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

I was elevated to join the Board as a Whole-time Director. In this role, the legal services vertical provided essential legal support for high-value technology transactions and established legal and risk processes across various Sun Life geographies. I played a pivotal role in shaping the legal strategy of the organisation, particularly in the face of rapid advancements in the technology industry. I actively worked on planning ahead for the implementation of Labour Codes, data privacy laws, and changing other service provider regulations applicable to the IT and information technology enabled services industries.

Additionally, I contributed to the overall organisational strategy, steering it towards growth and transformation. My focus was on leveraging technology to automate and digitise legal and corporate secretarial processes. I supported various organisational and functional initiatives aimed at transformation, innovation, and building a future-ready organisation. I was part of squads working on innovation ideas and a member of the global legal group working on Generative AI, where I led a knowledge management innovation initiative.

I had extensive involvement in the rebranding and name change of the organisation, which was a significant repositioning project. I also led support for setting up an office at a new location. Various digitisation initiatives led to the re-engineering of processes through technology and automation, elevating the legal and secretarial domain.

I handled the complexities of changing hybrid operating models and employee matters while spearheading diversity, equity, inclusion, and belonging initiatives for the organisation. Sun Life Global Solutions (SLGS) is the first Sun Life organisation to formally adopt ‘Belonging’ as a key component of its diversity, equity, and inclusion (DEI) journey. I worked on expanding the definition of diversity by focusing on the persons with disabilities (PWD) and LGBTQIA+ journeys within the organisation. This included hiring neuro-diverse candidates and launching three employee resource groups: Sunstree (a women’s network), the women in technology chapter under it, and working families.

Furthermore, I launched various leadership programmes and first-time policy inclusions, such as gender-neutral daycare benefits, an extension of paternity leave, inclusion of adoption under paternity leave, and the expansion of the Group Mediclaim policy to include same-gender partners, along with additional DEI benefits (e.g., gender reassignment). SLGS was recognised by several industry bodies for its commitment to diversity, culture, and talent, including accolades such as Best Workplace for Women by Great Place to Work and Avatar, top tech talent in India, and top 15 global business services employers by Everest.  

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

In my experience, successful collaboration with business partners is anchored in a robust relationship built on trust between the General Counsel’s office and the business teams. This trust is established and maintained through regular, open communication channels and a proactive approach. Legal teams must be actively involved in the organisation’s strategic planning and decision-making processes. Gaining early visibility into strategic initiatives allows the legal function to anticipate, identify, and mitigate risks effectively while collaborating constructively with business partners to achieve successful project outcomes.

At Sun Life, my team operates in a fully integrated manner with various functions across the organisation, serving as business enablers with a solution-oriented mindset. We actively represent the legal function on organisational committees and forums, ensuring we remain attuned to the evolving goals and projects of different functions. By continually fostering strong connections and relationships across departments, we not only enhance awareness of broader business objectives but also establish ourselves as trusted advisors.

Over the years, the value delivered by my team through sound counsel and actionable insights has cultivated a culture where we are consulted early in the planning and transactional processes. This early involvement maximises our ability to add value and positively influence outcomes. Our agile mindset ensures we remain adaptable, constantly assessing and evolving our approach to stay aligned with the business’ shifting strategies and priorities.

India is an economy that is rapidly growing and expected to be one of the economic powerhouses of the 21st Century. How do you see the role of GCs there changing in this environment?

The role of a General Counsel (GC) has undergone a remarkable transformation over the past two decades and will continue to evolve. Once viewed primarily as legal advisors, GCs now fulfil a broader role as business advisors, with a seat at the executive table and a significant voice in strategic decision-making, including at the Board level. Today, they are deeply integrated into the daily operations of the company, collaborating closely with business functions to provide not only legal advice but also business-enabling solutions. This heightened collaboration between legal and business has been particularly pronounced in recent years.

No longer merely ‘the lawyer in the room,’ GCs are now expected to be forward-thinking leaders, guiding businesses through critical areas such as digital transformation, sustainability, cybersecurity, and diversity initiatives. Their role extends beyond legal risk management to influencing the company’s direction in navigating these complex domains.

In many respects, managing legal compliance as a General Counsel is akin to mastering a complex chess game. It involves staying ahead of ever-changing regulations, balancing multifaceted risks across various jurisdictions, and aligning legal obligations with business objectives—all while communicating legal nuances to non-legal stakeholders in a clear, actionable manner. Achieving this balance necessitates not only legal expertise but also strategic thinking and diplomatic finesse.

Furthermore, as businesses in India continue their growth trajectories, the role of the GC as a crisis manager becomes increasingly critical. Managing crises with calm and decisiveness under pressure is essential for maintaining business continuity. An equally important responsibility is fostering a strong culture of compliance, promoting legal awareness, and championing ethical conduct throughout the organisation.

What is a cause, business-related or otherwise, that you are passionate about, and why?

Diversity, Equity, Inclusion, and Belonging (DEI&B) is not merely a responsibility for me—it is a personal passion and a driving force behind my work. Leading our organisation’s DEI&B efforts has provided me with the opportunity to align my professional purpose with my personal values.

Throughout this journey, I have been inspired by the positive impact that intentional DEI&B initiatives can have on both individual employees and the organisation as a whole. I am passionate about creating environments where people experience a genuine sense of belonging.

I am dedicated to making a lasting impact on our culture and our people as we continue to grow and transform. Additionally, I perceive a profound connection between my legal responsibilities and my commitment to DEI&B, as both are inherently linked to the principles and values of fairness, justice, and integrity.