucky to have a life partner who understands the demands of this profession, and she is truly a blessing. We follow a strict rule of avoiding work on weekends. Of course, there are times when the team has to deliver under strict timelines, and being there to support them with execution and strategy is non-negotiable. I also try not to over-commit to clients—discussing timelines with the team beforehand ensures realistic commitments and gives them a sense of inclusion.

    What has been your guiding philosophy throughout your career, and how has it helped you grow and manage challenges effectively?

    My guiding philosophy has been to stay curious, adaptable, and solution-oriented. Law is dynamic, and no two transactions are alike – embracing that mindset has helped me grow and navigate challenges. I believe consistency and integrity go a long way in building lasting professional relationships. Looking ahead, I see every transaction not just as a legal exercise but as an opportunity to learn, collaborate, and contribute to India’s evolving financial and infrastructure landscape. For me, the real reward lies in building lasting relationships and helping clients achieve their goals with clarity and confidence.

    Finally, what advice would you give to young lawyers aspiring to build a career in banking and finance law, particularly those who wish to specialize in real estate finance? What resources would you recommend?

    My advice would be to first build a strong foundation in contract and corporate law, and stay updated on RBI and sectoral regulations. This profession demands patience and consistency, so juniors should avoid being impatient and focus on diligence. Stay curious and never hesitate to ask questions, don’t let the fear of being judged stop you from clarifying crucial aspects of the practice. Practical exposure through internships and resources like legal commentaries or transaction-focused case studies are invaluable.

    Get in touch with Varun Chauhan –

  • “The SQE not only enhances one’s grasp of Indian law but also equips practitioners with nuanced legal principles that, although rarely argued in Indian courts, are often favourably applied when effectively presented.” – Abhirath Thakur, Solicitor (England and Wales) and Principal Associate at Economic Laws Practice.

    “The SQE not only enhances one’s grasp of Indian law but also equips practitioners with nuanced legal principles that, although rarely argued in Indian courts, are often favourably applied when effectively presented.” – Abhirath Thakur, Solicitor (England and Wales) and Principal Associate at Economic Laws Practice.

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

    What inspired your decision to pursue law, especially coming from an Army background? Was there a particular experience or influence that sparked your interest in the legal profession and if not how did it develop?

    Being from a Defence family, I grew up observing my father’s unwavering commitment to discipline, integrity, and justice—not just for himself, but for those around him. When I was in Class 12, he was posted in Srinagar, Jammu and Kashmir, where he was entrusted with handling discipline and vigilance matters, including the oversight of legal cases. I often saw him engage with lawyers and Central Government Standing Counsels, and listening to those discussions sparked my initial interest in the legal field.

    Another significant source of inspiration came from our family legacy. My great-grandfather was a barrister trained in England and was considered one of the most affluent and sought-after lawyers of his time. Stories of his work, often narrated by my father, filled me with pride and deepened my fascination with the legal profession. My father’s own experience in the Defence Forces had shown him the transformative power of law in shaping society. His belief in its impact and his encouragement played a crucial role in motivating me to consider a career in law.

    Once in law school, I made it a point to seek practical exposure early on. I interned at various law firms across both corporate and litigation domains to gain a hands-on understanding of the profession. These experiences were eye-opening and shifted my perception of law from a purely academic subject to a dynamic and impactful vocation. I found particular excitement in applying legal principles to real-life situations and was deeply inspired by watching seasoned advocates present arguments in court.

    This exposure transformed my attitude toward the field. I began to genuinely enjoy my studies and took part in moot court competitions, debates, and academic research with renewed enthusiasm. What started as a reluctant compromise gradually evolved into a meaningful and fulfilling calling.

    Looking back, choosing law has been one of the most rewarding decisions of my life. If given the chance to choose again, I wouldn’t hesitate to take the same path.

    You pursued your LL.M. in International Commercial and Corporate Laws at Queen Mary University of London, one of the leading programs in commercial laws and arbitration. How did that academic experience sharpen your legal reasoning, and how do you integrate that international perspective when handling domestic disputes in India?

    Before pursuing an LL.M., I spent four years working in the dispute resolution team at Wadia Ghandy & Co., Delhi. During my tenure, I handled a diverse range of commercial and corporate matters, albeit from a dispute resolution perspective. Working on high-stake and complex cases made me acutely aware of a gap in my understanding of commercial and corporate law—my knowledge, while broad based, lacked the depth I aspired to achieve. This realization prompted my decision to pursue an LL.M., with the aim of gaining a more nuanced and in-depth understanding of this domain.

    My longstanding interest in commercial and corporate law stems from a deep-rooted passion for commerce and business which further motivated me to pursue an LL.M. where I could experience the intersection of law and business, taught by some of the most respected professors in the field. In addition to enhancing my legal understanding, I was also drawn by the opportunity for international exposure and the chance to engage with a truly global legal perspective.

    Undoubtedly, the LL.M. expanded my intellectual horizons and significantly deepened my understanding of international commercial laws. Exposure to an international legal framework offered a broader context and allowed for a more well-rounded grasp of the subject matter. My coursework included modules such as Mergers (a court-approved process in India), Acquisitions and Takeovers, International Commercial Law, Trial Advocacy, Regulation of Financial Markets, Conflict of Laws, and International Commercial Arbitration, among others. I had the privilege of learning from world-renowned professors like Mr. Stavros Brekoulakis and Ms. Rosa Lastra, both recognized authorities in their respective fields, as well as attending guest lectures delivered by distinguished legal luminaries.

    What particularly stood out to me was the pedagogical approach of the LL.M. program. The teaching was rooted in exploring the “why” behind laws—their purpose, evolution, and the jurisprudential rationale—rather than simply focusing on the “what,” which tends to be the predominant style in Indian legal education. This method fosters greater intellectual flexibility and clarity, which I find immensely valuable, even when working on domestic legal matters, as the foundational legal principles often remain consistent.

    To illustrate, consider the field of international arbitration, which has gained significant prominence in recent years and is now considered a cornerstone for lawyers dealing with cross-border disputes. The procedural frameworks of leading arbitral institutions as well as our own Arbitration Act are grounded in the UNCITRAL Model Law. Being taught by professors with direct experience in shaping and applying these frameworks offers invaluable insight—something that an LL.M. program uniquely provides and therefore applying this knowledge in the arbitrations which I am involved in proves to be highly beneficial.

    With 9 years of post-qualification experience in dispute resolution and arbitration, what originally drew you to this field? What have been the most defining moments or lessons that shaped your professional approach within high-stakes litigation environments?

    During law school, I explored a broad spectrum of internships across both corporate and litigation domains. These included stints under senior counsels, litigation lawyers, and prominent law firms. By the end of my academic journey, I found myself increasingly inclined towards litigation. However, I remained cautious about fully committing, having been advised by several mentors about the profession’s slow initial progression and modest early rewards.

    In pursuit of clarity, I joined ASP Advocates—a full-service law firm led by my mentor, Mr. Abhishek Seth. He graciously offered me a legal position where I engaged in a balanced mix of litigation and corporate transactional work. My time at ASP proved instrumental in shaping my professional outlook. I found myself especially drawn to courtroom proceedings, legal drafting, and the application of legal principles to complex factual scenarios. These experiences sharpened my analytical thinking and compelled me to approach problems creatively and critically. After more than a year at ASP, I was certain that litigation was the path I wanted to pursue.

    With a clearer sense of direction, I joined the Delhi office of Wadia Ghandy & Co., where I was exposed to a more demanding and dynamic litigation environment. I worked on a wide range of matters—from high-stakes disputes to those with relatively lower stakes. Interestingly, I came to appreciate that it is often the smaller matters that truly shape a lawyer’s core skills. While high-stake cases typically involve a team of lawyers—where one’s role may be limited—smaller matters offer greater responsibility, hands-on experience, and opportunities to build courtroom confidence. I strongly believe in regularly taking up such cases, along with engaging in pro bono work, both of which are essential for holistic professional growth.

    That said, the value of working in high-stakes litigation cannot be overstated. At Wadia, I was fortunate to be involved in a landmark constitutional matter referred to a nine-judge bench. The case presented intricate questions of constitutional law and involved collaboration with some of the most respected senior advocates before the Hon’ble Supreme Court of India. It demanded intense preparation—multiple strategy conferences, long hours of research, and detailed analysis of extensive judicial precedents. The experience, while intellectually demanding, was equally enriching. I learned through observation—how senior counsels structured their arguments, interpreted precedents, and framed issues strategically to serve the client’s interests. Beyond the legal learning, such work cultivates discipline, resilience, and a deep respect for the value of time—all vital qualities for a successful litigator.

    As my tenure at Wadia progressed, I came to appreciate that every matter—regardless of its perceived importance—requires diligence, precision, and intellectual agility. Growth in litigation is rarely linear; it is the product of sustained effort, patience, and humility. The profession teaches you that it is better to take deliberate steps than to chase quick wins. Success lies in consistent performance, staying focused, and not being swayed by external comparisons. Ultimately, perseverance and commitment—not shortcuts—are the true markers of progress in this field.

    Being dual-qualified as a Solicitor in England & Wales and an Advocate in India is a rare accomplishment. What motivated you to pursue this path, and how has it enhanced your ability to handle cross-border disputes or advise international clients?
    Preparing for the Solicitors Qualifying Examination (SQE) significantly deepened my understanding of the law. The SQE not only enhances one’s grasp of Indian law but also equips practitioners with nuanced legal principles that, although rarely argued in Indian courts, are often favourably applied when effectively presented.

    Following the completion of my LL.M., I was driven by a strong desire to further strengthen my legal acumen, especially in the context of local and general laws of England and Wales—such as criminal, property, and civil law—which have profoundly influenced the Indian legal system. These laws, having been extensively borrowed and embedded into our legal framework, are best understood through a comparative lens.

    After conducting thorough research and engaging with qualified Solicitors, I was convinced that studying for the SQE would provide me with the foundational understanding of English law necessary to gain a richer, more structured comprehension of Indian law. While an LL.M. offers a broad, often international, legal perspective, the SQE is grounded in the practical and substantive law of England and Wales, which a Solicitor is expected to advise on across a wide range of practice areas. This distinction made the SQE particularly appealing as a rigorous yet rewarding route to legal excellence.

    My SQE preparation has already had a tangible impact on my practice. At Economic Laws Practice, where I was involved in a variety of criminal and property cases, my enhanced understanding of legal principles has proven invaluable. Moreover, the knowledge gained has played a significant role in navigating a complex arbitration involving mortgage disputes, stamp duty issues, and interest-related legal principles.

    You’ve advised clients across a wide spectrum, from defamation and regulatory enforcement to complex partnership disputes. Can you share an example of a particularly challenging or meaningful case and how you navigated it?

    One matter I fondly recall – which was handled by me entirely independently – involves an engaging dispute in the realm of Intellectual Property Law, where I had the opportunity to defend a business conglomerate which was sued for alleged trademark infringement relating to the name of a restaurant it had established in India. The opposing party, a restaurant chain based in the United States, had engaged one of India’s leading IP law firms to represent them.

    The crux of the dispute revolved around the use of the restaurant’s name. The opposing party not only sought its immediate discontinuation but also demanded an exorbitant amount in damages and compensation. However, once I presented our defense, it became evident that their claims were unfounded. My argument drew upon a range of statutory and common law principles, including the absence of cross-border reputation, lack of trademark advertisement or market penetration in India, the generic and descriptive nature of the name, and the failure to establish continuous use. These factors collectively undermined the credibility of their claims and formed a strong foundation for our defense.

    Rather than escalating the matter further, the opposing party recognized the weakness of their position and initiated settlement discussions. What followed were protracted negotiations under the aegis of the Delhi High Court. In a rather unexpected outcome, the settlement concluded with my client receiving compensation—rather than paying it. In exchange, my client agreed to slightly modify the restaurant’s name, though the establishment eventually closed due to limited footfall.

    As someone qualified in two legal systems, what are the biggest differences you’ve observed in dispute resolution culture between India and the UK? 

    While the Indian and UK legal systems share a common foundation rooted in common law principles, the administration of justice in the two countries differs significantly. In my experience, litigation in the UK is far more streamlined and structured to promote early resolution. Protracted legal battles, which are relatively common in India, are a rarity in the UK.

    UK courts often actively encourage—and in some instances, require—parties to explore settlement options before proceeding to trial. This emphasis on alternative dispute resolution and various pre-action protocols helps to reduce the burden on the judiciary and results in more efficient case management. Even though pre-litigation mediation in India is mandatory for commercial matters, it is not strictly followed before proceeding for litigation on one ground or the other. 

    To put this into perspective, the Supreme Court of the United Kingdom hears and decides approximately 80 to 120 cases per year. In contrast, the Supreme Court of India handles nearly 600 matters in a single day. Similarly, the lower courts in the UK typically list only two to three cases for hearing each day, allowing for focused and in-depth deliberation. In India, however, the dockets of lower courts are often overcrowded, with judges expected to handle a substantially higher volume of cases daily.

    What guidance would you offer to young lawyers interested in building a career in dispute resolution and arbitration, particularly those exploring international qualifications or LL.M. programs abroad? What key skills or experiences should they prioritize?

    This question has vexed many students in the past and therefore I will strive to answer this in a clear and concise manner. I firmly believe that pursuing an LL.M. can provide invaluable exposure, especially in fields with an international focus. However, it’s essential to approach this decision with clear and realistic expectations. An LL.M. should not be pursued solely as a pathway to employment abroad, as many students may face a harsh reality—the job market in foreign jurisdictions is often limited and highly competitive. The decision to pursue an LL.M. should be guided by a range of considerations—academic interests, professional goals, financial feasibility, and personal fulfilment. There’s no universal path, and what works for one may not suit another. Therefore, it’s important to evaluate all these factors carefully before taking the plunge.

    An LL.M. can be especially beneficial in fields with a strong international focus such as international arbitration, cross-border commercial litigation, international trade law, transnational mergers and acquisitions, and similar areas. In such domains, the specialized knowledge and global perspective offered by an LL.M. can significantly enhance your career prospects.

    In my experience, gaining some work experience before pursuing an LL.M. is highly advisable. There are two key reasons for this: first, with practical experience, you’re better positioned to understand and appreciate the academic content of the program. Second, if you intend to leverage your LL.M. for international job opportunities, prior work experience may place you in a stronger position. That said, I’m not suggesting waiting too long—after all, the energy, enthusiasm, and flexibility you have at 26 may not quite be the same at 36.

    An LL.M. also offers an excellent platform for building a global professional network. It brings together individuals from diverse jurisdictions, offering the chance to forge meaningful connections and broaden your international legal perspective—both of which are valuable assets in today’s interconnected legal landscape.

    While the LL.M. certainly plays a pivotal role in supplementing legal knowledge and providing a strong academic foundation, it is not a substitute for the essential traits of a successful lawyer—hard work, resilience, and sharp analytical skills. Rather, it serves as a powerful catalyst that enhances these qualities and prepares one for the evolving demands of modern legal practice.

    Get in touch with Abhirath Thakur –

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

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

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

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

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

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

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

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

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

    What inspired you to start Bridge Counsels? 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Get in touch with Gaurav Gupta –

  • “Exposure to different legal frameworks not only enhances your technical knowledge but also sharpens your ability to think strategically and solve complex problems.” – Pankaj Singla, Partner at Mulberry Law.

    “Exposure to different legal frameworks not only enhances your technical knowledge but also sharpens your ability to think strategically and solve complex problems.” – Pankaj Singla, Partner at Mulberry Law.

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

    With over 15 years of experience, could you take us back to your academic journey, beginning with your time at the Faculty of Law, Delhi University? What inspired you to pursue a career in law, and how did studying at Kyushu University in Japan influence your approach to the legal field, particularly in the realm of international law?

    My academic journey began at the Faculty of Law, Delhi University, where I developed a strong foundation in legal principles and discovered my passion for corporate law. I was drawn to the field because of its potential to solve complex business challenges while fostering growth and compliance.

    Studying at Kyushu University in Japan was a turning point. Immersing myself in a different culture and legal system enhanced my understanding of international law and cross-border transactions. It taught me the value of precision, discipline, and a global perspective, all of which continue to shape my approach to the legal field.  These experiences have been instrumental in building my career and refining my ability to navigate both local and international legal landscapes effectively.

    Throughout the early stages of your career, you worked at several esteemed law firms in both India and Japan. What key experiences did you gain during this time that were instrumental in shaping your career path and refining your skills?

    Working at full-service law firms in India and Japan provided me with unparalleled exposure to high-stakes transactions and diverse legal frameworks. In India, the fast-paced environment of firms honed my ability to think critically under pressure, manage complex deals, and collaborate with multidisciplinary teams. The emphasis on precision and delivering results in time-sensitive scenarios taught me the importance of efficiency and client-centric solutions. In Japan, I was introduced to a meticulous approach to law, with a focus on structure, compliance, and cross-border considerations. This experience deepened my understanding of international legal systems and enriched my ability to navigate the nuances of global transactions.

    One of the most valuable lessons I learned during this phase was the importance of adaptability. Moving between jurisdictions and working with culturally diverse teams sharpened my interpersonal skills and broadened my perspective on problem-solving. These experiences were pivotal in shaping my career and continue to influence my approach to delivering comprehensive legal solutions.

    What led you to specialize in corporate law, with a particular focus on mergers and acquisitions (M&A)? Were there any pivotal moments or turning points that reinforced your decision to choose this specialisation and have a multi-jurisdictional M&A practice?

    My interest in corporate law, particularly M&A, stemmed from the dynamic nature of the field and its significant impact on businesses and economies. Early in my career, I was drawn to the challenge of structuring complex transactions, negotiating deals, and solving intricate legal issues that arise in M&A.

    A pivotal moment was my involvement in my first cross-border transaction. The experience of navigating differing legal systems, cultural nuances, and regulatory frameworks was both challenging and deeply rewarding. It reinforced my decision to focus on multi-jurisdictional M&A, as it allowed me to combine technical expertise with strategic thinking.

    Over time, I’ve found this specialization to be uniquely fulfilling, as it requires a balance of legal acumen, commercial awareness, and adaptability—qualities I’m passionate about cultivating and applying to every deal I work on.

    With your experience in both India and Japan, how have these distinct legal environments impacted your approach to transactional work? What specific skills or insights have you gained from each jurisdiction that you now apply in your practice?

    Working in both India and Japan has given me unique insights into how different legal environments shape transactional work. In India, the legal landscape is dynamic and fast-paced, which has taught me to think quickly and manage complex, high-volume transactions. It has also emphasized the importance of flexibility and adaptability when dealing with diverse stakeholders and varying business practices.

    In contrast, Japan’s legal system is highly formal and meticulous, with a strong focus on the process, detailed documentation and compliance. This experience deepened my understanding of the importance of process, precision, thoroughness, and risk mitigation, particularly in cross-border transactions. 

    Combining these experiences, I now approach multi-jurisdictional transactions with a well-rounded perspective, balancing the need for agility in India with the emphasis on structure and diligence in Japan. This allows me to tailor solutions to clients’ needs in a variety of legal environments.

    In your current role, you’ve worked across various industries, from luxury retail to electric vehicles and defense. What unique challenges do international companies in the electric vehicle sector face when establishing operations in India? Can you share an especially memorable or complex case you’ve handled in any of these industries?

    Working with clients from various industries is always very rewarding as each sector and industry comes with its own unique requirements, challenges and solutions.

    International companies entering the electric vehicle (EV) sector in India face several unique challenges, primarily around regulatory complexities, market dynamics, and infrastructure. One key challenge is navigating India’s evolving regulatory framework, which is still in the process of developing clear policies for EVs, particularly around subsidies, taxation, and incentives. Companies must ensure compliance with various environmental and safety standards while also anticipating future changes in the regulatory landscape. Additionally, the EV market in India is still in its nascent stages, and all stakeholders must address infrastructure concerns, including limited charging stations and supply chain issues related to battery production. The growing competition within the sector also means that companies need to create intellectual property, adopt new technology, innovative business models and engage with local partners who understand regional market dynamics.

    Given these challenges, companies often need to work closely with local government bodies, business partners, and regulatory experts to ensure smooth market entry. This collaborative approach helps in navigating the complexities of the Indian market, ensuring that businesses can align their operations with both local opportunities and challenges. Understanding the market’s long-term trends, such as the growing emphasis on sustainability and electric infrastructure development, can also help companies develop more effective strategies.

    In one case, I worked with an international retail brand planning to expand into India. The challenge was navigating the complexities of India’s FDI (Foreign Direct Investment) policies, particularly in the retail sector, where there are specific regulations around multi-brand retail and sourcing requirements. The client was keen on setting up flagship stores across major cities, but we had to carefully craft the entry strategy to ensure compliance with the local sourcing norms and ensure alignment with the client’s global brand standards. We have had similar experience with clients in the defence industry which continues to be heavily regulated and the regulations are very dynamic in nature.

    These cases reinforced the importance of understanding local regulatory nuances, market realities and working closely with clients to craft a strategy that aligns with both global standards and local requirements. Such transactions are challenging but are also extremely rewarding experiences for us as a firm.

    In multi-jurisdictional transactions, clients often face challenges arising from conflicting laws and regulations across different countries. How do you navigate these complexities when advising on cross-border mergers, acquisitions, and expansions? Can you provide examples of particularly intricate deals you’ve worked on, and the strategies you used to manage these challenges?

    Navigating the complexities of multi-jurisdictional transactions requires a deep understanding of the regulatory and legal frameworks across different countries, and reliable partner firms in foreign jurisdictions. Clients often face challenges when laws and regulations conflict or vary significantly between jurisdictions. My approach begins with a thorough analysis of the legal landscapes in each relevant jurisdiction to identify key regulatory issues, such as antitrust concerns, foreign investment laws, and sector-specific restrictions.

    For instance, when advising on cross-border mergers or acquisitions, I prioritize coordinating with local counsel in each jurisdiction to ensure compliance with the laws specific to each region, while also considering the overarching strategic goals of the client. This collaboration helps in mitigating risks related to legal incompatibilities and ensuring that the deal structure accommodates the different regulatory requirements. I also work closely with tax advisors to address any cross-border tax implications, which can vary widely depending on the jurisdictions involved.

    One particularly intricate deal which we have recently worked on involved an Indian client acquiring a company in Europe. The challenge was dealing with conflicting foreign investment regulations and structuring the deal to ensure compliance with India’s ODI policies while addressing the strict regulatory environment of both jurisdictions on foreign ownership in certain sectors. Additionally, both jurisdictions had different corporate governance practices that required us to align the deal structure with local laws while maintaining the client’s global operational standards.

    To manage these challenges, we adopted a phased approach—first by ensuring all local regulatory approvals were obtained, followed by aligning governance structures, and then addressing the cross-border tax issues. The key strategy was to maintain a constant dialogue with local regulators and key stakeholders, ensuring that the deal complied with both local and international legal frameworks without compromising the client’s objectives.

    Having worked in rapidly evolving sectors such as electric vehicles, IT, and new technologies, how do you stay ahead of emerging regulatory changes and the legal challenges facing these industries?

    Staying ahead of emerging regulatory changes in fast-evolving sectors like electric vehicles, IT, and new technologies requires a proactive approach. The trick is to make it a priority to continuously monitor industry trends and legal developments, and engage with regulatory bodies and industry experts. This allows you to anticipate changes and advise clients on potential risks before they materialize. Additionally, it helps to collaborate closely with clients to understand their business strategies, ensuring that legal solutions align with both current regulations and future trends.

    By remaining well-connected with industry networks and regulatory authorities, one can provide clients with timely, informed guidance that helps them navigate the legal complexities of emerging technologies and evolving markets.

     Looking back on your career, what advice would you give to aspiring lawyers who wish to follow a similar path, especially those interested in gaining international experience and working across multiple legal systems?

    Looking back on my career, the most important piece of advice I would offer to aspiring lawyers is to work hard, remain curious and open to new opportunities. Gaining international experience and working across multiple legal systems requires a deep commitment to learning and adaptability. My advice would be to seek out diverse experiences early on, whether through formal education, internships, secondments, or working with teams that handle cross-border matters. Exposure to different legal frameworks not only enhances your technical knowledge but also sharpens your ability to think strategically and solve complex problems. In addition, developing cultural awareness and building strong professional relationships in different jurisdictions is crucial. Working in multiple legal systems isn’t just about understanding the law; it’s about navigating the cultural nuances that influence business decisions and legal outcomes.

    Finally, be patient and persistent. International experience often requires flexibility and the willingness to step outside your comfort zone. But with determination, you can develop a unique skill set that sets you apart and positions you to handle increasingly complex, multi-jurisdictional matters.

    Given the demanding nature of your work across multiple legal domains, how do you manage your role at the firm and your personal obligations effectively? What do you do to unwind and relax?

    Balancing the demanding nature of my work with personal obligations requires careful time management and setting clear priorities. At the firm, I ensure that I stay organized by structuring my day and breaking down complex tasks into manageable chunks, which helps me meet deadlines without compromising the quality of work. I also rely on effective delegation when appropriate, collaborating with colleagues to share the workload and maintain focus on key matters.

    Outside of work, I prioritize personal time by setting boundaries and carving out space for activities that help me unwind. Whether it’s spending time with family, reading, or staying active at the gym, I find that these activities allow me to recharge and maintain a healthy work-life balance. I also try to schedule regular breaks throughout the day to avoid burnout and keep my energy levels up. Maintaining this balance is essential for long-term productivity and well-being.

    Get in touch with Pankaj Singla –

  • AI, Mentorship and the Future of Law: Insights on Embracing Change in the Legal Profession – Bill McCormick, Legal Expert and Mentor, Greater Chicago Area, United States.

    AI, Mentorship and the Future of Law: Insights on Embracing Change in the Legal Profession – Bill McCormick, Legal Expert and Mentor, Greater Chicago Area, United States.

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

    In your profile, you described AI as a “young associate” in the legal field. Could you elaborate on how AI is redefining traditional legal roles and the kinds of responsibilities we might pass on to AI? How can lawyers adapt to this shift?

    I came to law from a manufacturing and engineering background, which gave me a unique perspective. The legal industry differed dramatically from manufacturing and engineering—specifically the accountability and lack of measurement. Much of law is learned through apprenticeship, which is vastly different from the formal training in engineering. In fact, I felt law school left me far less prepared for my career compared to the preparation engineering school provided for engineers.

    When I entered the legal field, I realized law practices could be more efficient. I compared it to medicine, where patients now play an active role—researching symptoms, diagnosing themselves (sometimes overly so), and bringing their questions to healthcare professionals. Medicine became somewhat democratized, allowing patients to take ownership of their health, for better or worse. This shift hasn’t happened in law on the same scale.

    Most of my career has been in corporate law, and I observed real changes in other corporate departments, like accounting and finance, which moved away from manual tasks toward insightful, risk-based processes supported by software. By contrast, legal departments stayed static for many years. While there were incremental innovations, such as moving from typewriters to word processors or shepherdizing cases online, none of these fundamentally transformed the legal industry. 

    One significant development came with Alternative Legal Service Providers (ALSPs), which began specializing in areas like eDiscovery in litigation. They didn’t threaten traditional lawyers because these tasks were in untraditional fields. Similarly, in-house legal operations began to introduce the idea of running law as a business, but even that didn’t fundamentally change legal practice, which remained heavily relationship-driven.

    We also saw the rise of skilled paralegals, legal process-outsourcers, and other support, but the core practice of law didn’t evolve significantly. In the U.S., access to justice remains a major issue. A large portion of the population can’t afford legal assistance unless they are at a very high-income level. While many dedicate themselves to justice-based work, the problem persists.

    Where I see generative AI playing a significant role is in finally shifting some of the ways legal services operate. Generative AI has the potential to fundamentally change the role of outside counsel by improving productivity, reducing rote work, and allowing legal professionals to practice at the top of their expertise. It could bring greater satisfaction to legal roles by enabling lawyers to focus on higher-level thinking, problem-solving, and client strategy. I’d like to believe this will make the field more engaging—and even more fun.

    Many lawyers fear AI might take over the legal profession. You’ve been teaching AI engineers to understand “how humans do law.” What surprising or challenging aspects of this collaboration have you encountered? How has your legal and engineering background shaped your perspective?

    I wouldn’t go so far as to call myself a “professional” engineer, but my engineering mindset informs everything I do. Regarding AI, I understand the fear—that it might replace lawyers. But I see it differently. As AI reduces costs and improves productivity, legal services become more accessible. More people will be able to afford legal help, and demand will rise. In turn, lawyers will manage more clients while performing at a higher level.

    AI isn’t going to take over the legal profession. It’s going to be a tool—a partner and an enabler. This means lawyers can focus on preventing problems, conducting root-cause analyses, and understanding systemic issues instead of repeating the same tasks or racing against time. That’s why I encourage younger associates not to fear AI but to embrace it, adapt to the inevitable pace of change, and maintain a mindset of continuous learning.

    What have been the most important skills or mindsets you developed while working on more than 35 M&A deals across 13 countries? How did you navigate the cultural and demographic differences in those deals?

    Every culture, country, and even corporation has its own personality. Two key lessons stand out from my experience: humility and collaboration. I don’t assume I know everything. For example, even if I’ve done M&A work globally, the local counsel advising me always knows far more about the nuances of their jurisdiction. They bring priceless insights that I wouldn’t have on my own. Similarly, I’ve learned to be transparent about my preferences, expectations, and objectives while fostering trust.

    In any negotiation, it’s critical to show truth, trust, and vulnerability to create an environment where others feel safe to reciprocate. That allows for the best possible collaboration and outcomes.

    You’ve negotiated with Fortune 100 companies and Big Four banks. What challenges and rewards have you faced in those negotiations, and how have those experiences influenced your role as a mentor?

    The hardest part of negotiations is working with someone unprepared, especially when you’re doing most of the work for both sides of the deal. It doesn’t make for great results. On the other hand, negotiating with the Big Four banks was challenging but rewarding. They were experts—specialists who deeply understood nuanced regulations like credit reporting laws. Collaboration required me to respect their expertise and remain concise and factual while educating them on where our roles aligned. 

    In negotiations, preparation and confidence are essential. But you must also align closely with your team and communicate openly to achieve success.

    You heavily emphasize mentorship and learning. What’s the most impactful piece of advice you’ve received that you pass on to mentees?

    Be true to yourself. Focus on developing your strengths rather than obsessing over weaknesses. I believe we’re all given unique gifts. While it’s important to address our shortcomings, trying to “fix” them at the expense of our strengths does more harm than good. The key is to leverage your natural abilities while minimizing distractions from your weaknesses.

    You seem to live a life of continuous learning. How do you practice implementing new knowledge in both your personal and professional life?

    The key is repetition. Whether it’s a new skill, concept, or even something as simple as someone’s name, using it consistently helps retain it. Skills, particularly technical ones, are perishable if not employed regularly. Teaching, in particular, has been a way for me to cement what I learn. When I share knowledge with others, I not only reinforce what I know but also open myself to learning from their insights.

    Your profile mentions a love of backpacking. How has that hobby helped you manage stress or shaped your approach to life and law?

    Backpacking forces me to unplug. It takes me back to the essentials of life: reaching the destination, managing supplies, and supporting those hiking alongside me. The simplicity is both grounding and rejuvenating. It reminds me to keep stress in perspective and appreciate the privilege of the work I do.

    You’ve had a diverse career across industries like fintech, MedTech, and law. How has this versatility shaped your perspective?

    My career has been a journey of curiosity and learning from diverse environments. Moving between fields allowed me to bring insights from one industry into another. For example, working across corporate governance allowed me to see how brilliant leaders approach complex issues. These experiences have helped me ask better questions, foster collaboration, and apply versatile approaches to newer challenges.

    Ultimately, people matter more than tasks. Empathy, kindness, and respect guide my interactions, whether I’m working with a Fortune 500 CEO or a junior colleague. Maintaining humility and staying true to these principles is essential.

    As technology and societal shifts disrupt the legal profession, how are you preparing for the next decade? How do you mentor others to adopt a similar mindset?

    The legal profession is undergoing the most significant inflection of my lifetime, and I’m excited to be part of the generation ushering in this change. To prepare, I focus on continuous learning—keeping up with technology, gaining simulation-based experience, and staying abreast of fast-paced changes.

    Personally, I see the democratization of justice as a key issue for the next decade. I hope to leverage my skills and technology to support pro bono efforts and improve access to justice. While the system is imperfect and broadcasts its flaws, history shows us that societies cannot exist without the rule of law. Ensuring we uphold and adapt that system responsibly is a challenge I’m ready to embrace.

    Get in touch with Bill McCormick –

  • “With ever growing complexities in the business, it has become indispensable that a balanced approach is maintained between the requirement of the business, laws and my dual qualifications of CS and Law have helped me to find a win-win situation for both verticals.” – Gagan Preet Singh, Global General Counsel at Whitespan Business Solutions Private Limited.

    “With ever growing complexities in the business, it has become indispensable that a balanced approach is maintained between the requirement of the business, laws and my dual qualifications of CS and Law have helped me to find a win-win situation for both verticals.” – Gagan Preet Singh, Global General Counsel at Whitespan Business Solutions Private Limited.

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

    You have over 21 years of experience in dealing with complex legal issues across various industries. How did your career journey begin, and what motivated you to specialize in Corporate Law, Mergers, Acquisitions, and regulatory matters?

    I grew up in Delhi and my school & college times were during the 90’s. Those were the times when the most sought-after career paths were law, engineering, medicine or chartered accountancy. Though I am a Science graduate, I somehow could not create the interest within me to pursue Science or its related fields as a career option. 

    I lived near the North Campus of Delhi University. So, quite often after college would get over, me and my friends would stroll within the North Campus area. There, outside the Faculty of Law, I used to see students carrying and studying voluminous books. The sight of such books created a spark of interest in Law within me. I really got fascinated by these voluminous books. Many times, it happened that I would visit any random book stall and pick any random law book to see what is written inside. As I explored this further, this spark became stronger and stronger. Those were the moments when I decided that yes, Law would be a career field for me and the topic that enticed me the most was – corporate law.

    With this passion, I enrolled myself for Company Secretary and after qualifying as a Company Secretary, my first step of becoming a corporate lawyer was taken. I joined a corporate group and was assigned to handle the matters relating to corporate law. This was my first exposure to the theoretical and practical aspects of corporate laws and my journey began.

    After a few years, I prepared myself for the Faculty of Law, University of Delhi (D.U.) entrance exams. I cleared it out and got admission into the LL.B. degree course offered by the University of Delhi. With my hard work and dedication, I became a Law Graduate as well. With the passage of time and getting more and more exposure to the various fields of corporate laws, I developed an inclination towards mergers, acquisition and related regulatory matters. Today, with an experience of two decades, I am cherishing my journey as a corporate lawyer.

    As a law graduate from Delhi University and a qualified Company Secretary, how has your dual qualification helped shape your approach to addressing legal and business challenges?

    The dual qualifications of being a law graduate from Delhi University and a qualified Company Secretary has helped me immensely in navigating an approach towards solving a corporate challenge. I have been able to view the risks involved in a task both from the business as well as from the legal angle and thereby able to provide a pragmatic solution.

    The dual qualifications have helped me to navigate the complexities of corporate law with tact, ensuring compliance and simultaneously providing legal advice, and thereby contributing to the smooth functioning of the business. With ever growing complexities in the business, it has become very indispensable that a balanced approach is maintained between the requirement of the business and the requirement of laws. For any business to thrive, the requirement of maintaining a balanced approach is a must and the dual qualifications have helped me to find a win-win situation for both the verticals. 

    Having dual qualifications have also helped the corporate whom I worked with in terms of single window resolution [for (i) non-litigation matters; (ii) litigation matters; and (iii) corporate matters] besides controlling the cost aspects. 

    In your current role as Global General Counsel at Whitespan Business Solutions, what are your primary responsibilities and obligations, and how do you effectively manage them?

    As a Global General Counsel at Whitespan Business Solutions, my primary responsibilities are that of a (i) business enabler; (ii) legal advising through evaluation and mitigation of risks involved in the business; and (iii) managing compliance. As a Global General Counsel, I have to see that unnecessary hindrances are identified and avoided.

    The challenges in managing these responsibilities are not easy. While the crossing of paths of business strategy and legal requirements can never be avoided, the biggest challenge for me is to ensure, not only in Whitespan but every other corporate I have worked with, that this cross does not become a dead end. To keep both the internal as well as the external stakeholders satisfied calls for an ardent approach toward the work, ability to convince the parties involved and thereby providing a win-win solution for all. 

    You have handled several mergers, acquisitions, and joint ventures. Can you share an example of a particularly complex transaction and the key legal strategies you employed to ensure its successful completion?

    As I mentioned earlier that with the passage of time and getting more and more exposure to the various fields of corporate laws, I developed an inclination towards mergers, acquisition and joint ventures (I would give here a common term to these – corporate restructuring – for the ease of understanding). Today, having undertaken a decent number of corporate restructurings, I would mince no word in mentioning that this line of business is not easy. Each and every case of corporate restructuring is unique and different from the other one and challenging. For e.g.: if one is working in a corporate group say ‘X’ and the ‘X’ takes, within its group, corporate restructuring twice, each of these two cases will be different from the other. There will be few common sections obviously, processes may be similar, but the schemes for undertaking these corporate restructuring will vary vastly on the grounds of: (i) due diligence; (ii) pricing; (ii) communication process; (iii) cultural diversity; (iii) employee engagement; (iv) financial integration; (v) system and data integration; (vi) management integration to name a few. And to make a point, each of these exercises in itself is a huge task.

    I will quote one case for an acquisition which I handled. However, since I am bound by the confidentiality clause, I will not name the parties. So, this was a case where an international company wanted to purchase a major stake in an Indian company. Thus, when a cross-border transaction is involved, in addition to the applicable Indian laws, I also had to keep in mind the provisions of RBI / FEMA. I was the counsel for the Indian group in which the international company intended to acquire a stake. My first test began with due diligence. While we provided all the relevant records to the counsel for the international company, their list of seeking clarifications would not end. Realising this, I decided that I would employ tact, legal strategy and sympathy to cross this bridge. With these action steps in mind, I discussed the open points with the opposite counsel. And as it turned out, after a few rounds of discussion, the due diligence was complete.

    The next and the biggest challenge came in the form of transaction documents i.e. Share Purchase Agreement, Shareholders Agreement etc. While drafting international agreements, it is essential to approach the process with a strategist mindset which involves a good number of key considerations like conditions precedent, conditions subsequent, selection of jurisdiction which would come into every aspect of dispute in a transaction. Coming back to the transaction, I had really hard negotiations on almost all the major clauses like tag along rights, drag along rights, pre-emptive rights, right of first refusal, reserved matter and indemnity clause. This exercise was a great experience for me and provided me with good learning as well as sharpened my professional and personal skills since the negotiations on the clauses were very hard, fierce sometimes, reached deadlock stages a few times and the entire process of negotiations consumed almost 3 months. But in the end, I could get the documents to a stage which was a win-win situation for all the stakeholders involved in the capital raise process which documents were at the beginning more of a one-sided affair. And thus, the transaction went through successfully.

    You have extensive experience advising on corporate governance and regulatory issues under the Companies Act, FEMA, and SEBI. How have these frameworks evolved over the years, and what changes do you foresee in the near future?

    The corporate actions in any corporate in India are majorly regulated by three laws namely, (i) Companies Act, (ii) RBI / FEMA; and (iii) SEBI. While Companies Act and RBI / FEMA applies to all companies whether listed or unlisted, SEBI is for listed companies.

    My experience of dealing with these regulatory bodies has always been good. Right from the starting days of my professional journey till date, I have always found the regulatory bodies supportive. My take on these regulatory bodies is that the first duty the corporate must do is to comply in letter and spirit. Even if some compliance is missed out, don’t panic and take any otherwise decision. Approach the regulator and speak with them, they are always ready to help.

    Having the understanding of business requirements, the authorities of these regulatory bodies are always working hard to make the respective framework business friendly keeping in mind the ask of the time. 

    How do you ensure that businesses remain compliant with the evolving regulatory landscape, especially in high-stakes transactions such as mergers, acquisitions, or foreign investments?

    Working in the corporate, my understanding of business and law is that both complement each other. A business cannot be successful without compliance with law and there will be no requirement of law if there is no business. This equilibrium is also necessary for the economy of the country. Businesses have also realised that to attract capital for business requirements, staying compliant is of utmost importance. Obviously, no one would like to join hands with a business which is non-compliant or less-compliant with the applicable laws. No one would like to pump their money into a business which has regulators running after it on account of non-compliance. Who would want to risk their money? Not even a single person. So, if any person thinks that compliance is costly, please ask him / her to try non-compliance. The person will get the answer.

    To ensure the business remains compliant, I would suggest the following:

    1. Keep a track of regulatory updates.
    2. Create an effective compliance program within the organisation and educate the employees about the same.
    3. Develop policies and procedures for compliance.
    4. Implement internal teams to monitor compliance.
    5. Create a business continuity plan in case of any unforeseen happening.
    6. Regular status update to the management on compliance.

    With such a demanding professional schedule, how do you unwind and maintain a work-life balance amidst your high-level commitments?

    Well, well, well, this is a tricky question and the most discussed topic nowadays. (Smile). Professional life is always demanding but as a human, one has to take out time for his / her personal well-being as well. Where work is important, life is equally important. For me, it’s like two pans of a weighing scale. Sometimes one goes up and the other comes down. But it should not happen that one is always up and the other is always down. To unwind myself, I listen to songs and read books. Besides, I also like watching suspense movies. It is very important for anyone to take care of oneself, in whatever way he / she likes. And so do I. Enjoy your life (both professionally and personally). 

    What advice would you give to young professionals aspiring to follow your path and build a successful career in corporate practice?

    My advice to the young professionals is simple, both for professional and personal growth – work hard and do not procrastinate. Avoid taking short-cuts. Learn new things and wherever required, de-learn and re-learn. Explore territories which scare you. Continuous learning is essential since our profession is ever evolving. Stay updated to the best possible way you can. This will give you a lot of confidence to face others whether it is your company management or your client. Networking is vital for success nowadays. Try making a decent circle of professionals where one can share, discuss and learn. 

    Remember, each day teaches you something. Every person around you teaches you something, bad people give you lessons and good people give you memories. Learn the lessons and enjoy the memories.

    Get in touch with Gagan Preet Singh –

  • “In essence, the law’s ability to safeguard rights and bring justice fuelled my passion, and I remain steadfast in my commitment to upholding these principles.” – Kunal Sharma, Partner at Singhania & Co. LLP.

    “In essence, the law’s ability to safeguard rights and bring justice fuelled my passion, and I remain steadfast in my commitment to upholding these principles.” – Kunal Sharma, Partner at Singhania & Co. LLP.

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

    Your educational background spans a range of fields, from M. Com and LLB to Company Secretary (Executive) and an LLM in International Trade Laws and WTO. What motivated you to pursue a career in law, and why did you choose to specialise in International Trade and WTO during your LLM? 

    My decision to pursue a career in law stemmed from the profound realization that lawyers hold one of the most influential roles in shaping not only society but also the economy, industry, and politics on a global scale. The weight of responsibility carried by legal professionals, whose work directly impacts individuals, communities, and the broader environment, deeply resonated with me. This sentiment was strongly reinforced during my childhood when a neighbour, wrongfully accused, was forced to endure repeated visits to the police station. Witnessing this firsthand highlighted the immense difference that legal support can make during distressing and complex situations. This experience solidified my belief that the power of legal knowledge, combined with the ethical responsibility it entails, is what inspired my journey into law.

    In essence, the law’s ability to safeguard rights and bring justice fuelled my passion, and I remain steadfast in my commitment to upholding these principles.

    As for my choice to specialize in International Trade Laws and WTO during my LLM, it was driven by my keen interest in the global market, international politics, and economic policies. I have always been fascinated by the intricate workings of international commerce and governance. I wanted to equip myself with a solid understanding of the fundamental norms, agencies, and regulatory standards that shape global trade, ensuring that I am well-prepared to support businesses operating in an interconnected world.

    Could you walk us through your career progression, starting from your early days as a Junior Associate to your current role as a Partner at Singhania & Co LLP? What were some of the most valuable lessons you learned in the early stages of your practice that have influenced your professional journey? 

    My professional journey has been an enriching experience, shaped by diverse roles and exposure across multiple jurisdictions. I have had the privilege of working with three listed companies and two top-tier law firms, gaining legal expertise in India, the UAE, and Africa. My career began in litigation, which laid the groundwork for a comprehensive understanding of dispute resolution. Over time, I transitioned into the corporate and regulatory domains, acquiring hands-on experience in areas like real estate, corporate laws, intellectual property rights, projects, project finance, technology, M&A, EPC contracts, and FEMA compliance.

    In my early roles, I served as the legal head for zones spanning West Bengal, Rajasthan, North and East India, and Delhi NCR for leading housing finance companies. This phase gave me practical insights into regulatory compliance, litigation, and real estate transactions. My tenure at Amarchand Mangaldas & Suresh A. Shroff, and later with Shardul Amarchand Mangaldas and Cyril Amarchand Mangaldas, further refined my expertise in corporate transactions and advisory work. Before joining Singhania & Co LLP, I gained international exposure working with a Dubai-based conglomerate with operations in Miami, the Middle East, Europe, and eight African countries.

    This diverse journey, spanning five cities and engaging with varied sectors, has been a transformative experience. It has equipped me with a strong legal foundation, strategic thinking, and the ability to navigate complex legal landscapes effectively—skills that I bring to every professional engagement.

    You have extensive experience in structuring, strategizing, and negotiating transaction documents across multiple sectors. Can you discuss a particularly challenging deal and how you overcame the challenges? 

    One of the most challenging deals I worked on involved a multi-jurisdictional M&A transaction for exploration of iron ore deposits that required navigating conflicting regulatory frameworks across India, Africa, and Dubai, and involved government representative, multinational mining giant. The primary challenge was aligning the interests of stakeholders while ensuring compliance with diverse legal systems. By fostering open communication among parties, engaging local legal experts, and adopting a phased negotiation strategy, we successfully closed the deal. This experience underscored the importance of adaptability, cultural sensitivity, and a solution-oriented approach.

    You’ve worked on transactions across various jurisdictions, including Africa, Dubai, and India. What are the unique legal and cultural challenges you face when dealing with cross-border deals? 

    Navigating cross-border transactions requires a combination of legal expertise and cultural sensitivity. For example, while structuring agreements in African jurisdictions, addressing legal ambiguities is often critical, as is fostering trust through strong personal relationships, especially given the significant involvement of government liaisons and multinational stakeholders, including European influences. Similarly, in Dubai, aligning with DIFC and free zone regulations, adhering to Sharia law, and respecting local business customs are essential. Success in these transactions is not just about technical proficiency but also about understanding and adapting to diverse cultural and regulatory landscapes.

    Ultimately, the ability to engage with local norms, working practices, and mindsets strengthens relationships and significantly enhances the chances of successful negotiations and seamless transactions.

    How do you manage the complexities of advising clients on international legal frameworks, especially when dealing with issues like FDI, foreign exchange regulations (FEMA), and local laws in emerging markets?

    Advising clients on international legal frameworks, such as FDI policies, FEMA regulations, and local laws, requires not only a deep understanding of evolving regulations but also a strong network of global legal experts. This task is often more challenging than it appears, as the legal environment has become increasingly dynamic and complex over time. My approach is to first understand the client’s specific needs and then ensure alignment with the applicable laws. When necessary, I also guide clients to take corrective steps to achieve compliance. Industry norms play a crucial role, as they often drive changes in regulations over time, which must be carefully considered while structuring advice.

    Breaking down intricate legal requirements into actionable steps and delivering clear, pragmatic solutions is at the heart of my practice. By combining legal knowledge with strategic foresight, I ensure my clients remain compliant while safeguarding their interests, especially in the context of emerging markets. Ultimately, success in this field comes from balancing legal expertise with a nuanced understanding of industry trends and regulatory shifts.

    Having led teams in multiple roles, from Manager (Legal) at DHFL to Partner at Singhania & Co, what is your approach to managing legal teams? How do you ensure high levels of productivity and collaboration within your team? 

    Leading legal teams have underscored the importance of clear communication, strategic delegation, and fostering a collaborative, trust-driven environment. I prioritize understanding each team member’s strengths, aspirations, and areas of interest, which helps me align individual goals with collective objectives. Encouraging ownership of work, while providing guidance and support, empowers the team to approach tasks with passion and responsibility. Regular knowledge-sharing sessions and open discussions keep the team updated, motivated, and aligned with evolving legal trends.

    By cultivating a culture of trust, mutual respect, and continuous learning, I have consistently seen high levels of productivity, innovative problem-solving, and seamless collaboration, ensuring exceptional outcomes for clients and individual growth for team members.

    You’ve advised clients on issues like data mining and trademark infringements on websites. In your view, what are the biggest emerging legal challenges in the technology space, and how do you see them evolving in the next 5-10 years?

    The technology landscape is advancing at an unprecedented pace, bringing forth multifaceted challenges such as data privacy, cybersecurity, and the regulation of AI and blockchain technologies. Emerging concerns, including cross-border data transfers, digital copyright infringement, and the intricacies of smart contracts, highlight the growing complexity in legal documentation and compliance. Over the next 5-10 years, these issues will necessitate the formulation of robust policies, standard operating procedures (SOPs), and multi-jurisdictional frameworks to address the regulatory gaps many are still grappling with today.

    Irrespective of the nature of a business—be it a sole proprietorship or a publicly listed company—or whether one is an individual or an entity, technology is profoundly impacting and will continue to reshape every sphere of life and profession. This digital transformation spares no domain, making it imperative for everyone to adapt to the rapid pace of change. As lawyers and policy influencers, we bear a greater responsibility to engage with technology, society, and industry in a way that ensures the outcomes of this technological advent are beneficial to all, rather than resulting in exploitation. It is our duty to ensure that the legal frameworks and policies we shape foster innovation while safeguarding against undue risks and inequities, creating a more equitable and sustainable future for all.

    The legal profession itself is undergoing a transformative shift, especially post-COVID, where technological fluency has become indispensable. The era of delegating technological tasks solely to juniors is long past—modern lawyers must actively skill up to adapt to this digital transgression. As legal practitioners, agility, foresight, and a proactive approach will be essential to effectively navigate this evolving landscape and remain relevant in the globalized legal domain.

    What advice would you offer to the younger generation aspiring to succeed in the field of Corporate Law, given your extensive experience? 

    For freshers starting their careers in law, my advice is simple: first, build a strong foundation by mastering the basics of law, whether in corporate or litigation. A solid understanding of legal principles will set the stage for your career. Stay curious and proactive about learning, especially in emerging fields like technology, cross-border transactions, and regulatory developments. Equally important is building relationships—networking with clients and colleagues will play a big role in your growth, as trust and communication are key to success.

    For mid-level lawyers, it’s time to focus on deepening your expertise in a specific area and honing your skills. Whether it’s corporate law, litigation, or a niche practice, developing specialization will help you stand out and become a trusted advisor. Be proactive in managing client relationships, taking ownership of complex cases, and looking for new business opportunities. In addition, focus on improving your efficiency—balancing technical knowledge with client-focused, practical solutions will be crucial as you progress in your career. Ultimately, whether you’re a fresher or mid-level lawyer, success comes from a combination of knowledge, integrity, and a client-first approach.

    Get in touch with Kunal Sharma-

  • “Discipline and impeccable work ethics have always been my guiding angels. The journey of entrepreneurship can be very lonely and scary at times and the only thing that has helped me is knowing that I love what I do” – Sohini Mandal, Founder of Nilaya Legal.

    “Discipline and impeccable work ethics have always been my guiding angels. The journey of entrepreneurship can be very lonely and scary at times and the only thing that has helped me is knowing that I love what I do” – Sohini Mandal, Founder of Nilaya Legal.

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

    With over a decade of experience in various areas of the law, looking back, was law a planned career path for you and what inspired you to specialize in Private Equity, Venture Capital, Corporate & Commercial Practices?

    As I am a first-generation lawyer, law was definitely not a planned career path for me. However, at the same time, it did not just happen to me by chance. I remember being very excited seeing the brochure of NUJS for the first time when my father brought it over as something that I could also apply for, alongside preparing for other competitive exams. As I started getting deeper into the preparations for the NUJS entrance examination, I really felt like this was something that I had to pursue, and I really wanted to get through. One may say, it was a bit of a calling, that I was not fully prepared for at the beginning. But then once I got through NUJS, there was no looking back.

    When I started working in the PE/VC space, startups were still not a recognized, well-defined concept back then, and I remember feeling this hunger to learn more and gather more knowledge. I was learning and growing at an exponential pace and  felt pure joy, every day at work. I got exposed to amazing opportunities in terms of being part of deals that were getting reported and working very closely with brilliant founders. I learnt so much from each and every one of them, and I still do, while handholding them through various fund raises. That, for me, has been the biggest inspiration. 

    Your career spans a variety of leadership and managerial roles. How have these experiences influenced your approach to legal practice, and what key lessons continue to guide you today?

    My unique career trajectory, from being an in-house counsel in a public sector undertaking to joining and soaring to senior positions in law firms and then finally taking the plunge to start my own practice, is reflective of my life philosophy of never settling, even when the cost is high.  This journey has also helped me to focus more on being an enabling problem-solver rather than a naysayer, which has shaped how I interact with my clients and try and make doing business easy for them.

    Discipline and impeccable work ethics have always been my guiding angels. However, with age and experience, I have also learnt the importance of building and retaining a strong team. As an entrepreneur now, there have been times, when I have had to step away and let my team run the show and they have never let me down. Ultimately, a leader is always a combination of the strengths and weaknesses of each team member. Hence, I spend a lot of my time and focus in mentoring my team members and making them a part of the growth journey of Nilaya Legal, so that everyone has a sense of belonging and ownership.

    Having worked with a range of legal entities in different capacities, what inspired you to establish Nilaya Legal, and what were some of the early challenges you encountered when starting your own practice?

    Right from the beginning, as I started working closely with early-stage companies and founders, I knew that I had this entrepreneurial bug in me, which helped me build strong foundational relationships with many clients. I am proud to call many of them friends today and some of them really played a crucial role in inspiring, mentoring and influencing me to take the plunge. There has always been a gap between business understanding and practical, workable legal advice, which my clients feel that I can bridge with ease. That gave me the confidence to start a practice with a vision to build a long-stop platform for all commercial-legal needs.

    Since it was just post Covid, finding the right people to start with and building a team was one of the biggest challenges. And then, of course, finding the right mentors was also very crucial. Because when you start on your own, you no longer have senior partners to guide you and rectify your mistakes. So, I had to think really hard about building my own personalized accountability mechanism, which I rely on very strongly.

    You’ve worked with many startups at various stages of growth. What are the most common legal pitfalls or challenges you see young companies encounter, and how can they mitigate those risks early on?

    Co-founder relationships and early-stage compliances are the two most critical aspects where companies need to tread very carefully. Co-founder relationships can make or break businesses, so it is super important for founders who come together to build something to have the same aligned visions and goals. Early conversations around a founders’ agreement go a long way in pre-empting a lot of the challenges that co-founders face, be it in terms of commitment to the company, building value on a long-term basis or even individual roles and responsibilities.

    Business structuring and maintaining a basic regulatory checklist for compliance also become very important for avoiding later penalties and costs.

    You specialize in intellectual property (IP) law within the tech and media sectors. How do you guide your clients in protecting their IP, especially in industries where innovations happen rapidly?

    With new technologies, like we are seeing with AI now, one of the most crucial strategies for IP protection is to move fast. Having said that, law is always playing catch up with innovation, and that’s why we see regulators like RBI and SEBI enabling sandboxing.

    With the demands of running a corporate law practice, how do you manage to balance your professional responsibilities with personal time and well-being?

    Planning and prioritizing is the key. I also believe that one needs to take care of one’s mind and soul to be able to bring the best self at work. Therefore, I give a lot of importance to journalling, meditating and self-analysing. Those are the aspects that keep me grounded and help me plan my next steps.

    What advice would you offer to young lawyers or entrepreneurs who are interested in working in the intersection of law, technology, and venture capital?

    First and foremost, do this only if you love what you do. The journey of entrepreneurship can be very lonely and  scary at times and the only thing that has helped me to deal with those moments is knowing that I love what I do and I will not settle for anything lesser than providing my 100% to my clients, every day. This is also a very demanding field where one needs to constantly be updated and aware of the plethora of changes that take place continuously. Being updated and knowledgeable about your field of work is the only way to be relevant. So do your research, do your homework, and most important of all, never take anything for granted.

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