Indian GCs now Play a Strategic Role in the Executive Suite – Suhani Singh, General Counsel Delhivery

In-House Counsel

Indian GCs now Play a Strategic Role in the Executive Suite – Suhani Singh, General Counsel Delhivery

Lex Witness Bureau | December 2021

THE PROFESSIONAL YOU

Briefly, tell us about your role in the organization and the mandates you handle?

It essentially involves collaborating closely with different departments/ teams to ensure compliance and reduced legal liability in every department by setting the practical SOP’s and legal strategy in place. As the GC of Delhivery, I look into every aspect of commercial-legal matters including analysing complex corporate transactions, private equity deals, M/A deals, reviewing contracts, dispute management.

My role involves establishing smooth functioning and better management, streamlining & standardisation of processes, effective utilisation of time & resources & focus and discipline towards achieving the set targets.

Tell us something about your journey so far as a general counsel in india?

I came from a law firm culture to Delhivery as GC. While my learning at the law firm set my foundation for my journey as a GC with ensuring attention to detail and research, I am who I am today as a lawyer thanks to my time at Delhivery. As in-house counsel, our role is not limited to looking into the legal aspects of transactions only; it is a combination of commercial-legal law. It has diversified my portfolio, it teaches you to work with different teams having conflicting views but how reasoning and logic and legal strategy can help pave the ground for achieving what’s best for the company. My role has taught me how to collaborate effectively, think strategically and yet mitigate risk.

Do you feel that the role of general counsels is evolving in today’s business scenario? And if so, how?

Definitely! GCs are increasingly playing a strategic role in the executive suite in India, not only serving as functional experts but also as business partners to the CEO and board, taking part in strategic decisions, new acquisitions and new products. Common in mature markets, this expanding role is increasingly un-common in technology companies and startups, where a still-developing legal landscape is trying to keep up with non-conventional means of doing business. Over the past few years, more of these legal leaders have moved beyond the functional mold to play roles as more agile business partners, with a say in larger strategic decisions. And eventually it largely depends on the management/leadership mindset of the Company.

What are the key challenges that general counsels have to deal with on a regular basis, irrespective of the industry sector?

As in-house counsel, our role is not limited to looking into the legal aspects of transactions only; it is a combination of commercial-legal law. GC’s more often have to play the role of a business negotiator coupled with that of a legal counsel balancing the two to achieve growth for the company.

Overseeing legal risk: Increasingly organisations are transferring much of their risk to in-house teams, applying pressure on their general counsel to make commercial decisions given the role of GC’s also becoming one of strategic advisers.
Efficiency and impact: Responding to increasing legal costs whilst managing varying levels of risk.
Adding and demonstrating value: For a general counsel to be truly influential, their value needs to be acknowledged by the stakeholders in the business. It is important to balance that across the board, including the independent directors, the chairman, the CEO and CFO.
Data Security: For businesses that hold customer and employee data, the bar has been set high and indicates just how costly non-compliance with the Data Protection regime can now be. Privacy is a key concern of all consumers and therefore it is vital that ongoing compliance with the rules and GDPR remains a priority in order to manage risk and reputation.

What are your thoughts on improving synergies between law firms and corporate inhouse legal teams?

Better communication;
Continued support and not think of each other as adversaries but a team;
There is a conceptual difference about the purpose of the external legal adviser among in-house and outside professionals. Clients want commercial solutions to business problems, whereas external lawyers often see themselves as an expert, not equipped with the level of client-business understanding that would enable truly commercial advice.This gap needs to be bridged between the Parties.
Lack of certainty and predictability from law firms regarding costs and timelines. Law firms need to provide fixed timelines and competitive costs.

Any advice for someone exploring a legal career as an in-house counsel?

Don’t shy away from responsibility and liability.
Think like a business leader while still looking into the legal aspects of a deal.
Goal is to collaborate in order to safeguard the Company’s commercial & other interests at large.
Keep in mind the cultural ethos of your brand.
Maintain strong relationships within the legal fraternity.
Challenge conventional thinking.
Adopt an open and collaborative platform approach

THE CASUAL YOU

Favourite Gadget – Dyson V11 is my favourite gadget. Cleaning is my stress buster and my Dyson helps with that
Favourite App – Air Bnb…makes traveling so much easier.
Favourite Automobile Brand – Mercedez
Favourite Writing Instrument – Apple Pencil
Favourite Holiday Destination – I love traveling and beaches are my favourite holiday destination. There are many places I would want to go back to like Greece, Istanbul. Though London is my favorite city.
Favourite Cuisine – Asian

About Lex Witness

Lex Witness Bureau

The LW Bureau is a seasoned mix of legal correspondents, authors and analysts who bring together a very well researched set of articles for your mighty readership. These articles are not necessarily the views of the Bureau itself but prove to be thought provoking and lead to discussions amongst all of us. Have an interesting read through.