Shillpa Bhullar, Vice President Legal at Jubilant Ingrevia in India, discusses why the modern GC must move beyond giving legal advice to take ownership of outcomes, bringing clarity to complex decisions and enabling the business to grow responsibly.
Over the next 5–10 years, I see the GC evolving from a legal gatekeeper to a strategic business enabler.
Having seen this shift over the last 20 years, I believe GCs will increasingly be part of the boardroom conversation, not just identifying risks but offering practical mitigation and enabling opportunities to grow the business.
They will also play a larger role in strategy, growth, partnerships and transactions, while taking leadership in areas such as sustainability, governance, AI and responsible business.
Ultimately, the GC of the future will be less about saying “what we cannot do” and more about enabling “how we can grow the business responsibly and sustainably.”
When I think about what makes a General Counsel truly impactful, I don’t define it by technical precision or the number of contracts drafted. For me, impact is about clarity, accountability, and business ownership. I believe in the philosophy of less is more – contracts should be simple, easy to use, and free of ambiguity. My role is not to create complexity but to enable leaders to move forward with confidence.
Equally important is closing the loop: it’s not enough to provide a solution, I ensure that risks are mitigated and outcomes are viable in practice. Impact lies in execution, not just advice.
I see myself as a business owner as much as a legal advisor. That means guiding leadership through tough decisions, weighing risk against opportunity, and standing by those decisions with conviction.
Boards and CEOs don’t just need legal answers they need strategic guidance that is ethical, sustainable, and reputationally sound.
Ultimately, an impactful GC is measured by outcomes: problems closed, decisions clarified, and business enabled.
That’s the philosophy I bring to the role – impact over advice, clarity over complexity, and conviction in shaping outcomes alongside the business.
For me, fostering innovation and agility within a legal team begins with clarity. To be agile, you need clarity of facts. Without it, speed becomes risk.
I make sure my team has a deep understanding of the business so that our solutions are not just legally sound but commercially viable. Agility is about being able to respond quickly to a fast‑growing business, and that requires systems that support innovation. Whether it’s adopting legal tech tools, streamlining processes, or embedding risk management frameworks, I encourage my team to think beyond “legal risk” and focus on enabling business growth.
Equally important is creating an environment where ideas are welcomed and experimentation is encouraged. Innovation thrives when people feel empowered to challenge the status quo and know that mistakes are treated as learning opportunities.
I emphasise collaboration, cross‑functional engagement, and continuous improvement so that the team is not only responsive but proactive. In this way, agility and innovation are not abstract concepts; they are embedded in how we deliver clarity, close loops, and ensure that our counsel drives outcomes the business can rely on.
