What are the most significant cases or transactions that you have been involved in over the past year?

In my current position, one of my responsibilities is to provide legal support not only to Bharti Airtel but also to several group companies, including Bharti Hexacom (a telecommunications business), Bharti Telemedia (a direct-to-home business), Xtelify (a digital business, formerly known as Airtel Digital), and Nxtra Data (a data centre business). Additionally, I manage litigation for these entities, including international arbitration, both within and outside India. The litigation I handle encompasses various types of cases, such as tax, civil, criminal, consumer matters, and arbitrations. Notable cases I have managed over the past year, which have significant financial or other implications, include tax disputes with the Income Tax Department, disputes with the Customs Department, disputes with the Commercial Tax Department of the State of Andhra Pradesh, consumer disputes and class actions, criminal cases, and transactions.

Based on your experience, what is the key to collaborating successfully with business partners?

In my view, successful collaboration for in-house counsel begins with a deep understanding of business. Commercial understanding and business sense in an in-house lawyer are of utmost importance, as they naturally lead to a good understanding of the partners’ needs and agendas. The second most important factor is a good command of the applicable laws and a strong ability to conduct a holistic analysis of the matter at hand. Knowledge of industry practices and past precedents offers an additional advantage, helping the in-house counsel to identify and analyse issues in depth and propose possible solutions.

An understanding of business and a strong grasp of applicable laws and regulations position the in-house counsel to effectively contribute to business strategy and decisions, while also earning the respect and confidence of partners. It goes without saying that the approach of the in-house counsel in such matters must be solution-oriented, with a view to enabling the business; unless business partners perceive the in-house counsel as an enabler, collaboration will fail.

Yet another crucial aspect is the ability to sign off on risks. Many times, in-house counsels face voids or ambiguities in laws, which must be dealt with in a deft yet bold manner. The risks must be evaluated and signed off by the in-house counsel, or innovative solutions for mitigation must be provided. On occasions, the in-house counsel may need to advise on moulding proposals or products in a way that balances business objectives with legal and compliance requirements.

Being a good listener is yet another important trait for the in-house counsel. They must inspire confidence that the business partner will be heard without being foreclosed, and that a conscious effort will be made to address their concerns and accommodate their expectations. It is important for business partners to have faith that they and the in-house counsel are working towards a common cause. The partner should feel that they are in safe hands – somewhat like the trust a patient places in a doctor – and, in the process, the in-house counsel should be open to challenges against their views.

Another important trait is to maintain self-control and composure. Regardless of how complex or concerning the issue may be, an in-house counsel should not panic but display control and resilience in dealing with and resolving it. Finally, an in-house counsel should also be honest, transparent, and upfront in their approach. They should be viewed by business partners as genuine individuals who keep their commitments, share their perspectives honestly and transparently, without manipulation or suppression, and be upfront.

In summary, for successful collaboration, the in-house counsel should understand business deeply, develop a strong grasp of applicable laws, be solution-oriented and enabling, take calculated risks, be a good listener, maintain composure, and be transparent and honest in their approach.

 How do you motivate and manage the other members of your legal team well?

To manage teams, I believe that commanding the respect of each member is of utmost importance. To command respect, especially in the sphere of in-house counsel, I consider several traits vital for a leader: knowledge, a strong ability to offer solutions, ownership, and empathy. Developing knowledge in the legal space is a never-ending process, as law is dynamic and ever-changing. I deem myself a student of law and encourage my team to adopt the same mindset, fostering a culture of continuous learning. Being inquisitive is a trait I practise and also encourage within the team.

To motivate team members, I encourage self-education, keeping abreast of the latest developments, and sharing knowledge within the team. Furthermore, to enhance growth opportunities and overall development, I promote fungibility within the team across different businesses and verticals, as my team supports several businesses within the Airtel group. I urge them to step out of pigeonholes and develop skills beyond their key deliverables; for instance, I involve in-house transaction lawyers in dispute management and arbitration to help them develop skills in dispute resolution and litigation, turning them into holistic counsels.

To keep the team motivated, I believe it is essential that they experience continuous improvement in their skills, abilities, and employability. The important trait of ownership is equally crucial. I believe a team will only be guided and motivated by a leader who takes ownership, meaning leading from the front and accepting responsibility for their mistakes and failures. Ownership may involve encouraging them to be brave and work without fear of failure, as well as helping them overcome setbacks with grit and perseverance.

To maintain high motivation levels and help them deliver their best, it is vital to keep the work environment stress-free. I consciously avoid creating unnecessary pressure from timelines or protocols. Leaders should also possess a sense of humour and the ability to laugh at themselves. Additionally, each team member should be treated with respect; respect is a two-way process, and to command respect, one must give it. Even feedback or causes of annoyance should be communicated without losing respect.

Another crucial aspect is being empathetic and sensitive to the team’s personal and family needs. For instance, I have never refused to grant leave to any team member or asked them to change their leave plans. In my experience, this encourages them to work with utmost dedication and sincerity, walking the extra mile when needed and delivering their best. In many ways, I feel fortunate to have a superb, committed, and self-motivated team working with me.