Beginning his career in litigation before moving through IP, technology and e-commerce law, Jeegesh Maroli charts a professional journey shaped by creativity, regulation and innovation, and reflects on how those experiences inform his role today.

How did your career develop to where you are today?

My career has been a fascinating journey influenced by early readings such as Glanville Williams’ Learning the Law and Roscoe Pound’s Philosophy of Law. In a nutshell, the real-world application and social effects of the law and law practice.

I began as a pure-play litigation lawyer, which laid a strong foundation for my legal career. My fascination with creativity and IP led me to transition into IP law, where I became infatuated with the legalised monopoly and inherent creativity (divinely ordained rights in my language) and the P2P platforms for sharing music files. This passion prompted me to seek a career with a premier law firm specialising in media and telecommunications, where I handled startups, trademark, copyright, and IP litigation for entertainment industry clients and music publishers.

This experience was instrumental in my transition to in-house IP and e-commerce practice, first at Flipkart (Walmart) and later at Amazon. At Amazon, I had the opportunity to head the digital legal practice, overseeing IoT products, Prime Video, and Prime Music and the technology architecture.

My career at GE/GE Aerospace/GE Vernova has been a dynamic journey, requiring me to take on diverse roles such as transactional lawyer, government relations partner, privacy lead, compliance lead, ombudsman and handling defence transactions. This transition demanded a deeper understanding of complex regulatory landscapes on electricity, atomic energy, environmental clearance, customs, indirect taxation, data privacy, cybersecurity and labour laws, to quote a few.

In addition, I have been actively involved in partnering with academia on large-scale projects, bridging the gap between theoretical research and practical application, and driving innovation within the company. My career has been a blend of litigation, IP strategy, and e-commerce and technology law, perhaps shaped by the foundational principles I learned early on from great minds such as Glanville Williams and Roscoe Pound.

Can you talk us through the commercial and technical aspects of your role, alongside its legal responsibilities?

My current role within GE Vernova, and in GE Aerospace, particularly in an R&D-focused organisation, is centered on exporting engineering services through an Export Oriented Unit (EOU) or Special Economic Zone where indirect taxes can be exempt. This demands a multifaceted approach that blends legal and commercial acumen with technical expertise. The legal team is normally tasked with providing strategic advice that aligns with the core business goals, handling transactional work, and committing to proactive learning to stay ahead of industry changes.

Technically, I have had the privilege of navigating the complex language of engineers, especially in the aerospace and energy sectors, and delving into the intricacies of cutting-edge technologies such as additive manufacturing, data centres, public-private partnerships, government contracts, exports, defensive publications, IP on derivative works, and high-performance computing. From a legal standpoint, this involves translating these technical concepts into actionable legal documents. For instance, the term ‘export’ can refer to both physical assets being shipped via air, or a source code being uploaded to the cloud.

Legal responsibilities encompass compliance with regular permits and licences, export regulations, environmental compliance, protecting IP and corporate data, and managing the company’s IP portfolio to safeguard innovations and maintain a competitive edge. Essentially, the legal team acts as a strategic business partner, ensuring that all commercial and technical aspects are aligned with the company’s goals while adeptly navigating the complex regulatory landscape.

What does your involvement in R&D look like across the business?

I have been involved with the design and development of various products right from my previous organisation. Internet of Things products within research & development, encompassing devices, platforms, and services used to build and deploy connected solutions. In the GE legacy organisations, I can quote a few of the R&D processes, such as advanced engine technologies, and additive manufacturing (3D printing), sustainable aviation, partnering with the government on renewable energy initiatives, atomic energy, direct air capture technology and healthcare devices. In addition, the generation of IP from contracts with partnership from premium research institutes is a key area.

Could you tell us about the legal framework you developed with the Government of India to enable GE’s demerger?

A court-approved demerger, such as the demerger of GE Vernova in the current instance, is a lengthy process that typically involves a larger team of professionals. A critical aspect of this process from a GE legacy standpoint is the identification of R&D assets to be demerged and understanding the permits and licenses required by both the demerged entity and the remaining company/parent entity, particularly at the John F Welch Technology Centre in Bangalore. It is natural for any new entity to spend some time to obtain statutory licences and permits, which may result in potential blackout periods for the newly incorporated entity.

To avoid such blackout periods, the legal team undertook active collaboration with state and central government authorities, as well as local customs. This collaboration was particularly critical given the absence of specific legal provisions under the law on demerging of certain assets. This involved technical questions such as the financial implication of the movement of duty-free assets to a domestic tariff area upon demerger and the resulting indirect tax liabilities to the new entity. The process also required extensive consultation with the government to technically bifurcate numerous permits previously held under a single entity and seek in-principle approval to ensure no blackout periods in the absence of legal provisions touching a demerger.

This unprecedented exercise is unique in many aspects, highlighting the complexity and necessity of such detailed planning and collaboration.

What do you look for when working with external counsel?

Key among these expectations is openness and an unbiased voice, even if their opinions may conflict with those expressed in earlier situations. External counsel should be able to course-correct the general counsel without any hesitation, ensuring that the client relationship remains unaffected. This ability to provide candid feedback is crucial for maintaining the integrity and effectiveness of legal advice. Essentially, act as a business partner. The role of the GC encompasses a very broad scope that extends well beyond traditional legal responsibilities. In my expectation, this must include: stressing ethics and values, ensuring that the company operates within a framework of integrity; and undiluted and direct communications facilitating effective internal and external communications.

What’s it been like working with your New York-based team?

This is characterised by a highly collaborative approach, aimed at ensuring effective and compliant operations across jurisdictions. Key aspects of this relationship include: local subject matter expertise, risk mitigation and strategic collaboration facilitating a robust R&D ecosystem: This involves creating a supportive legal framework that encourages innovation while ensuring adherence to legal standards. More importantly, organic growth as a professional is key aspect as well.

Can you share your role in, and contribution to, establishing GE Vernova’s Bangalore campus?

September 2025 marked 25 years since the establishment of the John F Welch Technology Centre (JFWTC) by the General Electric Company in Bangalore. The demerger process presented unique challenges, particularly in establishing GE Vernova’s Bangalore campus as a new, independent R&D focused EOU model entity in the same campus as its parent.

Key contributions to the establishment of GE Vernova’s Bangalore campus included a comprehensive audit of the existing ONE-GE legal and compliance framework, ensuring that the foundations were robust and fit for purpose as the new entity took shape. This was followed by the establishment of a new EOU, alongside securing the necessary leases, licences and permits required to support operations on the ground.

A critical part of the process also involved the careful bifurcation of R&D assets, research data and IP, safeguarding their integrity and ensuring clear separation where required. In parallel, strategic planning was undertaken to enable a smooth operational launch, with particular focus on identifying and addressing any potential gaps as activities commenced. Finally, a fresh governance framework was implemented for GE Vernova, providing a clear and effective structure for overall oversight and long-term compliance.