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?  

I always believe in having in-house competency within the legal department. We ensure this by having regular development programmes for the team, including trainings, workshops, inviting experts to discuss current legal updates and attending conferences. This helps the team to enhance their subject knowledge and gives them good platform for networking. These initiatives help the personal growth of individuals which ultimately is an added advantage for the organisation  

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

The role of the general counsel is not only about dealing with litigation and contracts, but the role is to be a business enabler to support the business growth ensuring the compliances. Understanding the business is the fundamental rule for a successful in-house legal professional. 

High stake litigation (financial and non-financial stake), pre-litigation legal strategy and mitigating strategy to avoid litigation are the key deliverables of the team and over past few years, the team has successfully delivered. 

Currently, we are involved in M&A transactions covering more than five international jurisdictions. 

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

Hard work is the key to success. Along with hard work, I always suggest the aspiring in-house lawyer to understand the business of the organisation and accordingly advise the stakeholders. Any advice, without understanding the business or business requirements, will be limited value addition and the legal team will not be considered as friend of business.