Legal Era In Conversation With Maneck Mulla An Eye For Detail Is A Reflection Of One’s Professionalism

Founding and Managing Partner of M Mulla Associates (MMA) Advocates & Solicitors, MANECK MULLA, is self-assured and ready to roll as we begin our virtual interview. Founded on June 7, 2010, MMA has recently completed 14 years in the profession this year. The Firm has always been a word-of-mouth practice and yet, the tables have been full throughout, MANECK tells us. If at all, his generous use of words like ‘personal touch’ and ‘hands on’ helps us understand why. Following are excerpts from MANECK MULLA's exclusive interview with Legal Era:

Q : You started as a Partner in your family firm, Mulla & Mulla & Craigie Blunt & Caroe. What led to you founding your own law firm, M Mulla Associates in June 2010?

I worked in Mulla and Mulla for around 13 years, starting as an intern and ending up as a Partner. I had been a Partner for around two years when I got engaged in a high-stake pharmaceutical litigation. The matter was referred to Mulla & Mulla by a New York-based law firm, Kelley Drye & Warren (KDW). This gave me the opportunity to work with KDW. KDW at that point in time used to work a lot with a local firm, Wakhariya & Wakhariya. It was Wakhariya & Wakhariya who approached me to join them. I took the step of joining Wakhariya & Wakhariya as this step resulted in international exposure with KDW.

 

I worked for 18 to 20 months at Wakhariya & Wakhariya. These 18 to 20 months were a turning point for me as I gained tremendous confidence having stepped out of a comfort zone. Having built a stable client base at that point in time and coupled with the confidence I had gained, I began thinking of creating my own legacy. That gave birth to MMA.

I started MMA on June 7, 2010.

In starting my own law firm, my endeavour is to create a legacy. How successful one is depends on how hard one works coupled with luck.

Q: Your firm completed fourteen years in business this year. What are the thoughts going on in your mind at this juncture?

I would say that the principal thought going on in my mind is to take the firm to the next level/phase.

I have already brought on board two Partners with expertise in areas of work that I do not practise. This has resulted in widening the firm’s client base. I also promoted one of my Associates to Junior Partner.

What I mean by the words “next level” is increasing visibility. Till now, MMA has always been a word-of-mouth practice. Having said that our tables have been full all 14 years. By “next level”, I also mean adding to our practice areas and ramping up the number of Associates at different levels.

Q: Your firm has a range of practice areas or specialisations. Briefly describe the scope of your legal services in your core practice areas.

We are four Partners.

As a firm, we offer legal expertise principally in litigation (including white collar crimes), arbitration, real estate, media, tech law, banking, general corporate advisory, succession and estate planning.

We provide comprehensive legal services related to real estate transactions including acquisitions, joint ventures, leasing agreements, due diligences on a pan-India basis.

We assist clients in negotiating a wide range of contracts and commercial agreements.

We offer legal services to financial institutions, corporations, and individuals in various banking and finance matters, including regulatory compliance, loan documentation, litigation and debt recovery.

We specialise in providing legal counsel to clients in media, entertainment, intellectual property rights (IPR), and technology. The firm’s services include licensing and distribution agreements, media contracts, negotiations with artists, technology transfer agreements, digital rights management, and intellectual property litigation.

We offer legal services related to estate planning, trust formation, and administration, including drafting wills and trusts, establishing guardianships, probate administration, and asset protection strategies. The firm also advises clients on family law matters and the administration of estates.

Each of the above practice areas is staffed with experienced attorneys who possess expertise and industry knowledge, allowing MMA to provide tailored legal solutions that meet the unique needs and objectives of its clients.

Q: You represent clients from industries as diverse as alcobev, hospitality, banks and financial institutions, FMCG and textiles, among others. Aren’t the services required vastly different across these industries? Please comment.

Approximately 30 years ago, every large company possibly went to one or two large law firms for all their legal requirements. In my view, this has undergone a change. Area expertise is the name of the game today. MMA services many different industries based on its core competences.

MMA invests time and resources in understanding the regulatory landscape governing each industry. This allows us to provide tailored legal advice and assistance that ensures clients’ compliance with industry-specific laws and regulations. 

Q: What are the guiding principles and operational mantras of your firm?

Integrity which cannot be compromised in this firm.

Turnaround time which is important as the world is becoming more and more demanding.

Attention to detail, because as cliched as it may sound, the devil lies in the detail, an eye for detail is a reflection of one’s professionalism.

Client relationship in which being accessible to the client and building a rapport with the client is very important. We have individuals, partnerships and promoter-driven clients who appreciate and want a personal touch to the relationship rather than being only process-driven. 

MMA believes that being a service provider, there has to be an element of human relationship involved and it is not only about organisations. 

Q: Going forward, what is the firm’s mission and vision? How do you plan to achieve the same?

MMA has an ongoing mission of being a firm of repute. In our areas of expertise, we see ourselves and we strive to be an alternative to large law firms offering clients quality advice. We want to scale up and we want to increase visibility.

 

Q: Clients often describe Maneck Mulla as a “hands-on lawyer” and “a settling lawyer”. Please comment.

Yes, that is correct. Clients have always appreciated how accessible I am to them and my direct involvement in all matters. Accessibility is key as clients want to hear the advice from the person principally in charge of a matter. Clients want to see the person who is principally in charge of a matter working on the matter. I believe that whilst no individual is larger than the organisation, an organisation’s goodwill is built and based on the quality and standard of service being provided by an individual in the organisation.

Yes. I am also very much a settling lawyer. Unfortunately, in India there are tremendous judicial delays which plague even the simplest of matters. I consciously advice clients to settle matters. I weigh time, energy, and legal costs involved on the one hand with the client being able to concentrate on his/her business and /or life on the other hand using all his/her energies and synergies in doing something positive albeit sometimes taking a bit of a cut in one’s entitlement or claim. I can confidently say that most clients have appreciated this approach. Of course, when one is left with no choice, one has to litigate. A number of matters that come to me get settled before going to court. This has been my approach for years and which approach stands vindicated today as pre suit mediation is now mandatory in commercial matters.  

Q: Today, technology has permeated all spheres of life and the legal industry is no exception to this rule. What is your take on the future of the legal sector in the time of technology?

AI has been there for years now in the form of search engines in the legal industry. AI is here to stay and one will have to adapt to working with the involvement of AI.

The legal industry has been experiencing a significant increase in the adoption of technology, especially with the use of AI-powered tools for document review and contract analysis. Following the Covid-19 pandemic, there has been a widespread acceptance of remote work in the legal field. 

My perspective is that virtual hearings are fine in that they allow you a little more work-life balance. What I welcome most is the move towards paperless litigation which is environmentally friendly. 

Having said that, there is no replacement for an experienced eye when reviewing a document. Or for that matter I do not see AI playing a vital role in say the fields of personal laws and succession planning. These two fields in particular have a lot of human emotion involved at each and every step; I can’t see AI being able to contribute much here.