Jul 2017 – Present · 8 yrs 10 mos · Mumbai Area, India

• I joined Piramal Realty in 2017 as the youngest HR Head in the Piramal Group. The business had just launched a couple of projects. The ambition was enormous. The people infrastructure? Still being built.
• I’ve seen this company go through everything. The highs, sales growing 5x, the business becoming a genuine name in Mumbai luxury real estate. And the lows, COVID shutting down construction sites, the entire sector freezing, trying to keep a workforce motivated when the ground beneath everyone was shaking.
• That’s where you really learn HR. Not in the good times. In the hard ones.
• Over the years, we built learning academies for sales and EPC teams. Put in place talent management systems that actually helped people grow, not just perform reviews on paper. Some of our best leaders today started in junior roles. That’s the part that quietly means the most.
• I’ve hired across every level, site engineers, sales executives, senior leadership. I know this sector from the inside out. I know what kind of person thrives here and what kind doesn’t.
• The numbers: sales productivity doubled, women in sales went from 10% to 40%, Great Place to Work certified, Dun & Bradstreet winner for Best HR Case Study.
• But honestly, the thing I’d want people to remember is simpler. We kept good people, helped them grow, and built something that held together even in the difficult years.

Jul 2015 – Jul 2017 · 2 yrs

• When I joined Faasos, there were 150 people. When I left, there were 3500. Two years. The kind of growth that breaks things if you’re not building fast enough underneath it.
• There was no HR system to inherit. No policies, no bands, no frameworks. We built everything from scratch, compensation structures, benefits, leave policies, performance management. While the business was already running at full speed.
• One of the things I’m most proud of from that time — we went from near total dependence on recruitment consultants to building almost everything in-house. Cheaper, faster, and we understood who we were hiring far better.
• We implemented OKRs for middle and senior management before it became a buzzword in India. Aligned people to company goals, made variable pay mean something real.
• But the change that mattered most was quieter. We introduced Organisation Health Index, Talent management,360 degree feedback for senior leadership. It shifted how the top of the organisation saw itself. And when leadership changes, culture follows. You could see it ripple down.

Apr 2011 – Jul 2015 · 4 yrs 3 mos · Greater Hyderabad Area

• Fresh out of MBA. Into one of the largest private sector banks in the country. The scale was unlike anything I had prepared for.
• I was handling employee relations for 3000+ employees across Andhra Pradesh. Real people, real problems, every single day. Grievances, conflicts, exits, redeployments. You learn to read people fast when the volume is that high and the stakes are real.
• Mass hiring was a routine here. 200+ selections in a single day. Walk-ins, probationary officer drives, branch manager level hiring. You stop being precious about process and start getting very good at judgment under pressure.
• But what I remember most from ICICI are the projects. I-Care was about resolving HR queries without needing a HR manager in the room — putting resolution in people’s hands. I-Engage was about making induction actually mean something for new joiners, not just paperwork and a handshake.
• Small ideas. But they taught me something important early,the best HR work makes itself invisible. When it’s working, people don’t notice HR. They just feel like the organisation gives a damn.
• Four years at ICICI gave me the foundation. The ability to handle scale, understand people across levels and build systems that actually serve employees, not just the organisation.
• Everything that came after was built on that.