Oct 2023 – Oct 2025 · 2 yrs · Mumbai · Hybrid

• Policy and Processes guidance and advisory for the HR transformation of the Bank.

Jan 2021 – Present · 5 yrs 3 mos · India · Hybrid

• Future Proofing Leadership and Organisations by sensitisation on emerging trends, awareness of the change required and then helping them to be future ready. We work on Culture, Capabilities, Design and Leadership to prepare the organisation for achievement of their mission and goals. We conduct Organisation Assessments, Leadership Development and Coaching to help organisations broaden their horizons and deepen their impact.

Nov 2020 – Present · 5 yrs 5 mos · Pune, Maharashtra, India · Remote

• Helping Jeevitam impact the next billion in enhancing their earning and growth potential.

Nov 2020 – Dec 2024 · 4 yrs 1 mo · India

• To survive and thrive Organizations and leaders in the new world of work will have to simultaneously operate at multiple levels, focus on excellence in execution to keep the business going, continuously build new capabilities to meet the future goals and simultaneously identify new opportunities to innovate to capture new markets or build on existing ones.
• My experience and expertise is to help organisations and leaders to develop resilience and agility for better tomorrow. I have developed 3A Leadership framework of authenticity , audacity and agility for building a culture that aids sustainable success. Authenticity in organisational context is all about the clarity of purpose and principles, inherent organisational strengths, and people. Audacity is about solving tough problems, taking bold decisions and abiding the principles in the most difficult situations.

Jul 2018 – Oct 2020 · 2 yrs 3 mos · Gurgaon, India

• It has been truly rewarding professional journey to be part of Airtel leadership team taking the organization through the transformational phase of Telecom Industry evolution. My primary responsibilities include enhancing the business performance through people interventions and to develop leadership team that is committed to engage, empower, energise and equip our employees to excel and grow.
• As a head of HR for market operations India and SE Asia my first priority is to help business succeed by improving the quality of talent and ensuring right talent for the right role on time for the geography. The focus has been to improve the talent processes and conversations bringing in the rigor and discipline.
• My second priority is to develop leadership pipeline across levels through identification, engagement and development of top talent. This year we launched "Airtel Leadership Academy (ALA)"comprising 10-12 month learning journeys at four leadership levels starting from first time managers to functional heads. Developed on principle of "Own Your Development", each journey has multiple interventions e.g. development centre, individual development plan, leadership development program, career sponsorship, job shadowing, business critical projects, on the job training, online learning etc. 200 Leaders across the levels are going through ALA programs preparing themselves for future roles.
• My third priority is people manager capability development which we believe is the core for developing high performance organization. Our intent is to facilitate People managers to empower each employee to perform, learn and grow. We are developing learning modules, rituals, tools and resources to equip people managers to add value to employees at each moment of truth in the employee life cycle.
• Building a culture of learning and growth and managing change and transformation are other priorities I focus upon.

Feb 2016 – Jul 2018 · 2 yrs 5 mos · Gurgaon, India

• I am passionate about leadership development and organizational effectiveness and this role seems to be just tailor made for me.
• I got the experience of co-creating with leaders, employee experience of Learn , Lead and Grow. The aim is to facilitate empowered learning where every employee takes ownership of self and team development, and every leader has the competence and ownership to coach and guide.
• I introduced design thinking for creating HR products around career paths, 360 feedback, coaching, functional competencies, development academies towards building future talent capability and capacity.
• We created complete ecology of content for our employees for technical, functional, organizational, behavioral and leadership development. To support learning on demand we build a multi- tiered learning delivery ie. Mobile nuggets, online learning , certifications, knowledge sharing sessions, instructor led training etc.
• To ensure right talent for the right job we have developed processes for deeper talent insights and conversations enhancing the discipline and rigor in Succession Management and Leadership Pipeline Development .

Jul 2012 – Jan 2016 · 3 yrs 6 mos · Mumbai

• I was instrumental in defining and executing the people strategy and vision for the startup. Organizational philosophy has been imbibed in all the leadership conversations and organizational communications to make it integral part of the way things are done.
• I was responsible for setting up all the HR policies and processes along with creating the employee value proposition for the organization. Her team has been responsible for meeting the organizational talent requirements through hiring the right people on time. We were able to set a high benchmark on cost and quality of hire.
• I was a key member of the management committee responsible for developing organizational vision, direction and strategy along with achievement of topline and bottom-line targets. I lead the mission critical projects of organisation key success factors, performance and productivity management, employee differentiators, building customer centric organization.
• I was playing an important role as an senior member of the HR Council for Edelweiss , leading the projects on guiding principles ,rewards and recognition and corporate social responsibility ( Edelgive Foundation)

Feb 2009 – Jun 2012 · 3 yrs 4 mos

• I was involved with consulting projects in large scale change management, organisational transformation and leadership development projects across sectors. Some of the consultative and development projects are:
• 1. Cultural Integration: Designed rewards and recognition intervention as part of culture integration strategy for a newly formed financial services group, combining the five existing financial services organisations of a large business house.
• 2. Leadership Team Alignment for Delivering Business Promise: Facilitated the team building, creation of common objectives and joint action planning between two functional leadership teams in conflict for an Insurance major.
• 3. Value Innovation: Helped the offshore business of Financial Services Company to move up the value chain increasing the overall impact on business without increasing the size.
• 4. Diversity: Designed and facilitated variety of programs to help organisations inculcate diversity and empower women. At one hand women empowerment programs were done to remove the self limiting beliefs that create hindrances in living their full potential on the other hand organization was helped to understand the blockages to diversity and how to remove them.
• 5. Leadership Development :
• Two hundred leaders of a large fertilizer company were taken through leadership assessment and development in line the growth and maturity needs of the organizations
• Complete senior management team of the startup assessed and coached over one year around their own personal proficiency as leader.
• Leadership development for a large manufacturer through diagnosis , design and series of development interventions.
• Workshops: Designed and conducted series of workshops on Value Innovation, Appreciative Inquiry, Authentic Leadership, Fearlessness, Building Coaching as Leadership Style, Authentic Personal Branding, Women empowerment, Team Building for Senior Leadership Team etc.

Sep 2008 – Dec 2008 · 3 mos

• I lead the strategy and execution of large scale programmes for culture integration, employer brand creation and alignment, talent management and development, and employee rewards and recognition across the 10 countries of the region. I have facilitated number of Senior Exec’s strategy meets and leadership development conferences.
• I was responsible for designing and driving “Hearts and Mind” Program which was aimed at defining and driving “One Aviva” culture for Aviva Asia Pacific. I was successful in executing the program within record timelines and with significant buy in from all stakeholders and employee groups. My team was able to launch common minimum agenda for rewards and recognition, talent management and leadership development and employer brand.
• As a member of global leadership team on talent strategy I lead the project on talent mapping, future projections and talent pool identification.
• I also took global project management responsibility for employee engagement and rewards and recognition.

Feb 2005 – Aug 2008 · 3 yrs 6 mos

• I successfully managed the transition and integration of multiple offshore business operations from third party vendors to Aviva. As part of the strategy team I played key role in sale of Aviva Global Services to WNS followed by integration of all the people processes of business operations from multiple vendors and cultural transition.
• As a People Lead for the strategic project of AGS sale, I was responsible for:
• a. Defining the people agenda and program requirement for the sale. This involved a complete array of deliveries from defining the requirements for RFP to evaluating them, from due diligence to actual negotiations, from pre-sale of “As-Is” state definition to post sale “desired state” achievement.
• b. Internally working on the merger of all the entities, doing as-is study, defining the transition plans, risk analysis, risk coverage, due diligence etc in the areas of policies, processes, critical talent, talent management, compensation, culture, structure, job description and job evaluation, talent development and talent retention strategy etc.
• c. Leading the 3 months transition plan to WNS ensuring minimum impact on people and performance. This included integration of HR strategy, structure, policies, processes, compensation, job sizes based on job evaluation etc.
• I was responsible for managing the Human Resources for the complete offshore of Aviva, across 2 countries and 6 locations. This included 6000 FTEs in ITES and Shared Services Operations and 1800 FTEs in the IT operations.

Jan 2002 – Jan 2004 · 2 yrs

Jan 1998 – Jan 2002 · 4 yrs

Jan 1998 – Jan 2002 · 4 yrs