Sep 2025 – Feb 2026 · 5 mos · New Delhi · Hybrid

• Spearhead global commercial growth initiatives, focusing on building strategic alliances and government business.
• Drive decision-making processes to enhance sales performance and revenue generation.
• Cultivate relationships with key stakeholders to foster business development opportunities.

Feb 2025 – Aug 2025 · 6 mos · Gurugram, Haryana, India · Hybrid

• Part of the founding team, responsible for building, operating, and sustaining practices across HR, Finance, Technology, and Marketing.
• Work closely with strategic advisors and senior subject matter experts to provide consulting for startup founders.
• Manage P&L, drive revenue growth, and establish Agami Advisory as a trusted partner in business transformation.
• Bridge gaps in strategic advisory by leveraging a robust network of industry experts to solve complex business challenges.

Apr 2023 – Oct 2024 · 1 yr 6 mos

Jun 2020 – Apr 2023 · 2 yrs 10 mos

• Part of the RPO and Professional Search team

May 2019 – Apr 2020 · 11 mos

Jun 2017 – Apr 2020 · 2 yrs 10 mos

• Looked after the group hiring as part of the Shared Services

Jan 2015 – Jan 2017 · 2 yrs · Gurgaon

• Search and Selection across North India

Jan 2014 – Jul 2015 · 1 yr 6 mos · Gurgaon

• Heading the Industrial practice and Business Development for the North

Jan 2013 – Jan 2014 · 1 yr · New Delhi Area, India

• Part of the Industrial Markets Team - Business Development, Key Account Management and Service delivery for the Practice

Jan 2011 – Jan 2013 · 2 yrs · New Delhi Area, India

• Heading the Industrial Practice - Automotive, Infrastructure, Engineering for Talisman Advisors.

Jan 2009 – Jan 2011 · 2 yrs

•  Generating C-Suite leads through professional networking and cold-call techniques.
•  Prospecting and building new business in the India Geography across multiple practice areas
•  Agility in understanding evolving business terrains and effectively articulating the Executive programs’ value proposition to prospective members.
•  Leading senior executives into active membership status through a consultative sales approach.
•  Executing a transactional sales methodology with an average sales cycle of (3) months or less.
•  Closing deals with an average size of $25-30k on a consistent basis
•  Identify potential revenue generation issues and course correct ahead of the problem
•  Mentor Sales Executives and Account Managers regarding relationship-building and prospect/ member engagement skills
•  Gather market feedback from direct reports, synthesize that data and provide to National Practice Lead for incorporation into practice research agendas
•  Responsible for directly or indirectly managing between $400K and $600K in annualized revenue (contract value)

Jan 2006 – Jan 2008 · 2 yrs

• Corporate Communications/ PR/ Brand Management for the company and the CEO.
• Media tie ups, providing inputs for news articles etc in various leading publications.
• My role has been to source clientele by identifying potential business synergies. I have been instrumental in developing and maintaining strong alliances with new and established clients and achieving breakthroughs with a number of organisations.
• My team provides factual monthly reports to the CEO on international opportunities, competitor analysis and business development. I am also spearheading the company’s corporate communication initiative.
• This all on a national basis – combined with policy making, plus recruitment/ sectoral seminars and advertising presence and campaigns. Also nationally coordinate and manage all recruitment advertisements and costing thereof for clients.

Apr 2000 – Jan 2006 · 5 yrs 9 mos · Delhi, Mumbai

• I was brought in to develop and build a start up venture. No real operational or business process was in place at the time. The current operation was more of a sub contracted process where the company was producing documentaries and short films for the national broadcaster, Doordarshan. Profits were in the tune of INR 1 million when I joined.
• My role was to improve quality and increase the revenues, which was done by diversifying into Advertising and Production of Serials, a successful move which saw the company’s profits swell to INR 30 million by 2006.
• I spearheaded the business development – the tools used were advertising, networking and referrals. I also brought in my own database of contacts.
• I was managing the end to end process right from sourcing the business to the final telecast over the network.
• Besides this I had a team for the advertising arm. The company was acquired in March 2006.