Super Lawyer

Tag: Strategist

  • “Mediation is about finding common ground—something I strive for not just in disputes, but in all my professional relationships.” – Sunil Jose, Founder & Managing Attorney at SUNS LEGAL

    “Mediation is about finding common ground—something I strive for not just in disputes, but in all my professional relationships.” – Sunil Jose, Founder & Managing Attorney at SUNS LEGAL

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

    Could you walk us through the pivotal moments and decisions that shaped your career path, from your early days in college to landing your first job, and ultimately, to where you are today? What inspired you to pursue a career in law, particularly specializing in Intellectual Property?

    I have always loved reading and listening to the news and have been deeply interested in politics and social issues. Naturally, becoming a lawyer seemed like the right path for me. After finishing college, I developed an interest in company law and moved to Chennai to start my legal career. The turning point in my career came in 1995 when I happened to watch a court case involving a trademark dispute by chance. I attended all the hearings of that case and had the opportunity to listen to arguments in a few other cases as well. I had a fair understanding of Intellectual Property, but witnessing a court argument over IP for the first time was a pivotal moment for me. This was when India became a member of the WTO, and the controversy surrounding India’s WTO membership and TRIPS agreement conditions was a hot topic. Observing these cases sparked my curiosity and deepened my interest in the subject. This inspiration led me to pursue a master’s degree in IP in 1999.

    After completing my master’s, I had the opportunity to work for a new law firm in the Middle East that sought lawyers with expertise in then trending subject, Intellectual Property. This firm had several foreign clients dealing with IP issues, marking my initial exposure to Intellectual Property disputes. Later, I joined Abu Ghazaleh Intellectual Property (AGIP), which opened doors to working with Forbes 500 clients. My experience at AGIP significantly shaped my career as an IP lawyer.

    Your professional journey includes solo practice as well as working with leading IP firms. What motivated you to establish Suns Legal, and what unique value proposition do you bring to your clients as a solo practitioner?  

     Being a solo practitioner has its perks. For one, I can give each client my full attention, which means I can create legal strategies that are just right for their specific problems. I can quickly adapt to any changes and offer flexible solutions. Running my practice also lets me keep my prices competitive while maintaining high quality. With my expertise in Intellectual Property law and the experience I have gained from working with top firms, I can provide clients with expert advice and solutions. Building long-term relationships based on trust is very important to me. All these factors help me deliver high-quality service and show my commitment to meeting my client’s legal needs with professionalism and care. 

    Beyond your professional accomplishments, you’ve also been recognized as a LinkedIn Top Voice for your contributions to thought leadership in Intellectual Property. What motivates you to share your expertise and insights with a wider audience?

    I am not a social media expert, but I love creating content. LinkedIn is the only platform I am active on. My strong belief in the power of knowledge sharing and the incredible reach LinkedIn offers drives me to share my expertise and insights.

    Intellectual Property (IP) is such a complex and evolving field, and I feel a real responsibility to make it easier for others to understand. My passion for teaching plays a big role in my eagerness to write on LinkedIn. By sharing my experiences and insights, I aim to help individuals and businesses get a better grasp of IP issues.

    Engaging with a broader audience helps me stay updated with the latest trends and developments in the field. It also creates a community of like-minded professionals and enthusiasts who can learn from each other. Through LinkedIn, I have connected with many such individuals who regularly interact with me.

    I often get direct messages from people who appreciate my efforts to explain these complex topics in simple terms. It makes me especially proud when teachers tell me they use my insights to help them teach the subject more effectively. That kind of recognition means a lot to me.

    I often find my associates and interns through this platform. While generating leads was not my primary goal, many of my clients have come through LinkedIn. Plus, the platform has allowed me to connect with the vibrant Kerala Creators community, which has been fantastic.

    Being recognized as a LinkedIn Top Voice was such a pleasant surprise! I humbly accept it as a testament to my efforts, and it inspires me to keep contributing to the IP community.

    Your extensive experience spans across various countries and cultures. How do you navigate the nuances of Intellectual Property laws in different jurisdictions, and what challenges do you commonly encounter?

    Dealing with Intellectual Property (IP) laws across different countries and cultures can be quite challenging. However, many advantages made the experience rewarding. The basics of intellectual property are the same worldwide, which provides a solid foundation. The support from bilingual lawyers was invaluable. Working with Forbes 500 companies and their lawyers was a rare and valuable experience.

    That said, the challenges were more significant than the advantages. Most Middle Eastern countries follow civil law, while many of my clients are from common law countries. This difference needed careful adjustment. Additionally, Arabic is the main language in most Arab countries, which introduces additional complexities. The judicial systems in these regions were still developing, with few established precedents. IP was a new subject, and there were only a few judges or officers with knowledge of it. Many countries were monarchies, making it difficult to resolve disputes, especially when the other side had the support of the ruling families. The bureaucracy was often not transparent or easily accessible, and there were significant differences in culture and values that needed to be addressed.

    Despite the challenges, I survived and thrived, gaining incredible learning and exposure. It was a journey filled with learning and growth, and I continue to overcome the challenges.

    In addition to your legal expertise, you’re also a Certified Mediator and a Distinguished Toastmaster. How do you think these skills complement your role as a legal professional, and how have they influenced your approach to advocacy and negotiation?

    I have been a Toastmaster for around 15 years, and it has helped me improve my public speaking and leadership skills. In law, effective communication is crucial, whether it is presenting a case in court, negotiating with opposing counsel, or talking with clients. Toastmasters has made me more confident and articulate. It has also significantly boosted both my verbal and non-verbal communication skills, and my ability to handle unexpected questions or situations gracefully. It also taught me how to manage my time effectively and handle spontaneous questions during seminars, classes, and training programs.

    I love mediation. It has always come naturally to me, but I decided to get certified later in my career to validate my skills. Mediation is all about finding common ground and facilitating communication between parties. It has taught me to listen actively, understand different perspectives, and work towards solutions that benefit everyone involved. This approach not only helps resolve disputes but also prevents them from escalating. It plays a special role in settling Intellectual Property disputes, which often demand time-bound solutions.

    These skills have changed how I handle advocacy and negotiation. They have made me more understanding, patient, and thoughtful. I can better understand what everyone needs and worries about, which helps me make stronger arguments and find effective solutions. Overall, these skills have made me a better and more effective legal professional.

    You’ve been involved in numerous high-profile cases, such as advising multinational corporations and assisting in preventing unauthorized use of copyrighted material. Can you share a particularly challenging case and how you navigated through it?

    One of the toughest cases I handled was quite unusual. A Ministry in a Middle Eastern country, which was responsible for handling copyright matters, ended up using a copyrighted design from an internationally known magazine. The irony was that we had to contest a copyright violation against the very government department that oversees copyright issues! This made the situation delicate and complex. 

    After a lot of negotiation and presenting a strong case, we managed to convince the Ministry of the violation they had committed. They eventually agreed to rectify the mistake by removing the copyrighted design. This case was particularly challenging due to the involvement of a government entity, but it was incredibly satisfying to reach a successful resolution. 

    Given your experience in portfolio management strategies, what advice would you offer to businesses looking to safeguard their intellectual property assets in an increasingly digital and globalized world?

    It is very important for businesses to regularly review their IP portfolio to keep track of all assets and identify any areas that might need attention. Registering IP, such as trademarks, patents, and copyrights, in all the places where they do business provides legal protection and makes it easier to defend their rights. 

    Monitoring the market for any unauthorized use of IP is essential. When working with third parties, using clear contracts that outline IP ownership and usage rights helps prevent disputes and ensures proper use. Leveraging technology is another great strategy. 

    Staying informed about changes in IP laws and regulations, both locally and internationally, helps you adapt your strategies to stay compliant and protect your assets effectively. Finally, seeking professional advice from IP lawyers and consultants can provide you with expert advice tailored to your specific needs and challenges.

    On a personal note, what do you enjoy doing in your leisure time? Any hobbies or interests that help you unwind and recharge outside of your demanding legal practice?

    In my free time, I love spending quality moments with my family. Watching movies together is always refreshing, especially when we find one everyone enjoys. I also value the time I spend with close friends; their company is always a joy. Listening to spiritual talks helps me find peace and balance, and I find it very calming. I also enjoy reading psychology books, which offer interesting insights into human behaviour. Attending Toastmasters meetings is something I look forward to as well. It’s a fantastic way to connect with like-minded individuals. 

    You’ve mentored many young law graduates and interns throughout your career. What advice would you give to the current generation aspiring to build a successful career in Intellectual Property or law in general?

    Staying curious and always learning is crucial, as the legal field is constantly changing. Keep your eyes open and stay updated on the latest developments. Networking is crucial, so build strong relationships with peers, mentors, and professionals in the industry. These connections can provide valuable insights and opportunities. Gaining practical experience through internships helps you understand the field better and apply what you have learned. Patience and persistence are essential, as building a successful career takes time and effort. Being a self-starter and giving one hundred percent dedication to your work will make you unique. Loving what you do and always striving to improve will set you apart. 

    Suns Legal has recently completed six years, marking a significant milestone. Could you share some of the key achievements and challenges you’ve experienced during this journey, and how they have shaped the firm’s growth and vision for the future?

    Celebrating six years at Suns Legal is indeed a significant milestone for us. We have had our share of achievements and challenges that have shaped our journey and vision for the future.

    One of the biggest challenges has been keeping up with fast-changing technology, which requires huge investments. During our early growth stage, we were hit by the pandemic, which forced us to adapt quickly to remote working. We also faced extremely high competition, with undercutting and fly-by-night firms making the market tough.

    Despite these challenges, we have had some remarkable achievements. We have built a diverse client base and formed extensive friendships along the way. Stepping out of our comfort zone has allowed us to grow, and we have focused on training young talent and absorbing them into our team. Building trust with our clients has been crucial, and we are now known as experts in our field. This journey has also allowed us to do things we could not do before.

    Looking forward, we aim to develop the firm by focusing on quality and expertise. We plan to expand our team, embrace updated technology, and broaden our service areas. Our goal is to continue growing while maintaining our commitment to excellence.

    Get in touch with Sunil Jose-

  • Handling intricate matters of Family Law, especially matrimonial disputes, demands a high degree of sensitivity, discretion, and compassion- Mitali Arora, Founder of MAK Law Firm

    Handling intricate matters of Family Law, especially matrimonial disputes, demands a high degree of sensitivity, discretion, and compassion- Mitali Arora, Founder of MAK Law Firm

    This interview has been published by  Priyanka Karwa and The SuperLawyer Team

    Could you please share your journey and the pivotal moments that led you to pursue a career in Intellectual Property Rights and Corporate Law, especially considering your diverse experience and background?

    I am a first-generation lawyer and belong to a through and through business oriented family.  So it would be fair to say, Business instinct runs in my genes. My journey in law began with a  genuine passion for understanding the intricacies of business and innovation. Throughout my  educational years, I was deeply intrigued by how businesses evolve, and the role intellectual  property plays in safeguarding creativity and fostering innovation. Those formative years  allowed me to delve deep into the nuances of Intellectual Property Rights. It’s not just about  trademarks or patents; it’s about safeguarding the very essence of an individual’s or a  corporation’s innovative spirit.  

    Corporate Law, on the other hand, appealed to my analytical side. It provides a framework for  businesses to operate, grow, and expand. I was particularly interested in how businesses  navigate the complex regulatory landscape, make strategic decisions, and ensure compliance  while still being competitive and innovative. Over the years, with my diverse experience, I’ve  come to appreciate the nuances, the intricacies, and the beauty of both these fields. They might  seem poles apart for some, but to me, they are two sides of the same coin – both essential for a  business’s growth and protection. 

    How has your global academic exposure shaped your perspective and approach in  law? 

    Pursuing my education from the University of Torino and WIPO was a transformative  experience that deeply influenced my approach to the legal landscape. The University of  Torino, with its rich academic traditions and its location in Italy—a hub of art, culture, and  innovation—offered a profound understanding of the historical and contemporary nuances of  IP law. This foundation was complemented by WIPO’s expertise, which is the Mecca of IP.  The synergy of these two esteemed institutions offered a unique blend of academic rigor and  practical insights into the global IP landscape. 

    Interacting with a diverse group of peers, professors, and industry experts, I gained a holistic  view of legal frameworks across various jurisdictions. This experience not only sharpened my  technical acumen but also cultivated a global perspective in me. Today, when I advise clients  or engage in multifaceted legal cases, I frequently draw upon this reservoir of international  knowledge, ensuring that the counsel I provide is both globally informed and locally pertinent. 

    In fact, this was not just an academic endeavor; it was an opportunity to be part of a global  community of legal professionals. This rich network that I cultivated during my L.L.M has  since become an invaluable asset in my practice back in India. With this international network  at my fingertips, I can confidently assist and represent my clients on a global stage. It ensures  that they receive not only locally tailored advice but also benefit from a wealth of international  insights and collaborations. 

    What prompted you to start your own journey and launch your Firm in 2019?  

    After years of working in the bustling legal environment of Delhi, life took an unexpected turn  and led me to relocate to Dehradun in 2019, owing to personal circumstances. Having been  deeply rooted in a corporate framework for most of my career, I felt a distinct void in  Dehradun’s legal landscape. Rather than viewing this shift as a setback, I saw it as an 

    opportunity – a chance to create the very ecosystem I thrived in. It was a confluence of this  need, my passion, and years of experience that drove me to establish MAK LAW. Launching  my own firm wasn’t just about continuing my profession; it was about recreating the dynamic  environment I was so accustomed to and contributing to the legal community in Dehradun. 

    Although launching it single-handedly, especially as a first-generation lawyer, presented its  own set of unique challenges, I was not alone in this journey. The wonderful support and  guidance of my family, friends, colleagues, mentors, and even my professors were instrumental  in helping me take this bold step. Every challenge faced, every hurdle overcome, served to  solidify the foundation of MAK LAW, making it the reputable law firm it is today.  

    Could you shed light on some of the most significant cases you’ve handled, and the  complexities or challenges they presented? 

    Among the cases that deeply resonate with me, the one involving a seasoned Silicon Valley  professional with over three decades of experience, engaged our firm in a multi-faceted case  encompassing violation of contractual obligations, IP infringement, and theft of intellectual  property between his company and two other entities. 

    The case was particularly challenging due to its international scope, requiring adept handling  of both Indian and US laws. However, what sets this case apart was not just the complexity but  also the swiftness with which it was resolved. Within a mere span of two months since  initiation, we managed to settle the case for an impressive amount of 200 million dollars against a prominent US company. Achieving such a settlement in a short time frame was a testament  to our meticulous strategy, transparent communication, and relentless pursuit of our client’s  best interests. It’s cases like these, where the stakes are high and the complexities manifold,  that truly underscore the essence and importance of the legal work we do at MAK LAW. 

    You also practice Family Law along with IPR and how does that intersect in your  practice, and what inspired your involvement in both areas? 

    In my practice at MAK LAW, I’ve had the privilege of delving deeply into both Intellectual  Property Rights (IPR) and Family Law. While they might seem worlds apart to many, I  approach them with equal commitment and passion. My foray into Family Law began  organically, initially assisting on pro bono cases and extending a helping hand to friends and  family. Over time, this transformed into a specialized vertical within our firm. 

    Handling intricate matters of Family Law, especially matrimonial disputes, demands a high  degree of sensitivity, discretion, and compassion. At MAK LAW, we’ve tackled some of the  most challenging familial disputes, always prioritizing the well-being of the aggrieved parties.  Being a woman-led firm, I’ve emphasized an approach that is empathetic, yet ensures fairness,  striving to offer relief without any gender bias. We are known to have settled family disputes  effectively in shorter spans than the usual legal scenarios.  

    What are the challenges you faced while floating your own law firm and how has that  journey been for you? 

    Launching MAK LAW was both a dream realized and a massive challenge, especially as a  first-generation lawyer. Establishing a new law firm in a market already populated with well entrenched firms was not easy. I was resolute that MAK LAW would not just be another firm 

    but would stand for ‘Legal insight. Business instinct’. Our initial struggles ranged from  convincing potential clients to entrust their legal matters to a relatively new firm was a hurdle.  However, our emphasis on strong relationships and transparency gradually solidified our  reputation in the market. The most difficult to handle was personal pressure: Being at the helm  meant my successes were the firm’s successes, but so were my failures. The weight of  responsibility, especially in the initial years, was immense. 

    Despite these challenges, the journey has been immensely rewarding. Each time we win a case,  we win a client’s trust, and we solidify our base automatically. The testimonials from satisfied  clients have been constant reminders of why I embarked on this journey. It has truly been a path paved with lessons, growth, and sheer hard work. 

    Given your background and expertise, what do you believe are the most significant  challenges and opportunities in the field of Intellectual Property Rights and Corporate  Law today, and how do you see it evolving in the future? 

    At MAK LAW, we pride ourselves on navigating the complex arenas of IPR and Corporate  Law with meticulous precision and dedication. That said, practicing these domains hasn’t been  without its challenges. With technology evolving at a lightning pace, keeping up with IPR  changes to safeguard digital creations and inventions has been a continuous effort. Especially  in fields like AI, IoT, and blockchain, where the line between innovation and IP often blurs. 

    Representing clients with global portfolios has meant grappling with diverse IPR laws across  countries. Each jurisdiction has its nuances, making it essential to continuously update our  knowledge. On top of that, the digital age, while presenting opportunities, has also been a  breeding ground for copyright and trademark infringements. Monitoring digital platforms and  swiftly acting against violations remains a consistent challenge. Especially in M&A or joint  ventures, ensuring IP assets are correctly valued, transferred, or protected can be intricate. 

    It’s a delicate balance of safeguarding IP while also looking at the broader corporate picture. I  envision the realms of IPR and Corporate Law becoming even more intertwined in the future.  As businesses increasingly rely on their IP assets for growth, corporate strategies will need to  be framed with IP protection and monetization at their core.  

    In future, I foresee an increased emphasis on digital IP rights, sustainable business practices,  and more collaborative, international legal frameworks to address the challenges posed by a  globalized business environment. We are continually preparing and adapting for this future,  ensuring we remain at the forefront of these evolutions. 

    Finally, what is your Advice for aspiring law graduates stepping into the legal world? 

    For those stepping into the legal world, my advice is multifaceted – 

    – Stay curious, passionate and keep pace with the evolving legal landscape – in short read, read and read the relevant laws and new developments, especially in the world of  Artificial intelligence – create your niche.  

    – Building and cherishing relationships should be paramount; they are as invaluable as  your legal skills.  

    – Engage in continuous internships, stay actively connected with your alumni, and  network diligently. Especially for first-generation lawyers, embrace every opportunity  and task, no matter how daunting.  

    – Additionally, never underestimate the importance of your academics and participation  in moot courts. They provide the foundational bedrock upon which you’ll build a  successful legal career.  

    Remember, in this profession, the combination of a solid academic base and a strong network often determines your net worth. While at it, please also remember to have fun – this profession is already notorious for being taxing!

    Get in touch with Mitali Arora

  • Mr Sourabh Gogna, Vice President, Professional Services Practice, at Smart Cube, and a Masters in Business Law from NLSIU, specializing in Growth Strategies and Consulting Support for Law Firms, on alternate career choices post Law

    Mr Sourabh Gogna, Vice President, Professional Services Practice, at Smart Cube, and a Masters in Business Law from NLSIU, specializing in Growth Strategies and Consulting Support for Law Firms, on alternate career choices post Law

    This interview has been published by Sonali Parashar, Ojuswi Sahay the SuperLawyer Team

    You have taken a completely uncharted path for somebody who has studied law. What brought you to your current role?

    Let me start by giving a background of my current profile. I work with The Smart Cube, a UK-based global research and analytics firm, catering to large professional services firms and Fortune 500 companies providing support for strategy formulation, business development, marketing and innovation. I have been with the firm since 2009. I hold an LL.B from Delhi University and Masters in Business Laws from NLU, Bengaluru. Prior to my legal studies, I studied business management with a specialisation in finance. Back in 2013, when I completed my legal studies, I had an opportunity to transition to a career in law or continue with my research and consulting profile at the Smart Cube. I realised that my passion lies in the business side of the legal industry and decided to grow our consulting business with law firms and professional services clients at the Smart Cube. Over the years, we have grown this practice to a team of 80+ people and my current mandate is to take our services to more US-based law firms.

    Tell us about your role as a strategist for global law firms?

    Every law firm is chasing top line and bottom line expansion and ways to introduce firm-wide innovation initiatives. My role is to support the law firms in defining strategic agendas and providing intelligence to execute projects and initiatives that will lead to these results. We play the role of a guide in supporting the offices of the CEOs, CFOs, COOs, CMOs, CBDOs, CIOs and Chief Innovation officers in pursuing their specific agendas. Typical areas of support are market opportunity assessment, geographic expansion, practice development, competitive intelligence, client intelligence, prospecting, marketing intelligence, innovation, indirect cost optimization, and data analytics.

    How do you support the practice development initiatives of professional services clients?

    We define practice development as the process of growing the business value for a particular practice area of a law firm or the entire firm itself. It need not result in revenue acceleration only but includes initiatives around innovation, marketing, and cost optimization. In terms of revenue acceleration, we support firms in market expansion through geographic or service expansion via lateral hiring, bolt-on acquisitions or by opening new offices in high potential locations. In terms of innovation, we support the innovation/special projects, marketing, business development, and strategy teams, in introducing innovative ways of conducting tactical work. For instance, we institutionalise competitive intelligence and key account management programs at scale leveraging our technology and analytics solutions, on a turn-key basis. Lastly, we support large professional services firms in indirect cost optimization. It is a small but growing interest area for large firms looking to bolster their bottom lines. We have a ton of experience in this space owing to our historic roots in procurement research and analytics. 

    You have supported law firms in their quest for regional and international law expansion. How does that work? Please share some insights on the thinking process of large firms.

    Law firms like any other business seek expansion. Mostly this comes in the form of geographic expansion, practice or service line expansion, new partnerships, new offices, lateral hiring, and M&As. We support law firms in each of these initiatives through our research expertise. To cite an example here, in 2018, we supported a leading US-based law firm in evaluating expansion opportunities in Canada, South Korea, and China. We provided an advisory deck to the firm’s strategy head covering intelligence on regulatory constraints, opportunity size, past success stories, growing practice areas, ongoing charge rates, competitive intensity, synergies with the firm’s US business, etc. Similarly, we supported a regional US-based law firm in exploring opportunities in different counties in California.

    Firms are looking to back their decisions with insights and data. Senior stakeholders lookout for making a compelling case for the growth initiatives and building consensus around it. They need a third-party unbiased independent review of these opportunities. We fill this need for law firms, other professional services firms, and corporate clients. 

    How do you help law firms with their profitability-related initiatives? What are the levers for law firms to augment profitability?

    To augment profitability, there are two main levers available to the firms, reducing cost or becoming more efficient. In terms of cost reduction, law firms typically find their hands tied up when it comes to salaries and bonuses as they try their best to retain the best industry talent. We saw this in 2020 and 2021 with unprecedented growth in associate and lateral salaries and bonuses. The next biggest cost head which is largely unexplored is indirect costs. We specialise in supporting law firms in reducing these costs around real estate, sales and marketing, professional and corporate services, IT & telecom, travel, facilities management, etc. 

    In nutshell, our process starts with understanding the spend categories and demand profile, supplier market dynamics, and formulating the sourcing strategy for each category. Then, we move to supplier identification, evaluation, and shortlisting, leading up to contract negotiations. We also monitor supplier performance and risks overtime to ensure that the operations run smoothly after the suggested changes. There is a whole science around spend analytics and procurement cost optimization which our researchers and data analytics experts deliver to our clients through our AI-HI approach, combining artificial intelligence and human intelligence. 

    In terms of efficiency-related support, we help in institutionalising best practices in business research and data analytics within the organisation with an aim of introducing automation, wherever possible. We also run shared services support centres for large firms in a few cases.

    Large professional services firms undertake huge exercises in competitive intelligence. Your team supports such programs. How do you do it?

    Collecting competitive intelligence is one thing but presenting and making it available to everyone in the organisation is another. Then there is the challenge of delivering timely insights which are actionable. 

    We attempt to offer actionable insights delivered to the entire organisation or relevant stakeholders by leveraging technology tools such as online portals, apps, RSS feeds, emailers, APIs to sync with your internal intelligence portals, etc. 

    If you come to think of it, it is competitive intelligence for your firm as it relates to the industries, practice areas, competitors, and clients that you want to track. It is a highly customizable deliverable that helps our clients in responding appropriately and in time to counter competitor moves. 

    We rely on information collated from trusted sources, databases, internal industry experts, and external expert interviews to deliver these insights. 

    Cross-selling is one of the most potent ways of increasing revenue growth. How do you support firms with this?

    Cross-selling is perhaps the lowest hanging fruit when it comes to revenue growth but often it goes unreaped. In our experience, there can be two reasons for this – one is cultural and the second is a lack of systems. 

    We can’t really influence the culture at the firm but we do play a role in streamlining processes and systems. Let’s say you have a CRM but there is no process to punch relevant client information and adherence to CRM updation is low. In this case, all your past efforts and relationships with the clients are not leading to future growth. We help define these processes, take the responsibility of maintaining this data for you with utmost confidentiality, and then make sense of it by conducting a deep dive into this data with a mix of research and analytics tools. We help the firms in defining and executing their data analytics practices to start with and then go about creating dashboards that throw actionable insights. Cross-selling is just one of the application areas of our data analytics work for professional services firms. 

    How do you support law firms in terms of organic revenue growth?

    In terms of organic growth, law firms can grow via lateral team hiring, opening new offices, partnerships or service lines. We can help you first access which practice area, service, or geography to select for expansion based on internal strengths and market trends. We support law firms in evaluating and executing each of these opportunities. 

    For lateral hiring, we provide a lay of the land in terms of legal talent availability and efficiency in the geography, practice area or service line. 

    When it comes to new offices, the primary puzzle is to identify the most viable location for your firm. We run macroeconomic studies and study industry potential studies to understand the growth prospects and competitive intensity. 

    For service line and practice area expansion, senior stakeholders evaluate the growth potential, synergies with existing teams, ongoing rates and profitability profile, competitive intensity, and client pools, before embarking on the expansion journey.

    Similarly, we help you find relevant partners in other geographies. These may not only be other law firms but firms in allied industries that can serve as a potential revenue source. 

    We support these areas by leveraging our deep industry knowledge of client industries, the competitive landscape in the professional services space, and the pool of specialist analysts and data analytics experts supported by our proprietary technology and information assets built over the years. 

    You touched upon the concept of key account management. What is the kind of support you offer in this space?

    In any organisation, a set of clients are identified as key accounts because either they contribute significantly to the revenue or are critical for the firm due to some other factors such as high growth potential, nature of work, prestige, etc. Companies are always looking to shield these customers from competitors and grow their own book of business with them over time. 

    To stay on top of things, lawyers and professional staff at the law firm are expected to stay current on the business dynamics impacting these clients. We, basically, develop a near-real-time insights engine for these key accounts so that you know what is going on with these businesses and what is it that you can do about it. 

    For instance, say that one of your key account companies has declared in its earnings call that it has raised $500 million and is gearing for an M&A driven growth strategy. With this information, you know that you need to have a top of mind recall for the client as an M&A advisory firm and hence you are required to initiate campaigns and conversations with the client stakeholders around the subject. I have given a very simple idea to put across my point. There are several complex use cases where the implications may not be as apparent. 

    In summary, you don’t just need this information, you need it faster than others and you need an implication-driven commentary to go with it. As a number of surveys have shown over the years, law firm clients love lawyers who have a business context. We provide this business context just in time for lawyers to react and take it to the clients. We support law firms in institutionalising this practice. 

    What are the mega-trends that you believe will offer a big runway for law firms in the future?

    The world has changed drastically in the last 2 years or so. In light of the recent events, I believe that 5 mega-themes will play out in the next 5-10 years that will lead to business growth and changes in the work/client mix. According to our research, these mega-trends are metaverse, climate change, geopolitical changes, global supply chain realignment, and government actions and regulatory outreach.   

    Get in touch with Sourabh Gogna –