Legal careers often evolve through exploration, adaptability, and the ability to identify emerging areas of law. In this conversation, Vivek B, a Technology and Data Privacy Counsel based in Bengaluru with over 14 years of experience, shares his journey of building a niche in data privacy and cybersecurity after navigating several traditional legal fields. At the intersection of technology, global data governance, and legal strategy, his insights offer valuable lessons for young lawyers aspiring to build careers in data protection and technology law.
This interview has been published by Anshi Mudgal and The SuperLawyer Team
What first drew you to law, and how did you ultimately find your niche in data privacy and cybersecurity?
Law was the “background noise” of my life growing up in a legal household, but I refused to simply inherit a seat at the table. I walked away from the safety of a family-run practice to build my own trajectory from scratch; driven by a need to prove I could thrive in the “wild” on my own terms. My journey was a gauntlet of trial and error grinding through IP, Corporate and Commercial, M&A, Employment, and Real Estate before I finally found the “click.” I realized that while traditional fields deal with yesterday’s precedents, Tech and DP laws are where the future is being written. Navigating the high-stakes chaos of data protection laws and AI ethics is not just a career; it is a self-made niche at the intersection of human rights and innovative tech. I traded a predictable legacy for a digital storm, and I have never been happier.
Which early professional experiences most shaped your understanding of multi-jurisdictional data protection frameworks?
My understanding of the global data landscape was not built in a classroom; it was forged in the “trenches” of shifting global regimes. Having been in the game since the SPDI Rules of 2011, I have watched the Indian landscape evolve from a basic compliance checklist into the sophisticated powerhouse it is today.
The real “shaping” happened during the GDPR implementation era, a period of high stakes “legal gymnastics” where we had to bridge the gap between European rigidity and the fluid realities of emerging markets. Advising on multi-jurisdictional transactions taught me that data is not just a digital asset; it is a diplomatic one. Whether I was untangling cross-border IP transfers or navigating the collision of US discovery rules with EU privacy shields, these experiences turned me into a “translator” between conflicting legal languages. I did not just study the frameworks; I lived through their friction.
Was there a defining role or moment that redirected your career toward technology focused privacy governance?
The defining moment happened during a complex cross-border deal where the entire transaction hit a wall over a single data-sharing clause. While the rest of the team was focused on the financial valuation, I realized the real “make-or-break” risk was sitting in the company’s servers. At the time, I was still a generalist. That deal was a wake-up call: data was not just a technical footnote; it was becoming the most critical asset a business could own. It was a gamble to leave a predictable career for a niche that was still being defined, but watching the landscape evolve from the 2011 SPDI rules to today’s DPDPA has made that jump worth it.
How did you transition from studying privacy law to leading compliance under DPDPA, PDPA, and GDPR, and how can students start early in this field?
My transition from studying privacy law to leading compliance under GDPR, PDPA, and DPDPA was a deliberate pivot from the “safe zone” into the uncharted digital frontier. By building my own path from scratch, I moved from analyzing the 2011 SPDI rules to architecting complex frameworks for multi-jurisdictional deals. This journey taught me that tech law requires a curious mindset and a willingness to embrace continuous change.
For those starting out, the best way to kickstart is to build a strong foundation in core legal principles as the first and foremost step. Seek practical exposure, network extensively, and cultivate the commercial acumen needed to become a valued business partner rather than just a compliance checker. Above all, stay resilient and open to innovation; in this field, the rules are being written in real-time. As rightly put by someone, progress is impossible without change.
What has been your most high pressure breach response experience, and how did you navigate it?
The notification hit my screen at 11:00 PM on a Friday, a mid-sized SaaS company had discovered a vulnerability that potentially exposed the API keys of several enterprise clients. In the SaaS world, where trust is the only real currency, this was not just a technical bug; it was a threat to the company’s entire global operation. I was immediately in the line of fire. I was the one they called to bridge the gap between their engineering “war room” and the regulators.
I spent the next 48 hours untangling a web of multi-jurisdictional data flows, ensuring we met strict reporting timelines while managing the panic of their B2B partners. It was a high-stakes lesson in why “Progress is impossible without change”; we contained the incident and fortified their governance, turning a potential disaster into a masterclass in transparency and resilience.
How did working across different leading organizations refine your strategic and global approach to data governance?
Working across various work environments taught me that a lawyer’s true value is not in highlighting roadblocks, but in engineering a way around them. Early on, I realized that the “traditional” approach where legal acts as a rigid “no-go” zone is fundamentally broken in the high-speed tech world. To be an independent thinker in this space, I had to stop being a “problem giver” and start being a business partner.
This independent, adaptable mindset allows me to treat legal frameworks as dynamic tools rather than rigid constraints. Instead of blocking innovation, I focus on engineering privacy-by-design that scales with the business’s growth. I have learned that the most effective data governance does not slow the machine down, rather, it ensures it can run faster, safely.
How do you manage the complexity of cross border data transfers and multi-jurisdictional compliance while negotiating DPAs and technology contracts?
When negotiating Data Processing Agreements (DPAs) and technology contracts among others, I act as a business enabler rather than a problem giver. I focus on independent, commercially aware thinking i.e., translating dense legal requirements into operational workflows that engineers and product leads can actually execute. By understanding the underlying architecture and data flows, I can negotiate terms that protect the client/ business without stifling innovation.
In what ways can strong privacy governance create strategic business value beyond regulatory compliance?
Strong privacy governance is a powerful market differentiator, transforming legal compliance into a “Trust Dividend” that accelerates the sales cycle. Disciplined data governance results in operational and strategic efficiency. It forces “data hygiene,” eliminating redundant storage costs and ensuring the business is always “investor-ready” for M&A or funding rounds. When Privacy by Design is baked into the product lifecycle, it prevents costly late-stage re-builds and allows engineers to innovate with clear guardrails. Ultimately, good governance ensures that data is not just a liability to be managed, but a clean, high-velocity asset that drives the business forward.
Looking ahead, how do you see your role evolving in the technology and data protection ecosystem?
Looking ahead, I do not see my role as just a lawyer; I see it as the bridge between the old guard of legal practice and the absolute frontier of technology, already looking at the next layer where AI accountability, sovereign data, and algorithmic ethics collide. I built my practice from the ground up to handle the “war room” moments that may petrify a traditional practitioner.
What advice would you give to aspiring lawyers seeking a career in data privacy and governance?
Data privacy and governance require a curious mindset and willingness to embrace continuous change. Building strong foundations in core legal principles, then layer those with tech, data privacy, and commercial knowledge is suggested. Above all, be resilient and open to innovation. The best suggestion/ two cents I can give is to stop thinking like a “legal roadblock” and start thinking like a product owner. In the tech world, nobody wants a lawyer who just gives them a list of reasons why they cannot launch; they want a partner who can engineer a path to “yes” without compromising security.
