1. What inspired you to establish SC&A Legal, and how has the journey evolved since its inception?

SC&A Legal was born very organically out of my own journey. I had grown from being a junior associate to a senior associate, working closely under one of the senior-most partners at a reputed law firm. Over time, I realised that I naturally enjoyed taking ownership of matters thinking through strategy, problem-solving, and seeing things through to their logical end.

With the guidance of my mentor, Mr. D. N. Mitra, and a quiet but persistent urge to build something of my own, I decided to take that leap. I wanted to create a space that combined strong legal work with collaboration and trust.

The initial phase was anything but easy. Stepping out on your own means you suddenly carry the entire responsibility work doesn’t come to you, you go out and earn it. I spent a lot of time reaching out, being available, and showing up whenever someone needed help late nights, holidays, court vacations. In fact, some of my earliest matters came during vacations, simply because I was around when others weren’t.

What started with handling matters independently slowly grew into leading a team. Today, SC&A Legal reflects that journey built on resilience, consistency, and the belief that showing up, day after day, truly matters.

2. Can you share some of the challenges you faced as a founder in the legal industry and how you overcame them?

One of the hardest transitions was moving from the comfort of an established firm to complete independence. Earlier, work was assigned; suddenly, I had to build everything from scratch. The initial months were unsettling, and I had to actively reach out to seniors, colleagues, and peers sometimes just to say, this is what I’m building, and this is how I can help.

I learnt very quickly that trust in this profession is built through availability and reliability. I made it a point to be accessible late nights, weekends, or whenever someone needed support. That consistency eventually paid off.

Another moment that shaped me came early in my independent practice. A senior arguing counsel, due to differences in working style, refused to argue a matter I had briefed. After several adjournments, the Hon’ble Judge finally said to me, “No, you start arguing.”

It was intimidating, but I did. While it wasn’t a complete win, the result went in my client’s favour. What stayed with me was that the Hon’ble Judge acknowledged my effort and even mentioned my name in the judgment. That day taught me something very important sometimes, leadership isn’t planned; you simply step in because there is no other option.

Those experiences continue to guide me be prepared, take responsibility, and don’t hesitate to lead from the front when required.

3. As a woman leader in the profession, how has your experience shaped your approach to leadership and firm culture?

Being a woman leader has deeply influenced how I view leadership, though not in a way that is loud or performative. I’ve been fortunate to have mentors who consistently pushed me beyond my comfort zone and reminded me that growth is a continuous process.

One belief I hold very strongly is that the organisation is always larger than any individual—including the founder. Every difficult decision I take is guided by what is right for the firm in the long run and for the people who are part of it.

At SC&A Legal, I consciously try to create a culture where initiative is encouraged, questions are welcomed, and growth is collective. I take particular interest in mentoring young professionals, especially women encouraging them to speak up, take ownership, and trust their abilities.

For me, leadership is really about creating space to grow, to fail, to learn, and to eventually lead.

4. Arbitration and commercial disputes are gaining prominence in India. How does your firm position itself in this space?

We approach arbitration and commercial disputes very strategically, but also very practically. At SC&A Legal, we don’t see disputes in isolation, we focus on the commercial context behind them.

Our emphasis is on understanding what the client truly wants to achieve, and then shaping legal strategy around that objective. Whether it’s advisory, arbitration, or enforcement, we aim to provide solutions that are legally sound and commercially sensible. That balance has helped us build trust in this space.

5. As litigation often demands long hours and intense preparation, how do you personally strike a balance between professional pressures and personal life?

I don’t believe in the idea of perfect balance, it’s always evolving. There are phases where work demands more of you, and phases where you need to slow down.

What has helped me is being conscious of my limits and being fully present in whatever I’m doing. Over time, I’ve learnt that longevity in this profession comes from respecting your own energy, not just pushing through endlessly.

6. How do you view the growing role of technology and AI in the practice of law?

I see technology and AI as tools that can genuinely improve the way we practice law. They help with efficiency—research, drafting, case management and free up time for deeper thinking and strategy.

That said, no technology can replace judgment, ethics, or human understanding. The future of the profession belongs to those who embrace innovation while remaining rooted in the fundamentals of law.

7. In your opinion, what are the most pressing reforms required in India’s judicial and arbitration landscape?

In my view, efficiency and time management remain the most pressing challenges in India’s judicial landscape.Despite continuous efforts by High Courts through appointment of judges, filling vacancies, and procedural reforms—the volume of litigation far exceeds judicial capacity. A large number of matters require urgent interim protection or time-bound disposal, making delays inevitable. Reduced adjournments, better time allocation, and structured scheduling such as dedicating specific slots for interim applications and final hearings could significantly improve efficiency. The judiciary is actively working towards these reforms, and while the scale of India’s litigation makes this a complex task, progress is visible and evolving.

In arbitration, however, the need of the hour is a more nuanced, commercially informed approach.There is a strong case for structured orientation programmes for arbitrators, whether retired judges or practising advocates, focusing on commercial law principles and transactional realities. Commercial disputes cannot be assessed through a rigid guilty-versus-innocent lens. Transactions involve layered breaches, terminations, rescissions, and damages, each requiring contextual evaluation.

I have also observed a tendency to view counterclaims with suspicion, often favouring claimants. Arbitration, by design, is meant to adjudicate claims and counterclaims equally. A counterclaim is not merely a defensive tactic but a substantive assertion of rights. Greater sensitivity to these nuances will strengthen the credibility and effectiveness of India’s arbitration framework.

8. What steps can law firms take to ensure greater gender diversity and inclusivity in leadership roles?

Intent alone isn’t enough. Law firms need clear, actionable systems fair recruitment, strong mentorship, transparent promotions, and flexible work policies.

Inclusivity becomes meaningful only when women are part of decision-making, not just present in the room. From my own experience, diversity strengthens organisations and makes leadership more resilient.

9. If you could give one piece of advice to law students or young professionals aspiring to enter dispute resolution, what would it be?

Be patient and stay the course. Dispute resolution takes time both to learn and to grow into. Integrity will always be your strongest asset, so protect it.

Also remember that disputes are about people, not just law. Learn to listen, communicate clearly, and keep learning. The law will evolve your ability to adapt will define your journey.