Explained

The image explains the data protection of Indians under the DPDP Act beyond privacy policy.

Beyond the Privacy Policy: Making Notice, Consent, and Lawful Processing Work under the DPDP Act, 2023 (The DPDP Framework: From Law to Compliance, Part I)

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Organizations often believe that once the privacy policy has been implemented on their website, they have complied with the data-protection obligations under the statute. With the principal compliance obligations under the Digital Personal Data Protection Act, 2023 (“DPDP Act”/ “Act”) scheduled to come into force on May 13, 2027, this is only a starting point. […]

Beyond the Privacy Policy: Making Notice, Consent, and Lawful Processing Work under the DPDP Act, 2023 (The DPDP Framework: From Law to Compliance, Part I) Read More »

The image talks about legality of AoA and SHA in India

Articles of Association and Shareholders’ Agreements: The Limits of Private Ordering in Indian Company Law (Corporate Governance in Private Companies, Part V)

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In a typical investment round in a private company, the most intensely negotiated aspects of the transaction seldom relate to the statutory filings or the form of the company’s constitutional documents. Instead, they centre around control, economics, and exit i.e., board composition, affirmative voting rights, transfer restrictions, and liquidation preferences. These rights are almost invariably

Articles of Association and Shareholders’ Agreements: The Limits of Private Ordering in Indian Company Law (Corporate Governance in Private Companies, Part V) Read More »

Balancing between conflict of interest and related party transactions

Managing Conflicts of Interest: A Founder’s Guide to Related Party Dealings (Corporate Governance in Private Companies, Part IV)

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In the nascent stages of a startup, the boundaries between the founder’s persona and the corporate entity are often porous. To a founder, the company is an extension of their vision; it is common, and often operationally efficient, to leverage personal assets, family-owned real estate, or sister concerns to gain traction. In this “scrappy” phase,

Managing Conflicts of Interest: A Founder’s Guide to Related Party Dealings (Corporate Governance in Private Companies, Part IV) Read More »

The image depicts the conflict between majority shareholder and minority shareholder in private companies

Beyond Majority Rule: Control, Veto Power and Fairness in Indian Private Companies (Corporate Governance in Private Companies, Part III)

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Company law is traditionally anchored in the principle of shareholder democracy. Those who hold the majority of voting rights determine the company’s course; resolutions are passed by numerical strength; and management ultimately derives legitimacy from shareholder approval. The Companies Act, 2013 reflects this architecture. Section 47 of the Companies Act, 2013 confers voting rights upon

Beyond Majority Rule: Control, Veto Power and Fairness in Indian Private Companies (Corporate Governance in Private Companies, Part III) Read More »

Fiduciary responsibilities of directors under the Indian companies laws.

Directors and the Board: Corporate Stewardship under Indian Company Law (Corporate Governance in Private Companies, Part II)

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Indian company law understands the Board of Directors not merely as a managerial organ, but as an institution of corporate stewardship. At its core, stewardship reflects the idea that directors exercise power in trust, for the company as a distinct legal person, and not as proprietors of corporate authority. This distinction is critical, particularly in

Directors and the Board: Corporate Stewardship under Indian Company Law (Corporate Governance in Private Companies, Part II) Read More »

Corporate Governance as a foundation of companies

Introduction to Corporate Governance in India: Foundations, Evolution, and Relevance (Corporate Governance in Private Companies, Part I)

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Corporate governance is no longer understood merely as a compliance obligation imposed by company law or securities regulation. In contemporary corporate practice, it represents a foundational business infrastructure, a framework through which decision-making authority is allocated, accountability is enforced, and long-term value is preserved. At its core, corporate governance addresses a fundamental problem inherent in

Introduction to Corporate Governance in India: Foundations, Evolution, and Relevance (Corporate Governance in Private Companies, Part I) Read More »

A founder evaluating the complete lifecycle of fundraising

From Capital to Control: Concluding the Startup Fundraising Legal Series (Startup Fundraising Series, Part X)

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Fundraising, as encountered in legal practice, is rarely a linear or isolated event. Transaction counsel typically engage with fundraising decisions not only at the point of signing, but far more frequently during institutional diligence, follow-on negotiations, governance disputes, or exit processes. It is at these later stages that the legal and contractual consequences of earlier

From Capital to Control: Concluding the Startup Fundraising Legal Series (Startup Fundraising Series, Part X) Read More »

An investor is evaluating an exit for its early stage investment based on the exit price and mode of exit.

Investor Exits in Early-Stage Companies: Legal Architecture and Market Practice (Startup Fundraising Series, Part IX)

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For early-stage investors, the decision to deploy capital is rarely driven by present-day metrics alone; it is fundamentally shaped by the clarity and certainty of how they will ultimately realise value from their investment. In India’s private-company landscape where shares are not freely transferable, liquidity is limited, and secondary markets are still maturing well-defined exit

Investor Exits in Early-Stage Companies: Legal Architecture and Market Practice (Startup Fundraising Series, Part IX) Read More »

Investor and Founder negotiating a shareholders' agreement.

Balancing Founder’s and Investor’s Rights in Startup Shareholders’ Agreement (Startup Fundraising Series, Part VIII)

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The culmination of term sheet negotiations marks a significant milestone in any fundraising process. Yet, it is only the beginning of a far more detailed and legally consequential phase—one in which the parties transition from broad commercial alignment to the structuring of binding rights and obligations. Once the commercial framework has been agreed upon, the

Balancing Founder’s and Investor’s Rights in Startup Shareholders’ Agreement (Startup Fundraising Series, Part VIII) Read More »

Founder evaluating compliance for FDI in the Indian startup

Raising Foreign Investment in India: FEMA and FDI Compliance Essentials (Startup Fundraising Series, Part VII)

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Cross-border fundraising has become an essential component of the capital strategy for Indian startups and growth-stage companies, particularly those operating in technology-driven and globally scalable sectors. As venture capital and private equity increasingly flow through international structures, founders are required to navigate a regulatory landscape that is both sophisticated and compliance-intensive. At the centre of

Raising Foreign Investment in India: FEMA and FDI Compliance Essentials (Startup Fundraising Series, Part VII) Read More »

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