Aug 2013 – May 2016 · 2 yrs 9 mos · United Arab Emirates · On-site

• Sobha Developers (JV – Meydan Sobha), Dubai | 2013 – 2016
• Mohammed Bin Rashid City – District One Project
• As Vice President of HR for the Joint Venture between Sobha Group and Meydan, I was part of the core leadership team that launched the flagship Mohammed Bin Rashid Al Maktoum City – District One project from its inception—one of Dubai’s most ambitious and prestigious master developments.
• I was entrusted with building the HR function from the ground up, supporting end-to-end setup of this multi-billion-dollar, master-planned community that included luxury residences, infrastructure, and iconic civic features such as the Crystal Lagoon.
• My mandate spanned strategic workforce planning, full-cycle talent acquisition, policy formation, and operational HR setup in a greenfield environment, ensuring the JV was equipped with the right talent, systems, and culture to scale rapidly and deliver on tight execution timelines.
• Key Contributions:
• 🔹 HR Architecture: Built the entire HR framework—from manpower planning and job structures to policies, payroll, and compliance
• 🔹 Leadership Hiring: Recruited and onboarded the complete senior leadership team across design, engineering, construction, legal, and commercial verticals
• 🔹 Culture Shaping: Designed people practices aligned with the JV’s unique identity—balancing Sobha’s quality ethos with Meydan’s development vision
• 🔹 Operational Setup: Led HR operations during the critical mobilization phase, scaling the workforce from zero to over 2,000 in under 18 months
• 🔹 Stakeholder Partnership: Worked closely with group CEOs, board members, project directors, and external consultants to align human capital with business milestones
• This role sharpened my ability to lead HR in high-stakes, first-of-its-kind environments, and remains one of the most defining phases of my career in terms of strategic setup, execution velocity, and talent architecture at scale.

Jan 2011 – Jun 2013 · 2 yrs 5 mos · United Arab Emirates

• Dodsal Engineering & Construction Pte. Ltd. | UAE, MENA, East Africa & India
• As GM – HR at Dodsal Engineering & Construction, I led the human capital strategy and execution across diverse sectors and geographies, overseeing HR for multiple business units spanning pipeline infrastructure, process plants, oil & gas exploration, mining, and heavy civil works, including key national projects like Etihad Rail in the UAE.
• Operating across the UAE, India, Algeria, Oman, Qatar, and East Africa, I played a pivotal role in driving workforce planning, mobilization, localization, and leadership acquisition for mission-critical, EPC-led infrastructure programs—delivering on both project execution velocity and compliance in challenging environments.
• Key Contributions:
• 🔹 Multi-Sector Talent Leadership: Oversaw HR for large-scale engineering domains—from oil refineries and gas exploration to rail networks and mining operations
• 🔹 Global Workforce Management: Led end-to-end manpower mobilization for over 12,000+ personnel across 6 countries, including local and expatriate staffing
• 🔹 Strategic Talent Acquisition: Spearheaded CXO and functional hiring across EPC, project controls, safety, QA/QC, planning, and contracts management
• 🔹 HR Integration & Compliance: Built unified HR systems and processes across diverse markets while ensuring compliance with local labor laws, union frameworks, and corporate governance
• 🔹 Etihad Rail Project: Played a lead HR role in supporting the human capital build-out for the early phases of the Etihad Rail program, including engineering, construction, and operational roles
• 🔹 Organizational Design: Partnered with business heads to redesign org structures for newly acquired mining and exploration assets in East Africa
• This role reinforced my ability to operate in multi-cultural, project-driven, and high-complexity environments—building people systems that align business risk, compliance, performance, and human capital strategy at scale.

Oct 2010 – Dec 2010 · 2 mos · United Arab Emirates · On-site

• Talent Acquisition & HR Strategy Consultant
• Mushrif National Construction Co., Abu Dhabi
• Engaged by Mushrif, a leading infrastructure and utilities contractor in the UAE, as a short-term strategic HR consultant to support critical leadership hiring, TA process redesign, and HR alignment during a period of organizational restructuring and project ramp-up.
• My mandate was to act as an external advisor and execution partner to the CEO and HR leadership—bringing clarity, speed, and structure to high-priority human capital initiatives in a business-critical window.
• Key Contributions:
• 🔹 Leadership Hiring Support: Advised on selection, assessment, and onboarding strategy for CXO and senior operations roles within water, sewage, and civil infrastructure projects
• 🔹 TA Process Realignment: Reviewed existing recruitment workflows and provided recommendations to streamline vendor usage, internal capability, and governance
• 🔹 Capability Assessment: Evaluated TA and HR team capabilities, mapped gaps, and proposed interventions to improve functional maturity
• 🔹 Advisory to CEO/Board: Provided insight into long-term TA strategy, succession planning, and hiring prioritization aligned with project execution demands
• Though brief, this engagement underscored my ability to step in swiftly, calibrate stakeholder expectations, and deliver actionable results that support both organizational agility and execution readiness.

Feb 2008 – Sep 2010 · 2 yrs 7 mos · India

• I led the human resources function across India and the UAE for multiple high-value, high-complexity business verticals including mining, oil & gas, infrastructure, and civil construction—while also steering HR strategy and execution for two landmark joint ventures:
• In India, I headed HR for the Leighton–Emaar MGF JV, supporting major urban development and infrastructure projects across North India.
• In the UAE, I was responsible for HR leadership across a mega-consortium comprising Leighton, Al Habtoor Engineering, Murray & Roberts, and Perini (USA) for the development of the Asia Asia Hotel and associated infrastructure within the iconic DubaiLand project.
• Operating in high-growth, multi-stakeholder environments, I partnered closely with board representatives, CEOs, project directors, and JV partners to ensure talent availability, compliance integrity, cultural alignment, and HR operational scalability across countries and sectors.
• Key Contributions:
• 🔹 JV & Consortium HR Leadership: Built and managed HR governance frameworks across complex multi-partner setups—balancing corporate, partner, and project expectations
• 🔹 Strategic Talent Acquisition: Led senior hiring across EPC, mining, oil & gas, tunneling, and commercial functions across India and the Middle East
• 🔹 Workforce Planning: Supported the scale-up of large project sites and remote infrastructure builds, including camp management, project mobilization, and workforce welfare
• 🔹 HR Systems Design: Standardized processes for recruitment, performance, and learning across Leighton’s regional operations in India and the UAE
• 🔹 Cultural Integration: Successfully bridged workforce integration across multiple nationalities, JV partner cultures, and project geographies
• This role was instrumental in shaping my cross-border HR leadership capabilities and gave me firsthand experience in managing talent at the intersection of engineering complexity, global partnerships, and large-scale execution mandates.

Jan 2007 – Jan 2008 · 1 yr · United Arab Emirates

• As Regional HR Head for the Eastern Hemisphere at The Shaw Group, I led the human capital agenda across 14 countries, overseeing end-to-end HR strategy, workforce deployment, and leadership acquisition for complex civil, oil & gas, and energy infrastructure programs—including UNOPS and USAID-backed initiatives in Afghanistan, Iraq, Djibouti, and Southeast Asia.
• My remit spanned high-risk conflict zones, critical civil reconstruction, and energy-sector megaprojects, requiring acute sensitivity to geopolitical risk, local labor laws, expat workforce dynamics, and multi-agency compliance—often operating under intense deadlines and under the watch of global development institutions.
• A key highlight of this role was leading the HR function for a landmark nuclear energy project in China (B.O.T model) a highly specialized and globally scrutinized nuclear build that demanded surgical precision in workforce planning, safety compliance, and international collaboration.
• Key Contributions:
• 🔹 Multi-Country HR Leadership: Directed HR operations across 14 nations with vastly differing cultural, and legal landscapes
• 🔹 Post-Conflict Project Staffing: Led large-scale mobilization and talent support for UN and USAID infrastructure programs in war-affected regions like Iraq, Afghanistan, and Djibouti
• 🔹 Nuclear Project Support – China: Oversaw HR planning, onboarding, and compliance for a nuclear facility using AP1000 reactor technology—ensuring alignment with U.S. and Chinese regulatory standards
• 🔹 Expeditionary Workforce Deployment: Managed international talent pipelines, expat contracts, and workforce security across remote and high-risk project locations
• 🔹 Governance & Compliance: Partnered with legal, operations, and government agencies to ensure ethical labor practices,and international labor law adherence
• This role deepened my capability to operate at the intersection of engineering scale, international complexity, regulatory rigor, and human capital risk management

Aug 2004 – Jan 2007 · 2 yrs 5 mos · United Arab Emirates

• At Laing O’Rourke, one of the world’s foremost engineering and construction firms, I progressed from HR Manager to Head of HR – UAE, playing a pivotal role in shaping and leading the human capital strategy across some of the region’s most iconic mega-projects and joint ventures.
• I was deeply embedded in delivering HR excellence across high-profile developments including:
• Atlantis Hotel (JV) – Palm Jumeirah
• Dubai International Airport – Terminal 3
• Mall of the Emirates (Ski Slope & Car Park)
• Souk Al Bahar (Downtown Dubai)
• I spearheaded the rollout of core HR systems and programs that scaled with project needs and improved workforce engagement, compliance, and productivity.
• As Head of HR for Aldar – Laing O’Rourke JV on the landmark Al Raha Beach Development in Abu Dhabi—an ambitious waterfront city development requiring industrial-scale mobilization and complex labor integration.
• Key Contributions:
• 🔹 Mega-Project HR Delivery: Managed talent strategy, mobilization, and site-level HR operations for some of the most iconic construction projects in the UAE’s modern history
• 🔹 HRIS Implementation: Successfully rolled out the SAGE HRIS platform—automating core HR functions
• 🔹 Workforce Capability Building: Designed and implemented the Supervisors’ Training Program, upskilling frontline leadership across all sites
• 🔹 Project Recovery Teams: Formed cross-functional taskforces to address underperformance and workforce bottlenecks on delayed project phases
• 🔹 HR for JV Management: Led full-scale mobilization of 1,500+ staff and over 20,000 workers for the Al Raha Beach development—managing cross-cultural teams
• 🔹 Productivity Initiatives: Launched various engagement and efficiency programs focused on worker welfare, and HR-alignment
• This role marked a significant phase of my career in large-scale project HR, where agility, compliance, operational integration, and hands-on leadership were key to delivering results under high complexity and visibility.

Mar 2002 – Aug 2004 · 2 yrs 5 mos · United Arab Emirates

• At Jumbo Electronics, one of the UAE’s most prominent consumer electronics and technology distribution companies, I held a dual mandate across Hr & Asmin, reporting directly to the CHRO and Chairman. The business operated in a high-volume, low-margin environment with exceptionally high visibility, requiring disciplined cost control, employee productivity, and seamless frontline execution across its retail showrooms, trading operations, and manufacturing units.
• Jumbo held exclusive distribution rights for global brands like Sony, along with local manufacturing responsibilities—adding layers of complexity to workforce management, and administrative coordination.
• Key Contributions:
• 🔹 HR & Admin Integration: Oversaw both corporate HR strategy and field-level administration, aligning workforce efficiency with retail and trading demands
• 🔹 Cost Optimization: Partnered with leadership to identify and implement cost control measures across HR operations, logistics, and general administration—without compromising customer experience
• 🔹 Retail Workforce Management: Ensured HR support and operational readiness across Jumbo’s retail footprint, balancing staff productivity with front-end service excellence
• 🔹 Employee Engagement: Revamped internal communication, recognition programs, and performance tracking for better alignment between corporate expectations and on-ground execution
• 🔹 Showroom Operational Support: Collaborated with store managers and sales leaders to ensure administrative policies and HR processes supported high-impact consumer engagement
• 🔹 Cross-Functional Alignment: Served as a link between business heads, support services, and the executive office to maintain responsiveness and agility in a dynamic trading environment
• This role sharpened my ability to lead HR and administrative functions in margin-sensitive, operationally intense, and brand-representative businesses, where customer experience and internal cost efficiency must go hand-in-hand.

Jan 1999 – Mar 2002 · 3 yrs 2 mos · New Delhi Area, India

• At EXL Service, a rapidly growing IT-enabled services and BPO firm, I held dual responsibility for HR and Administration, with a strong operational focus on people logistics and shift management. My role was pivotal in supporting the seamless transportation, scheduling, and welfare of over 2,500 Customer Relationship Executives (CREs) across multiple sites and shifts—a complex undertaking in a 24x7 service delivery environment.
• To support this operational backbone, I conceptualized and oversaw the development of a web-enabled transport management system—a first-of-its-kind initiative at EXL that brought real-time transparency, routing efficiency, and employee safety to the forefront of logistical operations.
• Key Contributions:
• 🔹 People Logistics Leadership: Designed and executed large-scale transportation and scheduling systems for 2,500+ employees across multiple locations and round-the-clock shifts
• 🔹 Tech-Driven Process Innovation: Spearheaded the development of a web-enabled IT platform for employee transport—optimizing route planning, vehicle utilization, and attendance compliance
• 🔹 Administration Excellence: Oversaw site-level admin operations including vendor management, facility upkeep, cafeteria services, and staff welfare programs
• 🔹 Cost & Efficiency Optimization: Balanced employee comfort and safety with operational cost controls across logistics and site support functions
• 🔹 24x7 Workforce Support: Established high-resilience support systems for continuous BPO operations, including shift overlap coordination and real-time incident handling
• This role honed my expertise in technology-enabled administration, high-scale shift workforce support, and mission-critical operational continuity—key to sustaining client delivery standards in dynamic service environments.

Jan 1996 – Jan 1999 · 3 yrs · New Delhi Area, India

• At IMTMA, the apex body representing India’s machine tool industry, I was entrusted with end-to-end management and administration of international trade fairs, including the prestigious IMTEX, ToolTech, and support events like Auto Expo and IETF. These events served as flagship platforms for showcasing advanced manufacturing technologies and global industrial collaboration.
• My role blended event operations, technology enablement, and member services—ensuring operational excellence in large-scale exhibitions while strengthening IMTMA’s engagement with hundreds of member organizations across the country.
• Key Contributions:
• 🔹 Trade Fair Operations: Managed full lifecycle planning and execution of IMTEX and ToolTech—covering exhibitor coordination, logistics, space planning, vendor management, and on-ground execution
• 🔹 Technology Implementation: Spearheaded the launch of an Exhibitions Management Software platform that digitized booking, allocation, billing, and exhibitor services—streamlining a previously manual process
• 🔹 Cross-Event Support: Provided logistical and administrative support for high-visibility national events like Auto Expo and IETF in coordination with CII and other industry bodies
• 🔹 Membership Engagement: Oversaw the registration, communication, and issue resolution for hundreds of member companies, maintaining active industry relationships and institutional goodwill
• 🔹 Compliance & Governance: Ensured adherence to industry protocols, safety standards, and venue regulations for all IMTMA-organized exhibitions
• This role gave me early and deep exposure to large-scale event logistics, cross-stakeholder coordination, and digital enablement in one of India’s most strategic industrial platforms.

Aug 1989 – Dec 1995 · 6 yrs 4 mos

• As a Commissioned Officer in the Indian Army, I operated across some of the world’s most challenging terrains—glaciers, mountains, deserts, and dense jungles—leading troops in active combat, counter-insurgency, and high-altitude operations under extreme physical and psychological conditions.
• My role blended combat leadership, military engineering command, instructional excellence, and civic engagement—ensuring operational readiness while fostering trust with civil authorities and local populations in sensitive regions.
• I was responsible for executing tactical operations, managing troop welfare, and leading high-risk missions in conflict zones. I also partnered with local communities and civic bodies, helping build a secure and stable environment in volatile areas.
• 🔹 Combat & Engineering Leadership: Led engineering units in mission-critical operations involving mobility support, fortifications, demolitions, and battlefield logistics
• 🔹 Civic-Military Interface: Engaged local administration and citizens to build trust, ensure safety, and support counter-insurgency stability efforts
• 🔹 Technical Instructor: Trained officers and soldiers in:
• Shoulder-fired guided missile systems
• Military vehicle driving & maintenance (including armored vehicles)
• Bunker construction, bridging, and minefield operations
• 🔹 Adjutant to CO: Served as principal staff officer managing operations, discipline, and administrative systems at the unit level
• 🔹 High-Altitude & CI Ops Training: Deployed as an instructor for troops being inducted into high-altitude and counter-insurgency zones
• This formative experience instilled in me the ethos of mission-first leadership, accountability, adaptability under pressure, and the ability to deliver results in high-risk, high-stakes environments—a foundation that continues to guide my leadership, personal and professional values in the corporate world.