From a foundation in commerce to establishing an independent law practice, this interview traces the professional journey of Pallavi J. Jagtap, Founder of Eboney Law and a dual-qualified lawyer. Her work spans real estate and redevelopment, hospitality law, and corporate and commercial advisory, while the conversation reflects on her formative years in practice, defining courtroom experiences, transitions from law firms to senior in-house roles, and the vision behind Eboney Law, alongside insights into hospitality sector regulation, global legal perspectives, and guidance for young lawyers building credible and independent careers.
This interview has been published by Anshi Mudgal and The SuperLawyer Team
Coming from a commerce background, what led you to transition into law, and how did your formative years as a young lawyer shape your professional foundation?
Along with my 12th grade in R.A. Podar College of Commerce & Economics, I was also pursuing my Chartered Accountant, thus my initial exposure was to how businesses function, accounts, taxation, audits, contracts, and financial decision-making. Post my graduation I had not cleared my C.A. course and therefore I decided to start learning Law from Government Law College. With both studies running parallel, I realised that while commerce explains what businesses do, law determines how far they can go and what protects them when things go wrong. Most commercial disputes, regulatory issues, and business risks ultimately land in the legal domain. That realization made the transition to law a practical decision rather than an emotional one.
During my formative years as a young lawyer, I also started working with a tax law practitioner and the focus was less on theory and more on understanding how law operates on the ground. Drafting pleadings, observing court proceedings, interacting with clients, and working under seniors taught me that legal practice is as much about strategy, timing, and judgment as it is about statutes and precedents. Those early years instilled discipline, attention to detail, and respect for procedure—qualities that cannot be learned from textbooks.
Handling routine matters, making mistakes, and learning from them built my professional foundation. It taught me the importance of preparation, client management, and ethical responsibility. That phase shaped my approach to law as a problem-solving profession, where commercial understanding and legal reasoning must work together to deliver practical solutions.
Was there an early defining moment that fundamentally strengthened your approach to legal practice?
Yes, when I was working with a tax practitioner one day she to my surprise when we came to the tax tribunal threw a file on me and said you have to appear in this, I have seen your findings and you are right. My dad, a chartered accountant, was present there for his other matter as well. I was very nervous the 1st time I will be standing before the bench. Honestly, I was trembling but the Bench was so patient and asked me to settle down and they heard me patiently and to my surprise the order came in favour of my client. That moment when the bench allowed my appeal and when I looked at my senior’s smile and when leaving the room I saw my dad on the right side corner of the court room all smiling and happy (he got sweets that night to celebrate my first win) and that day I took the decision this is what I want to do and yes my father completely supported my decision.
Having worked across leading law firms and later in senior in house roles, what key shifts did you observe, and what prompted your move to the corporate side?
I always wanted to work as a practising lawyer and I always saw myself as having my own firm. But then in the whirlpool of law firms and getting best of the opportunities back to back I forgot about my dream. In the initial years itself I had decided I would specialise in Real Estate sector. So working with an individual lawyer transitioning to a Tier 1 Law Firm and then to a boutique firm which only focused on real estate, the journey of 19 years just flew. Then 1 playful and fun evening with a close friend of mine I said “Mujhe khud ka Law Firm chaloo karna hain”. She was like “kar whats stopping you”. It came automatically Firm side dekh liya but I have not seen how corporates work. So yes then got a super opening with Phoenix which taught me a lot about business decisions which need to be hand in hand with legal and Chalet was where I learned my last leg in real estate “Hospitality”.
The move from law firm to the corporate side was prompted by the desire to engage more closely with business strategy and long-term risk management. Working in-house allowed me to understand the commercial objectives behind decisions and to contribute proactively rather than reactively. Over time, this transition strengthened my ability to deliver advice that is not only legally sound but also operationally and commercially effective.
And after almost 5 years in corporate decided ‘ab khud ki firm kholte hain’ and yes with God’s blessings, Universe at my side, support of my few seniors, my dad and mom, my son and my 2 BFF’s, Eboney Law was launched on October 1, 2025.
What pivotal moment led you to establish Eboney Law, and what long term vision did you set out to build?
As mentioned, my decision of establishing Eboney Law was not overnight. It was in my heart and mind always. I always wanted to be by myself. So my decision was over a period of time and having worked in law firms and in senior in-house roles, I identified a consistent gap between high-quality legal advice and its practical execution for clients. Many clients required not just technical expertise, but sustained legal support that understood their business, industry, and long-term objectives.
The pivotal moment came when I was speaking to law firms and their expectations to make a 3X – 5X of my CTC (which is absolutely fair and I respect it) but I realised that again I will be working for someone so that’s the time I decided lets have an independent practice. As I would be my boss and will therefore have greater control over the quality, responsiveness, and strategic direction of legal services. Also I am a person who prioritises relationships and so that also allows me to move away from a purely matter-based approach and towards a relationship-driven model, where legal advice is integrated with the client’s commercial realities and the rapport or comfort they have with me.
How did qualifying as a Solicitor of England and Wales influence your perspective on law and global legal practice?
When I gave my exams to Qualify as a Solicitor of England and Wales, the approach of the study and way to write the exam i.e. open book exam was a totally different experience or rather a first time experience. This qualification emphasised on practicality and also on how the English legal system / law firms function.
Overall, the qualification broadened my perspective by aligning local legal practice with global standards.
Which transaction or matter proved to be the most challenging in your career, and what made it particularly significant?
Every transaction has its nuances and its own challenges so I cannot say only one matter was challenging but yes some factor in every matter has led to many new learnings. Certain mistakes / errors that were improvised with passing time and guidance of my Mentors.
But, one matter I will always remember, where my client’s closed factory was being sold to one of the leading real estate house. We as owners were responsible for title clearance and yes the entire process of collating various no objections / surrender of licenses and clearances from Government and Quasi Government authorities was a learning experience and when all was time bound or the deal can get called off that kind of living on the edge actually got be more fond of my profession. After all was completed when you get appreciated by your client, your seniors and yourself as well, is why it still reminds me of long working hours, no weekends and yes reading and arranging files and files of paper. That matter has also left so much of an early impression of being meticulous, adhering to time lines, keep your papers arranged well and also my approach to complex, high-value transactions today—with caution, clarity, and a long-term perspective.
What major emerging legal and regulatory challenges are currently reshaping the hospitality sector, and how are stakeholders responding to them?
The hospitality sector is currently facing a number of emerging legal and regulatory challenges that are reshaping how operators, investors, and legal advisers approach risk, compliance, and business strategy.
- Data protection and digital compliance – With the increased use of online platforms for bookings, property management systems, loyalty programs, and payments, data privacy has moved from a peripheral concern to a core regulatory requirement. New regimes such as India’s Digital Personal Data Protection Act are being implemented, requiring robust consent frameworks, breach reporting protocols, and internal governance systems to protect guest information. Operators are now having to treat data governance as an operational priority, not just a back-office function.
- Complex and overlapping compliance obligations – Hospitality businesses operate under a multiplicity of laws—licensing and permits, labour regulations, food safety standards, environmental and fire-safety rules, and local municipal requirements. This complexity increases compliance costs, slows project timelines, and heightens legal risk, particularly for smaller enterprises that may lack specialised in-house legal capacity. Support from industry bodies and targeted legal training programmes has emerged as a practical response to strengthen compliance awareness.
- Environmental and sustainability mandates – There is a growing regulatory focus on environmental norms, including energy efficiency, waste management, water conservation, and ESG (Environmental, Social & Governance) disclosure requirements. These are increasingly factored into investment decisions and operational planning, but they also impose compliance burdens on properties, especially older assets or smaller operators without dedicated sustainability teams.
- Licensing and regulatory approvals – Obtaining and maintaining multiple licences, ranging from health and safety, to liquor, copyrights, trademarks registration and municipal authorisations, remains a significant challenge. This is compounded by inconsistent enforcement and the lack of streamlined regulatory mechanisms in many jurisdictions, making legal strategy essential from the earliest stage of project planning.
- Consumer protection and operational liability – Laws governing consumer rights, cancellation policies, refund obligations, and safety standards have heightened scrutiny of how hospitality businesses structure their contracts and handles disputes. Operators must now incorporate comprehensive legal terms in customer-facing documentation and internal policies to mitigate liability.
How stakeholders are responding –
Positively fore sure and therefore:
• Strengthening legal capacity and compliance frameworks – Industry associations are partnering with legal and regulatory institutions to provide specialised training and resources, which helps businesses interpret and comply with evolving legal norms.
• Investing in compliance systems and technology – Hospitality operators are adopting compliance-tracking platforms, data governance tools, and automated reporting mechanisms to manage complex obligations efficiently and reduce risk.
• Proactive engagement with regulators and policy-makers – Businesses and trade bodies are increasingly seeking clarifications, relief measures, and harmonisation of standards through representation and, when necessary, litigation or petitions to protect sector interests.
• Embedding legal strategy into commercial planning – Legal risk assessment is now part of project structuring, transactional diligence, and operational decision-making, rather than an afterthought.
In sum, the hospitality sector’s regulatory landscape is evolving rapidly, driven by digital transformation, sustainability imperatives, and heightened compliance expectations. Stakeholders are responding through capacity building, technology adoption, and deeper integration of legal strategy into business operations—shifting from reactive compliance to proactive legal risk management.
What core values have remained constant throughout your journey across law firms, corporates and entrepreneurship?
Throughout my journey across law firms, corporates, and now as the founder of my own practice, certain core values have consistently guided my professional approach.
First, integrity and ethical responsibility have remained non-negotiable. Whether negotiating complex real estate transactions, advising hospitality operators, or structuring corporate deals, maintaining transparency and adhering to legal and ethical standards has been the foundation of trust with clients, counterparties, and regulators.
Second, diligence and attention to detail have been constant. In sectors like real estate and hospitality, even minor oversights—whether in title verification, title deeds / documents, or regulatory compliance—can have material consequences. Early in my career, I learned that thorough preparation and meticulous execution are what differentiate competent legal advice from effective, risk-mitigated solutions.
Third, client-centric practicality has guided my approach. Across all professional contexts, I have focused on solutions that are commercially viable, legally sound, and operationally implementable. This principle drives how I evaluate risk, structure contracts, and advise on strategic decisions.
Finally, continuous learning and adaptability have been essential. The legal and regulatory landscape evolves rapidly, particularly in real estate, hospitality, and corporate sectors. Remaining curious, updating knowledge, and integrating emerging practices have ensured that my advice stays relevant and actionable.
These values: integrity, diligence, client-focused practicality, and continuous learning—have not only shaped my professional values but continue to define how I lead and shape my firm, mentor young lawyers, and engage with clients on complex, high-stakes matters.
How do you envision the future evolution of your practice, and what broader vision do you hold for its growth?
I envision the future evolution of my practice as one that continues to combine specialised legal expertise with strategic commercial insight. In sectors like real estate, redevelopment, hospitality, and corporate transactions, legal challenges are increasingly complex, asset-driven, and multi-jurisdictional. My goal is to position the firm as a trusted advisor that anticipates risk, structures transactions effectively, and supports clients’ long-term business objectives rather than simply addressing immediate legal issues.
Practically, this means expanding our capabilities in areas such as large-scale redevelopment projects, hospitality management agreements, cross-border investments, and ESG-compliant real estate developments. It also involves integrating technology, compliance frameworks, and project management into legal services so that advice is actionable, timely, and aligned with operational realities.
On a broader level, my vision for growth is to build a firm that is recognised not only for its legal acumen but also for its role in shaping commercially sustainable outcomes. I see Eboney Law evolving into a platform where clients, whether developers, investors, or corporate operators, can rely on the Firm for comprehensive legal guidance that spans transaction structuring, regulatory compliance, and risk mitigation.
Ultimately, the objective is to create a practice that adds measurable value to clients’ businesses, cultivates sectoral thought leadership, and mentors the next generation of lawyers to approach law not only as a profession but as a strategic tool for commercial success.
What advice would you offer young lawyers, particularly women, who aspire to build independent, credible and impactful legal careers?
My advice to young lawyers, particularly women aspiring to build independent and credible legal careers, would be rooted in discipline, strategic thinking, and long-term perspective.
First, focus on building a strong foundation. In asset-heavy and highly regulated sectors like real estate, redevelopment, and hospitality, success comes from a deep understanding of both the law and the commercial realities it governs. Invest time in mastering technical expertise, due diligence practices, drafting precision, and regulatory compliance—these are the skills that distinguish a competent lawyer from a trusted advisor. Read every paper that is given to you in the file for due diligence, on the face of it may look irrelevant / not required, but believe you me it will help you someday some way.
Second, cultivate resilience and patience. Complex transactions, redevelopment projects, and corporate deals often involve multiple stakeholders, evolving regulations, and unforeseen challenges. Being able to navigate setbacks without compromising integrity or professionalism is critical for building a long-term reputation. Don’t fall into the trap that this industry is gender biased or not. Doesn’t matter, stay focused on your goal. Don’t get intimidated.
Third, embrace mentorship and networks strategically. Learn from experienced practitioners, but also actively seek opportunities to contribute and demonstrate your judgment. Networking and sectoral exposure help young lawyers gain perspective on how law intersects with business decisions, particularly in commercial and hospitality domains.
Fourth, combine legal excellence with commercial pragmatism. Independence and impact are achieved when legal advice is not only correct but also actionable and aligned with business objectives. Clients value counsel that anticipates risks, offers solutions, and supports strategic growth.
Finally, never compromise on ethics or integrity. Credibility in law, particularly for independent practice, is built over years and can be undermined in moments. Upholding ethical standards consistently will distinguish you in a crowded profession and allow you to take on higher responsibility and leadership roles.
In short, young lawyers should focus on deep expertise, resilience, ethical conduct, and commercially relevant problem-solving. These qualities are the bedrock for building an independent, credible, and impactful legal career in real estate, hospitality, and commercial law.
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