General Counsel and Company Secretary | Sun Life India Service Centre
Pooja Sehgal Mehtani
General Counsel and Company Secretary | Sun Life India Service Centre
Team size: 15-17
Career Biography
Pooja Sehgal Mehtani is legal professional who doesn’t just lead legal teams but revolutionises them, turning legal departments into strategic powerhouses. I have experience of over two decades in diverse industries like technology, manufacturing, infrastructure and environmental services. My passion for work, growth of the teams or people whom I work with is the motivation behind this transformation. I don’t just provide legal counsel, I shape the very fabric of critical business discussions, earning a coveted seat at the executive table.
Currently, I am the general counsel for Sun Life Global Solution, India and Philippines and serve as the Company Secretary and Whole time Director for Sun Life Global Solutions, India. Sun Life Global Solutions (India and Philippines), SLGS, is the global capability centre of Sun Life, a Canadian financial services company and one of the largest life insurance organisations in the world. A 5000+ people entity, Sun Life Global Solutions is a microcosm of Sun Life and provides Technology Solutions, Business Operations and Knowledge Services support to Sun Life’s global businesses. I lead the legal and corporate governance functions, including a Knowledge Services Legal Vertical focused on delivering high-value legal services. By prioritising compliance, risk management, and fostering key relationships, I have catapulted the in-house legal function to unprecedented heights of visibility and impact. But learning and growth goes beyond.
I have embraced continual growth, spearheading initiatives beyond the legal realm, such as championing and leading diversity, equity, inclusion and belonging and being a part of driving organisational transformation and innovation initiatives. My proactive handling of obligations and risk management approach has also been extremely helpful in mitigating litigation, while my leadership has elevated the legal function into a revenue-generating engine. Now, as a director on the board, I continue to drive growth, shape strategy, and lead with unwavering integrity.
I am a law graduate and Company Secretary. I have further honed my leadership skills through various leadership programs within organisations and completed an Executive Management Programme at the Department of Management Studies, IIT Delhi. I remain dedicated to contributing to and engaging with the legal fraternity, actively participating in and speaking at various legal forums.
What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?
I have led the legal and corporate governance functions, including a Knowledge Services Legal Vertical- Legal COEs, focused on delivering high-value legal services. This is a revenue vertical with the team serving various geographies of Sun Life. The legal knowledge services vertical provided legal support to high value technology transactions across various Sun Life geographies in Asia, North America. Set up new legal and risk processes and Centres of Excellence for business processes in North America.
I have also played a pivotal role in shaping the legal strategy of the organisation – particularly in the face of rapid advancements in the technology industry. Actively worked on planning ahead for Labour Codes implementation, Data privacy laws etc, regulations applicable to IT/ITES industry.
Furthermore, I have actively contributed to the overall organisational strategy, steering it towards growth and transformation. Focused on leveraging technology for automating and digitising legal and corporate secretarial processes. Part of various organisational and functional initiatives aimed at transformation, innovation, and building a future-ready organisation, part of squads working on Innovation ideas, leading a Knowledge Management innovation initiative.
I have also provided end-to-end legal leadership for the India entity name change and rebranding—ensuring contractual alignment, governance continuity, and change readiness.
As an executive team member, I led and contributed to various cross functional and organisation level initiatives as a strategic thought partner and counsel for effective decision making, alongside various digitisation initiatives to re-engineering of processes through technology and automation to elevate the Legal and Secretarial domain.
I have also handled complexities of changing hybrid operating models and employee matters and influenced Sun Life’s global legal strategy through contributions to GenAI legal squad, global pro bono initiatives, and cross-jurisdictional policy development, while forstering a high-trust, growth-oriented team culture, anchored in psychological safety, learning agility, and visible career pathways.
My leadership has also focused on spearheading diversity, equity, inclusion and Belonging initiatives for the organisation. SLGS is the first Sun Life organisation to formally adopt Belonging as a key component of the DEI&B journey. I have worked on expanding the definition of diversity by working on the PWD and LGBTQIA+ journey of the organisation. I hired neuro-diverse candidates, launched three employee resource groups in India -Sunstree -women’s network and Women in Technology chapter and Lean- In under it, Working Families, PRIDE.
Under my role, I have strengthened DEI&B clubs in Philippines, launched various leadership programs, first time policy inclusions with gender-neutral daycare benefit, paternity leave extension, inclusion of adoption under paternity, expansion of Group Mediclaim policy to include same-gender partner and additional DEI&B benefits (e.g. Gender reassignment). SLGS was recognised by several industry bodies for diversity, culture and talent. Viz, Best Workplace for Women by GPTW and Avatar, Top Tech Talent in India and Top 15 GBS employers by Everest. 42% gender diversity, 86% Women employee retention, 35% Gender diversity at senior roles.
How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?
Managing legal responsibilities during periods of instability or crisis calls for a function that is closely connected to the business, forward looking, and able to bring clarity when things feel uncertain. For me, the foundation is proactive risk awareness, strong alignment with the business, and consistent preparation.
I work to keep the legal function deeply embedded with business teams, global corporate groups, and leadership forums across the organisation. This closeness gives us real time visibility into strategy, operations, and any pressure points that may be forming. It allows us to anticipate risks rather than wait for them to materialise. Being involved early in discussions and planning helps us influence outcomes, strengthen governance, and make sure legal thinking is part of how we navigate change from the very beginning.
A big part of staying ready is having a structured way of sensing what might be coming. We keep a close watch on changes in regulations, geopolitical developments, and industry trends in the regions where we operate. We also run scenario planning and tabletop exercises to test how we would respond if a disruption occurred. These sessions build clarity around roles, improve cross functional coordination, and create the kind of muscle memory that helps the organisation stay steady under pressure.
When instability does strike, I focus on clear communication, simple and practical prioritisation, and governance that can adapt quickly. My goal is to break down complex issues into straightforward guidance, ensure timely escalation, and support leaders in making decisions with confidence and speed. I also pay attention to the human side. Creating an environment where teams feel safe to voice concerns early helps everyone stay centered and focused.
In the end, resilience is not only about reacting well in a crisis. It is about building systems, relationships, and ways of thinking that allow the organisation to move through uncertainty with steadiness and integrity. When the legal function stays connected, prepared, and people focused, it becomes a source of stability and helps the organisation respond in a way that stays true to its purpose and values.
AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?
AI has started to influence the way our legal team works, and I see it as an important enabler in our broader effort to reimagine the Legal and Corporate Secretarial function. I have always believed that every few years, legal teams need to pause, relook at their ways of working, and redesign processes so they become simpler and more effective. In that spirit, we keep evaluating new technologies, including GenAI and other AI tools, to understand what is worth adopting and how to use it in a responsible and practical manner.
Our initial work was around basic digitisation and automation, but the real shift has been in the mindset of the team. People are more curious now, more willing to try new approaches, and more thoughtful about assessing tools that might improve quality, speed, or consistency. We do not see AI as something that will replace the core of legal work. Instead, we look at it as a way to strengthen our capabilities, create efficiencies, and free up time for the kind of judgment driven work that truly adds value.
Because we are closely connected with our global legal teams, we stay aligned with enterprise-wide priorities and developments. I also represent our GCC on the Global GenAI Legal Working Group, which gives us a clear view of evolving expectations, governance standards, and solutions being explored across markets.
AI has not transformed everything we do, but it has definitely changed how we think, how we evaluate possibilities, and how we prepare for what is coming next. We are taking a measured approach, exploring where it can genuinely help, and building confidence in how it can make our work sharper, more efficient, and more future ready.
What is a cause, business or otherwise, that you are passionate about? Why is this?
Diversity, Equity, Inclusion, and Belonging (DEI&B) is not just part of my role. It is something I care about at a very personal level. Leading the DEI and Belonging agenda in our organisation has allowed me to connect my professional purpose with what I genuinely believe in as a person. I want to help build a workplace where people feel seen, valued, respected, and able to grow without hesitation.
Over the years, I have seen how much of a difference a strong culture of inclusion can make. When people experience fairness and psychological safety, they show up with confidence, energy, and ideas. It changes how teams work together. It strengthens trust. It makes collaboration easier, and it pushes innovation forward. A sense of belonging does not just uplift individual employees, it strengthens the entire organisation.
My commitment to this work has never been limited to policies or programs. It is about shaping how we think and how we interact with each other. It is about encouraging conversations that open our minds, help us examine our own assumptions, and make inclusion a natural way of working rather than something we do only when reminded. I see this as a continuous journey. It involves learning, unlearning, and making sure that different voices find space and respect.
I also see a deep connection between my legal responsibilities and my passion for DEI and Belonging. Both come from the same principles that guide me as a leader. Fairness, dignity, justice, and integrity. For me, advocating for equity is not something separate from my work. It is at the heart of it. It shapes how we uphold our values, how we protect our people, and how we carry ourselves as a responsible organisation.
At the core of it, I believe that organisations thrive when people thrive. Being able to play a part in creating a culture where every person feels that they truly belong is one of the most meaningful parts of my work. It motivates me every day and keeps me grounded in why this work matters.
Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?
In the next five to ten years, I see the legal landscape changing in ways that will redefine how in-house teams’ work. One of the most noticeable shifts will be the way global boundaries matter less. Legal work will move more freely across regions, and teams will operate as unified global groups instead of country focused units. This will call for shared standards, real time collaboration, and lawyers who are comfortable thinking across multiple jurisdictions as part of their everyday rhythm.
Another clear trend is the evolving role of in-house counsels. We will be seen not only as legal advisers but as strategic enablers and connectors of risk across the organisation. Legal leaders will be expected to bring together insights from technology, data, operations, people, and geopolitics to help business make decisions that are thoughtful, responsible, and prepared for the future. This will place GCs even closer to business strategy, transformation, governance, and value creation.
I also expect culture, ethics, and conduct risk to become far more central to the legal mandate. Many organisational issues begin in behavior and culture, not in written rules. Because of this, legal teams will have a greater role in shaping ethical decision making, assessing cultural risks, guiding the responsible use of technology, and strengthening speak up and accountability systems. This naturally aligns with the GC’s role as a guardian of integrity and trust.
As technology and regulation continue to evolve, legal teams will need to stay agile, comfortable with data, and fluent in global issues. AI governance, digital ecosystems, and geopolitical shifts will demand quicker adaptation and a wider lens.
Taken together, these changes point to a future where legal teams are more global, more integrated, more strategic, and more anchored in culture and ethics than ever before.
General counsel and company secretary | Sun Life Global Solutions
General counsel and company secretary | Sun Life
General counsel and company secretary | Sun Life India Service Centre
Head – legal and secretarial | Sun Life India Service Centre
In May, 2017, Pooja Sehgal Mehtani joined Sun Life Financial, Asia Services Centre, bringing with her around 20 years of experience in corporate governance, commercial law, regulatory matters and in-house...
General counsel and company secretary
Sun Life India Service Centre
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