Nitin Potdar, formerly a Corporate Partner at J. Sagar Associates (2005 to 2024) continues to practice with his focused team as a Corporate Mergers and Acquisitions (M&A) Lawyer independently. Specialising in mergers and acquisitions, corporate restructuring, joint ventures, foreign collaborations, and private equity deals, Nitin has a proven track record of successfully guiding multinational corporations into the Indian market and assisting family businesses with succession planning. Honoured by The Legal 500 as “The Most Influential and Significant Lawyer in 2019” and featured in Chambers and Partners’ M&A/India Report, Nitin’s contributions to the legal field are well recognised. He is also the author of a book providing insights into transformative corporate strategies. Nitin plays a pivotal role in mentoring emerging legal professionals through his initiative “Conversations with Nitin Potdar for law students and boutique law firms”.
1. Kindly introduce yourself to our readers. What inspired you to pursue law?
Well, you have very well captured everything about me in the introduction. I am one of the most fortunate corporate lawyers having worked as an Associate to Equity Partner in India’s three leading law firms and with the most prominent lawyers, 1. Crawford Bayley & Co. — Mr R.A Shah (1991-1999); 2. Amarchand Mangaldas — Mr Cyril Shroff (CAM+SAM 1999-2005); and 3. J. Sagar Associates — with Jyoti Sagar/Berjis Desai (2005-2024).
My area of specialisation remains the same as mentioned above. I now lead an independent practice with a focused team of young lawyers and passionately drive Conversations with Nitin Potdar for young law students.
My journey in law has been driven by a passion for combining legal expertise with strategic business insights, ensuring clients achieve both immediate success and long-term growth. My journey as a Corporate Lawyer started with Crawford Bayley & Co., right after passing my solicitors exam from Mumbai. That was a pivotal time, as India was opening its economy in 1991, and I was part of several landmark transactions starting from Advising of Colgate, the first multinational corporation (MNC) to raise its shareholding from 40% to 51% under the new foreign direct investment (FDI) regime. And thereafter working on top-end complex M&A/joint ventures (JVs)/takeovers/business restructuring/succession planning/ private equity (PE) deals.
I am part of the most fortunate batch of corporate lawyers because I could witness significant changes, from the incorporation of Securities and Exchange Board of India (SEBI) in 1992, the evolution of securities laws like the SEBI Takeover and Insider Regulations, to the transition from Foreign Exchange Regulation Act (FERA) to Foreign Exchange Management Act (FEMA) the introduction of Competition Law, opening up of the economy for banking, telecommunications, pharma, print, retail, and insurance.
2. Please tell us something about your journey working as a Corporate Partner at JSA.
My journey as a Corporate M&A Partner at J. Sagar Associates (JSA) has been extremely satisfying. When I joined JSA in 2005 as an Equity Partner, we were a team of 63 lawyers all across India, and today, JSA has grown to 550 lawyers — a testament to the firm’s incredible journey and growth. My journey in all three firms was full of action, as each was undergoing significant restructuring and gearing up for growth during those times. It was a great learning experience, particularly in areas like the induction of new partners, adoption of technology, evolving business development strategies, training, and human resources management. I have fond memories of my time at each firm and am grateful for the invaluable experiences they provided me.
When I joined JSA, it was a time when we were in the process of building the firm. Our partners’ meetings were dominated by discussions on several key aspects for growth and a host of other challenges typical of any growing firm. Jyoti was particularly passionate about expansion in niche areas of practice and training, while Berjis focused more on business development and encouraging young partners. Both were true people persons. We were all deeply committed to building the firm democratically, but with strong values and ethics. Each of us had the freedom to work and build our own teams and practices, all within the framework of discipline and mutual respect for each other’s work.
After Jyoti and Berjis, we transitioned to an elected Management Committee, and I believe we have all done a good job, as the firm has grown to an impressive 550 lawyers.
3. You recently started your independent practice after working at JSA for almost two decades. What motivated you to take this step; were there any challenges you faced during and post the transition?
It has been just two months since I resigned on 30-6-2024. After spending over two decades in practice, I felt it was time to pursue two key passions: (a) dedicating quality time to giving back to the legal profession by guiding law students and sharing my experiences with boutique law firms, helping young lawyers who are building their practices; and also (b) continue on my practice in Corporate M&A work and restructuring mandates for promoters and companies eager for growth.
My “Conversations with Nitin Potdar” program has been warmly received by law students, and now several law schools and boutique law firms are in discussions with me to host sessions for their selected students. The idea here is to allow law students/young lawyers to freely share their anxieties/questions with me as I try to assist them in finding answers based on my experiences. During the pandemic I authored “The GPS Paradigm: For Successful Mergers, Acquisitions and Joint Ventures” and now my second book “Companion Handbook for Law Students — What They don’t Teach You at Law Schools in India” is ready for publication. All in all, it is been a greatly fulfilling journey so far.
4. With around 30 years of experience in the industry, your contributions to the field of M&A are well-recognised. What inspired you to specialise in Corporate M&A? What factors must one take into consideration while choosing a specialisation? Further, according to you, what is the right time to specialise?
As I mentioned earlier, I was truly fortunate to have entered the Corporate Law practice at the right time (1991) and with the right mentors and law firms — working with the best in the industry. What drew me to specialise in Corporate M&A is my passion for structuring and negotiating JVs, business transactions, restructuring businesses, and advising on succession planning. When it comes to choosing a specialisation, I believe one must have a good strong understanding of the basics in various areas like corporate, disputes, and securities before narrowing down. The right time to specialise is after about 3 years post law graduation, once you have gained a good grip on these foundational subjects, which will make you a stronger corporate lawyer.
5. With specific reference to students/recent graduates interested in the corporate sector, what kind of skillset do you think must one develop to “climb the corporate ladder”?
I believe that, both today and tomorrow, law students with a strong commercial and business sense, a solution-oriented mindset, and creativity are well-suited for the corporate sector. Firstly, it is a journey with no shortcuts, it would take time to progress, and the initial years could be frustrating and time-consuming. To truly “climb the corporate ladder”, there are several key skill sets that are crucial—
(i) Technical legal expertise and continuous learning — A solid understanding of corporate laws and commercial contracts is fundamental. The corporate landscape is ever-changing, and staying updated with the latest trends and legal developments is crucial.
(ii) Commercial awareness — Understand the business environment and how commercial decisions impact the bottom line; this could be learned by extensive reading from business newspapers/magazines and press reports.
(iii) Problem-solving skills — Be able to provide practical, innovative solutions to complex issues.
(iv) Negotiation and communication skills — Whether you are closing a deal or advising a client, being an effective communicator is essential.
(v) Networking and relationship building — Building a strong professional network and maintaining client relationships can significantly influence your growth.
(vi) Leadership and teamwork — The ability to lead projects and work collaboratively with teams is a vital aspect of moving up in the corporate sector.
Developing these skills early on will set the foundation for a successful corporate career.
6. How have you witnessed the field of corporate field change/grow over the years? How do you think artificial intelligence (AI) and much development in technology in recent years is going to impact the field in the coming times?
Over the years, I have seen the corporate field evolve significantly, particularly in terms of regulatory frameworks, globalisation, and the increasing complexity of business transactions. The liberalisation of the Indian economy in the early ’90s opened the floodgates for foreign investments and cross-border mergers, which has only grown since then. Corporate law has become more dynamic, with a greater focus on compliance, governance, and specialised areas like private equity, restructuring, and succession planning.
As for the future, AI and technological advancements are already making a substantial impact. AI is revolutionising legal research, contract drafting, and due diligence by speeding up processes that used to take weeks, if not months. While it will likely take over repetitive tasks, it would not replace the nuanced judgment and creativity needed in negotiations, deal structuring, and strategic decision-making. Instead, technology will empower lawyers to focus more on high-value work like advising clients, crafting complex strategies, and innovating in legal services. Those who can leverage these tools effectively will stay ahead, and I believe the role of lawyers will become even more advisory and strategic in the years to come.
7. The corporate world is rather fast-paced. While some advocate for a work-life balance, others disregard it as a myth. What is your take on the issue? If possible, how can one ensure a proper work-life balance?
The corporate world is undoubtedly fast-paced, and while achieving a work-life balance can be difficult, I do not think it is a myth. It is about making deliberate choices and managing time effectively. There will always be moments when work takes priority, especially in high-pressure situations, but it is important to ensure time for personal well-being and family.
One way to approach this balance is through what I call the “PACE” method: prioritise, adapt, communicate, and embrace flexibility. Prioritise tasks that truly matter; adjust your schedule, when necessary; communicate clearly with your team about expectations; and embrace the flexibility that technology offers, such as remote working or flexible hours. It is not always about equal time for work and life but rather finding the right rhythm that works for you at different stages of your career. Balance is a dynamic process, and with conscious effort, it is possible to stay on track without sacrificing personal well-being.
8. You have also been actively engaged in mentoring young professionals and law graduates. In your interactions, what challenges do you think students, graduates, and young professionals commonly face as they navigate their careers in the field of law and how would you suggest they overcome them?
In my interactions under the #ConversationsWithNitinPotdar program, I have observed three common challenges that law students and young professionals frequently face as they navigate their legal careers:
(i) Unrealistic expectations — Many students believe that securing high grades or internships in Tier I firms alone will guarantee career success. However, the reality is that law firms value a well-rounded individual who not only excels academically but also possesses soft skills, commercial awareness, and practical experience. To overcome this, I always suggest taking short diploma or certificate courses in specific practice areas like Securities Law, M&A, Competition Laws, and Alternative Dispute Resolution (ADR), and soft skills like communication (writing and verbal) negotiations, and networking, which are most critical in the legal profession.
(ii) Lack of clarity and focus — Young lawyers often struggle with choosing a specialisation or a clear career path early on, leading to frustration and uncertainty. My advice is to explore various areas of law during the initial two years and gradually narrow down your interests depending on your strengths and interests. Do not be in a hurry and be willing to restart from zero. Having a mentor to guide you through this process can be invaluable, as it helps you gain perspective and make informed decisions.
(iii) Difficulty in building networks — Many students underestimate the importance of networking and building professional relationships. In the legal field, who you know can be just as important as what you know. I encourage young lawyers to actively engage in networking, attend seminars, and maintain connections with peers and seniors. This not only opens doors for career opportunities but also helps in staying updated with the latest trends in the profession.
By addressing these challenges with a strategic and proactive approach, young lawyers can set themselves up for long-term success in the field.
9. To end on a lighter note, if given a chance, what in your journey is something that you would have done differently?
If given the chance, I would have loved to be an Architect or an Artist (Abstract painting). (In fact, in 2018 I hosted my painting exhibition titled “Odyssey” at the prestigious Jehangir Art Gallery Mumbai) or maybe start a Next Generation Law School. The reason is simple: after decades of working with young lawyers and witnessing the gaps in practical legal education, I feel there is a tremendous opportunity to create a learning environment that truly bridges the gap between theory and practice. A law school focused not only on academics but also on developing real-world skills, commercial awareness, and business acumen would prepare students to thrive in the evolving legal landscape. That said, I am already taking steps in that direction by hosting Conversations with Nitin Potdar for selected law students, where I can directly guide and mentor them. Additionally, I also work closely with boutique law firms and young aspiring lawyers, helping them grow in their chosen areas of practice. So, in a way, I am already fulfilling this passion.
