This interview has been published by Anshi Mudgal and The SuperLawyer Team
Coming from a commerce background, what initially inspired you to pursue law? Was it a long-standing goal, or did your interest in the legal field evolve over time?
Like most 18-year-olds, I had little clue of what I wanted to do with my life. The only streams that most people around me suggested were engineering or medicine, but I knew those weren’t for me. Not because I didn’t respect those fields, but they just didn’t click with who I was. I ended up in commerce because I enjoyed business and finance as it felt naturally coming to me. Toward the end of my degree, I started preparing for CA like most commerce students do. But halfway through, I realized I was just going through the motions. It wasn’t exciting me.
The real turning point was completely random. I was at the canteen at ILS Law College, Pune, chatting with a friend who was studying law. He started talking about constitutional law, contracts, torts and at that point something clicked. The way he described these subjects made me realize law could be the perfect blend of intellectual challenge and real-world impact I was looking for.
I applied to ILS that same year. Best decision I ever made. What I love about this journey is that my commerce background wasn’t wasted, in fact it actually gives me an edge. When I’m advising startups or corporations today, I understand both the legal framework and the business reality. Law isn’t just rules on paper; it’s a tool to make business happen. My advice to young people feeling lost? Don’t panic if you don’t have it all figured out. Stay curious, take calculated risks, and trust that the dots will connect eventually.
You began your legal journey with a prestigious law firm in Delhi. What drew you specifically to intellectual property law, and what early experiences deepened your interest and shaped your expertise in this domain?
I have to credit Prof. Neelima Bhadbade at ILS Law College, Pune for planting the IP seed. Back then, intellectual property was still relatively niche in India, not like today where many are aware of it. She made it fascinating by connecting Indian law with international cases and showing us how IP actually worked in the real world.
Getting campus recruited by an IP firm in Delhi was lucky timing. This Firm then was a small team of 7-8 people, which meant I couldn’t hide in a corner doing research all day. I was thrown into the deep end patent filings, trademark disputes, copyright issues and other wide spectrum of IP practice. My mentor back then, one of the founding partners thankfully gave me real responsibility early on. Scary at the time, but invaluable in hindsight. My personal rule was simple: “never say no to any assignment”. I’d stay late figuring things out, reading cases, calling up senior colleagues with questions. Resources weren’t as easily available as they are now, we had to dig for everything. But that struggle taught me to really understand the fundamentals.
The breakthrough for me was learning to translate complex legal concepts into practical business advice. That’s what clients actually appreciate, not a lecture on case law, but clear guidance on what they should do next. That skill of making law accessible and actionable has been crucial throughout my career.
What keeps me passionate about IP after two decades? The field never stops evolving. From AI-generated content to digital piracy to blockchain, there’s always a new challenge that requires you to think differently.
After beginning in a law firm environment, you transitioned into a corporate role. What motivated this change, and what key differences did you observe in terms of the challenges, culture, and expectations in both settings?
This transition wasn’t something I planned. It happened organically. After several years at the firm, the leadership decided to launch an IP outsourcing company to offer specialized services like patent searches, docketing, and portfolio management. They asked me to lead the IP products division, and I thought, “Why not? This could be interesting.”
The culture shock was immediate and eye-opening. At the law firm, everything revolved around legal excellence. We asked questions like could your argument hold up in court? Would the IP office accept your position? Quality was paramount, even if it took longer. In the corporate environment, it was all about scalable processes, efficiency metrics, and standardized deliverables. Instead of crafting legal strategy, I was building repeatable workflows.
The work rhythm was completely different too. Law firms operate on client urgency and if something’s critical, you work until it’s done. The corporate side was much more structured: 9 to 6 schedules, shift patterns for international clients, strict turnaround times. Frankly, I found it limiting. As a lawyer, I thrive on diving deep into complex problems, which doesn’t always fit neat time slots. What I missed most was the direct client relationship. In a law firm, we were solving strategic problems with general counsels and business leaders.
Having said that, this stint was brief but valuable. It clarified what I really wanted from my career. I realized I am energized by intellectual complexity, client relationships, and strategic problem solving, client facing and all of which led me back to traditional legal practice.
Sometimes you need to step outside your comfort zone to appreciate what you have.
What inspired you to establish your own legal practice, and how did you navigate the challenges of entrepreneurship in the legal field? Were there any pivotal moments that helped solidify your decision?
The decision wasn’t a lightning bolt moment, in fact it evolved over time. After years in firms and that corporate stint, I kept asking myself: “What if I built a practice the way I think it should be done?” The pivotal moment came when I realized if I didn’t try now, I might never get another chance.
Let me be blunt about what entrepreneurship in law really looks like:
Entrepreneurship is lonely. You can have great mentors and supportive family, but at 2 AM when you’re stressing about payroll or a difficult client, it’s just you. Nobody shares your failures, and the tough decisions are yours alone. Accept this reality upfront.
Think long-term or don’t bother. If you expect quick wins, you’ll be disappointed. Building a respected practice takes years. I tell lawyers considering this path: if you can’t commit to a 10 to 15 year horizon, stay in your firm job. Legal entrepreneurship is about compound growth. Trust builds slowly; reputation takes time.
Client relationships are everything. In a big firm, you inherit institutional relationships. As a founder, every client relationship starts from zero. I treated every matter, no matter how small, as if it were my biggest client. That approach led to repeat business and referrals.
Vision with flexibility. I was clear about wanting to create an IP practice that truly served business needs, not just legal technicalities. But I had to adapt constantly because of the client’s changing requirements, the evolution of the legal landscape and market dynamics shift.
Resilience isn’t optional. There will be lean months, difficult clients, and moments when you question everything. What got me through was believing deeply in what I was building and never compromising on quality.
My advice to aspiring legal entrepreneurs is “don’t rush it”. Master your craft first, understand the business of law, and build relationships. Then, when you’re ready, jump with both clarity and courage.
You’ve advised a wide range of clients, from startups and creative agencies to pharmaceutical companies and academic institutions. How do you adapt your IP strategies to meet the unique needs and growth stages of such varied industries?
After 20 years of practice, I’ve learned that one-size-fits-all IP strategies don’t work. My approach is what I call “protection with purpose” – every IP decision must align with the client’s specific business goals.
Startups and creative agencies need agility and smart prioritization. They’re usually cash constrained but need to show IP value to investors. I help them identify their crown jewels i.e. what IP assets will matter most for funding, partnerships, or market differentiation. We might focus on key trademarks, core provisional patents, or critical copyrights first, building the foundation they can expand later.
On the other hand, pharmaceutical companies require sophisticated, multi layered strategies. We’re managing global patent portfolios, complex licensing deals, regulatory considerations. Here, it’s about creating patent thickets around key products such that it covers the compound, formulation, manufacturing process, methods of use. The goal is sustainable competitive advantage across multiple markets.
Academic institutions have unique challenges – they want to commercialize research but maintain an open academic culture. The strategy focuses on identifying commercializable innovations early, filing strategic patents that don’t hinder further research, and creating licensing frameworks that benefit both the institution and industry partners.
The key is spending time upfront understanding each client’s business model, competitive landscape, and growth trajectory. I’m not just filing patents or trademarks – I’m helping build strategic moats around their most valuable assets. What remains constant across all clients is the principle that IP should enable business, not complicate it. Whether I’m talking to a first-time entrepreneur or a Fortune 500 general counsel, the conversation starts with understanding what they’re trying to achieve.
In your experience, what are the most common misconceptions businesses have about intellectual property protection? How do you guide them toward a more accurate understanding?
After two decades of client conversations, I see the same misconceptions repeatedly. Here are the big ones:
IP is only for big companies – Wrong. Some of the most valuable IP I’ve worked on came from small startups. Your trademark or patent could be your most important business asset, regardless of company size.
One filing protects me everywhere – IP rights are territorial. A US patent doesn’t protect you in India. A trademark registered in India doesn’t automatically work in Singapore. Global protection requires global strategy.
Once filed, I’m protected forever – IP requires active management. Patents expire, trademarks need renewal, portfolios need monitoring. I’ve seen valuable rights lost simply because nobody was paying attention to deadlines.
My company name gives me trademark rights – Company registration and trademark rights are separate. You can register “XYZ Private Limited” but that doesn’t give you exclusive rights to use “XYZ” as a brand.
How do I fix these misconceptions? Education and real examples. I show them competitors who got it right and ones who didn’t. I explain IP not as abstract legal concepts but as business tools. How a well-crafted patent portfolio helped one client raise Series A funding, or how trademark vigilance saved another from expensive rebranding.
The conversation always comes back to business strategy. IP isn’t just legal housekeeping, it’s competitive advantage, asset value, and risk management rolled into one.
How do you foresee IP law evolving over the next five years, especially considering emerging technologies, shifting regulatory landscapes, and global geopolitical dynamics?
IP law is entering one of the most dynamic periods in its history. As we look ahead to the next five years, I believe several major forces will reshape how businesses think about and manage their IP and how lawyers will need to adapt their counsel to serve clients effectively.
The rise of emerging technologies particularly AI and blockchain is challenging traditional IP frameworks. Questions such as who owns AI-generated content, or how blockchain can be used for IP rights management and enforcement are already pressing issues. I foresee regulatory bodies around the world moving to update and harmonise IP laws to address these new realities, though this evolution will be gradual and will require active dialogue between industry, policymakers, and the legal community.
We are also witnessing a shift toward a more strategic and data-driven approach to IP management. Businesses increasingly see IP not just as a legal shield but as a core business asset i.e. the one that supports valuation, drives licensing revenue, and enhances market position. In this context, IP lawyers must evolve from being pure legal technicians to becoming strategic advisors who can help clients align IP strategy with business goals. This is where my mantra of “protection with purpose” will be even more relevant going forward.
Geopolitical dynamics and regulatory fragmentation will continue to pose challenges for global IP strategy. With shifting alliances, evolving trade agreements, and varying national approaches to data protection and IP enforcement, businesses will need tailored, jurisdiction-specific advice. I also expect greater emphasis on IP enforcement and brand protection in digital environments, as e-commerce continues to grow, and cross-border infringement becomes more sophisticated.
In short, the future of IP law will be more complex, fast paced, and integrated with business strategy than ever before. As lawyers, we must be prepared to continuously learn, collaborate across disciplines, and help clients navigate this evolving landscape with foresight and purpose.
My advice to clients: don’t wait for perfect regulatory clarity. The companies that adapt quickly to these changes will have sustainable advantages. Those that wait will be playing catch-up.
Managing a demanding legal practice can be intense. How do you maintain a healthy work-life balance, and is there a personal philosophy or motto that has consistently guided you throughout your professional journey?
Let me be honest, work life balance in legal practice isn’t about perfect equilibrium every day. It’s about sustainable intensity over decades.
There are times when the practice demands everything like a major litigation heating up, international deals with tight deadlines or crisis management for key clients. During these periods, I’m all in. But I’ve learned to be equally intentional about recovery periods. When things are quieter, I actively recharge, usually with cycling, hitting the gym, watching mindless TV, or just sitting quietly doing nothing.
Building a strong team was crucial for long-term sustainability. Early in my practice, I tried to handle everything myself. That’s a recipe for burnout. Learning to delegate and trust others was one of my biggest growth areas. A well-functioning team isn’t just good for business, it’s what allows you to have a life outside the office.
My personal motto has evolved over the years, but what guides me now is “Do your best, let go of the rest, and expect less.” In a profession where perfectionism is expected, this mindset keeps me sane. I focus on delivering excellence where it truly matters, accept that I’m human and will make mistakes, and maintain perspective about what really counts in life. Law is what I do, not who I am.
Physical and mental health aren’t luxuries, they’re business necessities. You can’t serve clients well if you’re constantly stressed or burned out. I’ve made peace with the fact that some periods will be all-consuming, but I actively protect time for renewal.
What advice would you offer to young lawyers who aspire to work on IP law? Were there any specific habits, values, or resources that played a significant role in shaping your professional growth in this field?
For young lawyers aspiring to build a career in intellectual property law, my foremost advice is this – develop both depth and breadth. IP is a wonderfully multidisciplinary field, it sits at the intersection of law, technology, business and creativity. IP law is constantly evolving whether through landmark judgments, international treaties or emerging technologies like AI. Develop a habit of reading widely not just case law, but also industry reports, scientific advancements and business news. Always act with professionalism and respect for confidentiality. Develop a mindset of “protection with purpose”, understand why each IP asset matters to the client’s business, and align your advice accordingly.
Lastly, invest time in building mentorship relationships and learning from peers and seniors. In my own journey, I gained immensely from working under exceptional mentors who challenged me and gave me opportunities to grow.
After 20 years in IP practice, here’s what I wish someone had told me when I started:
1. Develop both depth and breadth: Master core IP law principles but also understand the business and innovation contexts you’ll be advising.
2. Adopt a mindset of continuous learning: Stay ahead of evolving IP law, emerging technologies (AI, blockchain), and global IP trends.
3. Build strong values early: Always practice with integrity and diligence
4. Embrace every opportunity to learn: Take on diverse assignments, large and small, and see every task as a learning opportunity.
5. Learn from inspiring seniors and build trust-based networks. These relationships will shape your growth.
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