Oct 2018 – Present · 7 yrs 5 mos · India · On-site

• As part of Xiaomi’s Global HR org, I drive the overall HR strategy for Xiaomi India while leading the Culture & Values charter. I partner with both global and local leadership to shape people practices that align with HQ vision and adapt seamlessly to India’s context.
• Defined and executed HR strategies that fuel business growth and org transformation
• Embedded Xiaomi’s core values into how we hire, lead, reward, and grow
• Translated global frameworks into India-ready programs with sharp execution discipline
• Led org-wide initiatives to elevate capability, engagement, and effectiveness
• Key Learnings from 6+ Years:
• Strategy only works when it creates visible, felt impact across the business
• Culture drives performance — values are the foundation
• Real change needs patience, persistence, and purpose
• Success lies in tight alignment between HQ direction and local execution

Apr 2018 – Oct 2018 · 6 mos · On-site

• Another performance-led promotion, this time to lead the HR charter for a strategic merger between two entities. Played a critical role in ensuring smooth integration with zero disruption to employees and high trust across both sides.
• Led HR due diligence and post-merger integration with a strong people-first lens
• Designed and executed the org change communication strategy to keep employees informed, engaged, and reassured
• Ensured continuity in roles, policies, and culture alignment during the transition
• Acted as the bridge between leadership and teams to drive clarity and reduce uncertainty
• Key Learnings:
• Mergers are less about structure, more about sentiment and stability
• Transparent, timely, and empathetic communication is non-negotiable during change
• People trust the process when they trust the intention behind it

Jan 2017 – Mar 2018 · 1 yr 2 mos · On-site

• Performance-led promotion entrusted me with launching and managing an overseas office remotely, marking a key milestone in my HR journey. Spearheaded initiatives that elevated HR’s role from operational support to strategic enabler.
• Set up and led the international office remotely — hiring, onboarding, and team integration
• Got the organization GPTW certified by driving real engagement and culture-building
• Led org-wide initiatives like productivity analysis, talent mapping, and talent reviews
• Partnered with leadership to align structure, performance, and growth strategies
• Key Learnings:
• Promotions follow performance — impact speaks louder than intent
• Great workplaces aren’t built for certifications, but through consistency in actions
• Remote leadership demands high ownership, clear communication, and deep trust

Oct 2014 – Dec 2016 · 2 yrs 2 mos · On-site

• Promoted to the next level and entrusted with additional responsibility of Learning & Development, alongside continuing to lead the HRBP function. Played a key role in supporting rapid org scale-up from 500 to 1000+ employees.
• Designed and launched the first structured L&D charter covering functional and behavioral skills
• Partnered with HODs to identify capability gaps and build tailored development tracks
• Continued to strengthen the BP model to align with growing team structures and evolving business needs
• Ensured seamless onboarding, manager enablement, and retention in a high-growth environment
• Key Learnings:
• Scaling isn't just about headcount — it's about readiness.
• Building capabilities internally is as critical as hiring externally.
• L&D succeeds only when it's co-owned by business, not just HR.

Apr 2011 – Feb 2014 · 2 yrs 10 mos · Hyderabad Area, India · On-site

• I would consider this by far the milestone opportunity in my career, where I spearheaded the BP function. Starting from scratch, I built teams and shaped the organization. I managed not only the India operations but also the overseas business from the ground up. I introduced several first-of-its-kind initiatives, including talent mapping, cost engineering, and a comprehensive rewards framework, among others.
• One of the highlights was the opportunity to travel overseas to set up the new business, which broadened my global perspective. A major achievement was getting the organization certified with Gallup, which was a defining moment in my career. It was incredibly rewarding to see the work towards employee engagement truly pay off, and it solidified my belief in the power of building a culture of trust and recognition.
• Key learnings included the importance of a strong organizational foundation, the value of cross-functional collaboration, and how to drive change by aligning HR strategies with business needs. I also learned the critical role of data in shaping decisions, managing cost efficiencies, and measuring employee engagement. Traveling overseas gave me the insight into how global businesses operate, while the Gallup certification process reinforced the significance of employee satisfaction and trust in building long-term business success.

Feb 2010 – Apr 2011 · 1 yr 2 mos · Gurgaon, India · On-site

• My first role leading shared services for a group involved managing the entire center, overseeing a headcount of more than 5000 across multiple business units and locations. This role gave me the opportunity to streamline HR operations, implement efficient processes, and drive consistent service delivery across the organization. I was responsible for ensuring that HR services were aligned with business goals, improving employee experience, and optimizing resource allocation. It was my first time leading a team of 10 individuals and collaborating closely with the Leadership team, which helped me develop a strategic mindset and the ability to execute large-scale HR initiatives effectively.
• Key learnings included the importance of cross-functional collaboration, the need for agility in managing diverse business needs, and how to foster a culture of continuous improvement. I also learned to balance day-to-day operational needs with long-term strategic goals, ensuring that the HR function was not only efficient but also impactful in supporting business growth and employee satisfaction.

Jun 2007 – Dec 2009 · 2 yrs 6 mos · Gurgaon, India · On-site

• My first role as a People Manager involved overseeing the entire center, managing end-to-end HR functions across two sites—one in person and one remotely. I was responsible for handling everything from recruitment, employee relations, and performance management to training and development, payroll, and compliance. Running HR services for 2000+ headcount gave me the boost I needed to demonstrate my ability to lead effectively. I made key decisions to support business growth, improving employee engagement and ensuring smooth operational workflows. For the first time, I also learned the audit process and led the effort to get the center certified with ISO27001. Managing the center required balancing strategic planning with hands-on execution, ensuring a positive employee experience while meeting business goals.
• Key learnings included the importance of building a cohesive team across multiple locations, the value of clear communication in a remote setting, and the ability to align HR initiatives with broader business objectives. I also developed skills in handling high-pressure situations, prioritizing tasks, and leveraging data to drive decisions. One of the biggest lessons was learning to adapt quickly, especially when managing large teams and complex processes, and how to continuously improve both HR services and employee satisfaction.

Nov 2006 – May 2007 · 6 mos · Gurgaon, India · On-site

• Though it was a short stint, my role at Oxigen marked my first experience managing end-to-end HR and admin functions. I was responsible for overseeing a new business that was about to launch, and working closely with the Founders was an invaluable experience. This role was a stepping stone that gave me the opportunity to take full ownership and paved the way for my future growth.
• Key learnings included gaining a deeper understanding of startup dynamics, where agility and quick decision-making are crucial. I learned how to balance the operational demands of a new business with strategic HR planning, and how to build HR frameworks from the ground up. Additionally, working closely with the Founders taught me the importance of aligning HR strategies with business goals, fostering a collaborative and transparent work environment, and the need for flexibility in a fast-paced, evolving business landscape.

Aug 2004 – Feb 2006 · 1 yr 6 mos · Gurgaon, India · On-site

• My first HR role. Where it all began.
• Joined NIIT after completing my PGDBM, stepping into the world of HR through Operations. I managed the entire HR Ops lifecycle for over 1,000 employees single-handedly, covering onboarding, payroll inputs, compliance, exit processes, and more.
• This role built my foundation in HR execution, taught me operational rigor, and shaped my belief in end-to-end ownership.

Feb 2001 – Apr 2002 · 1 yr 2 mos · Gurgaon, India · On-site

• My first job. My foundation.
• Joined GE’s BPO division supporting backend operations for GCF UK, processing auto loan applications. Known for precision and commitment, I was the first in the team to take charge of Quality Control (QC) and proudly earned 6 consecutive ‘Employee of the Month’ awards — a first in the team.
• This role taught me the value of ownership, discipline, and customer-centric execution — principles that still guide me today.