Corporate Lawyer, Policy and Governance Leader shaping India’s Legal Future – Dr. Richa Pathak, Senior advisor to Government of Maharashtra.

This interview has been published by Anshi Mudgal and The SuperLawyer Team

How did your time at Law College and LSE shape your thinking about corporate and policy today?  

My journey into law wasn’t linear, it was shaped by both personal circumstance and a deep sense of purpose. In fact, I initially leaned toward medicine. I had performed well academically in the sciences and was genuinely drawn to the discipline’s precision and human impact. But as the only daughter in my family, my father, himself a distinguished General Counsel, Corporate Lawyer in the real estate sector for over three decades, encouraged me to stay in Mumbai. His guidance wasn’t just parental; it was deeply inspirational. I had grown up watching him navigate complex legal landscapes with integrity, clarity, and strategic foresight. His work wasn’t confined to contracts, it shaped institutions, resolved conflicts, and built trust. That exposure planted a seed in me: the idea that law could be a tool not just for regulation, but for transformation. 

Choosing law was both a tribute to his legacy and a leap into my own. At the University of Mumbai’s Law Faculty, I found myself immersed in the rigors of legal reasoning, learning to dissect arguments, interpret statutes, and appreciate the layered nature of justice. It was a formative period that taught me discipline, precision, and the power of language. But it was my time at the London School of Economics that truly expanded my intellectual horizon.

LSE introduced me to the global dimensions of law, how it intersects with economics, governance, ethics, and public systems. I was exposed to comparative legal frameworks, policy innovation, and the role of law in shaping equitable societies. It was there that I began to see myself not just as a lawyer, but as a strategic thinker and public policy advocate. 

Looking back, both institutions shaped me in complementary ways. Mumbai gave me my legal spine, grounded, rigorous, and rooted in Indian jurisprudence. LSE gave me my wings, global perspective, policy fluency, and the ability to think across disciplines.  Together, they shaped the way I approach corporate and policy matters today. Whether I’m advising on infrastructure strategy, drafting legislative frameworks, or mentoring future leaders, I draw from this dual foundation: one that blends legal precision with policy imagination. 

Ultimately, my decision to pursue law was not just about career, it was about impact. I saw law as a language of leadership, a framework for fairness, and a bridge between institutions and citizens. And that belief continues to guide me, whether I’m in a boardroom, a policy roundtable, or a classroom. 

Law, to me, is not static, it’s a living discipline that evolves with society, and I remain committed to using it as a force for ethical governance, institutional resilience, and systemic change. 

What were some of the experiences early on that really shaped your approach and laid the foundation for your career? 

Every career has its crucible moments, those early experiences that test your resolve, stretch your thinking, and quietly shape the professional you become. For me, one such moment came early in my journey: a complex, high-stakes debt restructuring that spanned multiple jurisdictions, each with its own legal framework, regulatory sensitivities, and cultural nuances. The stakes were high, the timelines tight, and the interests often conflicting. It wasn’t just a legal puzzle; it was a multidimensional challenge that demanded strategic clarity and a deep understanding of both business imperatives and human dynamics. 

I remember being struck by how traditional legal approaches alone weren’t enough. I had to think beyond statutes and precedents, to integrate financial logic, commercial pragmatism, and diplomatic negotiation. It was in that crucible that I learned one of the most enduring lessons of my career: that law, at its best, is not rigid, it’s responsive. It must adapt to context, anticipate risk, and serve as a bridge between competing interests. That experience taught me to approach every matter not just as a lawyer, but as a strategist, a listener, and a problem-solver. 

It also shaped my belief in the power of perspective as a Corporate Lawyer. Legal issues rarely exist in isolation, they are embedded in ecosystems of policy, finance, technology, and people. To be effective, one must learn to see the full picture. That early challenge instilled in me a habit of looking at problems from every angle, legal, commercial, operational, and human. It taught me to ask better questions, to listen more deeply, and to lead with both precision and empathy. 

Since then, I’ve carried that mindset into every role, whether advising on infrastructure strategy, negotiating cross-border transactions, or shaping legislative frameworks.  Flexibility, creativity, and emotional intelligence have become central to my practice. I’ve come to believe that legal excellence is not just about technical mastery, it’s about  contextual intelligence. And the ability to navigate ambiguity with integrity is what truly defines a strategic legal advisor. 

Those early years didn’t just teach me the ropes, they laid the foundation for how I lead, how I mentor, and how I engage with institutions. They taught me that the law is not merely a set of rules, it’s a living discipline that must evolve with society, respond to complexity, and reflect conscience. And that belief continues to guide me, whether I’m in a boardroom, a policy roundtable, or a classroom. 

How has working with prominent companies in high stake matters influenced your perspective on corporate governance and have you noticed the landscape changing since you started?

Over the past 15 years, my journey through India’s leading law firms and corporate houses, Khaitan & Co., Wadia Ghandy & Co., L&T Limited, S&P Global, GLAS (Global Loan Agency Services, London), Voltas Limited (a Tata Enterprise), as well as my research tenure at the Institute of Economic Affairs, London, has profoundly shaped my understanding of corporate governance. Early in my career, governance was often viewed through a narrow lens of regulatory compliance. Today, it has evolved into a strategic pillar that influences everything from boardroom decisions to stakeholder trust. 

Working across sectors on complex matters, ranging from cross-border transactions and commercial arbitration to ESG integration and digital transformation, I’ve seen firsthand how governance frameworks can either enable or inhibit long-term value creation. The shift toward ethical leadership, data accountability, and stakeholder inclusivity is not just aspirational, it’s becoming operational. 

India’s corporate landscape is undergoing a quiet revolution. Governance is no longer reactive; it’s proactive, predictive, and deeply intertwined with reputation management, investor confidence, and institutional resilience. The rise of ESG mandates, board diversity norms, and real-time compliance technologies reflects a maturing ecosystem that values transparency and purpose. 

As legal professionals, we are now expected to be strategic advisors, not just gatekeepers.  This calls for a multidisciplinary approach that blends law, policy, technology, and ethics.  I believe the future of governance lies in its ability to anticipate risk, foster trust, and align business with societal outcomes. 

How do you manage various roles such as corporate lawyer, advisor, mentor, and thought leader all while still finding time for learning and personal growth? 

Balancing the roles of corporate counsel, strategic advisor, mentor, and thought leader has been a dynamic journey, one that demands not just discipline, but a deep sense of purpose.  For me, learning is not a checkbox; it’s a lifelong commitment. No matter how seasoned one becomes, every boardroom conversation, policy debate, or mentoring session offers fresh insights. I’ve always believed that growth stems from curiosity, and that curiosity must be nurtured with consistency. 

In my professional life, I make it a point to stay ahead of legal and industry developments not just through reading and research, but by engaging with diverse communities. 

Attending seminars, contributing to policy forums, and mentoring young professionals are not just responsibilities, they’re reciprocal learning spaces. Teaching sharpens my own thinking. Listening to emerging voices helps me anticipate the future. 

Time management is critical, but so is intentionality. I carve out time for reflection, writing, and strategic learning, even amidst high-stakes negotiations or policy drafting. Whether it’s exploring new governance models, understanding the implications of digital law, or contributing to thought leadership on child data protection, I treat each engagement as an opportunity to evolve. 

Personal growth, to me, is about staying intellectually agile and emotionally grounded. It’s about being open to change, resilient in the face of complexity, and generous with one’s knowledge. In a world that’s constantly shifting, legally, technologically, and socially, leaders must be learners first. That’s the philosophy I live by. 

How do those two worlds of corporate and government advisory compare in terms of complexity and the kind of strategic decision-making involved?

Having worked extensively across both corporate legal leadership and government advisory, I’ve come to appreciate the distinct complexities and strategic demands that define each domain. While they may seem worlds apart in pace and priorities, both require a deep understanding of systems, a commitment to clarity, and the ability to translate legal insight into actionable strategy. 

In the corporate world, decisions are fast, data-driven, and often shaped by market imperatives. Legal counsel here is expected to be agile, able to respond swiftly to regulatory shifts, negotiate high-stakes transactions, and align legal frameworks with business goals. The complexity lies in managing financial risk, navigating competition, and ensuring compliance without stifling innovation. It’s a space where precision, speed, and commercial acumen are paramount. You’re constantly balancing legal integrity with business ambition, often under intense timelines and scrutiny. 

Government advisory, by contrast, operates on a broader canvas. The stakes are societal, the timelines layered, and the outcomes far-reaching. Here, the focus shifts from profitability to public welfare, from quarterly metrics to generational impact. Strategic decision-making involves navigating legislative intent, constitutional boundaries, and the diverse interests of citizens, institutions, and political actors. The complexity is not just legal, it’s systemic. It demands patience, diplomacy, and a deep respect for democratic processes. You’re not just interpreting law, you’re shaping it, often in ways that will influence millions.

What I’ve learned is that each domain cultivates a different kind of leadership. Corporate roles teach agility, the ability to pivot, negotiate, and deliver under pressure. Government advisory teaches vision, the capacity to think long-term, build consensus, and design frameworks that serve society. Both require strategic empathy, clarity of communication,  and an unwavering commitment to integrity. 

Bridging these worlds has profoundly shaped my approach to law and policy. It has taught me that legal strategy must be both responsive and responsible. Those institutions, whether corporate or public, thrive when legal counsel is not just reactive, but proactive, principled, and purpose-driven. The true power of law lies in its ability to connect ambition with accountability, and innovation with inclusion. 

Ultimately, I see my role not just as a legal advisor, but as a translator between systems, someone who can bring the precision of corporate law into the realm of public policy, and infuse the vision of governance into the strategic heart of business. It’s this dual lens that allows me to contribute meaningfully to both institutional resilience and societal progress.

Looking at how the legal industry is evolving, especially in sectors like infrastructure, finance, and real estate, how do you see the roles of lawyers changing? 

The role of legal counsel is undergoing a seismic shift, especially in sectors like infrastructure, finance, and real estate, where the velocity of change is matched only by the complexity of regulation. Traditionally, legal teams were positioned as reactive problem solvers, stepping in post-facto to manage disputes or ensure compliance. Today, however, legal advisors are embedded within the strategic nucleus of organizations, guiding decisions from inception to execution. They are no longer just interpreters of law, they are architects of resilience, enablers of growth, and stewards of ethical governance. 

My journey across premier law firms such as Khaitan & Co. and Wadia Ghandy & Co., and corporate leadership roles at Larsen & Toubro and Voltas (a Tata Enterprise), has given me a front-row seat to this transformation. In these sectors, legal counsel must navigate not only statutory frameworks but also evolving business models, stakeholder expectations, and geopolitical undercurrents. Whether it’s structuring complex infrastructure deals, negotiating cross-border finance arrangements, or advising on land acquisition and regulatory risk, the legal function is now deeply intertwined with business strategy. 

Looking ahead, I believe the most successful legal professionals will be those who embrace multidisciplinary. Legal expertise alone is no longer sufficient. Counsel must be fluent in finance, technology, ESG frameworks, and digital governance. They must understand the language of data, the implications of AI, and the nuances of global trade and investment.  Strategic thinking, commercial awareness, and negotiation skills will remain foundational, but they must be augmented by digital literacy, policy foresight, and the ability to collaborate across disciplines.

Equally critical is adaptability. The pace of regulatory reform, technological disruption, and stakeholder activism is accelerating. Lawyers must be agile learners, capable of anticipating risk, interpreting ambiguity, and advising with clarity. Continuous learning, through policy engagement, academic collaboration, and cross-sectoral dialogue, will be the hallmark of future-ready legal professionals. 

In essence, the legal advisor of tomorrow is not just a guardian of compliance, but a catalyst for innovation, institutional trust, and systemic reform. We are entering an era where legal strategy is inseparable from business resilience and public accountability. And that, I believe, is both a challenge and an extraordinary opportunity. 

What would you say to young professionals, especially women aspiring for in-house or advisory roles, about navigating challenges and building a fulfilling career in corporate law?  

To every young professional stepping into the world of corporate law, especially women aspiring for in-house or advisory roles, I would say this: believe in your abilities, even when the path feels uncertain. Self-doubt is natural, but it must never be allowed to define your choices. Corporate law is demanding, yes, but it is also deeply rewarding for those who approach it with consistency, curiosity, and courage. 

In my own journey, I’ve learned that challenges are not roadblocks, they are catalysts for growth. Whether it’s navigating a complex transaction, managing competing interests, or balancing professional and personal responsibilities, each experience builds resilience.  Don’t shy away from difficult assignments, they stretch your thinking, sharpen your instincts, and prepare you for leadership.

Seek mentors who challenge and uplift you. Surround yourself with peers who inspire excellence. Network wisely, not just for visibility, but for learning. Stay updated with industry trends, regulatory shifts, and emerging technologies. The legal landscape is evolving rapidly, and adaptability is your greatest asset. 

For women, the journey often involves balancing multiple roles, with grace, grit, and quiet determination. It’s not always easy, but it is absolutely possible. Focus, self-belief, and clarity of purpose will guide you through. And remember: success is not a fixed destination; it’s a personal definition. Don’t measure your worth by someone else’s yardstick. Define success on your own terms, whether it’s impact, influence, balance, or legacy. 

Above all, enjoy the journey. Every negotiation, every setback, every breakthrough adds to your story. Corporate law is not just about contracts and compliance, it’s about leadership, strategy, and shaping institutions. And you, as a young lawyer, have the power to shape that narrative with integrity, intelligence, and heart. 

Get in touch with Dr. Richa Pathak –