Team size: Eight

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

One of the most significant transactions my team and I led was a strategic acquisition in which we were targeting full control of a company. We had completed months of legal, financial, and compliance diligence, aligned commercial terms, and were scheduled to sign the definitive agreements the next morning. Late in the night before signing, we were informed that the minority shareholders despite prior indications were refusing to sell their stake.

Given the strategic importance of the acquisition, the leadership team and I evaluated the situation calmly and factually. Rather than derail the transaction at the eleventh hour, we recommended proceeding with the majority acquisition and addressing the minority position post-closing, a decision that required careful legal analysis, risk assessment, and board-level alignment.

After closure, my legal and compliance teams worked closely to navigate what became a complex and sensitive set of negotiations with the minority shareholders which were a mix of residents and non-residents. We approached it with a structured plan; clear communication, regulatory compliance, strong documentation, and an emphasis on building trust while protecting the company’s strategic objectives. Over time, we were able to resolve all outstanding concerns, secure their cooperation, and ultimately acquire 100% ownership of the company.

This transaction tested our ability to manage high-stakes uncertainty, maintain composure in moments of pressure, and deliver results that balance commercial ambition with strong governance discipline.

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

In periods of crisis or instability, whether regulatory, operational, or reputational, my first principle is to maintain calm and bring clarity into the situation. A crisis often amplifies uncertainty, so I always try to anchor the organisation on facts, timelines, and verifiable information rather than assumptions or noise. This disciplined approach helps isolate the real legal risks and prevents reactive or emotion-driven decision-making.

For a listed company, transparency and governance rigour become even more critical. I ensure early and continuous engagement with the leadership team, presenting a clear assessment of risks, potential scenarios, and recommended actions. My focus is on enabling informed decisions while ensuring we meet all statutory and disclosure obligations in a timely and compliant manner.

I coordinate cross-functional alignment between legal, compliance, finance, operations, and marketing to ensure the organisation speaks with one voice and executes with discipline. Ultimately, bringing steadiness, safeguard governance, and help the organisation navigate through fact-based guidance and transparent leadership, ensuring long-term resilience rather than short-term fixes.

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

DEI. I don’t consider DEI as just an HR initiative; it’s a foundational principle that shapes how people feel, contribute, and grow within an organisation. As a leader, I believe strongly in creating environments where individuals are respected for who they are and are enabled to thrive without bias or barriers. This passion also reflects in my work as General Counsel. I have been actively involved in partnering with HR and the leadership team to strengthen our DEI policies, build safer spaces, and ensure fairness in decision-making, governance, and processes across the company. Whether it is advocating for gender-neutral frameworks, supporting inclusive hiring, improving grievance mechanisms, or promoting representation, I see DEI as a crucial driver of culture, innovation, and long-term organisational health. Delhivery runs at least five all women run/managed hubs.

What motivates me is the belief that equality isn’t achieved through statements; it requires systems, accountability, and leadership behaviour that consistently reinforces the message. Being able to contribute to this work has not only been meaningful but has also shaped the way I think about leadership and impact.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?  

Our approach to allocating work between in-house and external law firms is guided by both strategic considerations and operational efficiency. As a listed company, we balance cost discipline with the need for deep expertise and risk assurance. We engage external counsels for: highly specialised (e.g., complex M&A, regulatory investigations, cross-border issues); litigation requires senior advocacy or jurisdiction-specific expertise; the risk exposure is significant, requiring independent assessment; we need bandwidth support for time-sensitive deliverables. Using external counsel is a strategic decision not simply a capacity decision.