A distributor in Naraina buys the company of a supplier who is retiring, pays the full price on a two-page agreement, and six months later receives a GST demand for three years before the sale. A founder sells his stake to a strategic buyer on an earn-out, and the buyer then moves the business into its own group so the targets can never be met. A family sells its shares to a foreign investor and learns that the price it agreed was below the value the rules allow. When you buy shares, you buy the company with everything it owes; when you sell, you promise things about it. This page explains how a share purchase agreement deals with both.
A company is a separate legal person. It owns its assets, signs its contracts, employs its staff and owes its debts. When someone buys the shares of a company, nothing about the company itself changes on the day of sale: the same bank accounts, the same GST number, the same landlord, the same tax history. What changes is who owns it. The buyer steps into the shoes of the sellers as owner of a going concern — with everything the company has done in the past.
That is why a share purchase is documented differently from almost any other sale. When you buy a car, you can inspect it. When you buy a company, much of what matters cannot be seen: unpaid taxes, a claim by a former employee, a supplier contract that ends on a change of ownership, a licence in the founder’s personal name. The share purchase agreement is the document that allocates the risk of those unknowns between buyer and seller.
In substance it does five things:
The agreement is a contract under the Indian Contract Act. The transfer of the shares themselves is governed by the Companies Act and the company’s articles, and is carried out by transfer instruments or through the depository. Where the buyer is taking a stake alongside continuing shareholders, a shareholders agreement is usually signed at the same time; our shareholders agreement guide covers that document, and this page does not repeat it.
Before drafting anything, the parties should be sure a share purchase is what they want. There are three common ways of acquiring a business, and each has different consequences.
| Share purchase | Business transfer (going concern) | Asset purchase | |
|---|---|---|---|
| What is bought | The company itself | An undertaking as a whole, for a lump sum | Selected assets |
| Liabilities | Stay in the company — all of them | Usually those of the undertaking, as agreed | Only those expressly taken |
| Contracts, licences | Stay with the company, subject to change-of-control clauses | Must be assigned or re-issued | Must be assigned or re-issued |
| Employees | Remain employed by the company | Transfer, with statutory protections | Only those re-hired |
| Main protection for buyer | Warranties and indemnities | Choice of what to take, plus warranties | Choice of what to take |
| Paperwork on completion | Lighter | Heavier | Heaviest |
A share purchase is attractive because it is simpler to complete: the company keeps its contracts, registrations and staff. It is riskier for the buyer because every past liability comes with it. A business or asset purchase lets the buyer leave problems behind, but each contract, licence and registration may need consent or re-issue, and property transfers may attract significant stamp duty. Tax consequences differ for each route.
The choice is commercial and tax-driven, and should be settled with the parties’ accountants before the agreement is drafted. The rest of this page assumes a share purchase.
Sellers who prepare get better prices and quicker completions. Almost everything a buyer’s diligence will uncover can be found, and often fixed, by the sellers first — at their own pace, rather than under a buyer’s deadline with the price on the table.
A practical seller’s checklist, a few months before approaching buyers:
Our statutory registers and minutes service can rebuild incomplete records, and our trademark assignment service moves brand ownership into the company. None of this needs a buyer to be in sight; it simply makes the company easier to buy.
Most share purchases follow the same sequence, and each stage has its own document.
Confidentiality. Before the sellers open their books, the buyer signs a non-disclosure agreement covering the information it will see, what it may use it for, who may see it, and what happens to it if the deal does not proceed. Our non-disclosure agreement service drafts one.
Term sheet. The headline terms — shares, price and mechanism, key conditions, exclusivity, timetable — are recorded in a short term sheet or memorandum of understanding. It is usually expressed to be non-binding except for confidentiality, exclusivity and costs. Parties should be clear which clauses bind them; our MoU guide explains why that matters.
Due diligence. The buyer investigates the company, described in the next section.
Negotiation of the agreement. The buyer’s side usually prepares the first draft; the sellers respond with changes and the disclosure letter. The main battlegrounds are the price mechanism, the scope of warranties, the indemnities and the limits on claims.
Signing and completion. Where no approvals are needed, signing and completion can happen the same day. Where conditions must be satisfied first — consents, approvals, restructuring — the agreement is signed, and completion follows once the conditions are met.
The timetable depends mostly on due diligence and conditions, not on drafting. A clean company with good records can be sold in weeks. A company whose records are incomplete can take months, and much of that time is spent putting records right that should have been kept all along.
Due diligence is the buyer’s investigation of what it is buying. Its purpose is not to find reasons to walk away but to understand the risks, so that they can be priced, fixed before completion, or covered by indemnity.
A legal due diligence of a private company typically covers:
Financial and tax due diligence, by accountants, runs alongside: quality of earnings, working capital, debt, and tax compliance across direct and indirect taxes.
The findings drive the agreement. A missing share transfer form becomes a condition to be fixed before completion. A pending tax demand becomes a specific indemnity or a price reduction. A trademark in a founder’s name becomes an assignment signed at completion; our trademark assignment service drafts it.
Get the agreement drafted around your diligence findings
The sellers. Every shareholder who is selling signs. Where there are several sellers, the agreement says whether their liability for warranties is joint, several, or joint and several. A seller with a small stake will resist being liable for the whole of a claim; a buyer will want to be able to recover from someone with money. A common compromise is several liability in proportion to the shares sold, with a lead seller who manages the company’s disclosures.
The buyer. If the buyer is a newly formed company, the sellers may ask for a guarantee from its parent for payment of deferred price.
The company. The target often signs too, so that the buyer can enforce obligations to give access and to run the business properly before completion, but the main promises about the company should come from the sellers, who are receiving the money. A company cannot sensibly indemnify its own buyer, because any payment would reduce the value of what the buyer bought.
Founders or managers who are not selling but are important to the business may sign separate service or non-compete agreements.
The shares. The agreement lists the shares by holder, class, number, distinctive numbers or depository details. It should state that the sellers sell them with full title, free from all encumbrances, and with all rights attached, including to dividends declared after a stated date. Where only part of the share capital is being sold, the agreement should require waivers of any right of first refusal the other shareholders hold under the articles or a shareholders agreement.
Where one of the sellers is abroad, a specific power of attorney allowing someone in India to sign the completion documents avoids delay.
Buyers usually agree a value for the whole business on a “cash-free, debt-free” basis, assuming a normal level of working capital. The price for the shares is that enterprise value, plus the company’s cash, minus its debt, adjusted for any difference from normal working capital. There are two ways of turning that into a number.
Completion accounts. The buyer pays an estimated price at completion. After completion, accounts are drawn up as at the completion date, showing actual cash, debt and working capital. The price is then adjusted up or down. If the parties disagree about the accounts, an independent accountant decides as an expert. The mechanism is accurate but slow, and the drafting of accounting policies must be precise, or the adjustment becomes an argument.
Locked box. The price is fixed by reference to a balance sheet at an agreed date before signing — the locked box date. There is no adjustment afterwards. To protect the buyer, the sellers promise that from the locked box date no value has “leaked” out of the company to them or their connected persons: no dividends, no unusual payments, no waiver of amounts owed by them, no transfers of assets at under value, except items expressly permitted. If leakage happens, the sellers repay it rupee for rupee. The sellers sometimes ask for a daily sum reflecting the profits earned between the locked box date and completion.
| Locked box | Completion accounts | |
|---|---|---|
| Price certainty at signing | High | Low until accounts are agreed |
| Who bears risk of trading after the reference date | Buyer | Sellers, until completion |
| Main protection | Leakage covenant and indemnity | Adjustment mechanism and expert determination |
| Scope for post-completion dispute | Narrow | Wide |
| Needs | Reliable recent accounts | Clear accounting policies |
For small private companies, a simpler method is common: a fixed price, with specific deductions for known debts, and warranties that the accounts are accurate. That is acceptable if the parties understand that it is, in effect, a locked box without the leakage protection, and add that protection.
Not all of the price need be paid at completion. Deferring part of it protects the buyer and can close a gap in valuation.
Deferred consideration is a fixed amount paid at a later date. The sellers take the risk of the buyer’s ability to pay; a parent guarantee, a bank guarantee or security may be sought.
Escrow is part of the price paid at completion into an account held by an independent escrow agent, often a bank, and released to the sellers after a period unless the buyer has made claims. It is the buyer’s best protection that warranty claims will actually be paid. An escrow agreement with the bank sets out the release conditions.
Holdback is similar, but the buyer simply retains part of the price. It is cheaper than escrow, but the sellers depend on the buyer honouring the release.
Earn-out is contingent price, paid only if the company meets agreed targets after completion — revenue, gross profit, EBITDA, customer numbers — over one to three years. It lets the buyer pay for future performance only if it happens. Earn-outs are the most frequently disputed part of any share purchase, because the buyer controls the business after completion and the sellers are paid according to how it performs. A workable earn-out defines:
Where the buyer or seller is non-resident, foreign exchange rules limit how much of the price may be deferred, escrowed or paid on an earn-out and for how long — broadly, a portion of the total consideration within a set period. The structure must be checked against the current rules before it is agreed.
Where completion cannot happen at signing, the agreement lists the conditions that must be satisfied first. Typical conditions include:
Each condition should say who is responsible for satisfying it, what efforts they must use, and who can waive it. A condition for the buyer’s benefit should be waivable by the buyer alone.
The long-stop date is the date by which all conditions must be met. If they are not, either party, or the party not in default, may terminate. Without a long-stop date, a deal can sit in limbo indefinitely, with the sellers unable to sell elsewhere and the buyer unable to walk away.
A material adverse change condition allows the buyer to walk away if something seriously damaging happens between signing and completion. Courts interpret such clauses narrowly. A clause that defines what counts — loss of a named customer, a fall in revenue beyond a percentage, a licence being suspended — is far more useful than a general phrase.
Between signing and completion, the sellers still control the company, but the buyer has agreed a price for it as it was. The agreement therefore restricts what the company may do in that period without the buyer’s consent.
The usual covenant is that the company will carry on business in the ordinary course, consistent with past practice, and will not, without consent:
The buyer usually also gets access to the premises, records and management, and the sellers must tell it promptly of anything that would make a warranty untrue.
There is a legal limit to how far this can go. Where the transaction needs competition approval, the buyer must not take control before approval, a practice known as gun-jumping. Even outside that regime, a buyer who in effect runs the company before completion may take on responsibilities it did not intend. Consent rights should protect value, not transfer management.
For locked box deals, these covenants sit alongside the leakage protection, and the two should be drafted together.
Warranties are statements of fact by the sellers about the company. They serve two purposes: they encourage the sellers to disclose problems, because anything disclosed is excluded from claims; and they give the buyer a claim for damages if a statement proves untrue and the buyer suffers loss.
A warranty schedule for a private company typically covers:
Sellers negotiate warranties in three ways: by narrowing them, by adding knowledge qualifiers (“so far as the sellers are aware”), and by adding materiality qualifiers. A knowledge qualifier should define whose knowledge counts and what enquiry they are deemed to have made.
Warranties are usually given at signing and repeated at completion. If something changes in between, the sellers should be able to update the disclosure, but the buyer should then have the right to decide whether to complete.
The disclosure letter is the sellers’ answer to the warranties. It is a letter from the sellers to the buyer, delivered before signing, which sets out the facts that make any warranty untrue. Matters fairly disclosed in it are excluded from warranty claims.
It has two parts. General disclosures deem certain information disclosed: the contents of public registers, the documents in the data room, the accounts. Buyers resist wide general disclosures, particularly the whole data room, because a single document buried in thousands becomes a defence to a claim. Specific disclosures are set against particular warranties: “Warranty 12.3: the company has received a show cause notice from the GST department dated…”.
The agreement should define the standard of disclosure. A common formulation is that a matter is disclosed only if it is disclosed fairly, with sufficient detail to enable a reasonable buyer to identify the nature and scope of the matter. Without such a standard, disputes about whether something was “disclosed” are common.
For sellers, the disclosure letter is the main protection. The rule is simple: disclose everything that might be relevant, specifically and clearly. A problem disclosed is priced or indemnified now; a problem hidden becomes a claim later, often with an allegation of fraud that no cap will limit.
For buyers, the disclosure letter is a reading task. Every disclosure is a known risk the buyer is accepting unless it negotiates a price reduction or a specific indemnity.
A warranty claim is a claim for damages for breach of contract. The buyer must prove that the statement was untrue, that it suffered loss as a result, and that the loss is the kind the law allows it to recover. For a warranty about the company, the loss is usually measured by the reduction in the value of the shares, which can be hard to prove.
An indemnity is different. It is a promise to pay a specified loss if a specified event occurs, usually rupee for rupee, whether or not the value of the shares has fallen. The Indian Contract Act recognises contracts of indemnity and the indemnity holder’s rights; our indemnity bond guide explains the statutory provisions.
Buyers ask for specific indemnities for risks identified in due diligence — a pending tax demand, a known employee claim, a product liability issue, a property defect — because disclosure of the risk would defeat a warranty claim. A general tax indemnity, covering all taxes relating to the period before completion, is also common.
An indemnity clause should say:
Indemnities are only as good as the sellers’ ability to pay. That is why they are commonly backed by escrow or holdback.
Sellers do not want to remain exposed without limit after selling their company. The agreement therefore sets the terms on which the buyer may claim. These limits are where the real allocation of risk happens, and they deserve as much attention as the warranties themselves.
| Limit | What it does | Typical position |
|---|---|---|
| De minimis | Ignores individual claims below a small amount | A small fixed sum per claim |
| Basket (threshold) | No claims until the total of valid claims exceeds a figure | A small percentage of price; “tipping” (whole amount) or “deductible” (excess only) |
| Cap | Maximum total liability | A percentage of price for general warranties; full price for title and capacity |
| Claim period | Time within which notice of a claim must be given | Longer for tax and title than for general warranties |
| Exclusions | No liability for matters disclosed, provided for in accounts, or caused by the buyer after completion | Standard, subject to negotiation |
Some points of Indian law affect these limits.
Fraud. A party cannot contract out of liability for its own fraud. Limits on claims should say they do not apply to fraud or wilful concealment, and courts will generally read them that way in any case.
Time limits. Section 28 of the Contract Act makes void an agreement that restricts a party absolutely from enforcing its rights through the usual legal proceedings, or limits the time within which it may do so, and since its amendment in 2013 also a clause that extinguishes rights on the expiry of a specified period. Courts have differed on how this applies to contractual notice periods for warranty claims. A clause that requires notice of a claim within a period, rather than purporting to extinguish the right itself, is generally considered safer, but the drafting should be checked by your advocate against current decisions.
Double recovery and mitigation. The agreement should prevent the buyer recovering twice for the same loss, for example through a price adjustment and a warranty claim, and should preserve the general duty to mitigate loss.
Insurance. In larger deals, warranty and indemnity insurance is sometimes taken out, so that the buyer claims against an insurer rather than the sellers. In India it is still used mainly in larger transactions.
A buyer pays for goodwill — the customers, reputation and know-how of the business. It will not want the sellers to set up next door the week after completion.
Section 27 of the Indian Contract Act makes agreements in restraint of trade void, and Indian courts apply it strictly to employees after their employment ends. Our NDA guide explains the general rule. But section 27 contains an exception directly relevant here: a person who sells the goodwill of a business may agree with the buyer to refrain from carrying on a similar business within specified local limits, so long as the buyer, or anyone deriving title to the goodwill from him, carries on a like business there, provided the limits are reasonable.
A seller of shares in a company is, in substance, selling the goodwill of the business the company carries on, and courts have generally allowed reasonable non-competes in share sales on that basis. To stay within the exception, the covenant should be:
Non-solicitation of customers and employees, and non-disparagement, are commonly added and face fewer objections. Where a seller continues as an employee or consultant of the company after completion, a separate agreement should cover that role, and the restraint during employment is treated differently from the restraint that follows it.
A small minority seller who received a small sum should not be bound by the same restrictions as the founder who sold control. Covenants that are disproportionate to the seller’s role are more likely to fail.
Completion is when the shares change hands and the price is paid. A well-prepared completion follows a checklist agreed in advance, often held in escrow and released simultaneously.
The sellers deliver:
The buyer delivers: the price, or the completion payment and the escrow deposit; evidence of its own authority to sign; and, where required, replacement guarantees.
The company holds a board meeting that approves the transfers and updates the register of members, appoints the buyer’s nominees as directors, accepts the resignations, changes bank signatories and authorised persons for tax and other registrations, and changes the registered office if agreed. Our board resolution service drafts the resolutions.
Filings follow: changes in directors are reported to the Registrar within the period the rules allow, and changes in significant beneficial ownership are declared and filed where the law requires. Our director appointment and statutory registers services handle these steps.
The sequence matters: money should not move until the transfer documents are ready, and the transfer documents should not be released until the money has moved.
Two separate stamp duties arise in a share purchase.
The agreement itself carries duty as an agreement, at the rate of whichever State it is executed in; Delhi uses e-stamp certificates. See our e-stamp paper guide for buying and checking the certificate, and for the risk of relying, in arbitration, on paper that was never stamped.
The transfer of shares attracts stamp duty on the consideration. Since July 2020, the Indian Stamp Act has provided a uniform national rate for the transfer of securities, replacing the old State-by-State position. For shares in demat form, the duty is collected through the depository system when the transfer is made. For shares still held physically, the duty is paid on the transfer instrument, in Form SH-4, which must be delivered to the company within the time the Companies Act prescribes.
Private companies other than small companies were brought under a requirement, by 2023 amendments to the share rules and with a deadline pushed back later, to issue and transfer securities only in dematerialised form. If yours is caught, the sellers’ shares have to reach a demat account before they can move. Checking this early avoids delaying completion.
The transfer is registered by the company only if it complies with the articles. Private company articles restrict transfers, often with rights of first refusal for other shareholders or board approval. The agreement should require the sellers to procure the waivers and approvals needed.
Our share transfer documentation service prepares the transfer instruments, depository instructions and board approvals.
Where one side of a share sale is not resident in India, foreign exchange rules made under the Foreign Exchange Management Act apply, principally the rules on non-debt instruments. What follows is a sketch; the rules are long and amended often.
Sector. Most sectors allow foreign investment on the automatic route, subject to caps and conditions in some, with Government approval in others, and prohibited in a few. Certain investors, including those from countries sharing a land border with India, need approval regardless of sector.
Pricing. When a resident sells to a non-resident, the price generally must not be less than fair value determined by an internationally accepted pricing method and certified as the rules require. When a non-resident sells to a resident, the price generally must not exceed fair value. A price agreed between the parties that falls on the wrong side of the valuation cannot simply be carried through.
Deferred price. The rules permit a portion of the total consideration to be deferred, held in escrow or paid as an indemnity or earn-out within a set period. Structures outside those limits need to be reconsidered.
Reporting. Transfers between residents and non-residents must be reported through an authorised dealer bank within the prescribed time. Late reporting leads to late submission fees or compounding.
Tax. Where the seller is a non-resident, the buyer is generally required to deduct tax at source from the price, and the rate depends on the seller’s tax position and any treaty.
We draft the agreement; the foreign exchange structure, the valuation certificate and the reporting need sign-off from a chartered accountant or a foreign-exchange lawyer.
Start your share purchase agreement
Tax often shapes a share deal more than any legal clause. The points below are the long-standing position and are given so that the right questions are asked; each side should take advice from its own chartered accountant. The Income-tax Act was re-enacted with effect from April 2026, and the provisions were renumbered.
Sellers: capital gains. The gain on selling shares is taxed as capital gains. Whether it is short-term or long-term depends on how long the shares were held, and the rates for unlisted shares were changed in 2024. The cost of the shares, and any earlier restructuring, affects the gain.
Sellers: price below fair value. Where unquoted shares are sold for less than their fair market value determined under the tax rules, the tax law has deemed the fair market value to be the sale consideration for computing the seller’s gain.
Buyers: price below fair value. A buyer who acquires unquoted shares for less than their fair market value has been taxable on the difference as income, subject to thresholds and exceptions. A “friendly” price between relatives or business friends can therefore create a tax bill for both sides.
Company losses. For closely held companies, carried-forward business losses may be lost if the beneficial ownership of shares carrying a specified percentage of voting power changes, subject to exceptions including for eligible startups. A buyer who is paying for a company partly because of its tax losses should check this first.
Deferred and earn-out price. The timing of taxation of contingent consideration raises questions for both sides; the agreement should allocate responsibility for any tax on price adjustments.
Tax indemnity. Because the company’s past tax liabilities remain with it, buyers usually require an indemnity from the sellers for pre-completion taxes, as described above.
None of this is tax advice — take it to your accountant as a list of questions.
Not every share purchase is the purchase of a whole company. A buyer may acquire twenty or thirty per cent from one of several shareholders, alongside founders who stay. The share purchase agreement is then only half of the documentation.
A minority buyer cannot control the company after completion and cannot easily enforce its own position, so its protection comes mostly from the shareholders agreement signed at the same time: board seats, reserved matters, information rights, transfer restrictions, tag-along and exit rights. Our shareholders agreement guide explains each of these, and our shareholders agreement service drafts it.
Three points specific to the share purchase agreement in a minority deal:
Where the buyer is subscribing for new shares rather than buying existing ones, the document is a subscription agreement, and the money goes to the company rather than to a seller. The two are often combined in larger rounds, and the same principles of diligence, warranties and conditions apply.
Most share purchase disputes arise within the first two years after completion, and fall into four categories: price adjustment disputes under completion accounts; earn-out disputes; warranty and indemnity claims; and alleged breaches of non-compete covenants.
Accounting disputes are best sent to an independent accountant acting as an expert, not an arbitrator, with a short timetable and limited scope. The agreement should say the expert’s decision is final and binding except for manifest error.
Claims should follow the notice procedure in the agreement: written notice within the claim period, with reasonable detail of the facts and an estimate of the amount, followed by proceedings within a further period if the claim is not settled. Buyers lose good claims by missing notice requirements.
Third-party claims — a tax demand against the company, a supplier suit — should be notified to the sellers promptly, and the sellers usually have a right to take part in, or conduct, the defence at their cost.
Forum. Share purchase agreements usually provide for arbitration, with a named seat and procedure. The appointment of the arbitrator should be fair to both sides; Indian courts have struck down clauses that let one interested side choose a sole arbitrator on its own.
Before any proceedings, a written demand usually comes first, and our legal notice service prepares it. Arbitration and litigation are handled by your advocate, engaged and paid by you directly; we do not quote, collect or share that fee. To choose counsel who handles commercial disputes, see find an advocate.
A distributor of electrical goods in Naraina agrees to buy all the shares of a small manufacturing company owned by two brothers who are retiring. The agreed value is based on the last audited accounts.
Due diligence finds three things: the company’s trademark is registered in the elder brother’s own name; there is a GST show cause notice for two past years; and the factory lease has a clause allowing the landlord to terminate on a change of ownership. The share purchase agreement deals with each. The trademark is assigned to the company as a condition of completion. The GST exposure is covered by a specific indemnity, backed by an escrow of part of the price for three years. The landlord’s written consent is a condition, obtained before completion.
Because the brothers want certainty, the price is fixed on a locked box basis using the audited balance sheet, with a leakage covenant: no dividends, bonuses or payments to the brothers or their families after that date. General warranties are capped at a percentage of the price, with a basket and a claim period of eighteen months; tax warranties run longer. Each brother agrees not to compete in the same products in the National Capital Region for three years.
At completion, the shares are transferred through the depository, the brothers resign as directors, the buyer’s nominees are appointed, and the bank mandates are changed the same day. A year later the GST notice is confirmed as a demand; the amount is paid from escrow and the balance released to the brothers.
A founder of a software services company in Noida sells his entire stake to a larger listed group. The group pays part of the price at completion and offers an earn-out based on revenue over two years, with the founder staying on as chief executive.
The first draft defines revenue by reference to “the company’s accounts” and says nothing about how the business will be run. The founder’s side negotiates: revenue is defined with worked examples; the company will be kept as a separate reporting unit; customers may not be moved to other group companies without adjusting the earn-out; group charges are capped; the founder receives monthly figures; and if he is dismissed without cause, or the company is sold, the maximum earn-out becomes payable. Disputes about the calculation go to an independent accountant.
In the second year, the group integrates the sales team into its own. Because the agreement anticipated this, the revenue from the company’s existing customers continues to count towards the earn-out, and the dispute that would otherwise have arisen does not.
For a share purchase agreement we charge ₹5,999, and the usual turnaround is 3 – 10 days. Our role is the documents. Valuation, deal advice and investment banking are outside it, and we do not tell anyone whether to buy, sell, or at what price.
| What is included | Why it matters |
|---|---|
| A discussion of the deal, and a list of questions for due diligence | The agreement follows what is actually found |
| A draft agreement with price mechanism, conditions and interim covenants | Value protected between signing and completion |
| Warranties, indemnities and limits on claims | Risk allocated deliberately, not by accident |
| Disclosure letter template, and escrow or earn-out terms where needed | Claims that can actually be paid |
| Completion checklist and board resolution drafts | A completion day that works in one sitting |
| A revision round, or our comments on the draft the other side sent | No clause in it you cannot explain |
Stamp duty and Registrar fees are extra, at actual cost — we tell you the total before we start. Questions of valuation, tax and foreign exchange belong with your chartered accountant. Any arbitration or court case is for your advocate, whose fee is engaged and paid by you directly; we do not quote, collect or share it.
In a share purchase the buyer takes the company with its whole past. Diligence finds what can be found; the disclosure letter records what the sellers know; warranties and indemnities decide who pays for the rest; and escrow makes sure the payment is really there. Tell us what is being bought and sold, and what diligence has turned up. We will draft the agreement, the disclosure letter and the completion checklist.
Two doors, both free. Clients search a factual directory of enrolled advocates. Advocates apply to be listed on it — no fee, no commission, nothing paid in either direction.
Search Bar Council enrolled advocates by what your matter is about, by court, or by city. Searching and sending a request are both free.
Enrolled advocates anywhere in India can apply to be listed. Your entry is published only after we verify your enrolment number with your State Bar Council.
This directory carries no ratings, no reviews, no rankings and no fees — only the factual particulars the Bar Council of India permits, published at each advocate's own request. Browse the network · Terms for Advocates