Team size: 11

What are the most significant cases, projects or transactions that you and your legal team have recently been involved in?

The last year has been both challenging and incredibly productive for the Legal Department. We moved beyond a simple support role to become a strategic partner in the company’s most important initiatives, significantly improving our future stability and growth. One of the most significant achievements include the successful completion of the US and NCE Restructuring projects which is one of our greatest accomplishments. This required streamlining our worldwide operational structure by managing extremely complicated multi-jurisdictional rules and issues. Furthermore, we played a crucial role in securing future funding by leading the legal due diligence and documentation for equity in the form of  Qualified Institutional Placement (QIPs) together with medal debt raising and fund raising documentation. These  transactions were completed under an extremely tight deadline and was fundamental to raising the essential capital and debt needed for our expansion plans. On the operational side, we finalized the complex legal agreements for a key Captive Power Projects, which secures a stable, cost-effective energy supply for our long-term manufacturing and operations. Finally, we proactively managed high-level risk by completing a comprehensive GDPR and Privacy Assessment together with cyber security implementation across all global units of the organization. This effort involved thoroughly overhauling our data mapping and processing protocols across multiple departments, drastically improving our data privacy compliance posture. These projects underscore the Legal team’s transition into a core business enabler, safeguarding the company while actively facilitating its most critical transactions. Few others like Real Estate transactions, Intellectual Property transactions, complex Corporate, IP and international litigations, regulatory compliance – all of these have also been given to priority by the legal department . The legal team have also been involved in projects relating to streamlining medico legal protocols, hospital red flag sanitisation, and handling complex healthcare litigations and arbitrations.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During periods of instability or crisis, I ensure that the Legal Department adopts a proactive and integrated approach to safeguard the organisation’s resilience, rather than simply reacting to events.

First, we focus on preventive measures — conducting thorough risk assessments to identify potential internal and external threats, and developing mitigation strategies to minimise their impact. In the event of a crisis, we promptly activate a cross-functional legal response team to manage regulatory interactions, control information flow, and ensure that all organisation operations remain compliant. All external communications are legally reviewed to prevent the risk of additional liabilities. After the crisis, we lead post-crisis remediation efforts — auditing root causes and implementing key legal and procedural improvements, such as updating internal compliance policies and strengthening supplier contracts. This end-to-end approach helps ensure that the organisation not only weathers the crisis but also emerges stronger and better prepared for future uncertainties.

Given the current geopolitical shifts and growing uncertainties around international free trade, has your company’s risk profile evolved, and are you taking measures to address these challenges?

The nature of the pharmaceutical sector makes it global and subject to strict regulation. In light of the current geopolitical shifts and uncertainties surrounding international free trade, our organisation’s risk profile has evolved from being primarily focused on commercial and regulatory risks to encompassing integrated geopolitical and supply chain risks. As an Indian pharma company, our main vulnerability lies in our dependence on certain regions for Active Pharmaceutical Ingredients (APIs). Geopolitical tensions, trade wars, and export controls in these areas pose a direct risk of critical shortages and price fluctuations. To address these risks, we are taking several proactive measures: First, we are finding new suppliers in different parts of the world so we don’t depend too much on any one place. Second, we are stocking up on key materials so we have a buffer if something goes wrong quickly. Our main goal is simple: to make sure our organisation is strong enough to keep making and delivering essential medicines, no matter how uncertain the world becomes.

What is a cause, business or otherwise, that you are passionate about? Why is this?  

My primary passion, which directly arises from my previous aspiration to join the Indian Police Service (IPS), is to uphold the Rule of Law and promote a culture of public integrity. Beyond the business, I channel this passion for integrity into philanthropy, focusing on community development and education for underserved youth. I believe that a strong, lawful society requires educated citizens and opportunities for all.