“When done well, in-house legal is not a control function – it is a growth function.”

From redesigning investment processes to enabling scale, Anweshaa Majumdar Dugar, Senior Legal Counsel at Entrepreneurs First in India, highlights how modern in-house legal teams drive both structure and growth.

What has been the most defining moment of your career as an in-house lawyer so far?

One of the most defining moments in my career was leading a complete overhaul of the investment process for Entrepreneurs First in India. Given that our investing entities are UK-based, the existing framework needed to be carefully restructured to align with Indian regulatory requirements while preserving operational efficiency and speed.

This wasn’t just a legal exercise – it required building a system that balanced cross-border compliance, founder experience, and internal scalability. I worked closely with multiple stakeholders to redesign documentation, flows, and approvals so that the process could function seamlessly within both jurisdictions.

What made this experience particularly meaningful was the context in which it happened. I was navigating my pregnancy at the time and was deeply conscious of the need to leave behind systems that would run smoothly during my maternity leave. There was also a personal layer of motivation – in my previous employment, I had faced doubts about my ability to balance motherhood with a demanding legal career. That experience shaped my determination to not only deliver, but to do so in a way that demonstrated that both can coexist without compromise.

In what ways do you see the role of the GC changing over the next 5–10 years?

The role of the General Counsel is evolving rapidly from that of a legal gatekeeper to a strategic enabler of the business.

A key driver of this shift is the increasing adoption of AI and automation within legal functions. Routine, process-driven tasks – such as contract review, compliance tracking, and documentation – will increasingly be handled through intelligent systems. This will free up GCs and their teams to focus on higher-value work: shaping business strategy, managing risk proactively, and contributing to decision-making at the leadership level.

At the same time, GCs will need to take ownership of building the right systems and infrastructure within their teams. This includes implementing tools, creating scalable workflows, and ensuring that legal processes are not bottlenecks but accelerators of growth.

In essence, the GC of the future will be defined less by technical legal expertise alone and more by their ability to integrate legal thinking into the broader business strategy, supported by technology and data-driven insights.

How do you foster innovation and agility within your legal team?

I believe innovation in legal teams comes from creating an environment where questioning the status quo is encouraged and not penalised.

Practically, this means moving away from rigid, precedent-heavy thinking and instead focusing on outcomes. I try to ensure that my team understands the “why” behind what we do – not just the legal position, but the business objective. This allows them to think more creatively about solutions rather than defaulting to conservative approaches.

Agility, on the other hand, comes from systems. Clear processes, well-maintained templates, and accessible knowledge repositories reduce friction and enable faster decision-making. When the basics are streamlined, the team has more bandwidth to respond dynamically to new challenges.

Finally, I think it’s important to normalise iteration. Not every solution needs to be perfect at the outset – sometimes speed and adaptability matter more, especially in high-growth environments.

What qualities do you believe distinguish truly impactful GCs from good ones?

Truly impactful GCs go beyond providing correct legal advice – they shape outcomes.

One distinguishing quality is commercial judgment. The ability to understand the business deeply and calibrate risk accordingly is what allows a GC to move from being seen as a blocker to a trusted advisor.

Another is clarity of communication. Legal complexity is inevitable, but impactful GCs are able to distil that complexity into clear, actionable guidance for stakeholders across the organisation.

I also believe that ownership is critical. Rather than simply flagging risks, impactful GCs take responsibility for helping solve them in a way that aligns with the company’s goals.

Finally, there is an element of courage involved – being able to take principled positions when required, while still maintaining alignment with the broader business strategy.

How do you balance the pressures of your role with personal wellbeing and resilience?

For me, balance has been less about perfect equilibrium and more about intentional prioritisation.

There are phases where work demands more, and others where personal life takes precedence. What has helped is being clear about what matters in each moment and letting go of the expectation that everything can be optimised simultaneously.

Motherhood has also reshaped my perspective in a meaningful way. It has made me more disciplined with my time and more focused on what truly requires my attention. In many ways, it has enhanced my efficiency rather than detracted from it.

I also think resilience comes from having a sense of purpose – when you are clear about why you are doing what you do, it becomes easier to navigate the inevitable pressures that come with the role.

If you could change one perception about the in-house legal profession, what would it be?

I would change the perception that in-house lawyers are inherently conservative or risk-averse.

In reality, good in-house counsel are constantly navigating trade-offs between risk and opportunity. The role is not about eliminating risk, but about enabling the business to take informed, strategic risks.

The most effective legal teams are those that are embedded within the business, understand its goals, and actively contribute to achieving them. When done well, in-house legal is not a control function – it is a growth function.