Aug 2019 – Jul 2025 · 5 yrs 11 mos · Bangalore · On-site

• Leading Human Resources for the largest online gaming company of India. Partnering the transformation, global expansion, new business / product strategy of the organization.
• Driving and partnering with the leadership team to enable growth and global expansion through talent strategy – talent footprint set up in Europe, and US, 2x expansion in the India establishment
• Co-Leading the new business strategy and M&A with founders, CFO, and Corporate Development Team
• Set-up the HR function, mature the talent processes, and drive the automation agenda in HR
• Driving the compensation and benefits strategy, revamp of executive compensation structure, and broad basing of equity compensation strategy for stronger linkage with performance and growth
• Leading the OD and learning agenda through organization structuring interventions, team interventions for enhanced collaboration, executive coaching, and blended learning
• Influencing culture change through interventions, leadership sponsorship, performance process modifications
•  Driving the search and on-boarding of key C-Suite Leaders and staffing strategy for the organization
• Drove the employer branding and internal communication agenda as a key influencer to hire and retain top talent
• Heading the administration function as additional role, driving infrastructure expansion and strategy

Sep 2018 – Aug 2019 · 11 mos · Greater Delhi Area

• Enhanced the Organization, Leadership and Talent Development Processes
• Brought in the Leadership Development Philosophy and processes for capability building
• Partnered effectively with BU Leadership Teams for rigorous Top Talent Processes
• Coached selected senior leaders
• Enhanced the engagement and measurement of the employees
• Managed the B-School talent and sourcing
• Invested in HR team as HR for HR

Mar 2016 – Sep 2017 · 1 yr 6 mos · Bengaluru Area, India

• Lead HR Function for the C&IS Team of Norther Trust in India
• Redesign talent processes for enhanced outcomes
• Mentor and develop HR Team
• Lead the engagement and development for the Top Talent of India
• Own and Lead the Talent and Leadership Development
• Lead the Leadership Development Strategy formulation and execution for NOS India
• Design and execute OD Interventions for teams in NOS India
• Core team member for the Global HR Organization Design and New Talent Framework
• Implement the new performance framework in India

Jan 2012 – Jan 2015 · 3 yrs · Bangalore

• Head – Talent Management and OD
• Owning and enhancing the performance culture of the organization through Performance Management and Differentiation Process
• Sponsor the India Business Leadership Team on the Annual Agenda
• Leadership Development and Talent Pipeline for Key Positions
• Organization Design and Development Interventions for TE Connectivity India as well as for specific Business Units
• High Potential Talent Identification and development
• Executive feedback and coaching
• People manager capability enhancement
• Sales effectiveness enhancement
• Head – Business HR for Global Shared Services (Captive Outsourcing Team of 500 people)
• Leadership and coaching to HR Team for the GSS organization
• Global alignment on the strategy and agenda for the GSS India team
• Leadership support and advisory
• Enhancing operational excellence of HR Team
• HR Business Partner for Network Solutions Business Unit (Largest Sales team of TE India)
• Driving the organization integration and structure change
• Enhancing Leadership capability
• Leading HR functional activities in alignment with COEs
• Driving workforce planning
• Front ending M&A integration activities

Jan 2011 – Jan 2012 · 1 yr

• HR Lead for Insurance Vertical of Accenture IDC at Bangalore

Jan 2008 – Jan 2011 · 3 yrs

• Business HR Partner for TII Sales Team and TII Analog Team – Predominantly to partner with the Sales team for growth in India and to partner with the Analog team for people processes and business strategy
• Growth and stabilization of Sales force in India
• People processes and compensation / reward strategy
• Business Acumen and scorecard
• Function Head - Talent Development Leadership for TI India
• Lead the Development fuction for TI India
• o Create development framework
• o Build development infrastructure
• o Facilitate implementation and effectiveness in the Business
• o Provide expertise in OD domain

Jan 2006 – Jan 2008 · 2 yrs

• Managed HR for the Wireless organization of TII to bring it to stability and vibrancy. Largely focused on below...
• Aligning organization structure with the dynamic industry landscape
• Leadership Development
• Change management
• Diagnosing engagement and culture
• Reframing, developing and executing engagement and culture interventions
• Partnering in organization structure alignments and change
• Partnering in incubating and ramping a new business team

Jan 2005 – Jan 2006 · 1 yr

• Responsible for the Human Resources processes (Talent Engagement and Development) for a 2700 employee team (Enterprise Application and Solutions) of Wipro Technologies. Responsible for end-to-end HR processes and activities for the group
•  Leadership Development
•  Compensation Execution
•  Performance Managent Process and execution
•  Organization structural changes
•  Employee Engagement

Jan 2003 – Jan 2005 · 2 yrs

• My role with Corporate Human Resources team entailed regular research, analysis and benchmarking in areas of executive compensation and stock based incentives. I also held responsibility of strategizing for and executing organization-wide processes like Management Schools recruitment.
• Executive Compensation
• o Compensation structuring and strategy for Senior Leadership
• o Global benchmarking, analysis and conceptualization of alternate compensation structure for executive leadership of the organization
• o Research and analysis of changing statutes related to stock based compensation. Aligning with finance team to infer the impact of expensing options as mandated by FASB
• o Played a crucial role in executing and rolling out the Changed stock based compensation straetgy for Wipro Limted
• Management Schools Strategy and Process
• o Held complete responsibility of end-to-end plan for Management Schools for all BUs of Wipro
• o Conceived, branded and executed the Summer Internship Process for Management Schools. WiSE – The summer internship process got a significant mention in the cover story article of Human Capital Magazine, and is now an institutionalized process at Wipro.
• o Own the end-to-end process for recruitment from management schools, induction, mentoring and stock take of management campus recruits
• o Planning and execution of branding initiatives on premier Management School campuses
• Employer Branding - Led the Employer Branding (External) Strategy for Wipro Ltd.

Jan 2002 – Jan 2003 · 1 yr

• o Member of core team for design of the process based organization structure
• o Carried out Organizational Diagnosis and analysis for acquired plants and recommended interventions to enhance employee satisfaction
• o Responsible for Management School recruitment process
• o Initiated competency mapping exercise for the organization

Jan 2001 – Jan 2001 · 0 mo