Shradha A.H. Ahuja

CEO

United Arab Emirates21 yrs 6 mos experience
Most Likely To SwitchHighly Stable

Key Highlights

  • Expert in transforming organizational structures for efficiency.
  • Proven track record in maintaining operational continuity during crises.
  • Developed frameworks that enhance governance and performance.
Stackforce AI infers this person is a strategic leader in Corporate Services and Human Resources.

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Skills

Core Skills

Enterprise Transformation LeadershipShared Services LeadershipChange ManagementPerformance ImprovementOrganizational DesignLearning & Development

Other Skills

Operating ModelsDecision & Governance DesignOrganizational DiagnosticsTransformation StrategySystems ThinkingOrganizational Dysfunction FrameworksPeople AnalyticsHR Technology IntegrationAchieving Measurable ResultsBusiness StrategyBusiness ContinuityC-Level NegotiationsC SuiteCommercial AcumenExecutive Decision-making

About

Most organisations don’t have a people problem. They have a system problem. Work takes longer than it should. Decisions stall or circle back. The same issues keep resurfacing in different forms. Nothing looks broken on paper – but everything requires more effort than it should. That’s the part I focus on. I look at how work actually moves inside organisations: where it slows down, where it gets rerouted, and where people quietly compensate for design gaps. Not culture programmes. Not engagement initiatives. Structure. Signals. Power. Because when systems reward caution, pre‑alignment, and workarounds, ownership thins out – even with capable, committed people. I’ve spent over two decades inside organisations navigating volatility: market shocks, restructures, leadership transitions, and large‑scale change – in environments where decisions carry real operational, financial, and human consequences. Today, as Chief Shared Services Officer at Gulf Marine Services, I oversee HR, IT, Procurement, and Transformation across the Middle East. The frameworks I’ve developed – Reward Rift, The 4 Gaps, and the Theatre Hierarchy – give senior leaders a way to see what their systems are really reinforcing, even when KPIs and dashboards look “fine”. If execution keeps costing more than expected, or progress depends on constant follow‑up and personal heroics, the issue is rarely motivation. It’s design. I make the invisible visible – and then help leadership teams decide what’s worth changing. If you’d like this conversation in your boardroom, offsite, or leadership summit, this is the work I do.

Experience

Gulf marine services w.l.l

3 roles

Chief Shared Services / Human Resources Officer (CHRO)

Promoted

Aug 2022Present · 3 yrs 7 mos · United Arab Emirates

  • When I stepped into this newly created C-suite role, GMS needed more than HR leadership - it needed structural clarity, speed, and alignment across its enabling functions.
  • I built the Shared Services Department from the ground up - integrating HR, IT, Procurement, Facilities, and Digital Transformation under one framework.
  • This wasn’t a textbook centralization project. It was a redesign of how the organization thought, operated, and delivered.
  • Key outcomes:
  • Rebuilt the performance-to-pay link, aligning KPIs with measurable results.
  • Transformed IT from a support function into a true business partner across the UAE, KSA, and Qatar.
  • Simplified internal workflows across HR, IT, and Procurement; reducing friction, improving cycle times, and strengthening cross-functional accountability.
  • Partnered with the Board and the Chairman to realign enabling functions to strategic priorities, improving governance, transparency, and execution discipline.
  • The result: fewer silos, faster decisions, and measurable lift in both EBITDA and organizational trust -achieved by fixing structure, not surface.
Enterprise Transformation LeadershipOperating ModelsDecision & Governance DesignOrganizational DiagnosticsTransformation StrategySystems Thinking+36

Head of Human Resources

Promoted

Sep 2019Jul 2022 · 2 yrs 10 mos · United Arab Emirates

  • I took on the HR leadership role during one of the toughest periods for the offshore industry - an oil price crash, a pandemic, and a leadership transition.
  • The mandate: keep the business running while reshaping how we attract, retain, and redeploy critical talent across vessels and regions.
  • Key achievements:
  • Maintained 100% operational continuity during global lockdowns - filling 100+ ADNOC maintenance roles under complex compliance conditions.
  • Restructured the organization for agility and cost efficiency; aligning manpower, capability, and cost in real time.
  • Reinforced performance systems that rewarded delivery, not presence. Building early foundations for the Shared Services transition.
Enterprise Transformation LeadershipOrganizational DiagnosticsChange ManagementPerformance ImprovementBusiness Restructures

Human Resource Manager

Nov 2014Aug 2019 · 4 yrs 9 mos · United Arab Emirates

  • I joined GMS soon after its London Stock Exchange listing - when the company needed to evolve from founder-led operations to governance-driven systems.
  • Key focus: bringing structure where none existed.
  • Implemented the UK Corporate Governance Code from an HR and compliance lens.
  • Designed harmonized job bands and compensation frameworks to reduce inequities and enable transparency.
  • Established the company’s legal entity in Saudi Arabia, navigating complex labor and Saudization regulations to support regional growth.
  • This role shaped my understanding of how systems - not slogans define fairness, performance, and trust.
Organizational DesignPerformance ImprovementComplianceHR Technology Integration

Emirates nbd

Learning & Talent Development Manager

Jun 2011Nov 2014 · 3 yrs 5 mos · United Arab Emirates

  • Headhunted to build the Process Training and Capability Development function inside a new operations subsidiary.
  • Key highlights:
  • Designed and launched Tanfeeth University, an internal learning ecosystem tailored to business-unit realities.
  • Created the award-winning Underwriters’ Certification Program, delivering a 122% ROI and winning global recognition (ATD & Brandon Hall).
  • This role crystallized my approach - capability before compliance, systems before slogans.
Learning & DevelopmentTraining DeliveryCapability Development

Genpact

Training Manager

Jul 2004May 2011 · 6 yrs 10 mos · India

  • I started at entry level and rose through four promotions in under seven years, leading capability development for one of Genpact’s largest verticals.
  • It was my real-world MBA - learning how people, process, and performance systems interact under real pressure.
  • This is where I discovered my throughline:
  • Fix what’s messy. Trace problems to their source. Build systems that last.

Education

XLRI Jamshedpur

PGDM — Human Resources

Kurukshetra University

Master of Business Administration

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