With over 25 years of experience across various domains, looking back, what made you initially pursue a career in law and Company Secretaryship subsequently? Could you share some advice for young students who are pursuing multiple qualifications?
My journey into law was inspired by a passion for understanding the complexities of legal systems and their pivotal role in shaping societies. Early on, I recognized the importance of a strong legal foundation in effectively navigating intricate legal and regulatory frameworks. Adding Company Secretaryship to my qualifications was a strategic decision to complement my legal acumen with a deep understanding of corporate governance and compliance. Together, these qualifications provided a holistic skill set to thrive in the corporate legal landscape with confidence.
For young students pursuing multiple qualifications, my advice is to concentrate on creating synergy between their chosen fields. Prioritizing effective time management, maintaining focus, and aligning their learning path with long-term career aspirations are essential. These efforts not only offer a competitive edge but also help cultivate versatile and comprehensive skill sets.
What was unique about the teaching pedagogy of Queen Mary University of London that piqued your interest instead of going with other universities offering similar courses?
Queen Mary University of London stood out due to its rigorous academic environment combined with the institution’s global perspective. Its focus on corporate and commercial law aligned perfectly with my career aspirations. Additionally, the access to renowned faculty and diverse peer interactions enriched my learning experience. India also follows the common law tradition, and hence learning was seamless. The curriculum encouraged critical thinking, problem-solving, and an interdisciplinary approach, all of which have been instrumental in my professional journey.
In your inspiring journey, you have worked as the Legal and Corporate Advisory head of various big companies. What, in your experience, is the future of technology in the field of contract management, compliance, and Data Protection with regards to the changes brought by the DPDP Act?
Technology is reshaping the legal landscape in diverse areas including contract management, compliance, and data protection. Tools like CLM software, compliance management platforms leveraging AI and machine learning could streamline processes, improve accuracy, and mitigate risks. The Digital Personal Data Protection Act emphasizes the need for robust data governance frameworks, and the software tools can significantly enhance capabilities in data privacy, incident response, and compliance monitoring.
Moving forward, the integration of AI, machine learning, blockchain for smart contracts, and enhanced data security protocols will redefine standards in these fields. Legal professionals must embrace these advancements to remain agile and add strategic value.
Heading a law firm specializing in corporate, commercial, securities, finance, and real estate laws and providing strategic counsel to various national and multinational corporations must be a demanding task. What are some of the strategies that you employ to achieve desirable results for your clients?
Delivering optimal results requires a blend of strategic thinking, meticulous preparation, and proactive client engagement. Key strategies include:
Understanding the unique objectives and challenges of each client to craft relevant strategies.
Engaging multidisciplinary teams to provide holistic advice that addresses both legal and business needs.
Focusing on providing solutions rather than being held up at problems.
Staying updated on legal developments and industry trends to anticipate potential challenges and opportunities.
Your expertise extends across diverse sectors, and you have headed various legal and corporate advisory teams over the years. How do you ensure a collaborative and supportive environment within your team?
Fostering a collaborative and supportive environment within a team begins with building trust and ensuring open communication. Setting a clear vision coupled with empowerment of the team plays a crucial role by encouraging team members to take ownership of their responsibilities while providing the necessary guidance and mentorship. A supportive environment thrives on mutual respect and a shared commitment to excellence, ensuring that every member contributes to the overall success.
You must have a fast-paced work schedule as the General Counsel & Company Secretary to Manipal Health Enterprises Pvt. Ltd. How do you manage a work-life balance with a demanding career?
Work-life balance in a demanding career involves setting clear boundaries and prioritizing responsibilities. Time management plays a crucial role, with specific time slots allocated for both professional and personal commitments. Delegation is equally important, as trusting the team to manage responsibilities while maintaining oversight ensures efficiency. Achieving a sustainable balance is an ongoing process that requires adaptability and a conscious effort to stay grounded.
Given your diverse experience, what advice would you give to the young law students who aspire to be successful in the field of corporate governance?
Success in corporate governance demands a combination of technical expertise, ethical integrity, and strategic thinking. My advice to young law students:
Focus on mastering core legal and regulatory principles.
Keep abreast of emerging trends, such as ESG and digital transformation.
Cultivate leadership, communication, and negotiation abilities.
Learn from experienced professionals who can guide your career trajectory.
What has been the most challenging engagement that you have come across in your career in the healthcare sector, and how did you accomplish it?
The most challenging engagement in the healthcare sector was overseeing the acquisition of Columbia Asia Hospitals, particularly during the challenging period of the COVID-19 pandemic. This required conducting thorough due diligence to identify potential risks, navigating negotiation of complex contracts, addressing regulatory compliance across jurisdictions, and ensuring a seamless post-acquisition integration. Effective collaboration with cross-functional teams was crucial to overcoming the obstacles underscoring the importance of adaptability and strategic foresight in executing high-stakes transactions.
In your entrepreneurial venture, you led a boutique law firm specializing in corporate, commercial, securities, finance, and real estate laws. What were the key experiences that made you switch to starting your own practice and then again to working with Manipal Health Enterprises Pvt. Ltd.?
Starting my own practice was driven by a desire for professional independence and the opportunity to build a client-centric firm. It allowed me to explore diverse industries, deepen my expertise, and develop strong client relationships. Transitioning to Manipal Health Enterprises was motivated by the scale and impact of the role. It presented an opportunity to work on transformative projects, such as large-scale acquisitions. This journey underscores the importance of aligning career decisions with both professional aspirations and personal values.
Can you tell us about your academic journey, starting from your undergraduate studies at National Law University, Patiala, to completing your Ph.D. at the University of Rajasthan? What motivated you to specialise in criminal law and criminology?
Well, I hail from Bharatpur, Rajasthan which is a very small town; got my initial education there till 12th Standard and thereafter my academic journey in Law began with my under graduation at National Law University, Patiala, where I pursued a Bachelor in Law with a specialization in criminal law. My years at NLU Patiala were full of new and inspirational formatives, providing me with a solid foundation in various aspects of law and life including improving and working on my articulation skills. This period marked my initial exposure to the multifaceted nature of how the world is revolving around law and deepened my interest in understanding the mechanics of the criminal justice system.
Upon completing my postgraduate studies, I sought further specialization through a Ph.D. program at the University of Rajasthan. The decision to focus on criminal law and criminology stemmed from a combination of personal motivation and academic curiosity. Growing up in an environment where societal issues, particularly crime, were frequently discussed, I developed an early interest in the root causes of criminal behavior and the societal mechanisms to address it. Criminal law and criminology offer insight not only into punitive measures but also into preventive aspects, which I find particularly compelling. My Ph.D. thesis, focusing on “Crimes Against Juveniles in India,” allowed me to delve deeper into specific issues affecting vulnerable populations, contributing to both academic discourse and practical solutions in the field.
You worked as a Junior Associate with an IP Law Firm before establishing your own practice. What motivated this transition and what were the initial challenges you faced while starting your firm?
I guess all experiences matter, be it me working as a Junior Associate in an IP law firm or any other, provided me with invaluable experience in routing all my legal impressions towards what laws says and its implementation. Talking specifically about the IP Law Firm I honed my skills in client management, legal drafting, and courtroom proceedings, which prepared me for the multidimensional demands of independent practice. However, I soon felt the urge to branch out on my own, driven by a desire to apply my legal skills across a broader spectrum of law and cater to a more diverse clientele.
The transition to establishing my own practice was both exciting and challenging. Initially, I faced difficulties in building a client base, as the legal industry is highly competitive, and establishing credibility as a new firm takes time. Managing administrative tasks, securing office space, and setting up operational systems were other hurdles. Yet, these challenges were instrumental in shaping my resilience and business acumen. Overcoming these obstacles strengthened my commitment to my clients and fortified my understanding of what it takes to thrive in independent legal practice.
As a Managing Partner at ManuLegal & Associates, you deal with complex legal matters in domains like corporate law, taxation, ADR, IPR, and criminal law. Could you share a memorable case or challenge you’ve encountered in your legal practice?
One of the most memorable cases I encountered at ManuLegal & Associates involved a complex corporate dispute intertwined with criminal allegations. This particular case required a nuanced approach, as it involved corporate stakeholders and accusations of embezzlement. We needed to navigate both corporate law and criminal proceedings simultaneously, balancing civil legal remedies with criminal defenses.
The case taught me a great deal about the intricacies of handling multi-dimensional legal matters, particularly the importance of collaboration across legal domains. Our team’s efforts ultimately helped secure a favorable outcome for our client, while reinforcing my commitment to a holistic approach in managing cases. This case underscored the value of multidisciplinary legal expertise and reminded me of the profound impact that comprehensive legal strategies can have on a client’s life and livelihood.
Your career spans across both legal practice and academia. How do you balance the practical demands of running a law firm with your academic pursuits and publications?
Balancing the responsibilities of running a law firm with academic pursuits is challenging but rewarding. I have always been passionate about contributing to academic literature, as it enables me to share my insights and learnings with future legal practitioners. I believe the more knowledge we share the more knowable we become. My approach to balancing these roles involves structured time management and a commitment to prioritizing both facets of my career.
I often schedule my academic commitments, such as lectures and research, around my practice’s caseload. Engaging in academia also keeps me updated with evolving legal theories and practices, which, in turn, benefits my clients. This dual commitment has enhanced my professional versatility and enriched my contributions to both the academic and legal communities.
Your Ph.D. dissertation focused on ‘Crimes Against Juveniles in India’ with a special reference to Rajasthan. Could you elaborate on the key findings of your research and how it contributes to the understanding of juvenile crimes in India?
My Ph.D. dissertation, “Crimes Against Juveniles in India,” focused on understanding the patterns, causes, and implications of juvenile crimes, with a particular emphasis on Rajasthan. One of the key findings of my research was the alarming prevalence of crimes perpetrated against juveniles, highlighting the need for targeted reforms in juvenile protection laws. I discovered that socio-economic factors, educational disparities, and lack of awareness contribute significantly to the vulnerability of juveniles.
My research also underscored the need for a stronger legal framework that specifically addresses juvenile protection, beyond the general provisions of the Juvenile Justice Act. The study’s findings advocate for improvements in preventive measures, awareness programs, and the establishment of rehabilitative support systems. By contributing to the understanding of juvenile crimes in India, I hope my research will aid policymakers and legal practitioners in implementing more effective protection mechanisms for vulnerable young individuals.
As a lawyer specialising in both criminal and corporate law, how do you see the intersection of these fields, particularly in areas like corporate crime, data protection, and intellectual property rights?
As a lawyer with a specialization in both criminal and corporate law, I often encounter cases where these fields intersect, especially in areas such as corporate crime, data protection, and intellectual property rights. Corporate crime has become a pressing issue, as global businesses face increasing scrutiny over issues such as fraud, insider trading, and data breaches. These cases not only involve criminal liability but also impact corporate reputation and operational integrity.
Data protection is another area where criminal and corporate law intersect. With the rise of digital platforms, protecting sensitive data has become paramount, and legal frameworks must address both corporate responsibilities and criminal liabilities associated with data breaches. Intellectual property rights also face challenges from digital piracy and infringement, which have criminal implications. My expertise in these fields allows me to offer clients comprehensive guidance that addresses both regulatory compliance and criminal accountability, ensuring they are well-prepared to navigate today’s complex legal landscape.
You’ve worked with a variety of organisations and governmental bodies. What changes or improvements would you recommend for enhancing the legal and institutional support for child protection laws in India?
Working with various organizations and governmental bodies has given me insights into the strengths and gaps in India’s child protection laws. To enhance legal and institutional support for child protection, I recommend several key improvements. First, there should be greater emphasis on preventive measures, such as community-based awareness programs, to educate families and children about their rights.
Second, the judicial process for child protection cases should be expedited to minimize the trauma and uncertainty faced by young victims. Establishing special courts with trained professionals dedicated to child protection cases could ensure faster and more sensitive handling of these matters. Finally, I believe that better coordination among governmental agencies, law enforcement, and non-governmental organizations is crucial for effective child protection. With these improvements, India’s child protection framework can become more resilient and responsive to the needs of vulnerable children.
As someone who has worked both as an educator and as a practitioner, what is one piece of advice you would give to those entering the legal field in India today?
For those entering the legal field in India, my advice is to embrace the learning process and maintain resilience. The legal profession is challenging and demands a lifelong commitment to learning, as the law is ever-evolving. New lawyers should focus on developing a strong foundation in legal principles and gaining practical experience through internships or clerkships.
Additionally, I encourage aspiring lawyers to be adaptable, as the legal field often requires one to navigate diverse areas of law and adjust to changing regulatory environments. It is also important to cultivate professional integrity and uphold ethical standards, as these qualities form the bedrock of a reputable legal career. By embracing these values and committing to continuous growth, new lawyers can make meaningful contributions to the legal field and their communities.
You have handled intricate legal matters across areas such as corporate law, taxation, ADR, IPR, and criminal law. What does success look like to you now?
To me, success has evolved far beyond conventional measures like profit or growth. Success now means creating a lasting impact and making a difference in people’s lives and in my industry that continues to resonate, even when I’m not directly involved.
Today, I define success as building a business that’s sustainable, resilient, and purpose-driven. It’s about more than just reaching short-term goals; it’s about creating a legacy, something meaningful that reflects my values and contributes positively to society.
I’ve learned that if my work is not aligned with my personal values or if it detracts from my well-being, it doesn’t feel like real success. I aim to build a business that not only thrives but allows me and my team to thrive alongside it.
In essence, success is about creating value, making a positive impact, and finding joy in the journey. It’s an ongoing, evolving goal rather than a single milestone, and it motivates me to keep learning, adapting, and growing every day.
Based on your extensive experience, what advice would you offer to aspiring entrepreneurs?
Embrace learning and adaptability as your greatest assets. In business, nothing will go exactly as planned. Markets shift, trends evolve, and obstacles arise when you least expect them. So, rather than striving for perfection, focus on building resilience and agility.
One of the most important lessons I’ve learned is that failure is a stepping stone, not an endpoint. You’ll make mistakes, and you’ll face setbacks—probably more than once. But each mistake brings a new insight, and each setback is a chance to grow stronger and smarter. Don’t let fear of failure hold you back; lean into the challenges, and let them teach you.
Build a strong support network too. Surround yourself with people who challenge and inspire you—mentors, advisors, or even fellow entrepreneurs who understand the journey. No one builds success alone, and the perspectives of others can help you see things you might miss or encourage you when things feel tough.
Finally, remember to stay true to your values and your “why.” Having a clear purpose will ground you in moments of uncertainty and remind you why you started in the first place. Passion is a powerful motivator, but a meaningful purpose is what keeps you going over the long haul.
With over two decades of experience across various areas of law, what initially motivated you to pursue a legal career, especially coming from a science background?
After passing my Law Exam from GPG College Gopeshwar Uttarakhand, I began my journey as a lawyer in 1998. My path into law was driven by a deep-rooted curiosity and a desire to make a tangible impact on society. As a very social and emotional person, I have always been keen to see the world as a happier place. Coming from a science background, I was trained to think critically and solve complex problems. However, I soon realized that many societal issues required not just scientific understanding but also a framework for justice and advocacy. This realization led me to enroll in a law course.
During my B.Sc. days, I actively participated in debates, wrote poetry, was student editor of college Magazine, I was also involved in the Separate Uttarakhand Movement at that time. Some untoward incidents during this movement were a turning point for me, highlighting how legal systems could drive change and protect rights. Witnessing these events firsthand solidified my belief in the power of law to effect positive change.
As technology and computers advanced, I became increasingly inspired by cases where law intersected with technology and environmental issues. These areas allowed me to leverage my science knowledge to address complex legal challenges. This blend of science and law offered a unique opportunity to contribute to meaningful advancements and uphold justice.
My journey into law has been shaped by a combination of personal experiences and professional aspirations. The intersection of my scientific background with legal practice has enabled me to approach problems with a unique perspective, ensuring that I can make a significant impact in both fields. This multidisciplinary approach continues to drive my passion for law and my commitment to creating a just and equitable society.
You began your career as an associate lawyer before transitioning to the corporate sector. What inspired this shift, and how does working in-house at a corporation differ from private practice?
After Coming to Delhi, I started my Journey from Patiala House Courts at New Delhi. I have done my Private Practice for almost 9 Years. Although my transition from private practice to the corporate sector firstly was solely driven by a desire to earn livelihood but later it was converted for a more integrated role within a business environment. As an associate lawyer, I enjoyed the intellectual challenge and the variety of cases I handled. With the passage of time in Delhi, I was keen to see the broader impact of legal decisions on a company’s strategy and operations and was very much willing to be part of entrepreneurial Journey.
I am very fortunate that I have started my journey very closely with Late Sh. DC Jain Ji, who was promoter of AKUMS DRUGS & PHARMACEUTICALS LTD which is the largest Contact manufacturing Company of Medicines in India. He honed my skills as a person, changed my perspective to see life, and gave me liberty to work as I am the owner of my organization. As you know, working in-house offers a unique perspective. Unlike private practice, where the focus is often on specific legal issues, in-house counsel are involved in the day-to-day business decisions and long-term strategic planning. This role allows for a deeper understanding of the business, fostering a proactive approach to legal risk management and compliance. Additionally, being part of a corporate team provides the opportunity to collaborate closely with various departments, contributing to the overall success of the organization.
I am fortunate that my promoters always gave me liberty to think out of the box and always believed me, as a result in every organization where I worked I have tried to do maximum work inhouse so that legal cost can be curtailed and ownership can be elongated.
Now a days Both Private Practice and Inhouse roles are becoming the same, and as far as I am concerned In-house roles are of more onus than Private Practice, however in Private practice you can have more flexibility of time, money and autonomy.
Your career includes a range of leadership roles. How have these experiences shaped your approach to legal practice, and what key lessons or insights continue to guide you today?
When I joined the AKUMS Group, the Legal Department was initially managed by individuals without a legal education background. However, as the industry grew, the visionary approach of Mr. Jain and his sons, Sanjeev and Sandeep, led to the establishment of a dedicated Legal Department within the group. At that time, it was uncommon for Indian companies to have a formal Legal Department, with Company Secretaries often leading legal functions. Mr. Jain’s proactive approach provided me with the opportunity to establish and lead the Legal Department.
In my current organization, Crystal Group, I found myself in a similar role. Under the mentorship of our Chairman, Mr. N.K. Aggarwal, and the leadership of our Managing Director, Mr. Ankur Aggarwal, I received full support in my endeavors.
My leadership roles have profoundly influenced my approach to legal practice, instilling a blend of strategic thinking, empathy, and adaptability. Leading teams has taught me the importance of clear communication, collaboration, and fostering a supportive environment where every team member feels valued and empowered.
One key lesson I’ve learned is the significance of proactive problem-solving and leading by example. In leadership, anticipating challenges and addressing them before they escalate is crucial. This mindset has translated into my role as GC, where I prioritize risk management and strategic planning to mitigate potential issues.
Another insight is the value of continuous learning and adaptability. The legal landscape is ever evolving, and staying abreast of changes is essential. My leadership experiences have reinforced the need to be flexible and open to new ideas, ensuring that my legal strategies are innovative and effective.
Lastly, empathy and ethical integrity are cornerstones of my approach. Understanding the human element behind legal issues and maintaining a strong ethical compass guide my decisions and interactions, ensuring that my practice not only serves the business but also upholds justice and fairness.
My experiences have taught me to trust my team, give them challenges, approach tasks with an entrepreneurial mindset, and always lead by example when they seek guidance.
Given your extensive experience in civil, criminal, and commercial litigation, which type of case do you find most challenging? Could you share a particularly complex case you’ve handled and how you navigated its challenges?
Among civil, criminal, and commercial litigation, I find criminal cases to be the most challenging. The stakes are incredibly high, often involving someone’s freedom or significant societal implications. As a legal professional, whether it concerns the top management of the company or an employee, each case holds equal importance to me. In pharmaceutical or agrochemical companies, sample matters are particularly significant. The complexity of criminal law, combined with the need for meticulous attention to detail and the emotional weight of these cases, makes them especially demanding. Nowadays, matters related to the CBI, PMLA, FEMA, or other authorities are equally important.
While I would not like to disclose details of any specific case due to the privileged nature of lawyer-client communication, I can elaborate on my approach to handling such situations. In promoter-driven organizations, the most complex scenarios often arise when top management is accused of a serious offense. These cases are further complicated by extensive media coverage, which adds public pressure and potential bias. Navigating this requires a multi-faceted approach by the legal team, who do internal investigation in the matter, communicate with relevant stakeholders, gather documents, mitigate risk by strategic communication with outside stakeholders, taking expert legal advise, giving hope to Client, which is in our case our management; to give them hope that ultimately all is well.
Ultimately, our comprehensive approach often leads to favorable outcomes, highlighting the importance of diligence, strategic planning, and empathy in handling complex criminal cases.
Besides criminal cases, I have a strong interest in intellectual property rights (IPR) matters, including trademarks, patents, and copyrights. As for commercial litigation and contracts, these are routine matters in my practice.
With the ever-evolving legal landscape, particularly in areas like commercial law, IPR, and mergers & acquisitions, how do you stay updated with changes in the law? What strategies do you use to ensure continuous professional development?
To stay ahead in the ever-evolving legal landscape, particularly in commercial law, IPR, and mergers & acquisitions, I employ a multifaceted approach to continuous professional development. I leverage advanced legal research software and databases to access the latest case laws and statutes. Reading two newspapers daily keeps me informed about current events and legal trends, ensuring I stay updated.
I believe that true knowledge enhancement often happens outside office hours, so I dedicate time after work to study new legal developments, attend webinars, and participate in online courses. Collaboration is key; I actively seek insights from colleagues and engage in discussions to gain diverse perspectives. Delegation is another strategy I embrace, as it allows me to focus on strategic tasks while empowering my team.
Professional development programs, workshops, seminars, and conferences are integral to my growth, providing opportunities to learn from experts and network with peers. Mentorship from seasoned professionals offers invaluable guidance, helping me navigate complex legal issues. Staying adaptable and open to new ideas ensures my strategies remain innovative and effective. Networking is crucial for success in any field.
By combining these strategies, I ensure continuous learning and professional excellence, enabling me to provide top-notch legal services to my organization. I would like to take this opportunity to thank my boss, Ankur Aggarwal, Managing Director of Crystal Crop Protection Ltd, who gave me the freedom and opportunity to be part of the Deal Team. I am happy to share that in my journey of over four years with Crystal Group, I have been part of five deal transactions. Commitment to continuous learning and professional development drives my success and effectiveness in the legal field.
With your wealth of experience in drafting commercial contracts and agreements, how do you see legal technology impacting case management, contract drafting, and legal research? What tools or innovations have you found most helpful in your practice?
There is no doubt that Legal technology is revolutionizing case management, contract drafting, and legal research, significantly enhancing efficiency and accuracy. Advanced software like Manupatra, Mykase, Mikelegal, and Complinity are some tools I use for case management, organizing and tracking details, deadlines, and documents. I do not use Automated contract drafting tools as every organization requires Customisation and we do it without help of software. Legal research platforms like Manupatra and Casemine provide access to vast databases with powerful search, delivering relevant results swiftly. For IPR we are using Mikelegal, software is beneficial, allowing us to focus on strategic thinking. The new generation is very tech-savy and embracing these innovations is essential for staying competitive and delivering high-quality legal services. However, I strongly advise against total dependency on software. While technology offers incredible tools, it is our unique human qualities of critical thinking and imagination that truly drive innovation and effective problem-solving. These abilities should be nurtured and strengthened, not allowed to weaken or become extinct. Balancing the use of technology with our innate human insight ensures we leverage the best of both worlds, maintaining our creative and analytical edge in the legal field.
Can you outline your responsibilities in your current role? Given the demanding nature of your career, how do you manage to maintain a balance between your professional obligations and personal well-being?
In my capacity as the General Counsel (Vice-President) and Head of Legal at Crystal Crop Protection Ltd, I am entrusted with a broad spectrum of legal and strategic duties. My primary responsibilities include overseeing litigation, intellectual property rights (IPR), and contract management. Additionally, I am an integral part of the Deal Team. I manage litigation cases, represent the company in legal disputes, and safeguard the company’s interests in court. Ensuring regulatory adherence is crucial, so I ensure compliance with all pertinent laws and regulations, including those related to the CBI, PMLA, FEMA, and other regulatory bodies. I provide strategic legal counsel to the board and senior management on various business initiatives and transactions, and identifying potential legal risks and formulating strategies to mitigate them is a key part of my role.
In contract management, my team and I draft, scrutinize, and negotiate various agreements such as Contract Manufacturing Agreements, Principal to Principal Agreements, Loan-License Agreements, and Confidentiality Agreements. Most of the IPR matters, especially trademarks, are handled in-house. Additionally, I lead and mentor the legal team, fostering a collaborative and efficient work environment.
Balancing a demanding career with personal well-being requires a strategic approach and effective time management. Earlier in my career, I used to seek validation from others, but now I focus on myself. If you are honest, you don’t need validation from others. In my organization, we believe in the FITECS values (Family, Integrity, Trust, Entrepreneurship, Customer-centricity, and Sustainability), and adopting these values in daily life helps achieve work-life balance.
Remember, we are all ‘musafirs’ (travelers) in this journey called life. Be a traveler, not a tourist; enjoy every moment of #thejourneyoflife. Prioritizing my personal well-being by setting boundaries and ensuring I have time for family and personal interests is essential for maintaining long-term productivity and job satisfaction.
What advice would you offer to young aspiring lawyers who are eager to excel in the field of law? What key qualities or practices should they focus on to build a successful career?
For young aspiring lawyers eager to excel in the field of law, all I can say is, work hard, do not procrastinate, try to learn new things, do not be afraid of life, what will happen tomorrow? Aim big, do bigger tasks, explore territories where you were never before. This is the best profession in the world, you are king here, explore your kingdom. For inhouse lawyers my advice is treat your job as if you are running your own company. Approach every task with dedication and responsibility. Face each challenge with the precision of a trial, avoiding procrastination and leaving your ego aside. Continuous learning is essential; stay updated with the latest legal developments through research tools, journals, and newspapers. Dedicate time outside office hours to study, attend webinars, and take online courses. Collaboration and networking are vital for success now a days.
One thing I strongly wish to communicate is that you decide early whether you wish to pursue an in-house role and as Practicing Lawyer? Because confusion will take you nowhere and you will suffer. Prioritize personal well-being by setting boundaries and ensuring time for family and interests. Surround yourself with friends who are more intelligent than you, more visionaries and having big dreams. Always Remember that you are an average of 5 persons around you. Lastly whatever you achieve in life remember that best is yet to come, “Abhi Udaan Baki hai”
Lastly, Commitment to continuous learning and professional development drives success in the legal field.
You started your educational journey at the University of Mumbai, where you achieved rank holder status. Reflecting on that time, was law a predetermined career path for you? What motivated you to eventually pursue an MBA?
Law wasn’t always a clear-cut path for me. I kind of stumbled into it, like someone taking the scenic route and unexpectedly discovering a hidden gem. Becoming a rank holder at the University of Mumbai made me realize that I had a real talent for it, and it opened doors to a fulfilling career. Pursuing an MBA was a natural next step—it felt like adding a new dimension to my skill set. I wanted to combine my legal expertise with a business mindset, giving me an extra edge. After all, understanding the rules is important, but mastering the strategy is what truly makes a difference.
After completing your bachelor’s degree in law, you pursued a Master’s degree specialising in Business and Corporate Law. What sparked your interest in this specialisation, and how has it influenced your career?
Specializing in Business and Corporate Law was like deciding to take on the whole challenge, not just a part of it. I’ve always been fascinated by how businesses operate—from their internal structures to the deals that shape their growth. Getting into this field gave me the opportunity to hone my technical skills in areas like contract negotiation, risk management, and regulatory compliance. Managing mergers, acquisitions, and high-value contracts has become second nature, and I’ve gained the ability to analyse the finer details that make or break a deal. It’s not just about understanding the law but about applying it strategically to achieve the best outcomes. This specialization has equipped me with the expertise to craft legally sound documents while ensuring that the business objectives are met, making me confident in driving complex negotiations from start to finish.
At the beginning of your career, you worked for 4 years as a legal associate before finally switching to corporate as an in-house counsel. What inspired your transition and could you share your experience working in both cultures?
Transitioning from a legal associate to an in-house counsel felt like going from being a spectator in the stands to actively playing on the field. As an associate, the focus is more on legal technicalities, but in-house, you’re embedded in the business, facing challenges side by side with your team. One key aspect I’ve realized is that having a solid understanding of litigation is essential for any in-house counsel. It helps in recognizing potential legal risks, understanding the procedures, and confidently handling disputes when they arise. In fact, as in-house counsel, we often handle certain litigation matters ourselves, which has allowed me to become more comfortable with the unknown. This experience equips me with the knowledge to not only address issues as they surface but to anticipate them and strategically guide the business through them.
Having collaborated with many prominent names, you are now the Head Legal Counsel for Knowledge Works Global Ltd. (KGL), a CJK Group Company. What has been one of the most interesting cases you’ve worked on, and what was your approach to handling it?
Oh, where to start! One of the most exciting parts of my work is handling tech deals. I love collaborating with the tech teams—there’s always something new to learn. Sometimes I wonder if I’m asking too many simple questions, but honestly, it’s an amazing journey, and those questions help me dive deeper.
That said, if I had to choose one standout contract, it would be the one I handled for Virat Kohli’s brand promotion with HSBC. The negotiations were intense, and it took me more than six months to finalize. By the end, I could feel the exhaustion setting in, but I knew I had to keep a cool head when the stakes were high. The approach? It was all about meticulous preparation, staying patient, and playing the long game. At the end of the day, it came down to finding that sweet spot where everyone walked away happy—or at least convinced they had come out ahead. After all, it’s not just about how you play the hand, but how you sell it to the table.
In your impressive career spanning over 10 years, you’ve likely worked with numerous national and international clients. How has being a Certified Information Privacy Professional/Europe (CIPP/E) enhanced your understanding of the complexities surrounding privacy issues in different international jurisdictions?
Being CIPP/E-certified has been crucial in enhancing my understanding of the complex landscape of privacy laws across various jurisdictions. While it’s fundamental to recognize the existence of privacy laws, comprehending the specific nuances and differences between countries is where the real expertise lies. For instance, Europe’s General Data Protection Regulation (GDPR) imposes strict requirements on data handling and protection, while other regions may have more relaxed policies that vary significantly.
This certification has equipped me with the knowledge necessary to provide effective advice to clients regarding cross-border data flows. It allows me to help businesses understand their obligations under different legal frameworks and the implications of non-compliance. Moreover, in a constantly evolving legal environment, staying updated on these regulations is essential for ensuring that my clients not only meet legal requirements but also adopt best practices for data protection.
Ultimately, my CIPP/E certification enables me to offer strategic insights that empower my clients to navigate the complexities of international privacy laws confidently. It’s about providing them with the tools and knowledge to thrive in a global market while safeguarding their data and maintaining compliance with relevant regulations.
During your time at Book My Show, you managed contracts for major live events featuring international artists. In your opinion, what are the key aspects that a legal practitioner, particularly one specialising in contract management, should consider when drafting contracts with international legal implications?
When drafting international contracts, it’s essential to approach the process with the mindset of a strategist, anticipating potential developments well into the future. This involves several key considerations, such as thoroughly understanding the regulatory landscape in each jurisdiction involved. Selecting the appropriate governing law is crucial, as it sets the framework for how the contract will be interpreted and enforced.
Additionally, addressing data privacy concerns at the outset is vital, given the varying regulations across countries. This ensures that all parties are aware of their responsibilities regarding data protection from the beginning. Furthermore, incorporating flexibility in critical terms, such as force majeure, is important, particularly when contracts involve live events that may be susceptible to unforeseen circumstances, ranging from a global pandemic to natural disasters.
The goal is to effectively address potential “what ifs” without unnecessarily complicating the agreement. This balance allows for a comprehensive contract that protects the interests of all parties while maintaining clarity and simplicity in the terms. By doing so, we can create agreements that are not only legally sound but also adaptable to the unpredictable nature of international business.
As a strategic legal counsel supporting the company’s legal operations across global jurisdictions, how do you believe the Digital Personal Data Protection Act 2023 is reshaping the digital landscape in India? What practices would you implement to navigate the changes introduced by this act?
The DPDP Act 2023 is fundamentally transforming the landscape of data privacy, compelling companies to rethink how they collect, process, and safeguard data. This legislation encourages organizations to enhance their data-handling practices and embrace a privacy-first mindset.
To effectively respond to these changes, I recommend that businesses prioritize updating their data management policies and conducting regular audits. It’s also crucial to ensure that the entire team is thoroughly familiar with the new compliance requirements. Think of this process as analogous to upgrading your operating system—it’s essential to ensure that everything operates seamlessly and efficiently, minimizing the risk of unexpected challenges. By proactively adapting to these new standards, organizations can not only achieve compliance but also build trust with their customers.
With over a decade of experience, what advice would you offer to our young readers who aspire to become successful corporate and commercial lawyers in the future?
Always bring your best to the negotiation table—being the most knowledgeable person in the room means understanding not only when to speak but also when to listen.
First and foremost, it is essential to adopt a mindset of continuous learning, as the legal landscape is ever-evolving. Staying current is vital for success in this field. It is important not to confine oneself to theoretical knowledge; gaining practical experience through real-world cases can greatly enhance one’s understanding. Additionally, developing both legal expertise and business acumen is crucial. By combining these skills, as a legal professional one can solve complex situations more effectively and make informed decisions that benefit all parties involved.
Can you tell us about how you began your career in law and what led you to do law and specialize in commercial litigation, arbitration, and maritime law? Please allow us to walk through your journey.
During my undergraduate law studies, I discovered a fascination with the legal aspects of business. An internship at a law firm provided invaluable practical experience, sparking a passion for advocating justice. As I explored various legal areas, my conviction grew. Commercial litigation, arbitration, and maritime law perfectly merged law and commerce, captivating me. The dynamic nature of commercial disputes and solving complex problems drew me in. Specializing in arbitration enabled efficient conflict resolution outside the courtroom, benefiting businesses. Maritime law’s international trade and unique challenges further solidified my interest. My journey toward specialization was driven by curiosity and a passion for justice. Working on diverse cases reinforced my dedication to honing skills in these fields.
Maritime law is a unique area of practice. What drew you to admiralty and maritime matters, and what are some key insights you’ve gained from dealing with ship arrests, maritime liens, and international arbitration?
My fascination with admiralty and maritime law has been sparked by the intricate and global nature of this field. The convergence of law with international trade, shipping, and commerce presents distinctive challenges and opportunities. Through my involvement in ship arrests and maritime liens, I understood the critical role these legal mechanisms play in safeguarding the interests of creditors in a swift, high-stakes environment. Grasping the intricacies of jurisdiction and the interaction between various legal systems is essential, given that maritime cases often span multiple countries.
Given your extensive work with the Insolvency & Bankruptcy Code (IBC), what challenges have you encountered in insolvency matters? How do you think the IBC has transformed the legal landscape in India?
Let me tell you, working with the Insolvency & Bankruptcy Code can be quite a rollercoaster ride. One of the major challenges I’ve encountered is navigating through the complex legal framework and understanding all the intricate details of insolvency proceedings. The code is quite extensive and can be tricky to navigate, especially when it comes to interpreting certain provisions and their implications. It’s like diving into a maze sometimes, trying to figure out what steps to take next. There’s always pressure to meet tight deadlines and adhere to strict timelines laid out in the code, which can be stressful at times.
The Insolvency and Bankruptcy Code (IBC) has been a game-changer in India’s legal landscape by providing a more structured and efficient framework for dealing with insolvency cases. With the introduction of the IBC in 2016, companies now have a more streamlined process for resolving insolvency matters, which has significantly reduced the time taken to complete such proceedings.
The lBC has also brought about increased transparency and efficiency in insolvency proceedings, creating a more favourable environment for both creditors and debtors. Additionally, the IBC has encouraged a culture of accountability among businesses, as it mandates timely resolution of insolvency cases to prevent financial losses for creditors. Overall, the IBC has transformed the legal landscape by providing a faster and more effective mechanism for resolving insolvency cases efficiently.
Your work involves representing cases in various courts, including the Bombay High Court, City Civil & Sessions Court, NCLT/NCLAT, and Family Court. How do you prepare differently for civil suits versus arbitration or family law matters?
Preparing for civil suits, arbitration, and family law matters requires tailored approaches due to their distinct legal frameworks and procedural requirements.
When it comes to civil suits, my focus is on gathering comprehensive evidence, drafting detailed pleadings, and understanding the applicable laws and precedents. Court procedures, such as discovery and witness preparation, are crucial aspects that require meticulous attention. This often involves extensive research and documentation review to build a strong case.
In the case of arbitration, the emphasis shifts towards confidentiality and efficiency. I prepare by thoroughly reviewing the arbitration agreement and focusing on procedural rules specific to the chosen institution. Developing persuasive arguments and preparing for a more informal setting are essential, as well as strategies for cross-examining witnesses.
Family law matters involve emotions and relationships along with legalities so preparation may involve counselling clients about potential outcomes and helping them navigate complex personal dynamics. While documentation remains important, the approach often leans towards mediation and negotiation to resolve disputes amicably, with a focus on the best interests of any children involved.
Although the core legal principles may overlap, the strategies and considerations for preparation differ significantly based on the context and desired outcomes. Each area of law requires a unique approach to ensure the best possible outcome for clients.
As a visiting faculty and someone who frequently interacts with students and freshers entering the legal field, what are your thoughts on the current generation of aspiring lawyers? In your experience, what strengths do they bring to the profession, and in which areas do you think they need to improve or focus more on for their personal and professional development?
The current generation of aspiring lawyers is incredibly driven and passionate about making a difference in the legal field. They are eager to learn, and open to new methodologies, which can enhance efficiency in legal practice. Their familiarity with technology and innovative approaches to problem-solving brings impressive strengths to the profession.
I am impressed by their passion and dedication to the field, these students genuinely care about making a difference in society through their work. They are tech-savvy, well-informed, and have a strong sense of social justice, which is very encouraging to see. However, there are areas for improvement. One key aspect is the development of practical skills, such as negotiation and client management, which are essential for success in real-world legal practice. I also notice that they struggle with time management skills due to the heavy workload and pressure to excel. Encouraging internships and hands-on opportunities, enabling students to put their theoretical knowledge into practice and cultivate the essential skills needed for their future endeavours. Furthermore, I have observed a deficiency in practical experience among certain students when it comes to real-world legal environments, a crucial element in shaping a holistic comprehension of the field.
I am impressed by the dedication and enthusiasm of these aspiring lawyers as they have the potential to bring about positive change in the legal professional no doubt that they will go on to achieve great things in their careers.
For young lawyers aspiring to build a strong foundation in litigation, what key steps or practices would you recommend they focus on during the early stages of their career to establish themselves in this competitive field?
For young lawyers aspiring to build a strong foundation in litigation, several key steps can help establish a successful career
1. Gain Practical Experience: Seek internships and clerkships with litigation-focused firms. Hands-on experience in courtrooms and exposure to case preparation are invaluable.
2. Develop Strong Research and Writing Skills: Mastering legal research and effective writing is crucial. Focus on drafting pleadings, motions, and legal briefs to enhance clarity and persuasion.
3. Understand Court Procedures: Familiarize yourself with the rules and procedures of the courts where you plan to practice. Knowing the ins and outs can significantly impact case management.
4. Build a Professional Network: Attend legal seminars, join bar associations, and connect with experienced practitioners. Networking can lead to mentorship opportunities and valuable insights.
6. Stay Informed: Regularly read legal journals, case law, and various updates to remain current on developments in litigation and related areas.
7.Learn Continuously: Be open to constructive criticism and use it to improve your skills. Learning from both successes and failures is key to growth.
By focusing on these areas, young lawyers can create a solid foundation for a successful career in litigation.
With such a demanding career in law, how do you unwind and relax after a challenging day? Do you have any personal routines or activities that help you maintain a healthy work-life balance?
Maintaining a healthy work-life balance is essential in a demanding legal career. After a challenging day, I find it helpful to unwind through several activities:
Spending Time with Family and Friends: Engaging in quality time with loved ones helps me recharge and provides a supportive network. I am a mother of a toddler so my little one helps me to recharge my energy completely after a hectic day at work.
Hobbies: I also dedicate time to hobbies like cooking and shopping which provides a creative outlet and distraction from work.
These routines help me maintain perspective and stay grounded, enabling me to approach my work with renewed energy and focus.
You’ve worked with renowned legal minds like former justices and senior counsels. Can you share a memorable experience or piece of advice from a mentor that has profoundly influenced the way you approach your practice?
One memorable experience with my mentor Mr. Pradeep Kumar Jain, the Managing partner of Singhania & Co LLP, He often reminded me that the legal profession is not just about winning cases but also about upholding justice and serving clients with honesty.
His advice to always consider the broader impact of our work—on clients, the legal system, has profoundly influenced my approach. It reinforced the idea that every case is an opportunity to contribute positively to the legal field. This perspective has guided me in making thoughtful decisions and striving for fairness, rather than merely focusing on outcomes. It’s a principle I carry with me in every aspect of my practice.
With such a broad spectrum of specializations within the legal field, what advice would you give to young lawyers on the best ways to decide which area of the legal industry they should enter? How did you navigate this decision in your own career?
Deciding on a specialization in the legal field can be challenging, but there are several strategies young lawyers can use to find their path:
The young lawyers should get exposure through internships, clerkships and court work. This hands-on experience can help identify what interest the individual the most. The most important to excel in the legal field is seek mentorship by connecting with experienced lawyers in different specialities. Consider what aspects of law excites you be it advocacy, negotiation or analytical work. The last piece of advice that I would like to share with all budding lawyers is, be open to changing your mind as you gain more experience. Many lawyers find their niche evolves over time.
In my own career, I navigated this decision by engaging in diverse experiences early on, which helped me discover my passion for commercial litigation. I was fortunate to have my mentor who guided me, allowing me to make informed choices about my interest. Ultimately combining passion and dedication with practical experience has been key to my journey.
You completed your law degree from National Law School of India University, Bangalore and received various awards and accolades, what were the instances that made you pursue a career in law?
I think my decision to pursue law as a career was influenced by two distinct phases in my life. The first phase was before I joined NLSIU, Bangalore. I was an avid reader and enjoyed the works of Erle Stanley Gardener and Henry Denker. The former created Perry Mason who was an excellent criminal defense attorney and the latter combined law and medicine in his books which appealed to my background as a science student. The second phase was after I joined NLSIU, Bangalore. NLSIU, Bangalore was a nascent institution at that time but the structure that had been put in place ensured that I truly appreciated the intricacies of law. NLSIU, Bangalore had a superb Director in the late Dr. N. R. Madhava Menon, who all of us students admired, a dedicated group of teachers, an excellent student pool and extremely supportive staff. The curriculum of NLSIU, Bangalore was rigorous. It was based on the trimester system. Each trimester had 4 subjects. For each subject a project had to be submitted. There were also two sets of exams and a viva voce for each project. Attendance was also marked and anyone with less than 75% attendance could not sit for the final exam. This challenging curriculum made me appreciate the various laws and the intricacies involved. Initially my performance was average but in the 3rd year when the subjects were all legal, I flourished and my cumulative grade point average rose. I fully appreciated that law was about problem solving with regard to which my science background helped immensely. This convinced me that law was a sound career option.
You have completed your master’s degree from the University of Cambridge, United Kingdom where you specialised in subjects such as International Banking and Financial Law, Corporate Finance, International Commercial Litigation and Jurisprudence. What piqued your interest in Corporate and Commercial Laws as a specialisation?
My interest in corporate and commercial laws was piqued during my first job at Amarchand & Mangaldas. I was recruited from campus by the erstwhile Amarchand & Mangaldas to work in Mumbai. I was assigned to the team of Mr. M. P. Bharucha and Mrs. Alka Bharucha. At that time, I was completely green on the practice of corporate and commercial law and made some embarrassing mistakes at the start. Mr. and Mrs. Bharucha were excellent seniors and mentors who provided superlative advice and guidance which helped me appreciate the nuances of corporate and commercial law. Also, their practice was not specialised so I was exposed to different kinds of matters. As time went by, I got to work on more and more complex matters. Amarchand was the premier law firm of the time and as a result there was no dearth of such transactions. I worked for 6 years at Amarchand and in the end I had an abiding interest in corporate and commercial law. Therefore, it was natural to choose corporate and commercial law as a specialisation at University of Cambridge, UK (“Cambridge”). At this point I must mention what my experience at Cambridge was like. Cambridge is one of the premier institutes of learning in the world. I did my Masters in Law or LL.M at Cambridge. Students from different nationalities come to Cambridge each year making it a melting pot of cultures and backgrounds. Cambridge also exudes a sense of learning by fostering the growth of knowledge. A Masters at Cambridge focusses on self-study. Classes are few although taken by giants in their field. A Masters student is expected to spend the rest of his or her time studying on their own. At the end of the course period examinations are held which are difficult. If you want to broaden your mind by being exposed to a different approach to education than institutes like Cambridge are for you. The only factors you need to keep in mind are the challenges in getting admission and the costs.
You have worked with various law firms and advised domestic as well as international clients with issues relating to corporate and commercial laws. What has been the most interesting issue you have faced and how did you resolve that issue?
This is a difficult question to answer. In my experience, every matter you work on throws up interesting issues. Of the many issues I have had to grapple with, a few come to mind. The enforceability of pre-emption rights and put and call options in a shareholders agreement or joint venture agreement, the enforceability of notice periods in employment contracts given the legal restrictions on restraint of trade, whether the indemnity provisions in the Indian Contract Act, 1872 are a complete code, the relationship between indemnity and damages, the distinction between representations and warranties, the effect of imperfections in the procedure followed under SARFAESI on the ultimate sale of the secured asset and finally, stamp duty on documents executed outside a state when brought into a state and effect of non-payment of stamp duty. These issues aside, I think my most memorable experience with a prickly issue happened when I was at Lakshmikumaran & Sridharan (“L&S”). The question was whether a subsidiary company would include a limited liability partnership (“LLP”) for the purposes of the Companies Act, 2013. The definition of a subsidiary company provides that the expression “company” in the definition includes any body corporate. The definition of “body corporate” is an inclusive definition and includes a company incorporated outside India. These two definitions did not provide any clarity on the issue before us. I then sat down with a person I consider to be one of the finest lawyers in India, Mr. V. Sridharan, Senior Counsel and one of the founders of L&S to examine the issue. At Mr. Sridharan’s behest we examined all the background material pertaining to this issue. This included the Companies Act, 1956, the Companies Act, 1913, the Statement of Objects and Reasons and Notes on Clauses contained in the various Companies Bills that preceded the Acts and various Committee reports. At the end of this comprehensive analysis, we concluded that an LLP was a body corporate for the purposes of the definition of a subsidiary company under the Companies Act, 2013. This experience with Mr. Sridharan was an eye-opener for me on the importance of thorough research where every aspect is examined before a conclusion is reached. It also emphasized one of the cardinal rules of statutory interpretation which postulates that when a statute is ambiguous you must look to the objects of the clause in the statute to determine its meaning. I am eternally grateful to Mr. Sridharan for the lessons he taught me during our interaction.
You have immense knowledge and practice in areas relating to corporate and commercial laws, private equity investments, mergers-acquisitions and joint ventures, financing, insolvency and bankruptcy matters and other allied areas. Which of these areas is the most interesting to you and how do you keep up with the changing trends in law pertaining to these areas?
I think that the areas that I enjoyed the most were private equity investments, joint ventures, insolvency and bankruptcy and general corporate advisory. There is no fixed way to keep current in a field of law. Some professionals read law journals and others follow the latest news. My methodology was a little different. When an issue came before me in any of these practice areas, I researched every aspect of the law related to that issue so that I was current. Another thing I do is regularly read newsletters of top law firms on latest developments.
Your expertise in the Commercial and Corporate law area is commendable, would you like to share with us how your journey has been so far?
My journey so far has been exhilarating even though it has had some extreme lows. The only things I wish could have been different is if I had been re-instated as partner in Khaitan & Co and if I had continued at Lakshmikumaran & Sridharan where I am confident, I could have made a difference. That said I am ever grateful that I got to work with, and learn from, some of the finest legal and business minds in India and abroad. I have also had excellent juniors who were quick to learn, helped me learn and made my job so much easier. I have advised on significant, complex and cutting-edge transactions all thanks to the faith reposed in me by the various organisations I worked for. All this has helped me grow as a professional and as a person.
Would you like to share with us one key learning that you have always followed throughout your career which has helped you navigate the rough patches?
There are a few things that I follow that give me strength and courage. The first is the motto of my school – Never Give In. No matter what happens in your professional career it is important that you soldier on without giving up. After all there is always light at the end of a dark tunnel. So be positive and look ahead with vigour. The second is a quote of Abraham Lincoln which my father swears by, “If I had eight hours to chop down a tree, I’d spend the first six hours sharpening my axe.” This quote emphasizes the importance of preparation and how working smart is sometimes better than working for long periods of time. The third is a coffee mug quote which resonated with me “Quality only happens when you care enough to do your best. Always care about what you do to ensure that the outcome is of a high standard. I have tried to stay true to these sayings to my benefit.
You have advised many national and international clients in investments that involve a huge amount of money, what is your experience in dealing with such responsibility and pressures?
I have never had a problem handling the responsibility and pressures of my work. This is because I loved what I was doing and always had very good professionals working with me to lessen the burden. I handled these big matters when I was part of top firms with several bright professionals and I never did it alone. There was always a team working with me to ensure that the load was not concentrated in any person.
What advice would you give to the young lawyers just starting out, aiming to pursue a career in the field of Commercial Laws and Private Equity Investments?
My primary advice to young lawyers is that every practice area is unique and it is important to understand the basic and key elements of the practice area you are working in and the main drivers of such practice area. Also, a young lawyer must not be afraid to speak up and raise doubts because only then will he or she learn. If a young lawyer is given a piece of research, he or she must examine the issue threadbare by looking at the statute book, commentary, case law and articles by prominent authors. Finally, a young lawyer must pick his or her senior’s brain when he or she hits a roadblock because many a time experience trumps book learning.
As regards private equity investments, a young lawyer must understand the various kinds of investment and the various kinds of companies that receive such investment. A start-up company receives seed funding and venture capital funding which could be spread over a number of rounds. Private equity investment on the other hand is risk free capital (for the investee company) invested in a mature company for a minority stake. From the investor’s perspective the investment is high risk but the potential returns can be substantial. The investment has a certain horizon and the investor must be given an exit at the end of this period, either through an initial public offering (“IPO”) by the investee company or a buyback by the promoters / investee company at a certain internalised rate of return. Most private equity investors prefer to exit through an IPO since the return can be very high but that may not always be feasible given market conditions. The other thing to bear in mind for private equity investments is that the investor only holds a minority stake. The Companies Act, 2013 has various thresholds of shareholding each of which give a certain set of rights to the shareholder who holds that percentage or more. Depending on the extent of a private equity investor’s holding and considering the thresholds under the Companies Act, 2013, a basket of rights must be granted to the investor.
The reason I have discussed some aspects of private equity investments is to give young lawyers a flavour of the issues that they need to grapple with and provide some insight on how these issues need to be addressed. A prominent private equity investor once told me that the most important consideration while negotiating a deal is fairness. If a demand made by the other side is fair, there must be very strong reasons to reject it. If this mantra is followed not just in private equity deals getting a deal done would be expedited.
You must have a fast-paced work schedule, how do you manage a work life balance with a demanding career?
I strongly believe that a legal professional must ensure that he has a life outside the workplace. To do this he or she must not spend long hours at the workplace unless warranted by the demands of the job. In my case, I made it a point not to waste the normal working hours at the office. If you use the 9-10 hours at the office wisely, there is no need to sit late. This would ensure that after you got home you could pursue your other interests allowing you to maintain a healthy work-life balance. Another point in this regard is the importance of cultivating your interest in a myriad areas of life so that there is never a point when you feel bored.
What have been some of the most important cases you have dealt with and is it possible for you to share details of any of your cases and your modus operandi to approach and prepare for that case?
There are three matters that I would like to share but unfortunately due to confidentiality constraints I can only give you the broad contours. I cannot go into details or my modus operandi to approach and prepare for the matters. The first matter is the failed consolidation of the erstwhile Birla, Tata and AT&T with BPL Communications. As part of the Amarchand & Mangaldas team we helped draft the consolidation agreement. After the consolidation failed, BPL approached the Bombay High Court. The matter was argued before Justice A. P. Shah by Mr. M. C. Chagla, Senior Counsel and Mr. P. Chidambaram, Senior Counsel. This was the first time I witnessed an agreement drafted by us being tested in court.
The other two matters involve Blackstone’s investments in Gateway Rail Freight Limited and Jagran Prakashan Limited.
If the question pertains to litigation, I must admit I have not appeared in many cases before the courts. For the cases where I have appeared, I have found that strong preparation is very important. Knowing the dates and events is paramount. Also, it is very important to know the pleadings and the exhibits. You also must know all relevant case law. You must weave a story for the judge while also anticipating the arguments of the other side and pre-empting such arguments.
You have an impressive academic background in law and accounting, coupled with your experience in the Field Intelligence Corps. Can you share with us what inspired you to pursue a career in tax law, and how your journey has evolved from your early days as a legal intern to becoming a Partner at Herzog, Fox & Ne’eman?
My path to tax law began at university. However, with Israel having the highest density of lawyers per capita in the world, I wanted to have something extra to stand out. My interest in finance led me to pursue an accounting degree alongside law. I enjoyed almost all of my legal courses, but tax law stood out and felt like the perfect combination of my interests. Additionally, in tax practice, both areas of expertise (law and accounting) come together, allowing me to maximize the use of my knowledge and capabilities.
Becoming a partner at Herzog, Fox & Ne’eman, Israel’s leading law firm, was a goal I set from the start. After law school at the Hebrew University of Jerusalem, which is probably the best law faculty in Israel, I was allowed to intern at Herzog, and even though I left for a few years to complete my CPA qualification, I was determined to return. That persistence, combined with hard work and dedication after rejoining the firm, eventually promoted me as a partner in the tax department.
Your experience as a commanding officer in the Field Intelligence Corps must have provided you with unique leadership skills. How has your military background influenced your approach to leading teams and managing complex tax cases? Could you please share your experience as a commanding officer?
While there are key differences between leading military teams and legal teams, the core principle remains the same: leadership isn’t about rank; it’s about professionalism, setting an example, and teamwork. If your team looks up to you and knows you have their best interests at heart, they’re more likely to be motivated and committed to the work.
My military experience also taught me that pushing a team too hard can backfire. There’s a fine line between creating a disciplined, professional team and overwhelming them. This balance is something I carry with me when managing legal teams today. Another key takeaway from military service is perspective. After leading teams under life-threatening conditions, I’ve developed a calmness in office life. Having experienced the intensity of field command, I received tools (such as the importance of preparations, practice, meeting timelines, etc.) that helped me stay more focused in the face of tough client meetings or deadlines. In my opinion, understanding this balance is crucial for every legal practitioner.
Could you please describe some of the most challenging tax cases you’ve handled, particularly those involving international aspects like MAPs (Mutual Agreement Procedures) and APAs (Advance Pricing Agreements)?
Dealing with multinational enterprises, aggressive tax authorities, and multi-million-dollar tax assessments can be complex, but that’s what makes these cases so interesting. Over the years, I have been involved in numerous tax audits, many of which eventually developed, per Herzog’s recommendation, into MAPs. One case involved an Israeli subsidiary of a major US tech company. The Israel Tax Authority (ITA) claimed that the Israeli company transferred all its functions, assets, and risks (FAR) to its non-Israeli parent company shortly after its acquisition. This argument is raised by the ITA against almost every Israeli company acquired by a multinational group. The ITA’s position, which we believed was baseless, resulted in a USD 40 million tax assessment. After the taxpayer’s administrative appeal was rejected by the ITA, we took the case to the Israeli District Court. At this stage, we also recommended the taxpayer initiate a MAP. After years of litigation and negotiations, the ITA eventually admitted to the US Competent Authorities that it could not support its arguments and dropped the assessment entirely, accepting the original tax returns.
Another interesting international case I handled did not require a MAP, fortunately, but demonstrated some of the challenges that global activities of multinational enterprises (MNEs) create from a tax perspective. In this case, we had to convince the ITA of the appropriateness of a complex transfer pricing method, which resulted in most Israeli revenue and potential profits being attributed to other group entities. The case involved an Israeli subsidiary of a European-based multinational group. The group implemented a complex transfer pricing methodology called the Residual Profit Split Method (RPSM) for allocating profits among group entities based on their contributions to the business. After multiple meetings, the ITA accepted the methodology and its implementation and upheld the company’s tax filings. This was especially challenging, considering the fact that the ITA’s ability to audit the worldwide implementation of the transfer pricing methodology by the group was limited.
How do you stay updated with the ever-evolving tax laws and regulations both in Israel and internationally? Are there specific resources or practices that you rely on to maintain your expertise?
Staying up to date is crucial for every law practitioner, especially in the dynamic field of tax law. I follow newsletters from top law and accounting firms in Israel and abroad, keep an eye on updates from the ITA, review court cases weekly, and attend both local and international tax conferences.
At Herzog (and also PwC Israel, where I worked for two years), we encourage our teams to stay updated and hold periodic update meetings. We have regular team discussions to review new developments, which help everyone stay sharp. Personally, I make it a point to dedicate at least one hour a week to reading and catching up on new developments. I also try to learn as much as I can from my team and partners: if I overhear an interesting discussion between partners, I try to participate, even if it’s not billable (yes, billable hours aren’t everything!).
Additionally, outside of formal meetings, I often discuss cases and ideas with colleagues. These discussions are invaluable for staying current in such a fast-changing environment.
You’ve been involved in drafting responses to the Israel Tax Authority’s circulars and proposed legislation. What role do you think legal professionals should play in shaping tax policy, and how do you approach this task?
Tax law is intricate, and changes in one area can have a ripple effect on others, impacting various aspects of taxpayers’ business activities. That’s why legal professionals must be involved in shaping tax policy. The Israel Tax Authority has significant expertise, but legal practitioners bring insights from daily interactions with clients and authorities. This practical experience is invaluable for refining policies and regulations.
When working on policy, I believe it’s important to broaden our perspective beyond just clients’ interests. We need to think about what’s best for the taxpayers, the business community, and the overall relationship with tax authorities. Constructive feedback from legal professionals can lead to better, more balanced tax laws and policies. Working on legislation allows practitioners and regulators to collaborate, fostering relationships that may later be beneficial for more efficient tax audits.
Throughout your career, you have mentored teams and led significant tax projects. What key lessons have you learned that you believe are crucial for young legal professionals entering the tax field today?
My advice is simple: aim high and always strive to do your best. Surround yourself with the best people, challenge yourself, and continually seek improvement. The best way to grow is by pushing yourself, whether through challenging tasks or by working with top professionals, which often goes hand-in-hand with studying or working at highly-ranked universities or firms.
Also, never underestimate the value of learning from those around you. You can learn from anyone—a boss, a colleague, even representatives of the tax authorities. Every task, no matter how small, is a learning opportunity. Pay attention to details, understand the bigger picture even if your task is limited, and don’t be afraid to ask questions when the time is right.
Looking forward, what do you see as the biggest challenges and opportunities in the field of tax law, particularly in the context of digital economies and global trade?
The ever-increasing global trade and the digitization of commerce present significant challenges and opportunities in tax. On one hand, businesses can now operate in markets and jurisdictions previously inaccessible. Additionally, tax authorities are offering incentives to encourage companies to relocate. On the other hand, new regulations like the OECD’s BEPS project, especially Pillar 1 and Pillar 2 rules, are adding layers of complexity to tax planning and compliance for multinational enterprises. These trends will require tax professionals to be more creative than ever, developing a deep understanding of clients’ business activities and becoming familiar with global tax regimes to provide the best advice.
AI technologies could also significantly impact the tax field. While tax authorities are in the early stages of using machine learning and big data, it’s likely only a matter of time before these tools are more widely adopted in audits. This will create challenges for taxpayers but also open new opportunities for professionals prepared to navigate these changes.
With your demanding career and significant responsibilities, how do you find time to unwind? What are some of your favorite ways to relax and recharge outside of work?
Maintaining work-life balance is a challenge, but I’ve learned that it’s essential. Early in my career, I had a rule of not working at home, even if it meant long hours at the office, late nights, etc. At a certain point, I decided to change my approach. Now, I wake up earlier to exercise, tend to my garden, and spend time with my dog before starting the day. I also make it a point to have dinner with my family, recharging before diving back into work later in the evening. This balance has made a significant difference.
Can you share the story behind your decision to pursue a career in law? What drew you to specialize in corporate law, mergers and acquisitions, and tech law?
My decision to pursue law was greatly influenced by my father, who was an advocate. From a young age, I was fascinated by how companies operate, who holds control, and how decisions are made. This curiosity sparked my interest in corporate law. As a lawyer, I have always believed that our knowledge should extend beyond a single area of law, and we should continually strive to broaden our understanding.
My tenure with two major IT companies offered me the perfect opportunity to deepen my understanding and gain specialized expertise in IT laws.
You have led some high-value M&A transactions. Can you walk us through one of the most challenging deals you’ve handled and the key takeaways from that experience?
One of the most challenging M&A transactions I handled in the last few years involved a cross-border acquisition that spanned multiple jurisdictions with varying regulatory frameworks. The deal required coordinating extensive due diligence across different time zones, managing compliance with complex local regulations, and aligning the objectives of diverse stakeholders. A key challenge was balancing the legal intricacies with the strategic goals of both the acquiring and acquired company.
The key takeaways from this experience were the importance of conducting thorough due diligence and implementing proactive risk management to address potential regulatory challenges before they escalate. In cross-border deals, it’s also crucial to be sensitive to cultural differences, in addition to navigating various regulatory frameworks. Understanding these nuances can help ensure smoother negotiations and successful deal closures. Balancing both legal and cultural complexities is essential for aligning interests and achieving the strategic goals of the transaction.
You regularly contribute to national publications like the Economic Times. What motivates you to share your insights publicly, and how do you think your contributions have influenced the legal community?
When I contribute to national publications, my primary motivation is to share practical insights and knowledge that can reach a broader audience. Contributing to these platforms also helps me stay informed about emerging legal trends and challenges, fostering my ongoing professional growth. I view these contributions as a way to give back to the legal community, ensuring that valuable knowledge is not confined to closed circles but is shared and applied to drive progress and innovation.
Given your experience as a product attorney for cloud products, what unique legal challenges do you foresee in the rapidly evolving tech industry and how should legal professionals prepare for them?
In the rapidly evolving tech industry, particularly with the rise of cloud computing, several unique legal challenges are emerging. One of the most pressing is data privacy and security. As companies increasingly rely on cloud services, the risk of data breaches and unauthorized access to sensitive information has grown significantly. Legal professionals must navigate a complex landscape of applicable regulations to ensure compliance while safeguarding data.
Another critical challenge is managing cross-border data transfers. Cloud services often operate across multiple jurisdictions, which requires a thorough understanding of international data transfer laws. The varying regulations and standards across different countries add to this complexity, making it essential for legal professionals to stay informed about global legal developments.
Intellectual property (IP) protection is also a key concern. Legal professionals advising product engineering/development teams need to ensure that IP rights are rigorously protected while addressing challenges related to the use of open-source software and licensing agreements.
To effectively prepare for these challenges, legal professionals must develop a deep understanding of technology and its legal implications. This involves staying updated on the latest developments in data privacy, cybersecurity, and IP law, and closely collaborating with technical teams to provide informed and proactive legal guidance.
With nearly two decades of experience, what advice would you give to young lawyers entering the field of corporate law, particularly those interested in M&A and regulatory compliance?
I recommend starting by building a solid foundation before delving into complex deals. A comprehensive understanding of corporate law, corporate structures, contract law, and relevant regulations is essential. This groundwork will equip you to confidently navigate the more intricate aspects of M&A and compliance. Given the constantly evolving legal and regulatory landscape, staying informed about new laws and market trends is equally important. Moreover, attention to detail is paramount in M&A transactions, as even minor errors can lead to significant repercussions. Since M&A deals are inherently complex, it’s vital to have a thorough grasp of all facets of a transaction—beyond just the legal aspects—such as tax and financial considerations, to accurately evaluate its legal impact.
What motivated you to transition from working with multinational corporations to starting your independent legal practice? How different is independent legal practice from working with a corporate?
The motivation to transition from multinational corporations to independent legal practice stemmed from my desire for more autonomy, flexibility, and the ability to work on varied matters. In a corporate role, you are part of a structured team with access to established resources and support systems, and your focus is often aligned with a single organization’s specific business and legal needs. As an independent practitioner, you deal with different clients from different industries and are responsible for managing all aspects of your practice. It requires greater self-reliance, adaptability, and business development skills, but it also offers more autonomy and flexibility in choosing clients and areas of focus.
You began your practice working in corporate roles, then transitioned to law firms, and eventually moved back to the corporate sector. Can you highlight the key differences in working in these two environments? How have your experiences in both segments shaped your approach to legal practice?
My career has provided me with valuable experiences in both law firm and in-house roles, each offering distinct perspectives and challenges that have profoundly influenced my approach to legal practice. In a law firm, the focus is on cultivating deep legal expertise and offering specialized advice to a diverse array of clients and industries. The work is fast-paced, demanding precision, thorough research, and a keen awareness of evolving legal trends.
In in-house roles, the focus shifts from pure legal analysis to a comprehensive understanding of the business context. This involves not just applying the law but also aligning with the company’s goals, risk tolerance, and strategic direction. In-house work requires a pragmatic approach, balancing legal risks with business realities and often involves contributing to boardroom discussions where your legal advice directly influences key business decisions.
The combination of these experiences has provided me with a well-rounded perspective. My law firm background instilled the importance of rigorous legal analysis and staying updated on legal developments, while my in-house experience underscored the need for practical, business-focused legal solutions. These experiences together have honed my ability to offer legal advice that is both sound and strategically aligned with organizational goals.
Outside of your professional life, what personal interests or hobbies do you pursue? How do these activities influence or complement your work as a senior corporate lawyer?
Outside of my professional life, I enjoy baking, travelling, and spending quality time with my daughter. Baking provides a creative outlet and a calming respite from the demands of my legal work. Travelling allows me to step back, reflect, and immerse myself in different cultures, which broadens my perspective and enhances my ability to approach challenges with an open mind. Time with my daughter brings immense happiness and helps me stay grounded, enabling me to manage stress and maintain a healthy work-life balance.
Can you tell us about the beginning of your career in law? What inspired you to pursue this field and how did you navigate the initial challenges?
I’d be happy to share. My interest in law began at a young age when I interacted with a corporate lawyer in Delhi during my civil services exam preparation. He told me that if you wanted to be recognised as a good corporate lawyer, then you must have a Company Secretary degree along with an LL.B degree from a reputed law college. After having this dual qualification you may advise businesses and become an essential part of running them, which intrigued me. Being a first-generation lawyer without much guidance was challenging, but my passion drove me forward.
I studied BA History (Hons.) and thereafter decision to pursue the law and Company Secretary course was unconnected to my domain however my passion and dedication made it easy for me. Additionally, I pursued a Company Secretary (CS) course, deepening my interest in corporate law and governance. Law school was both challenging and rewarding. I specialized in corporate law and was drawn to courses like mergers and acquisitions.
The steep learning curve and balancing work-life demands were significant challenges, but internships provided invaluable practical experience. My first significant step was an internship with a prestigious law firm, where I gained practical insights and faced the realities of the legal profession. Mentorship from senior colleagues was crucial, helping me develop my skills and confidence.
You have both a CS qualification and an LL.B degree. Was Company Secretary your first choice, or did you always plan to pursue law? How do you integrate the knowledge from both fields in your practice?
Initially, I pursued a Company Secretary (CS) qualification to gain a comprehensive understanding of corporate regulations and governance, which I knew would complement my legal education. Law has always been my primary passion, and the CS course deepened my interest in corporate law and governance.
Having both a CS qualification and an L.L.B degree has been incredibly beneficial in my practice. The CS qualification provides me with a solid foundation in corporate law, regulatory frameworks, company management, financial part of transaction and business aspects. It also enhances my ability to analyse financial statements and other relevant documents of a company. This knowledge is invaluable when advising business clients on legal matters related to corporate restructuring, as it allows me to understand and navigate the complexities of corporate law more effectively.
Integrating knowledge from both fields enables me to offer holistic advice to clients. For instance, when working on mergers and acquisitions, my legal expertise helps in drafting and negotiating contracts, while my CS background ensures that all regulatory, compliance, and financial aspects are thoroughly addressed. This dual perspective enhances my ability to provide comprehensive solutions, making me a more effective and versatile legal advisor.
How has your journey been from a Management Trainee at Ashiana Housing Limited to founding Corp Legex? What key experiences shaped your path?
My journey from a Management Trainee at Ashiana Housing Limited to founding Corp Legex has been both challenging and rewarding. At Ashiana Housing, I gained invaluable insights into the real estate industry and corporate law. This hands-on experience in managing compliance and corporate affairs was instrumental in shaping my understanding of the practical applications of law.
A pivotal experience during my training was working on a major merger matter. This exposure to complex regulatory and legal challenges significantly piqued my interest in corporate law and mergers. Additionally, I observed that many in-house counsels outsourced their legal needs to law firms, which sparked my interest in the potential of creating a firm that could offer integrated solutions.
The combination of these experiences solidified my desire to specialize further in corporate law and establish a firm like Corp Legex. My goal in founding Corp Legex was to offer comprehensive solutions that combine legal expertise with corporate governance insights, helping businesses navigate complex regulatory environments. Throughout this journey, mentorship from industry leaders and continuous learning has been crucial, reinforcing my commitment to providing strategic, client-focused services through Corp Legex.
With extensive experience in corporate restructuring, what do you believe are the most critical elements to consider during such processes to ensure a successful outcome?
Successful corporate restructuring hinges on several critical elements. First and foremost, a thorough understanding of the company’s current financial health and operational structure is essential. This involves conducting a detailed analysis of financial statements, cash flow, and market position to identify the core issues that need addressing.
Secondly, clear communication with all stakeholders is paramount. Ensuring that employees, shareholders, creditors, and other relevant parties are informed and engaged throughout the process helps maintain trust and support. Transparent communication also aids in managing expectations and mitigating resistance to change.
Legal compliance is another crucial factor. Restructuring often involves complex legal considerations, including regulatory approvals, contract renegotiations, and potential litigation risks. Ensuring all legal aspects are meticulously addressed minimizes potential obstacles and delays.
Lastly, having a strong leadership team to drive the restructuring process is critical. Effective leadership ensures that the restructuring efforts are aligned with the company’s long-term vision and strategic goals, fostering a successful and sustainable transformation.
Fintech is an evolving field with unique regulatory challenges. Can you share your experiences dealing with fintech companies and the specific legal issues they face?
Absolutely. Working with fintech companies has exposed me to a range of unique legal challenges that are intrinsic to the sector’s rapid innovation.
One significant legal issue is the structuring of complex financial transactions. For instance, I’ve been involved in drafting and negotiating agreements for new digital payment platforms and blockchain-based solutions. These transactions often require careful legal structuring to address the intricacies of new technologies and ensure that all parties’ rights and obligations are clearly defined.
Intellectual property is another critical area. Fintech companies often develop proprietary technologies or algorithms, making it essential to secure patents and protect trade secrets. I’ve worked on securing intellectual property rights for fintech innovations and handling disputes related to technology licensing and patent infringement.
Additionally, navigating contractual relationships between fintech companies and traditional financial institutions involves addressing unique legal concerns. Drafting clear, enforceable agreements that account for the innovative nature of fintech services is crucial.
Having started Corp Legex just five months ago, how are things progressing so far? What are some of the initial challenges you are encountering, and how are you addressing them?
Starting Corp Legex has been an exciting and challenging journey. The progress so far has been encouraging. We’ve been able to establish a solid client base and our team has been working diligently to deliver high-quality services. However, like any new venture, we are facing hiccups, but our collective energies are moving ahead day by day. Ensuring that we have the right team in place has been crucial. We’ve been actively recruiting talented professionals who share our vision and can contribute to our growth. Additionally, we’ve invested in training and development to ensure our team is equipped to handle complex client needs efficiently.
We’ve established robust processes for continuous learning and internal collaboration to stay ahead in these areas. Additionally, we leverage advanced technology to streamline our legal research and analysis, ensuring that we provide precise and informed guidance on our services offered to client. This approach allows us to offer comprehensive and strategic legal support tailored to our clients’ needs.
Overall, while there have been challenges, we’ve tackled them head-on with a proactive and strategic approach. The response from the market has been positive, and we are optimistic about the future as we continue to grow and refine our offerings.
You co-founded Unmukt Udaan, focusing on child education and development in rural areas. How has this initiative shaped your perspective on the importance of education and legal awareness in underserved communities?
I come from very humble background and understand how access to quality education can transform lives. Unmukt Udaan is an initiative to give shape to my belief and hope to spread education to all corners of the nation. It’s not just about academic learning but also about empowering individuals with the skills and confidence to pursue opportunities and advocate for their rights.
The Initiative has highlighted the critical role that legal awareness plays in these communities. Many families lack basic knowledge about their rights and the legal resources available to them. This gap often exacerbates their challenges and limits their ability to address issues like land rights, access to social benefits, and protection from exploitation.
Our efforts to integrate legal education into our programs have shown that when people understand their rights and legal frameworks, they are better equipped to make informed decisions and improve their circumstances. This experience has reinforced my belief in the intersection of education and legal awareness as fundamental tools for societal development and empowerment.
With your extensive experience, what advice would you give to young legal professionals who are just starting their careers? How can they develop a strategic and business-focused approach to law?
For young legal professionals, my advice is to cultivate a blend of technical expertise and strategic thinking. Start by mastering the fundamentals of the law and continually seek opportunities for practical experience. This will build a solid foundation and help you understand the nuances of various legal issues.
Simultaneously, develop a business mindset. Understand your client’’ industries, their strategic goals, and how legal decisions impact their business objectives. Engage in conversations with clients about their broader business challenges and look for ways to align your legal advice with their strategic needs.
Networking is crucial. Build relationships with mentors, colleagues, and industry professionals to gain diverse perspectives and insights. Stay updated on industry trends and regulatory changes, as these can significantly impact legal strategies.
Finally, embrace a problem-solving mindset. Approach each case or issue with a focus on finding effective and innovative solutions rather than just legal answers. This will help you become a valuable advisor and contribute to your client’’ success, thus enhancing your own career growth.
How do you balance your professional responsibilities with your personal interests and hobbies? What activities do you engage in outside of work to maintain this balance?
Balancing professional responsibilities with personal interests is crucial for maintaining overall well-being. I prioritize managing my time effectively by setting clear boundaries between work and personal life. This involves scheduling dedicated times for both work-related tasks and personal activities.
One of my key hobbies is cricket, which I find invaluable for maintaining balance. I try to play on a regular basis and stay physically active, it provides a mental break from work. Cricket helps me in recharging and improving my focus and productivity when I return to work.
In addition to sports, I make time for other personal interests such as reading and traveling. These activities offer me a change of scenery and a chance to unwind. Regularly disconnecting from work and pursuing these hobbies helps me stay refreshed and motivated, ultimately benefiting both my professional performance and personal satisfaction.
Having worked with both domestic and multinational companies, what differences do you observe in handling legal issues across different jurisdictions?
Working with domestic and multinational companies has revealed distinct differences in handling legal issues across jurisdictions. Domestically, the legal environment tends to be more predictable, with established regulations and a clear framework for compliance. This allows for more straightforward legal strategies and risk management.
In contrast, multinational operations introduce complexities due to varying legal systems, cultural norms, and regulatory requirements across countries. This necessitates a more nuanced approach to legal issues. For instance, navigating different regulatory frameworks requires careful coordination and understanding of each jurisdiction’s specific rules, which can impact compliance strategies and operational decisions.
Multinational companies also face challenges related to cross-border transactions, such as differing standards for data protection, intellectual property, and labor laws. Addressing these issues requires a comprehensive approach, often involving local legal experts and tailored strategies to ensure compliance and mitigate risks in each jurisdiction.
Overall, handling legal issues in a global context demands adaptability, thorough research, and effective coordination with local legal teams to address the diverse regulatory landscapes effectively.
Hello and welcome to the new episode of the SuperLawyer YouTube channel. Today we have with us Sumit Garg sir, who’s the founder of Alpha Corporate Legal and an experienced lawyer with a qualified CS degree, with a demonstrated history of working in the legal service industry for over 18 years now. He is skilled in matters related to mergers and acquisitions, corporate governance, SEBI, NBFC, regulatory and white-collar crime matters.
Welcome, sir. And thank you so much for agreeing to be with us here. it’s an honour. Thank you so much, sir.
Thank you, Divya. It’s a pleasure for me to get an opportunity to come on this platform and share my experience with budding professionals and fellow professionals as well because I believe that encouraging someone in turn encourages yourself. So, thank you so much for this opportunity. Let’s take it forward and I’m looking forward to an engaging session. Which I believe will add value to the budding professionals and my fellow professionals.
Rightfully said, sir. Thank you so much. Let’s start with the very first question when did you decide to pursue law or why did you decide to pursue law? Even better, who inspired you to pursue law and what challenges did you face during the initial stages of your career? How was your journey? Please do share your experience.
So, Divya, to answer that question, first of all, I never aspired to be a lawyer.
I originally aimed to become a company secretary (CS) of a listed company. The inspiration for that came when I was in 12th grade, reading a newspaper. I’m from Meerut, and at that time, the trend was to read newspapers regularly. Being in 12th grade, I was more conscious about which stream I should choose.
I had taken commerce in 11th grade, so I knew I was heading into the commerce field, but I was still confused about whether to pursue CA, CS, ICWA, MBA, or something else. Especially in my situation, where no one in my family or extended family was a lawyer—everyone was either an engineer, businessman, or MBA, managing their own businesses. There was no one to guide me, or perhaps, I didn’t seek out guidance actively.
Then one Sunday, I picked up the newspaper and in the career section of Dainik Jagran, I read about the role of a company secretary. It explained what a CS does, how they function within a company, and the one thing that really resonated with me was the fact that in a listed company, there’s only one CS, who works closely with top management, assisting the company in every business decision—compliance with laws, disclosures, governance, and feasibility.
That aspect of being a key decision-maker in the company attracted me to CS as a career. Later that evening, my eight friends and I—who had also read the same article—decided that we would all pursue CS together. And so the journey began in February 1998.
We registered provisionally with the CS Institute, and I still remember the day when the eight of us traveled by bus from Meerut to Delhi. Reaching the CS Institute on Lodhi Road was quite a challenge, as we were all new to Delhi, despite Meerut being so close.
That was the starting point. As we progressed through our CS Foundation and later the CS Intermediate, we encountered various laws that sparked my interest. It was during this time that I thought, “Why not also pursue law?” This could help me earn a little extra by working as a legal head in a company and expose me to more laws in practice.
At that time, the MRTP Act and the Consumer Protection Act were prominent. These laws helped me understand legal nuances early on, like the difference between “flat 50% off” and “up to 50% off,” and the meaning behind the asterisk we often see with “T&C apply.” These details sparked my interest in law.
After completing my B.Com from Delhi University and while pursuing CS, I decided to pursue law as well. I qualified as a lawyer in 2005, although I finished my CS in 2006.
In 2007, I got enrolled with the Delhi Bar Council. Interestingly, I joined an office in January 2007 where I got the opportunity to work on mergers and demergers, but I was still unsure about whether I should get enrolled as an advocate. Even though I visited the High Court regularly, wearing the black tie (though without the band), I hadn’t fully committed to enrolling.
It was in May 2007, after gaining more exposure to law and realizing it was my true calling, that I finally enrolled as an advocate. I had the knowledge, but practicing as an advocate—going to court—was what gave me the real practical experience.
That’s how I became a lawyer and a practicing advocate, which is why I call myself an accidental lawyer.
Beautifully said, an accidental lawyer who has made a name for himself in many kinds of legal worlds where the corporate world starts and ends at that particular space. You have actually merged both of these things and used both company secretaryship and bachelor of law degree in combination so beautifully that you have built a whole sphere around you and you also have founded Alpha Corporate Legal.
Would you care to share your challenges or stories behind starting this particular company for your legal firm, and how has CS and law both helped you building that particular empire for yourself?
I think, as much as I became engrossed in practicing law and corporate matters, I got more and more connected with it, or rather, it became ingrained in my blood. As I shared, I am a first-generation lawyer, and for me, it was really tough to make a mark in the legal industry or even find a suitable job.
But, as luck would have it, I started working in January 2005, before I qualified as a CS or completed my law degree. One thing that gave me the strength to venture into law with perseverance, without ever doubting my decision, was my repeated failure in my CS examinations. I still remember that I couldn’t qualify for my CS Intermediate Group 1 in three attempts. It was only on the third attempt that I finally cleared it. Similarly, at the final level of my CS, I cleared Group 2 on my fourth attempt. It took me about eight years to complete my CS, but I am not shy about it.
I openly share this because, despite the failures one may face in life, each failure should motivate you to push harder and succeed. In this regard, it would be unfair not to mention my teachers, Mr. Bhupesh Anand, who still teaches Direct Tax and Financial Management to CS students, and Mr. S.P. Rao, who taught Indirect Tax. I went to them when I couldn’t pass my exams, and I used to travel back to Meerut for my CS exams.
I would impart the knowledge I gained in coaching classes to my fellow friends who were also pursuing CS, and they would clear their attempts, while I kept failing. One day, I went to Mr. S.P. Rao and told him that I wasn’t cut out for CS. It wasn’t happening.
He told me, around late 2005 or early 2006, to write on a piece of A4 paper: “I will qualify my CS in the June 2006 attempt,” and put it on the wall where I studied. I did exactly that. He also told me to follow this, and meet him after the exams in June 2006. He gave me a piece of advice that I still follow today. He said, “Whenever you face a problem or can’t solve a question, make a fist, tell yourself that ‘I can do it, I have to do it,’ and try again.” I still follow that advice, and it really helped me.
Despite the syllabus changing during my last attempt, I sat for all eight or nine papers consecutively, and I cleared my CS in the June 2006 attempt. His belief in me filled me with conviction that I had the ability to do it. It was just a matter of time and persistence. That belief in myself kept pushing me forward, shaping my career.
In January 2005, I began working as a Secretarial Executive in a private limited company that provided secretarial services to its clients. It was there that I met Mr. Anil Goyal, a Chartered Accountant, Company Secretary, and a rank holder in both. He was a self-made man, and he recognized the potential in me. At that time, he was the auditor for a listed entity, and he referred me to work there. I went for the interview, got selected, and that’s how I started working for a listed company that had the second-best IPO of 2005.
I told myself I wasn’t going to miss this chance at any cost. I learned a lot while working there, but I realized that my true calling wasn’t in working for a listed company because, even after completing my work, I had so much free time that I kept craving more.
However, I stayed with the company because I was still pursuing my CS, and it gave me enough time to study. I remained there until I qualified, and, being fair to them, I didn’t leave without seeking employment as an Associate Company Secretary.
As luck would have it, the main Company Secretary got an opportunity to work with a firm dealing in mergers and demergers, but he passed on that opportunity to me. I spoke to Mr. Anil Goyal, and he said, “Sumit, this is the best opportunity you can get.”
At the same time, I was offered a much higher salary by a reputed company to join as their Company Secretary, but I chose the opportunity to work in the M&A domain with Mr. Deepak Deewan. I’m forever grateful to him for making me his first associate in his office, which exposed me to the world of mergers and demergers.
In my first year, I handled my first scheme for a listed entity. It was a demerger where the real estate division was demerged and bogged into an SPV, which we got listed under the Securities Contracts Regulation Act without going through an IPO. Overnight, after the order passed, the person had another listed entity in his group, and that gave me immense satisfaction.
I stayed with Mr. Deepak Deewan for almost four years, during which I worked on 50-60 schemes of mergers and demergers, including about 15 listed entities. Some of the names include Spentex Industries, Jindal Drilling, Maharashtra Seamless, Ansal Group Companies, DLF, and more.
During my time there, I encountered unique cases. One was a scheme proposed by the shareholders of two listed entities involving two brothers with a family arrangement. Usually, it’s the company that proposes the scheme, but in this case, the shareholders were proposing it. It took me two hours to convince the Delhi High Court Registry that there were no transferee companies in this scheme.
Another case was the merger of a real estate company involving farmlands and farmhouses around the airport area. After the merger was completed, the client came to us because their sale deeds were impounded by the sub-registrar of Kapashera. We approached the Delhi High Court, and I researched a pre-independence notification under the Indian Stamp Act of 1937. After months of effort, I found the notification, which was ultimately upheld by the Delhi High Court in the Delhi Towers Limited case. This became a highlight of my career at that nascent stage when the order was passed in December 2009.
Although this order had far-reaching implications, I had fulfilled my duty to my client by exonerating them from paying stamp duty. Following this, the Delhi government withdrew the notification, and mergers and demergers in Delhi became subject to stamp duty. Other states followed suit.
So, I may have deviated from your original question about setting up ACL, but all these events in my early professional career really solidified my commitment to the law. Or rather, I got married to the law because of these experiences.
Yes, it is very difficult for people to accept that there have been failures in their career as well. But it’s commendable that you are accepting it with open arms. And you are sharing your learning from those failures. What I believe or what I have understood till now in my life, that yes, if you accept your failures, you will be more successful than what you would have imagined. And I guess that is the reason why you have such amazing clients also who tend to forget the parking charges for their planes, where you have saved them crores and crores of rupees.
How do they compliment you with all these kind of things? And how do you keep yourself so aware that you get to understand that these all nitty gritties are also there and you help them in saving them their not only money, but their faces as well. How have you done that?
Divya, there’s more to it. While I was working with Mr. Diwan, I was quite young at that time—still young at heart—but back then, I was young physically as well. I decided to go solo, and certain things happened. It was right after my marriage in November 2010 that I decided to work independently for about six months.
Handling these matters boosted my confidence immensely. I felt like I could conquer the industry, so I thought, “Let me start on my own.” However, I soon faced reality and realized I was lacking experience.
A lawyer is a lawyer to the world, whether you’re a corporate lawyer, criminal lawyer, or IPR lawyer—these distinctions come much later in your career. When I faced the reality that I couldn’t serve my clients properly due to a lack of experience, I accepted it.
I couldn’t approach other friends, colleagues, or seniors for help because I believed that if I was working for a client, it was my responsibility. It changes your attitude toward work when you take ownership. It’s like buying a car—you look at every detail before making a decision. Similarly, how can anyone be lax when working for someone else? This attitude of treating my client’s work as my own pushed me to go the extra mile because, ultimately, if my client is happy, I’m happy—and I’m progressing.
So, when I realized this, I joined DMD Advocates. At the time, it was known as Dutt, Menon, Dunmorr Sett. I’m really thankful to Mr. Rashi, the corporate head there, and to Ms. Anuradha Dutt, with whom I had the opportunity to work later in my career. These two individuals taught me what law truly is—how to read, analyze provisions, and much more.
Mr. Rashi had recently returned to India after working in the US for 16 years, and he instilled in me the traits of being a true professional—true to your work, your clients, and yourself. I’ll always be indebted to him, Ms. Dutt, and DMD, as well as all my colleagues there. They believed in me and gave me the opportunity to work for their clients. After that, there was no looking back.
I was with DMD for almost 11 years, and it gave me the confidence that if I ever decided to go independent, I wouldn’t fail. Many juniors at DMD started their own firms and are successful today. That’s the kind of training I received there, and I will always be grateful. Without my time at DMD, I wouldn’t have thought about setting up ACL.
Like everyone, I had my highs and lows at DMD. I’m not shy to admit that at one point, I didn’t complete my appraisal form because my performance wasn’t up to the mark that year. But I was determined, and I’m thankful to Mr. Rashid for believing in me and giving me another opportunity. I bounced back, and for the next three years, I received the highest increments in DMD and was promoted to principal associate.
I worked on numerous matters for MNCs, regulatory issues, and represented clients before SEBI, Enforcement Directorate, CBI, and RBI. That gave me a platform to hone my skills as a lawyer. Over time, I learned that a lawyer never gives up, and that’s why this profession is one of the strongest in the world.
In July 2021, I finished a major assignment—part of a larger global disposition—and that gave me time to reflect on what I wanted to do. While I had no complaints about the quality of work, remuneration, or culture at DMD, I wanted to do something more. Working at a law firm doesn’t give you the time to pursue those extra things. So, I took a sabbatical.
Interestingly, on 13th July 2021, my last day at DMD before my sabbatical, an old friend called me out of the blue. He asked what I was doing, and I told him I was going on vacation. He said, “I’m hiring you as my outside general counsel right now, and I’ll pay you this much.” I told him I was on vacation and didn’t want to work for the next 15-20 days. He insisted, saying, “Your retainer ship starts today, but I won’t disturb you during your vacation.” And just like that, I got my first client.
During the vacation, I discussed things with my wife, who is a crucial part of my life. At the time, our son was about to start school, so it was a critical juncture. My wife asked, “Are you mad? How will we pay our bills and EMIs if you leave DMD and start your own firm?” I told her I had saved enough money to survive for a couple of years, even if I didn’t earn anything. She gave me one year to prove that I could sustain our family without denting our savings.
That’s when I started thinking about what to name the firm. I didn’t want my name on the board—Sumit Garg & Associates or SD Advocates—because I wanted to create an organization where anyone could contribute without feeling it wasn’t their office. I wanted to be at the top of our game, the “alpha males” of the industry. So, we named it Alpha Corporate Legal. I called a friend in IT, got the domain registered, and started working from home.
That’s how ACL came into existence. It’s still a proprietorship because I’m looking for the right person to partner with—someone who shares my commitment to clients. My associates, the ones who started with me, should eventually step up and become partners. That will give me the ultimate satisfaction—that my colleagues are now my partners.
I tell them all the time, “This is your office, not mine. You decide what’s best, plan policies, take on client work, but always be available, accountable, and responsible to your clients. If you’re late on a deliverable, own it, reach out to the client, and explain. Never let the client chase you.”
I’ve noticed, after almost 20 years in the profession, that many lawyers dodge their clients when they’re delayed on something. It’s wrong. You should be proactive. Clients will respect you more for being honest and forthcoming. That’s what I tell my colleagues and anyone who seeks guidance on how to progress in their career.
These are traits I’ve learned the hard way, but if I can impart them to others, why not? That’s my philosophy when I say I want to give back to society and the profession. And that’s what this journey with ACL is all about.
I would like to ask about your involvement with Startup ventures, because I guess you are very much involved into helping them as well. But major question there would be to understand the psychology of the young aspirants or aspiring entrepreneurs who regarding to the legal aspect they try and take more risk in terms of not having absolute legal team ready for them from the very start and later they suffer because of that.
So how do you adjust to this particular thought process of startups and how do you help them or train them in case they have come in the start and once they have gotten into some trouble and come to you at a later stage.
So, Divya, you’re absolutely right. This generally happens not because anyone wants to cut costs, but because entrepreneurs want to focus on their business. That’s their passion, their vision – to grow the business. However, some entrepreneurs have a broader vision and believe, “Whatever I’m doing, I need to do it right.” For them, having the right team is the most important thing. I personally believe that setting up the business team is crucial, and the second most important thing is setting up the legal compliance team.
If my business or the way I conduct it is not in compliance with the applicable law, there won’t be a business for long. There’s been a paradigm shift in the mindset of entrepreneurs compared to 10, 15, or 20 years ago. Now, they don’t see the legal team as a cost center; they see it as an integral part of the business and invest in it. Because when the business is new, there are numerous challenges – managing the team, setting it up, and money is usually tight in the beginning as you’re seeking funding.
Sometimes, promoters or entrepreneurs try to cut down on legal costs by not hiring a legal expert or not seeking legal advice. In fact, just last night, I was on a call with a foreign client who had set up a company in India a few years ago. While they weren’t hesitant to spend money, they didn’t bring the right people on board to advise them properly.
This acts as a checkpoint for Indian entrepreneurs because when funding happens, the investors, who are putting their hard-earned money into a startup, want it to succeed. It’s up to the promoter to find the right person – a lawyer or corporate legal expert – who can guide them through legal processes so they can focus on the business while ensuring that all aspects are legally sound.
My advice to entrepreneurs is always to hire the right person to support them in all legal decision-making, ensuring that their business decisions will stand the test of time and law, if required in the future. Secondly, I advise them to be transparent. In business, it’s not necessary to make 100% right decisions all the time. Sometimes wrong decisions are made, but if they are, own up to them, learn from them, and be honest with your investors. Explain why the decision was made, what changed, and what corrective steps you’re taking to rectify it.
Another key point I want to highlight is that many professionals focus solely on problems. Few look at solutions. We have to be solution-oriented in life. If one door closes, we must look for the other five doors that have opened for us. Transparency is key – with business partners, employees, vendors, customers – everyone. It is essential to grow and scale up your business.
Moreover, it’s important to form bonds of friendship. An employee is not just an employee; they are a vital component of the business. They become family. Unfortunately, some businesses merely pay lip service to this idea. But real success only comes when you truly create a family out of your team. Without the support of your team, it’s difficult to achieve anything.
I always tell entrepreneurs not to cut corners on legal and compliance budgets. One wrong compliance move could become a major obstacle for future fundraising or obtaining licenses for the business. Maintaining high levels of integrity is critical if you want to create a scalable business.
Once these aspects are covered, the rest comes down to passion. If you have the right passion, you will build and scale the business and make a name for yourself. I particularly remember a client I served in 2012, who had built a well-established brand in the F&B sector with a major Indian conglomerate in consumer goods. He sold his minority stake in the company and started his own F&B business, where he was the 100% owner.
With a proven track record and a passion for food, he scaled his startup in just three years. He secured funding of ₹18 crores, followed by ₹100 crores a year later, and then another ₹50 crores after another year, eventually reaching ₹100 crores again. He built 10-15 dominant brands in the F&B sector, with restaurants in India and abroad. We even did a master franchise agreement for him at a global level.
He was true to himself, his investors, his employees, and his partners, which is why he could scale his business so rapidly. I’m still associated with him, and I take pride in being part of that organization. It gives me a different level of satisfaction because, for me, earning isn’t everything. Building relationships and achieving a sense of satisfaction is far more important. And that’s what I try to instill in my team as well.
Taking all of these kinds of learnings, I would like to move forward and ask you about your experience related to educating people, giving them lectures, interacting with students, new entrants.
What are your observations about the upcoming generation of legal professionals and the kind of challenges probably they are going to face with the kind of technologies that are upcoming and the way law is also changing in relation to the kind of disruptive tech which we are now seeing, it has taken shape?
And how do you see when you guide them or when you lecture them, how do you convince them that they can make a name for themselves? Along with being truthful and honest, what all are your guidance to them and how do you make sure that they do not get disheartened by big names and try and make a name for themselves?
Divya, I always share my failures more than my successes because, as professionals, we know that platforms like LinkedIn, blogs, and podcasts are filled with success stories. There’s a lot of digital content available online these days, but merely going through it mechanically doesn’t give you that zeal, and it often doesn’t resonate with you.
That’s why I prefer face-to-face interactions over virtual ones. However, we have to keep up with technology and the times, so I’ve adapted to virtual hearings, interactions, and everything else. Still, my first preference remains physical, face-to-face meetings.
The biggest strength I see in today’s younger professionals is their clarity of thought about what they want to pursue in their careers. When I started law in 2007, I worked on everything—corporate M&A transactions, general corporate, IPR-related matters—because IPR is crucial to any business. When you’re negotiating corporate or M&A agreements, significant time and effort go into negotiating the IPR aspects. It took me 6 to 8 years to figure out what I really wanted to focus on. But today’s youngsters know exactly what they want to do, whether it’s corporate law, IPR, criminal law, civil commercial litigation, or family law. They have that clarity, and I think a lot of it comes from the immense content available online, which gives them deep insights into career paths and specialized fields.
However, my suggestion to them is that in the first five years of your career, do everything that comes your way. Get a sense of the various practice areas before deciding which one suits you best. Only then can you make an informed decision based on your skills and experiences.
Another strength they possess is that they have their priorities right. When we interact with young lawyers for hiring purposes, they aren’t shy about asking practical questions like, “What are the office timings?” or “What are the working days?” In the four or five interviews I’ve had in my life, I never dared to ask such questions. My objective was always to secure the job. But I respect that they ask these questions, and I even encourage them to do so because if they’re comfortable with the work culture and conditions, then we move on to technical evaluations. Otherwise, there’s no point in wasting anyone’s time.
These are some of the strengths I’ve observed in freshers entering the industry. I believe everyone should ask these questions because work-life balance is important. I know many colleagues who burned out in the first five years of their careers. If you’re running a marathon, you have to train for it. It’s not a sprint. We need perseverance, conviction, and the endurance to finish the marathon, not leave it halfway.
Youngsters have a lot of questions, and what I’ve learned is to ask as many questions as you can. If you’re asking questions, it shows you’re eager to learn. The problem arises when you’re not asking questions—either because you’re shy or because you think asking might invite trouble. Maybe your reporting partner or senior will ask, “If you had this question, how did you finish the work already?” Some people avoid that interaction and think, “If the work is done correctly, I’m good. I’ve managed to hide my shortcomings.” But you can’t rely on luck every time.
I used to wonder, back when I was with DMD, how my reporting partners instantly caught things I missed in a document. Now I know that after 15 to 20 years of experience, you can immediately tell how much work has gone into a document.
Since you brought up the aspect of work-life balance, being such an accomplished professional, how do you manage to maintain that balance? If possible, could you share any personal experiences, hobbies, or approaches you use to handle this? Work-life balance has become such a pertinent issue, especially with burnout becoming more common, as you rightly pointed out. How have you managed it so far, and how do you ensure your team learns from your example?
My hobby is singing and playing the guitar. Although I haven’t played the guitar in a long time, I never miss the opportunity to sing whenever I can, whether it’s at social gatherings or other events. Even if it’s just a couple of lines, I enjoy it. There’s another aspect I consider important, and that’s spirituality. I believe it plays a crucial role in everyone’s life. We may not realize its significance when we are young, but as time passes, spirituality brings calmness and the wisdom to understand what’s happening around us.
I was fortunate to be introduced to Nichiren Daishonin’s Buddhism through my wife, who was practicing it even before we got married. It’s a Buddhist philosophy that I’ve been following ever since. This practice has helped me achieve a sense of spirituality in my life and taught me how to take responsibility for everything that happens to me. The philosophy is based on the concept of cause and effect—what I do today will shape the outcomes I experience tomorrow. It keeps me grounded, humble, and gives me the strength to keep moving forward.
This philosophy emphasizes accountability and highlights the importance of happiness. It teaches that once you achieve happiness, it’s your responsibility to spread it to others, regardless of their social status—whether it’s the security guard in your building, your domestic help, the cook, your driver, colleagues, wife, kids, or mentors. Gratitude is at the core of this practice, and it has become a guiding principle in my life.
My Buddhist faith was a significant factor in establishing ACL, and it helps me bring a humanistic touch to all my interactions—whether with clients, colleagues, or family. It keeps me grounded and level-headed. I also devote a lot of time to Buddhist activities and encourage my colleagues to learn about it as well. I believe no philosophy can harm you—you can always take what resonates and leave the rest.
This philosophy is not just my hobby or passion; it influences my work and personal life, allowing me to do good for my clients, associates, family, and friends. It helps me stay connected to the human nature that exists within all of us, but which we sometimes forget in the fast pace of life. I strongly believe in being humane to everyone because if you don’t like something happening to you, it’s likely the other person won’t like it either.
This belief is what inspired me to ensure a healthy work-life balance at ACL. That’s why we operate on a five-day work week, unlike the seven-day trend in many law firms. Of course, when necessary, we do work on Sundays or overnight, but that’s a rare occurrence at ACL. I believe if work is managed efficiently, there is no need to work overtime or on weekends.
Another principle I’ve instilled in the work culture at ACL is respect for personal time. If someone is on leave, we don’t call or email them. We don’t disturb them because it’s important for everyone to spend time with their families and recharge from the demands of being a lawyer.
Sir, would you care to share some thoughts about ACL? Are you planning to expand it? How do you envision bringing more people on board, and what are your future plans for the firm?
Given the philosophy you’re promoting; many people would be eager to join a firm where they have the freedom to take leave without interruptions. It would be fantastic to hear more about this approach, and it’s inspiring to know that such firms exist.
let me clarify one thing. When I said that we don’t disturb, it’s only when it’s absolutely urgent that we contact our associates. Otherwise, I avoid disturbing them when they’re not working. I feel the same way about not being disturbed while I’m with my family. It’s a two-way street; it cannot be one-sided. As I mentioned earlier, I’m not in a rush to expand ACL. I often see LinkedIn posts like, “We now have 500 lawyers in our office” or “We’re growing at a 2x pace” or “We’ve opened this office and that office.” And while that’s great and encouraging for people like us, when it comes to ACL, I’m not in a hurry to grow because I believe in expanding with a humanistic approach, gradually, not instantly. I’m here for the long haul. It’s a marathon, not a sprint, and I don’t want to be a fly-by-night operator.
At ACL, God has been kind, and I want to express my deepest gratitude to our clients, those who entrust us with such intricate tasks and believe in us. Securing clients for a relatively small office is no easy task, neither for me nor for the clients. But thanks to my experience in the industry and the work I’ve done, word-of-mouth has been spreading at a good pace. Recently, we completed three years at ACL. During these three years, we’ve worked on notable assignments, such as the acquisition of a listed entity by one of the top five Indian groups, representing media companies in their acquisition through the SEBI route, and navigating the SEBI takeover code. This was one of the first listed company assignments we handled at ACL.
Also, because of my long-standing relationships with clients I had served during my time at DMD, some of them wanted to connect with me as soon as I started ACL. But having spent nearly 11 years at DMD, I learned invaluable lessons in integrity from the people there. So, even though I hadn’t signed any non-compete agreement with DMD, I decided on day one that I wouldn’t take on any client I had worked with at DMD for at least six months. That was my way of honoring the place where I learned so much. I didn’t want to give anyone the impression that I was poaching clients. However, there was one particular client who was adamant that if I left DMD, they wanted to move with me. Incidentally, I had been the one to introduce that client to DMD, and my managing partner was gracious enough to let me take the client with me, encouraging me to do my best for them.
For this client, I represented them before the Securities Appellate Tribunal (SAT) against penalties and debarment orders, where a penalty of ₹10.25 crore had been imposed, along with a five-year debarment not just on the company, but also on its promoters and directors. We successfully got the penalty reduced to just ₹25 lakhs. This was the first company to receive relief from SAT in GDR-related matters, out of 70-80 similar cases pending with SEBI and SAT. This level of commitment is what builds lifelong connections with clients, not just for a single transaction, but for life.
Some of those clients have returned, and I continue to work with them, having signed engagement letters only after the required time period. Since then, our client list has only expanded.
Another significant client we gained was a listed entity in the travel sector, which entrusted us with acquiring a majority stake in three domestic companies. With a team of just three people, we successfully completed these transactions, which involved drafting definitive agreements, negotiating with selling shareholders, and structuring the deal. What made this transaction unique was that there was no cash consideration involved. The listed company acquired the majority stake via a share swap, issuing its own shares as payment.
The next stage was to obtain in-principle approvals from the stock exchanges for the listing of the newly issued shares, which we successfully secured. We then applied for the listing and trading approvals from the stock exchanges, which were also granted. This is how we successfully closed that transaction for the listed entity. Impressed with our approach, availability, and commitment levels, the client entrusted us with three more overseas acquisitions.
I take immense pride in how we approach our assignments. We work on a lot of SEBI-related matters. Recently, we represented an individual who couldn’t afford our fees, but we took him on anyway, offering him a substantially discounted fee and the flexibility to pay when he could. I believe even if you charge a nominal fee, it helps the client retain their self-respect while valuing the work you’ve done for them.
I’m proud to say we represented him, and after several hearings with the whole-time members, we managed to get him exonerated from all the allegations. The satisfaction that comes from such outcomes is immense. In this case, one of my team members, who had worked with me on the assignment, had left ACL due to health issues. I made it a point to call him and inform him that we had won the case and achieved a fantastic result.
This is how I plan to grow ACL—by ensuring that every person associated with us brings a human touch to everything they do, offering the highest level of commitment to clients, colleagues, and the office.
What a wonderful thought, sir: aiming not only to grow your organization organically but to make it more human and client-centric. After all, we are here to serve our clients. Your honesty in this interview was truly refreshing. The beauty of it lies in your openness about both your failures and successes, without any hesitation.
I’m genuinely thankful that Namrata brought you in for this interview and that you graciously accepted. I thoroughly enjoyed this candid conversation. Thank you once again for being with us at SuperLawyer. It has been an amazing experience today.
Thank you so much.
My pleasure! I feel a responsibility towards my fellow colleagues and the new generation entering the legal profession. This is the reason I engage in these conversations; it gives purpose to my life. While we live for ourselves and our families, we should also live for others. This is a lesson I’ve learned from my practice of Nichiren Daishonin’s Buddhism.
I am deeply grateful to the Buddhism I follow, to my wife, and to my parents who have always supported me through both challenging and happy times. If in the future you think my input might be valuable, I am more than willing to help. It would be my pleasure to assist and be available for my fellow colleagues.
