Team size: 45  

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

We set up a panel of dedicated law firms to support the organisation instead of ad hoc use of 1-2 firms. This was a well-thought-through initiative as it would bring the following benefits to the legal team and the organisation: It got a wide range of law firms (tier 1 and 2, niche areas of work) on the panel covering all areas of work that apply to the company. These were well-known, high expertise and credible firms. It saved time for the legal team as it did not need to waste time to scout for the right firm for a particular matter nor negotiate professional fees on a case-to-case basis. It brought substantial cost savings as the professional prices were highly competitive and well-negotiated. Further, the fees were frozen for three years. The empanelled law firms had a policy approval, so the business and legal team understood they were working with appropriate and expert law firms.  

What are the most significant cases or transactions that your legal team has recently been involved in?  

The team has worked on the following significant transactions, cases, and initiatives in 2023-2024: A new initiative – revamp of the general contract terms for procurement of capital goods. These were old, and with changed manner of procurement and doing business (online, digital), many words needed to be more varied or modified to suit the new business requirements. Accordingly, each time the vendors would require deviations, internal approvals were needed, making the process cumbersome and lengthy, causing delays in business. Therefore, the legal team started to review and revamp these general contract terms in a structured and efficient manner by creating a cross-functional team of all relevant stakeholders, ensuring buy-in after detailed discussions and then developing revised drafts of the contract terms. The project is nearing completion and, when done, is expected to provide the general terms of the contract are relevant and aligned to contemporary standards, cut out redundancy by circa 40%, build more efficiency and productivity by circa 50% and ensure ease of business.    

In terms of cases, we have been working on recovering INR 430m ($5.2m). The litigation team secured a favourable judgement from the Supreme Court of India after a long-drawn battle of 15 years from an insurance company as an insurance claim due to damage to imported machinery.  

The Litigation team also secured a favourable judgement from the National Consumer Dispute Redressal Commission in a consumer litigation matter where the consumer alleged a manufacturing defect in the vehicle manufactured by the company. The decision was important as it endorsed the company’s stand that a third-party expert opinion is required to determine a manufacturing defect. It accordingly dismissed the appeal in favour of the company. This reported judgment will serve as a precedent in pending and forthcoming consumer litigation.  

The Transaction team has worked on a group affiliate’s cross-border strategic acquisition (~$1500m). This transaction was complex because the acquirer and seller entities were listed and had to adhere to strict compliance and disclosure norms. The transaction accordingly required the shareholders’ approval, which required a lot of awareness building on the benefits of the transaction. We set up a panel of dedicated law firms to support the organisation instead of ad hoc use of 1-2 firms. This was a well-thought-through initiative as it would bring the following benefits to the legal team and the organisation: It got a wide range of law firms (tier 1 and 2, niche areas of work) on the panel covering all areas of work that apply to the company. These were well-known, high expertise and credible firms. It saved time for the legal team as it did not need to waste time to scout for the right firm for a particular matter nor negotiate professional fees on a case-to-case basis. It brought substantial cost savings as the professional prices were highly competitive and well-negotiated. Further, the fees were frozen for three years. The empanelled law firms had policy approval, so the business and legal team understood they were working with appropriate and expert law firms.  

If you had to give advice to an aspiring in-house lawyer or general counsel, what would it be and why?  

You need to be business savvy as an in-house counsel needs to provide legal solutions to business problems. So, it is not just about the law point but its application and interpretation to address business needs. Understanding the business and its requirements is, therefore, critical.  

Develop strong people management skills as you must deal with the business constantly and often with conflicting demands. Navigating the matrix successfully is a crucial skill as it aids you in getting things done efficiently and promptly. In a company, many of your deliverables often intersect with those of other verticals, requiring you to collaborate and be good at understanding the matrix and navigating it well.  

Legal is a support function cost centre that businesses often perceive as creating obstacles and stalling business. Working with this, you need to be motivated to manage business teams with expertise, listen well and find compliant but positive solutions to enable business.  

Perseverance and resilience: Business priorities focus mainly on furthering business to make profits. At times, Legal priorities may not be right on the top, or legal is not getting the listening ear or positioning it should. Perseverance towards your goals is a must. You have to work to move your agenda bit by bit. It will also require a huge amount of resilience to overcome disappointment and focus on achieving your deliverables.  

A strong relationship with the CEO and senior management is essential to achieving success as a general counsel. Keep the communication going, update on your work and how you and the Legal team are adding value to key business imperatives. Do good work, but also showcase your contributions well. This helps strengthen your executive team position and build your credibility.