Dec 2019 – Present · 6 yrs 3 mos · Gurugram, Haryana, India · Hybrid

• As a trained Coach, supporting people through their journeys has also helped me discover deeper aspects of my own self. As a Mentor and Coach, I work closely with young women professionals - guiding them as they navigate their paths to personal and professional growth.
• Diversity, Equity & Inclusion (DEI) is an area I’m deeply passionate about. I collaborate with organizations to strengthen their DEI and women-focused leadership agendas through thoughtfully designed programs, workshops, and theme-based sessions.

Nov 2016 – Nov 2019 · 3 yrs · Gurgaon, India

• I have been the Head HR & Administration for the R&D Business of Sun Pharma based at Gurgaon . This R&D center is responsible for development of Active Pharmaceutical Ingredients (APIs) and Finished Dosage forms (DF) like orals, liquids, injectables, ointments, gels, creams etc. for global markets. With more than 900+ scientists who are post-graduates and doctorates in Pharmacy, Chemistry & Medicine, there are specialized functions that support development of new API, DF, and develop and validate analytical methods for these, transfer the developed products and methods to manufacturing sites to manufacture batches that are required for the purpose of regulatory submission, process validation & commercialization. These scientists are additionally supported by Regulatory, Quality, Clinical Pharmacology & Pharmacokinetics, IP, Medical Writing, Project Management and IT teams.
• As Head of HR, I was responsible for strategy and execution for the R&D centre which is one of the most critical and vital set ups for the organisation, I had end to end responsibility of people processes and people strategy.

Jul 2015 – Nov 2016 · 1 yr 4 mos

• This is a high priority area for the organization aimed towards skilling employees for a focussed career path with a view to deliver in current roles and for future growth. In this role I :
• Partnered with the business and function heads @ airtel to create the talent & learning journey for the go-to-market functions of sales, customer services and marketing @airtel
• Designed and executed the capability plan for these functions across airtel.
• Responsible for design, and execution of development academies for critical positions across these functions across levels to prepare the identified successors for these critical roles
• Anchored key programs on learning governance
• Led Diversity & Inclusion at airtel.

Apr 2012 – Jun 2015 · 3 yrs 2 mos

• Handled independent charge as the HR head for the Enterprise & Government Business at Airtel. This 1000+ resource business handles Mobile & Fixed line, Enterprise Data, Managed Services & Cloud, Enterprise Solutions & Conferencing solutions for over 2000 corporate customers in India including MNCs as well as the Government. In this role I led interventions across development and implementation of people strategy, organization design, change management, talent management, people Engagement. A significant achievement during this tenure was to lead the design, conceptualization and execution of the Sales transformation journey at b2b in airtel.

Aug 2011 – Apr 2012 · 8 mos

• I led the implementation of ‘Agile’ structures across all Airtel circles as a Project Manager during the 2011 complex Airtel reorganization creating an integrated entity from three independent business lines - Mobile Services, Telemedia and the DTH businesses. The role included working with various functional directors, business heads and circle teams to create and deploy standardized structures, realignment of people and jobs , managing change and transition of employees under one business unit across every circle.

Dec 2010 – Aug 2011 · 8 mos

• Steered HR strategy and operations of the Mobile Services division in Delhi and NCR region, one of the largest circles in airtel.To my credit I was the First Young Leader to take up a circle HR Head position at Airtel. I was responsible end to end for all HR aspects of the business including people strategy & processes, skilling strategies, employee engagement and talent retention.
• During this role I also worked on a national project ‘Building AIR Culture’ involving development of interventions to integrate the airtel brand values in the culture of the organisation

May 2008 – Nov 2010 · 2 yrs 6 mos

• Worked as Business HR Partner for Customer Service, Marketing, Finance, IT, SCM, Legal and Audit functions, partnered with Airtel Functional Directors and their Leadership teams, handling diverse HR aspects including but not limited to performance & talent management of critical/top talent, succession planning for leadership positions, organizational design, HR strategy, functional productivity, performance management and engagement at one Airtel level.
• Part of the core team and HR lead responsible for setting up the new Finance Shared Services Business Unit at airtel and setting up of policies and processes for this division.
• Also functioned as Airtel Program Manager for the annual Leadership Conclave event for top 100 leaders of Bharti Airtel and ensured successful end to end event management at Singapore, Thailand and Dubai for 3 consecutive years.

Apr 2007 – Apr 2008 · 1 yr

• Worked as a SME in the Talent Management vertical created in airtel in 2007 and was responsible for design and implementation of the first Talent Management framework within airtel. Worked on design and execution of functional competencies, career paths, talent assessment tools focused on the identification, development and retention of Airtel’s talent pool and building of a leadership pipeline
• Also responsible for the design, execution and governance of the one year training program for the Young Leader (campus recruitment) program at Airtel.

Jan 2006 – Apr 2007 · 1 yr 3 mos

• Managed HR operations for Telemedia President’s Office (Landline business of Airtel) as well as talent acquisition, performance management and employee engagement activities for this unit.
• As a part of special initiatives, I handled organization restructuring of Telemedia business, executed special projects on top talent and other strategic initiatives for the Telemedia business

Apr 2005 – Jan 2006 · 9 mos

• Worked in the HR Operations vertical, handling recruitment for the Corporate offie of Bharti group. Was also involved in performance management and engagement initiatives for the Corporate office.
• I was also made the Process owner of the end to end campus recruitment process for Campus Recruitment from top MBA institutes followed by the one year Management Trainee program (leadership program).

May 2004 – Apr 2005 · 11 mos

• As L&D Program Manager for Bharti Televentures, worked in the Management Development & Learning vertical, designed and implemented training programs for senior leaders, Leadership programs for Management Trainees and also was responsible for redesign of the Management Trainee recruitment process of Bharti.
• I hold the credit of working on the design, development and implementation of the first coaching intervention at Bharti in coordination with Personnel Decisions International (PDI), Singapore.

Jun 2003 – Apr 2004 · 10 mos

• This was my first assignment at Bharti and being assigned to the Corporate Director HR, I was exposed to several strategic HR initiatives impacting the entire organization. I contributed to diverse high visibility programmes such as organization-wide competency mapping, drafting of the first Human Resource Planning model at Airtel, ESOP implementation, amongst others.
• I made significant contributions to group initiatives such as the Chairman’s Quality Award, driving Bharti’s nomination for Hewitt’s ‘Best Employer’ Survey, Golden Peacock Award, Gallup dipstick survey etc., on many of which we – as Bharti Airtel – fared exceptionally well.

Apr 2002 – May 2002 · 1 mo · Bangalore

• During my internship with Millipore, I worked on two projects around developing and implementing a 360 degree feedback for employees as well as an employee engagement framework for the organization.