"Legal teams must understand commercial objectives deeply and work to make them feasible, not just compliant. This shift has helped embed legal into the strategic core of the business."
How has your role as in-house counsel evolved in shaping business strategy, especially in fast-moving or tech-driven environments?
The role has evolved from being a gatekeeper to becoming a proactive business enabler. Rather than just highlighting legal risks, I now focus on providing practical, solution-oriented advice. In fast-paced environments, legal needs to move in sync with business, offering real-time inputs that support execution. I believe in collaborative decision-making, co-owning outcomes instead of passing the risk baton to business teams. Legal teams must understand commercial objectives deeply and work to make them feasible, not just compliant. This shift has helped embed legal into the strategic core of the business.
You’ve led legal functions across diverse regions. How do you align global business priorities with local regulatory frameworks in high-growth markets?
It starts with a deep understanding of local legal nuances, regulatory timelines, and approval sensitivities. Once the landscape is clear, I work backwards to align business plans, structuring, and documentation accordingly. The key is to adapt workflows without compromising core commercial objectives. It also requires tight coordination between local advisors and internal teams to ensure consistent messaging and compliance.
Flexibility and cultural understanding go a long way in building local trust while delivering on global goals. Ultimately, legal alignment becomes a bridge, not a barrier, between markets.
How do you build legal teams that stay ahead of emerging tech policies, such as AI governance, fintech, while supporting innovation?
I encourage my team to maintain intellectual agility, be open to new tech, yet aware of its limitations. Staying current on policy changes and industry developments is non-negotiable. We create space for continuous learning and cross-functional exposure, so the team is not just legally sound but also tech-aware. It’s essential to strike the right balance: enable innovation but build early guardrails to manage regulatory and ethical risks.
A progressive mindset with a strong foundation in law is key. This ensures legal supports speed without losing sight of responsibility.
How do you see legal-tech tools transforming the way M&A and transaction strategies are executed, especially in terms of speed, accuracy, and risk management?
Legal-tech tools are making a noticeable impact on efficiency, especially in areas like document review, diligence tracking, and contract automation. AI can handle volume work quickly, allowing legal teams to focus on strategy. However, high-end M&A still requires human judgment and contextual understanding. I see these tools as force multipliers, not replacements, for legal professionals. Oversight remains critical to avoid blind spots. The right mix of tech and talent can significantly boost transaction execution.
With growing scrutiny around data flows, which upcoming policy shifts do you think will have the biggest impact on global deal-making?
Data privacy laws and cross-border data transfer restrictions will be the biggest disruptors. Jurisdictional differences can complicate due diligence, integration planning, and compliance assessments. Deals involving sensitive or large-scale data will need stronger protections and possibly structural redesign. Legal teams must get involved early to assess data-related risks and solutions.
A one-size-fits-all approach won’t work anymore. The regulatory lens around data is fast becoming a central consideration in global deals.
What’s one emerging shift, whether in policy, technology, or business, that you believe will redefine the role of in-house legal teams in the next decade?
AI in legal operations will be a game-changer. From contract analysis to compliance monitoring, legal teams will increasingly rely on AI-driven tools. But with that comes the responsibility to ensure transparency, accuracy, and ethical use. In-house teams will need to define governance standards for tech adoption.
The future legal function will be leaner, faster, and more tech integrated. Yet, human oversight and judgment will remain irreplaceable.
About Anurag Pareek:
Anurag is the Vice President & Head of Legal (M&A, USA & LATAM) at OYO, and a seasoned Corporate M&A lawyer with over 17 years of post-qualification experience across in-house roles and leading law firms in India. A graduate of the National University of Juridical Sciences (NUJS), Kolkata, he has led complex transactions and regulatory workstreams across India, Europe, the USA, the UK, Latin America, and the Middle East.
His expertise spans mergers and acquisitions, equity and debt fundraising, IPOs, commercial contracts, dispute resolution, internal investigations, employment law, and the implementation of legal tech tools. Known for his ability to align legal strategy with business goals, Anurag brings a pragmatic and globally attuned approach to corporate law.
With a proven track record in cross-border deal-making and legal risk management, he aspires to head the legal department of a leading global corporation in the medium-term future, anchored in innovation, compliance, and impact.
