May 2023 – Feb 2025 · 1 yr 9 mos · Bengaluru, Karnataka, India · Hybrid

• At The Ayurveda Co (T.A.C.), I was the fourth leadership team member after the two founders and the CBO, playing a pivotal role in shaping the people strategy and organizational culture of this fast-growing D2C brand. As a trusted advisor, sounding board, and confidant to the founders and leadership team, I influenced key decisions that aligned people practices with business growth.
• I led HR Business Partnering, Talent Acquisition, and Organizational Development, driving leadership capability, employee engagement, and cultural transformation. The organization looks up to me as a leader who can influence, inspire, and bring about positive change, strengthening T.A.C.’s position as an employer of choice in the beauty & wellness space.

Jul 2022 – Mar 2023 · 8 mos · Bengaluru, Karnataka, India · Hybrid

• At Vedantu, I played a key leadership role in scaling HR operations and fostering a high-performance culture in one of India's leading EdTech companies.

Feb 2022 – Jul 2022 · 5 mos · Bengaluru, Karnataka, India · Hybrid

• I led HR Business Partnering, Talent Management, and Leadership Development, ensuring alignment between people strategy and business goals.

May 2020 – Feb 2022 · 1 yr 9 mos · Bengaluru, Karnataka, India · On-site

• At Ola Foods, I joined during the critical COVID period, where ensuring smooth operations while driving people and business resilience was paramount. I focused on improving operational efficiency, enhancing people practices, and strengthening retention through employee-centric policies and engagement initiatives. A key priority was building a strong R&D team to drive innovation in new product development and establishing a robust training function to standardize product learning across the country, ensuring consistent quality and efficiency.
• As a founding core team member for Ola Quick Commerce (Ola Dash), I was responsible for end-to-end organizational design and scaling HR operations (on-roll and off-roll). I drove market mapping for top talent, benchmarking, and hiring high-impact individuals, ensuring the right leadership and workforce capabilities to support rapid business expansion. Known for my ability to influence and drive transformation, I played a key role in shaping the HR blueprint for Quick Commerce, enabling agility and sustained growth.

Jul 2018 – Apr 2020 · 1 yr 9 mos · Bangalore Urban, Karnataka, India · On-site

• I was responsible for HR Business Partnering for Southern Region for Ola Cabs. Here, I leveraged my automotive industry expertise to drive people strategy, workforce scalability, and operational excellence in one of India’s largest mobility platforms. I played a key role in HR Business Partnering, Talent Acquisition, and Organizational Development, ensuring HR initiatives were closely aligned with business goals.

May 2018 – Apr 2020 · 1 yr 11 mos · Bengaluru Area, India · On-site

• At Ola Fleet, my deep-rooted experience in the automotive industry gave me a strategic edge in understanding the market, business dynamics, and workforce intricacies. This allowed me to align HR strategies seamlessly with operational needs, ensuring efficient fleet management and workforce optimization.
• A key priority was driving and managing change in the face of business transformation and ensuring employee engagement and retention in a rapidly evolving mobility ecosystem.

Aug 2016 – May 2018 · 1 yr 9 mos

• I took a career break to focus on raising my child-a transformative experience that deepened my perspective on leadership, empathy, and resilience. While I wasn’t in an office setting, this time enhanced my ability to prioritize, adapt, and navigate challenges with a fresh mindset.
• This period also allowed me to reflect, learn, and grow-making me a more well-rounded professional, a better leader, and an even stronger advocate for work-life balance and people-centric policies. I returned with renewed energy, sharper insights, and a reinforced commitment to driving meaningful impact in the workplace.
• The best accelerated learning program, I have ever been to, I would ever be to.

Nov 2013 – Aug 2016 · 2 yrs 9 mos · On-site

• In this role, I led HR Business Partnering for the entire Eicher Brand Commercial Organization, covering Sales, Marketing, Aftermarket, Dealer Development, and Exports. This was a dynamic and high-impact role where I played a key part in several first-ever initiatives, including:
• Setting up and streamlining the regional HR team for stronger field-level HR presence.
• Establishing the first-ever COCO (Company-Owned, Company-Operated) model.
• Launching the VECV Learning Academy to drive capability building.
• Designing and implementing Dealer HR Practices to enhance dealer network effectiveness.
• Leading strategic HR initiatives implementation like 360-degree feedback, Coaching & Mentoring, VGAS survey and driving action planning based on insights.
• I was responsible for the Heavy Duty (HD), Light & Medium Duty (LMD), and Buses product verticals, each requiring a unique balance of tailored and common HR strategies. Managing the hiring intensity, induction, learning, and performance management across these verticals was a critical challenge. Additionally, I navigated complex organizational structures, addressing career growth, succession planning, and employee expectations while aligning HR practices with business needs.
• This role was a transformational experience, requiring a strategic and agile HR approach to support a market-leading product, an emerging product, and a seed product in a highly competitive landscape.

Oct 2010 – Oct 2013 · 3 yrs · On-site

• After my role in Learning & Development, I transitioned into an HR Business Partnering role for Sales, Marketing, and Dealer Development functions. My primary focus was to strengthen communication and connection with geographically dispersed teams, fostering a sense of belonging and alignment with the organization.
• I drove performance-centric communications and review mechanisms, ensuring that business goals translated into actionable people strategies. Additionally, I implemented key HRBP metrics, enhancing engagement, productivity, and organizational effectiveness across these critical commercial functions.

Apr 2009 – Oct 2010 · 1 yr 6 mos · On-site

• Post the Volvo-Eicher integration, I transitioned into Learning & Development, focusing on Sales, Marketing, and Aftermarket—a first-of-its-kind initiative for Eicher, traditionally a manufacturing-focused organization.
• I led training needs identification, collaborated with business leaders, and worked closely with training facilitators to develop customized content. I also ensured seamless program execution with training effectiveness measures in place, driving capability building and performance enhancement across commercial teams.
• Alongside L&D, I continued to lead Compensation & Benefits and HR Analytics, driving data-backed decision-making, benchmarking compensation structures, and ensuring competitive and equitable pay practices. My dual focus on capability building and HR analytics helped enhance both employee development and organizational efficiency.

May 2008 – Apr 2009 · 11 mos · On-site

• Alongside leading campus and lateral hiring, I played a pivotal role in the HR integration process following the Volvo-Eicher joint venture in May 2008. This opportunity allowed me to collaborate with global Volvo partners to align organizational structures, role nomenclatures, policies, compensation frameworks, and values across both entities.
• I was deeply involved in change management, communication programs, and cultural alignment, ensuring a smooth transition and seamless integration of HR practices. This experience enhanced my ability to navigate complex global partnerships, drive strategic HR transformations, and foster an aligned, people-centric workplace.

Jan 2007 – Mar 2009 · 2 yrs 2 mos · Pithampur · On-site

• In my role as Head of Recruitment, I led both campus and lateral hiring, ensuring a seamless and strategic talent acquisition process. I initiated campus engagement programs, streamlined summer internships and pre-placement offers, and strengthened relationships with top institutions to build a strong talent pipeline.
• For lateral hiring, I optimized internal talent sources—including company website, referrals, and direct applications—making hiring more cost-effective and efficient. Additionally, I introduced a consultant induction program to enhance their understanding of the organization and role, leading to improved performance and faster integration.

Jul 2006 – Dec 2007 · 1 yr 5 mos · Pithampur · On-site

• As the HR Business Partner for Product Design & Development, I worked closely with leadership to align people strategy with innovation and engineering excellence. I focused on talent management, leadership development, and employee engagement, ensuring a high-performing and collaborative work environment. By fostering a culture of agility and innovation, I helped strengthen the organization's ability to attract, develop, and retain top engineering talent.

Apr 2005 – Jun 2006 · 1 yr 2 mos · Mumbai, Maharashtra, India · On-site

• At Crompton Greaves, I was responsible for implementing the first-ever Corporate Training Calendar. I worked closely with stakeholders to coordinate programs, and track effectiveness, laying the foundation for a more systematic and impactful L&D approach.

Jan 2004 – Jan 2004 · 0 mo