An interview with Neha Shankar, Deputy General Counsel at Innovaccer in India
What has been the most defining moment of your career as an in-house lawyer so far?
The transition from law firm to in-house was transformative, but the real defining moment came during a complex cross-border transaction where I had to coordinate legal teams across multiple jurisdictions while managing regulatory approvals under tight deadlines. What made it defining wasn’t just the technical complexity – it was realising that my role had evolved from being a legal advisor to being a business enabler. I wasn’t just identifying risks; I was architecting solutions that allowed the deal to close successfully while protecting the company’s interests. That experience crystallised my understanding that the best in-house lawyers don’t just say “no” – they find ways to say “yes, if we do it this way.”
In what ways do you see the role of the GC changing over the next 5–10 years?
The GC role is becoming increasingly strategic and technology-driven. We’re moving from being reactive legal advisors to proactive business partners who shape company strategy from the ground up. In the next decade, I see three major shifts:
First, data-driven decision making will become standard – we’ll use analytics to predict legal risks and measure our impact on business outcomes.
Second, technology integration will be non-negotiable; GCs who don’t embrace legal tech, AI, and automation will be left behind.
Third, stakeholder management will expand beyond traditional boundaries – we’ll be interfacing more directly with investors, regulators, and even customers as transparency becomes a competitive advantage.
The most successful GCs will be those who can seamlessly blend legal expertise with business acumen and technological fluency.
How do you foster innovation and agility within your legal team?
I have learned that innovation starts with psychological safety – team members need to feel comfortable proposing new approaches without fear of failure. I encourage experimentation by setting aside time for “legal innovation sprints” where we tackle process improvements or explore new technologies.
Cross-jurisdictional collaboration has been particularly powerful. I also invest heavily in continuous learning – whether it’s legal tech training, business skills development, or cross-functional rotations that help lawyers understand our business better.
Most importantly, I measure success not just by legal outcomes but by business impact. When the team sees how their innovations directly contribute to faster deal closures or reduced compliance costs, it creates a culture where everyone is looking for the next improvement.
What qualities do you believe distinguish truly impactful GCs from good ones?
Business fluency is the great differentiator. Good GCs understand the law; impactful GCs understand how legal decisions drive business outcomes. They can translate complex legal concepts into business language and vice versa.
Strategic thinking is equally crucial. Impactful GCs don’t just respond to issues – they anticipate them. They’re involved in strategic planning, helping shape the company’s direction rather than just reacting to it.
Stakeholder management across all levels – from board members to individual contributors – separates the exceptional from the merely competent. The ability to build trust, communicate effectively, and influence without authority is invaluable.
Finally, adaptability and resilience. The legal landscape changes rapidly, especially in tech. Impactful GCs embrace change, learn continuously, and help their organisations navigate uncertainty with confidence.
How do you balance the pressures of your role with personal wellbeing and resilience?
This is something I’ve had to learn the hard way. Boundary setting is non-negotiable – there should be clear communication protocols with the team about when issues truly require immediate attention versus what can wait until business hours.
Delegation and trust have been game-changers. Building a strong team means you don’t have to be involved in every decision. You can focus on the strategic issues that truly require your attention and empower the team to handle the rest.
I’ve also learned to reframe stress as energy. High-stakes negotiations and complex deals are inherently stressful, but viewing that pressure as fuel for peak performance rather than a burden has made a significant difference.
Regular disconnection is essential. The work will always be there, but sustainable performance requires genuine rest.
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 just “cost centres” or “deal killers.” The reality is that strategic legal counsel is a competitive advantage. We don’t just prevent problems – we create opportunities.
When legal teams are integrated into business strategy from the beginning, we help companies move faster, enter new markets more confidently, and structure deals that create lasting value. We’re not obstacles to innovation; we’re enablers of sustainable growth.
The best business leaders understand this, but there’s still work to be done in demonstrating that legal expertise, when properly leveraged, directly contributes to revenue generation, risk mitigation, and strategic advantage. We’re not just lawyers – we’re business partners who happen to have legal expertise.
