India's legal landscape has bloomed with specialised firms this past decade, driven by global deals and complex regulations. While heritage firms lean on established networks and tested systems, newcomers navigate tougher waters, as clients heavily weigh reputation. A firm's early handling of talent, operations, and market presence often shapes its future survival.
“Reflecting on your firm's early days, what were the most surprising lessons you learned about managing a law firm that fundamentally challenged your initial assumptions?”
SHAMEEK CHAUDHURI, founder, Avyakta Law
Two fundamental assumptions I had to challenge after two decades at a top-tier firm were around fixed costs and talent scaling. Rather than following the traditional playbook of investing in premium office space and rapidly building large teams, we took a different approach.
First, I recognised that high fixed costs in real estate and infrastructure wouldn't add proportionate value to client experience. Choosing serviced suites and cloud-based encrypted systems not only reduced our administrative burden but freed up significant time and capital to focus on investing in knowledge management and technology thereby delivering premium, hands-on service, thereby enhancing client experience. Second, the conventional wisdom of building large teams needed rethinking in the AI era. While talent is relatively affordable initially in India, team costs compound significantly over time as associates grow and salaries increase. Instead, we maintain a leaner, more focused team where associates get intensive mentoring and faster growth by focusing on high-value work, while AI handles routine tasks. While AI tools require higher upfront investment, their costs remain stable or decrease over time. We're using AI for document review, due diligence, and office administration - essentially getting the bench strength without fixed costs.
These decisions align with our vision of not becoming another traditional large law firm, but rather focusing on domain expertise and personalised client experience where the partner remains hands-on across matters.
TUSHAR AJINKYA, founder, ThinkLaw
We started ThinkLaw right in the middle of the COVID-19 pandemic. I believe adversity creates opportunity, and COVID-19 created the perfect platform for high-performing professionals. Clients quickly realised that it was the individual, rather than the firm, who was advising/representing them that mattered, as virtual meeting platforms were great equalisers.
Starting with a small team of five at our Nariman Point office, we focused on demonstrating to clients that we were here to stay, particularly during uncertain times. One expects client acquisition to be the toughest challenge for new law firms, but we were fortunate to have clients who supported us and chose to continue their relationship. The real challenge was establishing a defined culture from day one, while establishing our non-negotiable. Mutual respect, cohesiveness, and a collaborative but merit-driven approach became our defining cornerstones. It was also pleasantly surprising that clients weren't really interested in getting discounts as long as we provided high-quality and strategy-driven legal advice.
Now in our fifth year, we've doubled our office space and grown our team significantly. What remains unchanged is the culture we established on day one, as we continue on this journey as trusted partners for our clients.
NEERAJ DUBEY, founder, The Valid Points Law Offices
When I started The Valid Points, my prior experiences taught me that financial success in a law firm was primarily driven by maximising billable hours; and the best way to grow the firm was by trying to serve as many different types of clients as possible. However, I learned the hard way that the long-term success of the firm has more to do with fostering a positive and sustainable culture that emphasised work-life balance, professional development, and long-term career growth. Being a completely virtual firm, we could introduce flexible hours, create greater opportunities for CLEs or skill building, and create a more supportive environment for personal wellness. Investment in culture paid off through loyalty and higher-quality client service.
I thought that by diversifying the services, we would attract a broader market base and establish a competitive edge. This led to a “generalist” approach. After struggling to differentiate the firm in a highly competitive market, I learned that “specialisation” was indeed the key to standing out as clients expect expertise. Being a generalist firm made it difficult to build a strong reputation or attract high-quality clients who valued deep knowledge in a specific area; and therefore, I made the decision to focus on key specific area of law (e.g., data protection) and position the firm as a leader in that niche. This involved refining our marketing strategy, developing specialised content, and building relationships within that sector.
We also tailored our training in this niche, ensuring that we deliver high-quality, focused services. These lessons taught me that culture and specialisation are not just nice to have—they are core pillars of a successful law firm strategy. Building a supportive and focused environment allowed us to connect to top talent, and refining our market position enabled us to command higher-value work.
