Six practice areas.
One mission.

Organisational complexity multiplies at the intersection of two labour markets. Japanese companies operating in India face a landscape shaped by distinct employment law, radically different workforce expectations, and cultural communication styles that can make or break team cohesion.

We design HR frameworks from first principles for Japan-affiliated companies in India — structuring roles, building performance systems, and running Employee Satisfaction Surveys that surface cross-cultural friction before it becomes attrition.

Corporate law at the Japan–India interface is not simply a matter of translating documents. Entity structuring, joint-venture agreements, employment contracts, and regulatory filings must navigate two distinct legal systems simultaneously.

Our legal advisory practice provides strategic guidance alongside your legal counsel — not in place of it. We identify the cross-jurisdictional pressure points, advise on structuring options, and ensure that the commercial intent of an agreement survives the legal translation.

Intercultural misunderstanding rarely announces itself. It accumulates in silences, in meeting dynamics, in feedback that never lands, in relationships that never quite form. Our training programs are designed to surface these patterns and give teams the frameworks to navigate them with confidence.

Developed in close partnership with Japan Intercultural Consulting, our programs draw on decades of research into Japanese and Indian business culture. We deliver bespoke workshops, communication seminars, and leadership programs — adapted to your industry and the specific cultural fault lines your teams face.

High-value bilateral relationships are rarely built in formal meetings. They form over carefully curated encounters — the right people in the right room, with the right facilitation. Our events practice designs and manages business interactions between Japanese and Indian stakeholders at every level.

From trade delegations and executive networking dinners to Japan–India business forums and cultural exchange programs, we handle strategic design, logistics, protocol, and facilitation. Our access to business and government networks on both sides means we can convene conversations that would otherwise take years to arrange.

Japan and India have built an extensive bilateral policy architecture — spanning skill development, infrastructure, trade facilitation, and investment promotion. For companies that understand how to engage it, this represents significant opportunity. For those that don't, it is a source of delay and uncertainty.

Our B2G practice helps companies navigate government relationships on both sides. We provide strategic advisory for Japan's Skill Development Programs, support regulatory navigation, and facilitate introductions to the relevant ministries, departments, and policy bodies.

Entering a new market is an act of judgement as much as execution. Which partners can be trusted? Which regulatory requirements are critical? Which market segments offer the highest probability of early traction? For Japan–India market entry, these questions carry particular weight.

Our market entry practice provides the strategic grounding, local intelligence, and operational support to make expansion successful. We work with Japanese companies entering India and Indian companies entering Japan — providing in-market research, partner identification, entity setup advisory, and ongoing counsel through the critical first years.