Kuldeep Sharma : Redefining Legal Functions As Strategic Business Enablers
Kuldeep Sharma
General Counsel
The challenge lies in shifting this percep -tion and enabling the legal team to be part of decision making. Immersing across different verticals of the business, learning about day-to-day operations, and navigating through challenges, Kuldeep Sharma, General Counsel at Vishal Mega Mart, has successfully positioned his legal department as a strategic business function in every company he had worked with.
With a legal career spanning over two decades, Kuldeep Sharma began as a litigation lawyer in 1999, specializing in criminal law and handling high-profile cases under POTA and TADA before transitioning to corporate law in 2006. Over the years, he has played key legal roles in multiple industry retail giants such as Max Healthcare, Fabindia, Spencer’s Retail, and Hindustan Unilever, shaping legal strategies that align with business growth.
Currently serving as Group General Counsel at Vishal Mega Mart, he oversees legal affairs across multiple entities, including Vishal Mega Mart Limited, Airplaza Retail Holdings, and Vishal e-Commerce. His leadership was instrumental in the company's successful IPO in December 2024, further cementing his reputation as a legal strategist. Kuldeep also specializes in litigation management, where he spearheads serious criminal, civil and commercial litigation.
Recognized among the Top 50 IPR Counsels at the IPR Gorilla Conference in Singapore and recently awarded General Counsel of the Year 2025 by UBS Forums for professional excellence, Kuldeep is driven by the ever-evolving nature of retail law and the opportunity to contribute to a growth-focused organization.
Below is an exclusive conversation with Kuldeep Sharma, where he shares his insights on the evolving role of legal functions in business and the principles that guide his success as a corporate legal strategist.
What key factors guide your approach to legal metrology, litigation, contracts, and advisory?
The core principle of our legal function is twofold, namely safeguarding the company’s interests and integrating legal strategy into business growth. As General Counsel, I see the legal team not just as a regulatory system but as a strategic business unit that directly impacts both the top line and bottom line, whether through litigation management, advising on new product launches, store expansions, ensuring balanced real estate and commercial contracts or day-to-day operations.
A legal team cannot lean excessively in either direction, because focusing solely on compliance may hinder business growth, while prioritizing business interests without adherence to regulations can lead to legal risks. Our responsibility is to navigate this balance effectively, ensuring the company operates within legal frame works while optimizing business outcomes.
A key area of focus is legal metrology, which I view as a proactive discipline rather than a reactive one. Instead of merely handling compliance issues as they arise, our team works closely with merchandisers and buyers from the outset, minimizing the risk of penalties or enforcement actions on new ventures.
Similarly, in contract management, we ensure every transaction is documented with clear terms protecting the company’s interests. Future contingencies, including force majeure and indemnifications, are carefully incorporated to safeguard business operations. We strategize our litigation to reap maximum benefit to the company, and their rightly drafted and executed contracts plays pivotal role.
Define your leadership approach.
I lead with a collaborative and decentra -lized approach, treating my team as equals. I encourage open dialogue, where team members can share suggestions without fear. In this field, no one knows every thing, and I strongly believe that staying open to learning is what sets good leaders apart.
Retail legal is unpredictable, because no matter how well you plan your day, urgent matters can take over. To keep my team motivated, I ensure they have a good work life balance.
I also believe that mistakes are a natural part of learning, and only those who take initiative and innovate make errors. As long as these mistakes don’t compromise the company’s interests, I see them as opportunities to learn and improve.
My leadership style is hands-off, I trust my team to take ownership of their work. I step in only when needed, fostering an environment where they feel empowered, valued, and
A legal team cannot lean excessively in either direction, because focusing solely on compliance may hinder business growth, while prioritizing business interests without adherence to regulations can lead to legal risks. Our responsibility is to navigate this balance effectively, ensuring the company operates within legal frame works while optimizing business outcomes.
The legal team is not just a regulatory system but a strategic business unit that directly impacts both the top line and bottom line
A key area of focus is legal metrology, which I view as a proactive discipline rather than a reactive one. Instead of merely handling compliance issues as they arise, our team works closely with merchandisers and buyers from the outset, minimizing the risk of penalties or enforcement actions on new ventures.
Similarly, in contract management, we ensure every transaction is documented with clear terms protecting the company’s interests. Future contingencies, including force majeure and indemnifications, are carefully incorporated to safeguard business operations. We strategize our litigation to reap maximum benefit to the company, and their rightly drafted and executed contracts plays pivotal role.
Define your leadership approach.
I lead with a collaborative and decentra -lized approach, treating my team as equals. I encourage open dialogue, where team members can share suggestions without fear. In this field, no one knows every thing, and I strongly believe that staying open to learning is what sets good leaders apart.
Retail legal is unpredictable, because no matter how well you plan your day, urgent matters can take over. To keep my team motivated, I ensure they have a good work life balance.
I also believe that mistakes are a natural part of learning, and only those who take initiative and innovate make errors. As long as these mistakes don’t compromise the company’s interests, I see them as opportunities to learn and improve.
My leadership style is hands-off, I trust my team to take ownership of their work. I step in only when needed, fostering an environment where they feel empowered, valued, and
confident in their decisions.
What challenges do you face in the field and how do you overcome them?
The biggest challenge for legal professional is establishing the legal department as a business unit rather than just a support function. If seen only as problem solver, their role remains limited to times of crisis. A legal professional who understands the business and daily challenges is far better positioned to provide legal solutions that align with business goals.
Another key challenge is shifting the perception of legal as a roadblock to a business enabler. Changing this mindset is not easy, but I have successfully done so by ensuring that legal team is integrated into the business from the outset. Business teams could approach us not only for legal advice but also for evaluating and shaping business ideas.
How do you keep yourself up-to-date with industry trends?
I make it a point to dedicate a few hours every weekend to reading and staying updated. My reading is structured into three key areas. First I focus on substantive law, including any new laws or amendments relevant to our business.
Second, I keep track of various landmark judgments from the week. Being part of various legal networks and following platforms helps me stay informed about all the judgements.
Lastly, I engage in a different kind of reading, which includes spiritual scriptures. These texts offer valuable insights that help in litigation strategy and decision making.
While I stay informed on legal developments, I don't overly focus on how other legal teams operate in different companies. Each business has unique challenges, and external comparisons can hinder independent thinking.
What is the future destination you are heading towards?
With nearly 19 years in the corporate world and a background as a hardcore litigator, I have accomplished a great deal in law. From handling high-profile criminal cases to leading a company's IPO, my journey has come full circle. Looking ahead, I plan to continue in corporate law for another five to six years before exploring new ventures, perhaps travel, business, or commercial agriculture.
Kuldeep Sharma, General Counsel, Vishal Mega Mart
Kuldeep Sharma is a seasoned legal strategist with over two decades of experience. Currently, as Group General Counsel at Vishal Mega Mart, he integrates legal strategy with business growth, overseeing compliance, litigation, and contracts across multiple entities.
What challenges do you face in the field and how do you overcome them?
The biggest challenge for legal professional is establishing the legal department as a business unit rather than just a support function. If seen only as problem solver, their role remains limited to times of crisis. A legal professional who understands the business and daily challenges is far better positioned to provide legal solutions that align with business goals.
Another key challenge is shifting the perception of legal as a roadblock to a business enabler. Changing this mindset is not easy, but I have successfully done so by ensuring that legal team is integrated into the business from the outset. Business teams could approach us not only for legal advice but also for evaluating and shaping business ideas.
How do you keep yourself up-to-date with industry trends?
I make it a point to dedicate a few hours every weekend to reading and staying updated. My reading is structured into three key areas. First I focus on substantive law, including any new laws or amendments relevant to our business.
Second, I keep track of various landmark judgments from the week. Being part of various legal networks and following platforms helps me stay informed about all the judgements.
Lastly, I engage in a different kind of reading, which includes spiritual scriptures. These texts offer valuable insights that help in litigation strategy and decision making.
While I stay informed on legal developments, I don't overly focus on how other legal teams operate in different companies. Each business has unique challenges, and external comparisons can hinder independent thinking.
What is the future destination you are heading towards?
With nearly 19 years in the corporate world and a background as a hardcore litigator, I have accomplished a great deal in law. From handling high-profile criminal cases to leading a company's IPO, my journey has come full circle. Looking ahead, I plan to continue in corporate law for another five to six years before exploring new ventures, perhaps travel, business, or commercial agriculture.
Kuldeep Sharma, General Counsel, Vishal Mega Mart
Kuldeep Sharma is a seasoned legal strategist with over two decades of experience. Currently, as Group General Counsel at Vishal Mega Mart, he integrates legal strategy with business growth, overseeing compliance, litigation, and contracts across multiple entities.