This interview has been published by Anshi Mudgal and The SuperLawyer Team
With over a decade of experience in corporate legal affairs, what initially drew you to the legal profession? Was it a planned pursuit, or did your interest in law evolve over time?
To be candid, I never planned for my career to shape the way it eventually did. I’ve always believed in the power of timing and going with the flow, and in many ways, the legal profession found me rather than the other way around. Initially, law was more of a functional career choice. However, my interest in the profession evolved significantly during the early years of my corporate tenure.
One of the key turning points was the mentorship I received. I was fortunate to work under a senior who not only trusted me but gave me a free hand to deal with matters independently—whether it was navigating compliance, handling regulatory inquiries, or representing the company before statutory bodies. This autonomy instilled a sense of responsibility and curiosity in me.
I found myself increasingly drawn to the strategic aspect of legal work—how sound legal advice can influence business decisions, mitigate risks, and protect long-term interests. Over time, I began to view the legal function not merely as support but as a value driver within the organization. That shift in perspective was what truly cemented my commitment to the legal profession.
Looking back, what started as a role gradually transformed into a passion. Today, whether it’s regulatory strategy, dispute resolution, or guiding startups through complex compliance landscapes, I find immense satisfaction in the challenges and the continuous learning the field offers.
You’re currently building a specialized platform for startups in the food sector. What are some of the most frequent compliance challenges these businesses face, and how does the platform help them navigate these hurdles in a practical way?
Yes, this has been an idea in the making for quite some time. Having closely observed the food and beverage (F&B) sector, particularly by attending various industry exhibitions and trade fairs, I realized there’s a significant gap in legal awareness and compliance readiness among startups in this space. The food industry in India is evolving rapidly. In fact, according to Invest India, the Indian F&B sector is expected to reach USD 535 billion by 2025, driven by changing consumer preferences, innovation, and a rising number of food startups entering the market each year.
The most frequent compliance challenges startups face are quite fundamental yet critical:
- Understanding Regulatory Applicability – Startups often struggle to determine which specific licenses or approvals apply to their product. For example, a plant-based dairy alternative cannot simply replicate the compliance of traditional dairy—its classification and labeling requirements are entirely different.
- Knowing Whom to Approach – Navigating through authorities like FSSAI, Legal Metrology, State FDAs, and Pollution Control Boards is overwhelming. Startups don’t know where to begin, especially when their business model spans multiple states or channels (offline, D2C, exports).
- Copying Industry Leaders Blindly – Many new entrants simply mimic compliance templates of large FMCG companies, not realizing that their own product category or manufacturing model requires a tailored approach.
This is exactly where our upcoming platform aims to make a difference. It’s being developed as a one-stop ecosystem that not only offers end-to-end compliance support—from FSSAI licensing, label reviews, and legal metrology filings to EPR and state-wise registrations—but also provides legal representation when issues escalate into litigation or adjudication.
The idea is to simplify legal compliance through practical tools, updated regulatory content, and access to on-demand legal professionals who specialize in this domain. The platform is currently in development, and while I can’t share all the details just yet, I can say that it’s being built to bridge a very real and very critical gap in the F&B startup ecosystem.
In the early stages of your career, were there any specific experiences or turning points that deepened your understanding of food laws and regulatory compliance, ultimately guiding you to specialize in this domain?
Yes, there were many such moments. In fact, I often say that having someone place their trust in you early on can completely shape your professional path. I was fortunate to work under mentors who gave me the autonomy to explore, question, and resolve matters independently. That freedom helped me develop a deep, ground-level understanding of how regulations intersect with real business challenges.
One of the turning points was dealing with a product recall that originated from a minor labeling non-compliance. It seemed procedural at first, but the impact was operational, reputational, and financial. That experience taught me that in food law, every word and symbol on a label carries legal weight—and the smallest error can have disproportionate consequences. It was in those moments that my interest in regulatory compliance truly deepened.
Even during my corporate tenure, I made it a point to work across functions—marketing, manufacturing, supply chain—not just to advise them legally, but to understand how decisions were being made on the ground. I always tell the juniors and interns who work with me: don’t wait for permission to get curious. Even if you’re a legal person and your idea in a marketing meeting feels like the dimmest one—speak up. You’ll be surprised how often the “outsider’s perspective” helps, and how much it sharpens your understanding of your own role.
And then, after I transitioned from the corporate setup into independent practice, my learning curve accelerated even more. When you’re working closely with startups and entrepreneurs, especially in the food sector, you begin to see firsthand the complexities and creativity that go into new product development. The challenges are dynamic—whether it’s decoding novel ingredients, managing multi-state compliances, or responding to evolving FSSAI regulations.
Just take a step back and look at the food landscape today. Think about it—five years ago, how many pre-packed food products did we really see in our daily lives? Comparatively few. Today, nearly everything we consume—snacks, beverages, condiments, ready-to-cook meals—is pre-packaged. It’s no longer occasional; it’s integral to our routine. The scope of this sector in the next five to ten years is massive, not just in terms of business growth but also from a regulatory standpoint. It’s an exciting space to be in, and being part of this transformation—while ensuring that safety and compliance go hand-in-hand with innovation—continues to drive my work every day.
Your work spans labour laws, dispute resolution, and policy development. Could you share an experience where you handled a complex labour law issue? How do you stay agile and adapt to the evolving legal landscape in this domain?
Absolutely. One of the most complex and insightful matters I’ve dealt with involved assessing the legal validity of a widespread retainership model adopted by a leading cosmetics brand that operated across various retail formats—including exclusive brand outlets, modern trade counters, and general trade counters.
The company had deployed over 2,000 personnel—primarily as “Beauty Consultants”—engaged on fixed-term retainership contracts. On paper, these individuals were termed as ‘Consultants’ with monthly invoices raised for services rendered. However, upon closer scrutiny, it became evident that the structure did not hold up to the legal tests used to determine the existence of an employer-employee relationship.
We undertook a detailed legal review, mapping the operational realities against judicial benchmarks laid down by the Hon’ble Supreme Court in Balwant Rai Saluja v. Air India Ltd.—specifically focusing on elements like who appoints, who supervises, who pays, who disciplines, and whether continuity of service exists. Our findings revealed that despite the nomenclature of “retainer” or “consultant,” these individuals were under direct control, supervision, and functional command of the management. They were hired, transferred, granted leave, and even disciplined by company supervisors. In other words, the arrangement was more of an employment model disguised as consultancy.
The risk exposure was significant—both under the Contract Labour (Regulation & Abolition) Act, and under core labour laws like the Payment of Gratuity Act, ESI Act, and Maternity Benefit Act. Moreover, since there was no contractor involved, the management couldn’t take shelter under the principal-employer framework either. We advised a comprehensive review and reclassification of roles, alongside a phased transition towards compliant staffing structures, to mitigate future litigation and regulatory risk.
This matter underscored the importance of not just legal drafting, but understanding how the structure plays out on the ground. Labour laws in India are heavily precedent-based and interpretive—courts tend to prioritize substance over form. So, staying agile means continuously aligning HR practices with legal reality, adapting to new judgments, and anticipating regulatory scrutiny—not reacting to it.
Matters like this also highlight why I’ve always believed in being proactive rather than reactive. Labour compliance isn’t about ticking boxes—it’s about ensuring that your internal structures can stand up to judicial and regulatory scrutiny when tested. That’s the mindset I bring to every assignment in this domain.
You’ve overseen compliance across diverse marketing channels, including traditional advertising and influencer-led campaigns. What are some of the major legal challenges in this space, and how do you help brands align creative strategies with regulations such as ASCI guidelines and emerging digital marketing norms?
This is an area where legal, regulatory, and creative disciplines intersect in very real and often challenging ways. Over the past few years, marketing strategies have evolved rapidly—from traditional print and television ads to influencer-driven digital content and real-time engagement campaigns. And while the mediums have changed, the legal obligations have only become more layered.
One of the core challenges is balancing creative freedom with regulatory compliance. Whether it’s the Food Safety and Standards Act (FSSA), the Drugs and Cosmetics Rules, or ASCI’s Code for Self-Regulation in Advertising—every product category, particularly in the FMCG and food space, comes with defined boundaries for advertising claims, disclosures, and substantiation.
For instance, brands often want to use superlatives like “best,” “purest,” or “clinically proven,” but may lack the documentary evidence or test reports to substantiate such claims. In such cases, I advise internal marketing and product teams right from the conceptualization stage—ensuring that claims are backed by appropriate documentation, lab tests, or consumer studies, and that disclaimers are clear, visible, and compliant with ASCI standards.
With influencer marketing, the challenges are different—but equally significant. The ASCI Guidelines for Influencer Advertising in Digital Media, coupled with recent enforcement advisories from the Department of Consumer Affairs, have made it mandatory for influencers to clearly disclose paid partnerships, sponsored content, or brand affiliations through unambiguous tags like #Ad or #Sponsored. Many influencers—and even brand teams—are unaware that simply gifting a product or offering a barter collaboration also qualifies as a material connection requiring disclosure.
In my experience, one of the key gaps is the lack of structured compliance protocols for influencer campaigns. To address this, I’ve helped several brands develop standard influencer contracts, compliance checklists, and pre-approval workflows. These documents cover not just disclosure requirements, but also ensure that influencers do not make unauthorized or misleading claims—especially in regulated sectors like health supplements, beauty, and food products. For example, using a phrase like “immunity booster” or “approved by FSSAI” without factual basis or regulatory clearance could expose the brand to penal action.
Another area that requires careful navigation is comparative advertising—where brands position themselves as superior to competitors. While permitted in principle, comparative ads must be truthful, fair, and not disparaging. This line can be thin, and I’ve often had to work closely with creative agencies to ensure that the tone, visuals, and language don’t cross into unlawful denigration, which could trigger litigation under trademark law or consumer protection statutes.
Moreover, platform-specific policies—like ad restrictions on Meta, Google, and YouTube—add another layer of compliance. Certain product categories, such as tobacco, alcohol, or even baby food, face restrictions not just under Indian laws but also under global content moderation guidelines. It becomes essential to harmonize regulatory approvals with platform rules and ensure that every campaign is vetted through both lenses.
To manage all of this in real time, I advocate a cross-functional compliance model—where marketing, legal, product, and digital teams work in collaboration. I also conduct periodic training and workshops to keep teams updated on evolving norms, such as influencer disclosures, the Digital Personal Data Protection Act, and amendments under the Consumer Protection (E-Commerce) Rules.
In conclusion, marketing compliance isn’t just about saying “no” to risky ideas—it’s about helping brands communicate creatively within a legally sustainable framework. My role has always been to enable campaigns, not obstruct them—by anticipating risk, offering alternatives, and ensuring that creativity and compliance coexist seamlessly.
In managing compliance under the Cigarettes and Other Tobacco Products Act (COTPA), what were the biggest challenges, and how did you ensure consistent compliance and legal challenges?
Oh my God—what a question to ask!
When it comes to managing compliance under the Cigarettes and Other Tobacco Products Act (COTPA), you’re stepping into one of the most tightly regulated spaces in Indian law. This isn’t just about compliance—it’s about navigating a minefield of statutory restrictions that govern everything from advertising and packaging to distribution and point-of-sale visibility.
The biggest challenge? Communication. Since both direct and surrogate advertising are prohibited, the question becomes: How do you inform a consumer about something new—without actually telling them? You’re managing a brand that legally can’t raise its voice.
And here’s the beauty of it: when an entire company is working on launching a product, figuring out how to communicate it to the world becomes a massive, complex challenge. This is where great marketing minds meet great legal minds, united by two shared missions: to communicate, and to protect. It’s chess, not checkers.
I won’t reveal the specific tools or tactics—that’s confidential—but working in such a constrained environment forces innovation like few other sectors. Legal and commercial teams must operate not just with creativity, but with precision. You need real-time awareness of law, razor-sharp risk judgment, and a deep understanding of regulatory nuances.
And remember, compliance here isn’t a one-time checkbox—it’s a full-time business philosophy. From pictorial warnings that occupy 85% of the pack, to ensuring the retail shelf doesn’t accidentally violate visibility norms, every pixel and placement matters. One slip, and you’re looking at fines, seizures, or even criminal prosecution.
Ultimately, the art lies in keeping the business alive and thriving—without crossing the legal line. That’s the real thrill of COTPA compliance. You’re not just managing law—you’re helping the business whisper where others shout.
After a successful corporate career, what motivated you to establish your own independent practice? What were some of the initial challenges you faced during the transition, and how did your in-house experience shape the way you now deliver client-focused legal solutions?
To be very honest, when you work in a corporate environment for years and start doing the same set of tasks repeatedly, you eventually hit a point where you feel like you’ve plateaued. The ideas don’t flow like they used to, the work starts to feel cyclical, and somewhere along the way, you stop growing. That’s when I knew — I needed to shake things up.
I’ve always believed in the power of timing. I didn’t leave my in-house role because I was unprepared — in fact, I had long dreamt of building something of my own. But as life would have it, it was a mix of circumstance, instinct, and courage that eventually pushed me over the edge. And I’ve never looked back. I firmly believe that situations never remain constant, and if you don’t evolve with them, you’re choosing stagnation. I chose the challenge.
Starting an independent practice isn’t easy — far from it. The first and biggest question is: Where do you begin? You no longer have structured teams, support systems, or a fixed agenda. In fact, there were days — and weeks — where I didn’t have a full calendar. But I kept showing up. I’d read, draft, network, and build systems because this was a path I chose, and failure wasn’t an option. Especially when others start relying on you — clients, juniors, peers — it becomes more than just your own dream.
Luckily, I had unknowingly been preparing for this for years. During my in-house career, I was fortunate to work with mentors who encouraged us to take ownership of everything end-to-end — be it compliance audits, litigation strategy, contract vetting, or regulatory filings. There was no outsourcing mindset; everything was handled in-house. That exposure helped me develop a problem-solving mindset — not just legally, but strategically.
Of course, transitioning to the client side required a different skill: visibility. You can be the best lawyer, but if people don’t know you exist, it doesn’t matter. So I had to put myself out there — make calls, write emails, meet people, follow up, and tell my story. My interpersonal skills and relationship-building approach really helped in that phase. I didn’t chase big-ticket clients; instead, I focused on building long-term retainers — even if modest at first — because they provide continuity, predictability, and a chance to grow with the client.
In fact, cracking a few retainers with early-stage startups was a turning point. Working with startups taught me how to simplify complex legal frameworks into actionable advice, and how to be more accessible, responsive, and solution-oriented. These experiences reinforced a client-first mindset — something I deeply value in my current practice.
Today, I run a growing independent practice, and I can say with confidence that my corporate background gave me a solid foundation — but the real learning came when I stepped into the unknown. It taught me resilience, humility, and the sheer joy of building something of your own, one client and one challenge at a time.
Looking ahead, how do you envision the growth of your practice and your role within it? Additionally, what advice would you offer to students aspiring to build a career in your area of specialization?
To be honest — and I’ve said this before too — I’ve never been someone who envisions too far ahead. I firmly believe in time. As the Bhagavad Gita says, “Kaalasya chalanam anivarya hai” — time never stops, and you never really know what tomorrow holds. I just keep my head steady and walk the path in front of me. One step at a time.
I didn’t start with a 5-year plan or a vision board. Life pushed, and I moved — that’s always been my way. You adapt, stay honest with your effort, and trust that the path you’ve chosen will unfold as it should.
Over the years, I’ve had the chance to work with some incredible interns — all unique in their own way. Some were quiet, in their shell. Others were confident and unfiltered. But all of them, truly, were just awesome to work with. And honestly, I’ve learned a lot more from them than they probably learned from me.
One thing I always tell my interns: you have to teach me five things before you leave. It can be anything — a new productivity tool, a Gen Z slang like “no cap”, “it’s giving”, or “let’s soft launch this idea”, or even something random like a new music genre or their favorite YouTube rabbit hole. One of my interns was so passionate about reviewing movies, he actually created a rating matrix — acting: 8/10, story: 6.5, background score: 9, cinematography: 7.2 — I mean, it was serious business for him! And I loved it. That kind of passion — whatever the field — is what matters.
So if I have any advice for students, it’s this: please don’t follow a path just because it looks safe or conventional. Follow your curiosity. You don’t have to know everything today. And even if you choose law — you don’t need to pick a specialization on Day 1. Initially, you’ll do a bit of everything — contracts, compliance, litigation, drafting, maybe even filing! Let it all come. It’ll take shape with time.
Whatever you do, just stay open. Learn from everyone — juniors, seniors, clients, even strangers. And don’t be afraid of uncertainty. Sometimes not knowing what comes next is the best part of the journey.
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