Managing International Legal Team with Sarang

From the courtroom to the boardroom, the journey of an in-house lawyer is one of constant evolution. In this episode of "The Counsel's Code," we speak with Sarang Bhanage, a legal veteran with over 25 years of experience, about his transition from practicing lawyer to Assistant General Counsel at a global IT giant.

Meet the Speaker: Sarang Bhanage

Sarang Bhanage is the Assistant General Counsel for Tech Mahindra, bringing over two decades of rich legal experience to the role. His career began in 1998 as a practicing lawyer in Pune and Mumbai courts.

After nearly eight years in practice, he transitioned to in-house roles, gaining experience in the manufacturing sector before diving into the IT industry with kpit. For the past 15+ years, Sarang has been a key part of Tech Mahindra's legal team, handling diverse geographies like APAC, Middle East, Africa, India, and Europe. His broad expertise covers commercial contract management, IP, litigation, and M&A.

Key Insights from the Conversation

How did you get into the field of law? What drives your passion and motivates you?

Sarang is a first-generation lawyer whose decision to enter the field was a "flash point." While exploring options after 12th grade, he came across a law college prospectus and had a profound realization: "Being a citizen of India, I do not know what are my fundamental rights." That "trigger point" was all it took.

Once he started, there was "no looking back." He felt it was the place he was meant to be, and his 25-year career has only solidified that feeling. He finds the profession has not only made him a better professional but a "great person."

Can you share your journey, a few key roles, and how you tackled the 1st 90 days in a new role?

Sarang began his career as a practicing lawyer, "wearing a black coat... and sometimes wearing a gown," which he thoroughly enjoyed. In 2005, he moved in-house, first into manufacturing and then into the IT sector with kpit. He recalls the early days of IT law as a challenge—even "Google was not that smart," and he spent significant time just trying to understand the "concept of Open Source."

For the past 15 years at Tech Mahindra, he has embraced what he calls "end-to-end lawyering." Unlike in specialized roles, his team handles "contracts... litigation... advisory... [and] M&A." As for the "first 90 days," he admits that when he last changed roles eight years ago, he didn't have a formal plan. However, he "unconsciously" did the basics: understanding the role, the people, and the resources.

What challenges have you faced managing in-house legal teams and how did you tackle them?

The "biggest challenge" in a fast-paced, global IT company is managing "turnaround time." More than just meeting the deadline, the challenge is managing the perception around it.

Sarang's solution is twofold:

1. Define and Publish SLAs: Have "well-defined SLAs" (Service Level Agreements) and "reverse SLAs" that are widely known by all stakeholders. This sets clear expectations.

2. Be Accessible: "Your availability and approachability is very fundamental." By being accessible and "attentive to their concerns," you change the perception and build confidence, even when the pressure is high.

Did you face any language barrier challenges while working on cross-border contracts?

Yes, "this challenge will always remain." While handling Europe, Sarang notes that countries like Germany and France "typically would transact in their local language." While he doesn't recommend lawyers learn French or German just for this, the solution is to "bank upon your local lawyers or maybe translators." He notes that technology like Microsoft Teams and Zoom has made this easier, as seeing the person helps bridge the communication gap, which was much harder 15-20 years ago on poor-quality telephone lines.

How has the role of an in-house counsel matured over time?

The role has transformed completely. Sarang recalls that 25 years ago, in-house lawyers were called "Law Officers" and were "not that respectful profession which fortunately today it is." Their job was to "politely" gather documents and deliver them to external counsel.

Today, the in-house counsel is a "bridge" between internal stakeholders and external counsel. "We also have to contribute... in defining strategies of your litigation." For contracts, the lawyer is a direct contributor to the business, "which would not close... unless until you're closing those contracts."

How did you effectively negotiate international contracts?

Sarang emphasizes that negotiation is not just about the contract; it's about managing the situation. He shared an experience in Dubai where the opposing lawyer, a non-native English speaker, told him to write his top five points on a whiteboard and come back.

The situation grew heated, and the lawyer eventually called Sarang's position "absolutely unprofessional." Sarang, while offended, remained assertive but calm. He "just took my laptop down and said that no... with this kind of an environment, we cannot have a negotiation." This assertiveness caused a moment of silence, after which the other lawyer apologized, and they were able to move forward. The lesson: "You need not get excited about it... but still you need to be assertive about your positions."

With the increase in the use of technology, do you think AI will take away legal jobs?

"It's definitely an opportunity," Sarang states. He compares AI to the Industrial Revolution and the introduction of computers in the '90s. In both cases, "more jobs were created." While roles like "clerks and stenos" disappeared, the nature of jobs just changed.

He sees AI evolving into sophisticated legal tools that can provide "phenomenal results." He says, "Why not use it?" While "job losses will happen... it will convert into different kind of jobs."

What are your views on CLM software for the legal departments?

"Extremely important." Sarang notes that his team "were not using" a CLM six years ago, but today it's essential for handling the sheer "volume of contracts." He points out two key benefits:

1. Handling Volume & Size: Contracts have grown from 20-30 pages to "500-600 pages," and a CLM is necessary to manage this.

2. Creating an Audit Trail: "10 years down the line," a CLM provides a perfect "audit trail" and "records of approval," which is invaluable for a global, multi-time-zone company.

How did you manage litigations across different sectors?

Sarang sees litigation as "much more dynamic" than contracting, as "2+2=4... rule doesn't work." The biggest challenge today, he finds, is "fact finding and gathering your evidences" because of the sheer volume of digital communication.

His key advice:

1. Invest Time Upfront: "You need to invest a lot of time initially... in knowing what is your case [and] where do you stand."

2. Use ADR (Alternative Dispute Resolution): As a "business lawyer," his job is to "bring that litigation to closure" efficiently. He's used mediation in several countries and found it "worked phenomenally well" to close cases before they escalated.

Advice to the young legal professionals starting their legal career

Sarang has pointed advice for a generation "living in the world of shorts" (like YouTube Shorts and Reels): "Don't be in the world of shorts."

He argues that while AI can summarize a 200-page document, "there are no shortcuts" for a lawyer. You must "be prepared to read maybe 200 pages if required... twice, thrice, repeatedly." He urges young lawyers to build the focus and concentration needed for deep work and to "save yourself from getting distracted." Finally, he says, "you have to have hunger in your heart and fire in your belly."

About "The Counsel's Code" Podcast

"The Counsel's Code" is your go-to podcast for exclusive interviews with top legal executives. Discover the strategies they've employed to cultivate their careers, excel in their positions, and emerge as true leaders in their organizations.

Throughout our discussions, we delve into the challenges of leadership and how these accomplished professionals manage the pressures that come with it. Our mission is to provide valuable insights and support for in-house counsel, fostering mutual growth and development.

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Disclaimer: The views expressed in this podcast are the speaker’s personal opinions and do not necessarily reflect the positions of the podcast, Volody, or any current or former employers.