What begins as a search for intellectual challenge can evolve into a defining legal career. In this in depth conversation, Shukti Nag, Assistant General Manager Legal at Jupiter International Limited, reflects on discovering her passion for law in a jurisprudence classroom, honing her courtroom instincts through intensive litigation before the Calcutta High Court, and transitioning into high impact litigation to corporate counsel roles. From developing sharp courtroom craft to negotiating high value commercial contracts and supporting IPO readiness, she shares how the use of modern legal technology now define effective legal leadership in fast growing companies.
This interview has been published by Anshi Mudgal and The SuperLawyer Team
When you chose law as a career, what aspirations or ideals drew you to the profession in the first place?
Honestly, no grand ideals that drew me to law, I lacked a legal background. After beginning an Arts degree in Calcutta, I quickly realized I wasn’t feeling challenged. Then I started researching for professional courses. I actually chose law because I was looking for a challenge that my initial studies weren’t providing.
I knew I had found my place the first time during a jurisprudence class when the professor opened with, possession is nine-tenths of ownership. It blew my mind. Then on, I haven’t stopped loving and learning law. The fast-paced environment and the need to think on my feet provided the exact energy I felt was missing in my previous studies. That rush turned my curiosity into a career.
In your first few years handling cases across courts, what were the learning experiences that strengthened your decision to stay in the legal profession?
Right from the beginning I fell in love with the tempo of litigation. The drafting of petitions, brainstorming sessions with colleagues, seniors, pleading before courts, client dealings. My success in the courtroom was clear early on specifically in complex civil matters, where both colleagues and mentors noted that my court craft was always on point particularly while pleading before the Calcutta High Court and various judicial bodies.. This instinct for the courtroom proved that I was built for this profession.
What turning point led you from litigation into corporate legal roles, and how did your mindset evolve from courtroom advocacy to business strategy?
Can’t pinpoint the exact moment. Perhaps the client dealing journey for such a long time shifted my mindset to shift into an in house role. I was already dealing with corporates for a very long time
I evolved from the adversarial thrill of courtroom wins/losses and case strategizing with seniors, to a proactive corporate mindset centered on risk mitigation, compliance, and aligning legal advice with business goals. Like a recent example of this transition is my work in consumer dispute mediations when I was with Mani Group. By applying my litigation background to settlement negotiations, I had secured the company’s rights while significantly reducing litigation costs.
What has been the most challenging matter you have handled, and how did it expand your perspective as a legal professional?
No single case stands out, but a few changed how I see legal work. Early in my career, handling matrimonial disputes and divorce matters was a significant learning curve. It taught me that a win in court often isn’t the best outcome for the client. Mastering mediation in those high-emotion cases changed how I approach law. Today, whether I’m assisting in consumer dispute settlements or navigating real estate JVs or negotiating terms of a contract, I prioritize mediation and settlement. It’s about securing the company’s rights while preventing the high cost and time of a trial.
Another challenging matter involved parallel eviction and adverse possession suits pending in different courts. By securing a transfer order to consolidate them in Commercial Court, we bypassed years of delay. This taught me that the law’s perceived slowness can be overcome with smart strategy.
In your current role, how do you balance risk and compliance while negotiating high value contracts, and how do modern legal software and AI tools support this process?
In my current role, I negotiate high-value supply/ purchase contracts at Jupiter International. My approach is straightforward: understand what the business needs, identify where things could go wrong, and structure agreements that protect us without killing the deal.
I review liability terms, payment schedules, and performance guarantees carefully. Then I sit with internal teams to make sure the legal language actually works in practice.
AI has changed everything about how I work. Tools like Claude, Perplexity, Gemini help me review 100-page contracts in a fraction of the time. They catch regulatory issues I need to address and help me compare terms across different agreements. I’m now managing far more contracts than before, with better quality control.
Looking back on handling over 150 cases, what personal qualities helped you grow to leadership?
Most certainly the quality that helped me transition into leadership was adaptability and resilience.Handling so many cases taught me that staying calm under pressure matters more than anything else. Courts don’t run on predictable schedules, hearings get postponed, new evidence appears, opposing counsel throws curveballs. I learned to adapt quickly and communicate clearly which helped everyone around me stay focused too.
But adaptability alone doesn’t make you a leader. What changed things for me was starting to mentor junior colleagues. I’d explain how to draft court petitions, prepare for appearances, or handle difficult clients. Watching them grow made me realize leadership isn’t about being the best individual performer, it’s about making everyone around you better.
That experience of guiding others became the foundation for my corporate legal roles. Whether I’m coordinating with senior advocates like Mr. P. Chidambaram or managing external law firms or working with my internal teams on solar contracts, I draw on those same qualities: stay steady when things get chaotic, communicate clearly, and focus on solving problems rather than panicking about them. Leadership isn’t about having all the answers, it’s about keeping the team moving forward.
What is your long term vision for your career, and how do you stay updated on emerging legal and industry trends?
I see legal work as a bridge between compliance and sustainable company growth. While my current role centers on IPO readiness and high-stakes contract negotiations; in the long term, I want to lead the legal side of things for companies going through major milestones, like expanding internationally or going public.
Jupiter International is the ideal environment for this vision. The company is executing one of India’s most ambitious solar manufacturing expansions, two simultaneous mega-projects worth over ₹12,900 crore. We’re building a ₹2,000+ crore facility in Odisha and a ₹10,900 crore fully integrated manufacturing plant in Nagpur that will cover the entire solar value chain. This will expand our capacity from 1 GW to 9.4 GW.
My daily work involves negotiating high-value supply contracts, managing multi-state regulatory compliance, and ensuring our operations are IPO-ready.
This experience is teaching me how legal strategy directly drives business strategy. To stay ahead. To stay sharp, I treat my career like a portfolio-I stay updated by following industry experts online and constantly testing new tools that help me work smarter.
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