Dec 2024 – Aug 2025 · 8 mos · India · On-site

• Board Member at Wyn Beauty by Serena Williams.

Apr 2024 – May 2025 · 1 yr 1 mo

• As a part of the current role of leading the people & culture function for the group, I am responsible for overseeing and driving projects that are closely tied to the founder's vision.

Apr 2022 – Apr 2024 · 2 yrs

• I am leading the people and culture charter for the Good Glamm Group, for India and International Markets (US, Middle East) for 3 companies and brands within each company.
• Good Brands Company (MyGlamm, Manish Malhotra, The MomsCo, Sirona, Organic Harvest, Baby Chakra)
• Good Media Company (POPxo, ScoopWhoop, Baby Chakra)
• Good Creator Company (Plixxo, Winkl, Vidooly, Miss Malini, Bulbul) - India’s largest creator network.
• Good Glamm is the fastest growing digital BPC (Beauty & Personal Care) conglomerate leveraging content and creator for commerce in India. Group is 4000+ people strong.

Sep 2021 – Apr 2022 · 7 mos

• Lead Org design, M&As and partner with Founders and CXOs on integration (people & system) to align on group and brand's strategic initiative
• Partner with founder(s), leadership team, and the company be more productive and successful. Maximize org effectiveness, drive transformation and enable growth.
• Lead, set up / scaled functions of HR across Good Glamm Group; Compensation & Benefits, Performance Management, Learning & Development, Talent Acquisition, M&A and People Operations.

Jul 2021 – Sep 2021 · 2 mos

• Lead People & Culture function across various functions in the HR domain such as Talent Acquisition, Compensation Benchmarking, Benefits Plan Design and Execution and People Practices.
• Focus on enabling Talent Strategies for Good Glamm Group with big focus high velocity hiring, talent engagement & retention, and HR/Org Transformation amidst change and complexity.

Jul 2020 – Jun 2021 · 11 mos

• Organizational and Business Management: Drive Org (OPs) with monthly and quarterly prioritization, while collaborating with the leadership team and internal partners to meet cadence objectives. Create and implement accurate plans, develop success metrics and communication approaches for these initiatives and projects.
• Financial Management: Lead budget planning and forecasting, hiring strategy, and resource management in alignment with the business leaders.
• Culture and People: Head HR, IR, and OD with the leadership team to identify, analyze, and develop strategies to improve organizational health as indicated through AI, HR Connect Sessions, personal observation, or other employee listening systems.

Jul 2019 – Jun 2020 · 11 mos

• Business partnering to the CEO/CXOs, define the business HR strategy and ensure successful execution of the same through a consulting approach. Includes compensation strategy, learning & development, employee relations, HR operations and talent management
• Hiring top leadership for Product, Technology, Design, Performance Marketing and Business roles with the Talent Acquisition Head/Team. Partner the business leaders to resolve employee relations issues in order to promote a harmonious and great work culture. Design retention programs to assure organizational stability.
• Re-designed Org Structure with the CEO for creating agility, collaboration and high fluidity for higher organisation performance. Focus on cost optimization by efficiency through design model to design a lean, fast paced working culture.

Oct 2016 – Jul 2019 · 2 yrs 9 mos · Gurgaon, India

• Lead the HR’s Centre of Excellence Division - Design, Plan & Implementation of Engagement & Communication Strategy, OD & Talent Management (Implementation of Competency Framework (Functional and Behavioural) in key HR Processes like Hiring & Career Progression and Performance Management , New Process Implementation & Process Re-engineering & Employer Branding). Actively engaged in verticals like Business Partnering, Rewards & Recognition & Performance Management for Housing-PropTiger-Makaan-FastFox with a headcount of nearly 3000 employees.
• Part of the core team that lead 3 biggish mergers and acquisitions, 4 technology companies starting from HR process integration, people & culture integration, system & process integration to overall change management process. Work closely with Business Heads/BU Heads to ensure higher engagement, lower attrition and seamless integration between management and various teams.
• Spearhead GPTW project by working with the Business & HR leaders and align them to drive strategic business goals through human resources; contribute towards strategic HR goals of the organization. Lead the company in the coveted ‘Great Place to Work’ Top 100 companies in 2017 and in Top 50 companies in 2019.

Sep 2015 – Oct 2016 · 1 yr 1 mo · Gurgaon, India

• Lead Corporate Hiring and Business Partner to two of the biggest and most important BUs of the company. Being a start up, I also am deeply involved with key projects like designing the implementing the PMS Framework, Defining HR Philosophy - Culture & New processes.
• Headed of Talent Acquisition & Business Partnering for North & East Region for a span of 500+ people for an year with special hiring projects for Marketing, Finance & other Corporate Verticals over time.

Oct 2013 – Apr 2015 · 1 yr 6 mos

• Managed 4 business verticals of Group - Brands—Benetton, Sisley, Undercolors and International Sourcing in India with diverse workforce based out of corporate, regional, retail store, factory and blue collar within & outside India.
• Successfully managed Projects in 8 countries (Hong Kong, Macau, Singapore, Dubai, Malaysia, Italy, Germany, India) and 2 continents (Asia & Europe); Conceptualized ALL IN ONE project to collaborate 12 top performing countries on HR Intelligence & Talent Management.
• Single-handedly lead exclusive projects for the Managing Director–Induct; thus, represented Benetton India in The Great Place to Work Survey by Economic Times; responsible for taking Benetton India from Rank 83 in 2012 to Rank 29 out of 600+ organizations that participated in the survey (including the likes of Google, Microsoft etc.) in 2014 among the BEST EMPLOYERS IN THE COUNTRY. Engagement score went up from 78 to 85 within just 3 years. Attrition brought below 6%
• Selected among 800 employees by CEO to represent Benetton India at Global Head Quarters in Italy amidst 12 countries across the world; as youngest of 4-member-team (included 1 director & 2 GMs), worked on an international project—Global Talent Management with headquarters team in Italy. India team bagged 2 critical projects and rated No.1 among all performing subsidiaries by Global CEO.
• Special Project – New Business Talent Acquisition – Successfully lead a team of 2 to hire 100 people in 44 days for new upcoming stores in an Punjab in 2014.

Oct 2012 – Oct 2013 · 1 yr

• Spearheaded a 4-member-team to successfully lead 100 executives to Dubai for a Retail Strategy Meet in 2013; accountable for the entire process of conceptualization to execution—managing business continuity plan, business planning for the team, defining group projects, devising a strategy with Board members for the next 5 years with regard to future retail fashion
• Head Communications; Responsible for end-to-end communication at the organization level from 2013 to 2015. Designed & developed Employer Branding Campaign–Benetton Unlimited; thus, built Benetton India’s core values that define the fabric of the organization’s culture.
• As the Head of Communication, Conceptualized & Introduced Online Communication Intranet – Benetton Connect, which collaborated with over 1000 employees across the country. Awarded USB award by the Managing Director for turning around the project before the deadline.
• Revolutionized “Communication of HR” by Directing 6 corporate films for Benetton India –on various critical aspects of the organization used at various critical events like Global Visits, Employer Branding; “I am Benetton” rated among the best employer branding videos on Great Places to Work survey.
• Responsible for designing & implementing - W-Special Initiative, 2013 till date: Exclusive initiative to ensure women safety and welfare. Zero % attrition among women associates in the year 2013.

Apr 2011 – Oct 2012 · 1 yr 6 mos

• Assigned responsibility for collaborating & supporting South East Asia Team for setting up India business people practices. Hired, trained 11-member team within record 60 days.
• Conceptualized, designed and single-handedly managed end-to-end communication for HR—creative, mailers; felicitated by management for displaying creativity and ingenuity
• Strategize Exclusive Engagement Plan some of them include (3 New R&R Platforms, Online Performance Management Tool, Employer Branding, New Hire Orientation Program & new referral program) resulting in less than 6 % attrition & 85+ engagement score.
• Conceptualized and launched – Benetton TREE – Training Roadmap for Each Employee, an initiative designed to create customized learning plan for talent development. Successfully designed & enrolled 40 HiPos in the BSP (Benetton Succession Plan) for creating pipeline for future leaders

Jan 2010 – Apr 2011 · 1 yr 3 mos

• Core Member – Facilitation & Execution Business Model Transition, Independently deployed 100+ employees in record 45 days to transition from Franchisee to Retail Model. Revenues post transition has grown by 200%
• As Pilot Member, Benetton HR Transformation Team created in 2010, a generalist profile responsible for the smooth and successful functioning of various facets of HR—talent acquisition (hiring), learning & development (training) talent management & talent engagement (end to end employee engagement) & communication.
• Special Project – Cost Efficiency via Admin expense % of revenues – Assigned by the Director – HR, which focused on benchmarking competition on cost to revenue ratios for admin expenses and suggest solutions on revising the existing structure.