A lawyer who spent years inside a business, before he ever advised one

Sadanand came to law by a different route — business first, law second.

He spent his early career in the core IT sector, at a senior management level with an American multinational operating in India. Long before he drafted his first contract, he'd already sat through budget reviews, vendor negotiations, performance cycles, and the kind of decisions that never make it into a law textbook. That's also where his first postgraduate degree came from — a Master's in Technology — well before he went back to complete a Bachelor's in Law.

That order matters more than it sounds. It means that when a client explains a business problem, he isn't translating it into legal language for the first time in the room — he already thinks in it.

Work took him across a number of countries over the years, sitting on the same side of the table as international teams and MNC clients who don't always operate on the assumptions a purely domestic practice is built around. That exposure shows up in how LexWin approaches an engagement — reading a problem commercially, technically, legally, and operationally, usually all four at once, because that's how businesses actually run.

Fifteen years ago, he set up LexWin to bring that combination — business fluency plus legal grounding — to Indian companies and to foreign companies entering India. Today, the firm advises a number of MNCs and Indian listed companies. Not because of a polished pitch, but because most legal advice tends to fail at exactly the point where it meets a real business — and that's the point Sadanand never really left.