Jan 2026 – Present · 3 mos · Мумбаи · On-site

Oct 2014 – Aug 2018 · 3 yrs 10 mos · Asia, located in Singapore

• As VP Talent & Leadership for Asia, I was responsible for shaping and executing Siemens’ people and leadership strategy across the entire Asia-Pacific region - from India to Australia, including China. Based in Singapore, I led a multicultural, pan-Asian team and partnered closely with country CEOs and HQ to drive future-ready leadership, succession, and capability building.
• Key Achievements:
• Transformed the regional talent landscape, establishing robust leadership pipelines and embedding strategic talent development across all major markets in Asia.
• Increased local representation in C-level roles, shifting the leadership model from expatriate-heavy to regionally empowered - through strong alignment across a global matrix organization.
• Built and institutionalized a high-potential talent strategy, enabling faster, more sustainable succession and stronger local leadership accountability.
• Led the deployment of global performance management and career development frameworks, adapting them to cultural and market-specific contexts.
• Spearheaded the HR transformation and regional hub build-out, establishing new organizational and capability centers in key Asian cities.
• Strengthened matrix collaboration between headquarters and regional entities - aligning global standards with local execution needs.
• This role was pivotal in advancing my intercultural leadership and deepening my understanding of how to build globally aligned, yet locally empowered, talent strategies that deliver both agility and continuity in fast-changing markets.

Jan 2013 – Jan 2014 · 1 yr

• Held corporate responsibility for the placement and succession planning of Country CEOs, CFOs, and other critical leadership roles across the Middle East and Africa.
• Partnered with local CEOs, senior HR leaders, and Board members to identify, assess, and place top executive talent in strategic positions.
• Led succession planning for key roles, ensuring leadership continuity and readiness in a highly diverse and complex regional context.
• Provided strategic talent advisory at Group level, aligning regional needs with global leadership development and governance standards.
• Though the role concluded as part of a broader HR transformation, it added valuable exposure to executive talent management in emerging markets and deepened my engagement with global succession planning frameworks.

Jan 2010 – Jan 2013 · 3 yrs

• As HR Business Partner to a major Siemens Energy business unit (9,000 employees, 24 locations, €2B turnover), I partnered closely with the executive leadership team to drive both operational HR excellence and strategic organizational transformation.
• Key Achievements:
• Acted as a trusted advisor to senior leadership on all people topics - from hiring, placement, compensation & benefits, and contract management to learning, organizational design, and succession planning.
• Led leadership transformation by reorganizing Segment Heads to drive a more modern, collaborative leadership culture.
• Executed major restructuring efforts across the UK, Germany, China, and France to optimize organizational footprint and operational efficiency.
• Established a new engineering hub in China, scaling to 100 engineers in M3 markets, and implemented onboarding and learning programs to ensure accelerated productivity and knowledge transfer.
• This role was foundational in shaping my belief that strategic HR leadership must be grounded in operational understanding - and that sustainable business impact is only possible when both perspectives are connected

Jan 2006 – Jan 2009 · 3 yrs

• Served as HR Manager for a production site following a major restructuring, with a focus on rebuilding trust, strengthening relationships, and stabilizing operations.
• Managed all core HR processes: hiring, contract and labor management, occupational health & safety, and workforce planning.
• Acted as HR advisor to site leadership and key liaison to the works council.
• Oversaw temporary workforce integration and policy compliance.
• Designed and implemented a tailored learning program for factory managers to strengthen leadership skills on the shop floor.

Jan 2002 – Jan 2006 · 4 yrs

• Heading workstreams in Re-inventing HR project to improve HR work quality
• Heading Personnel Development department: performance dialogue, succession, talent managment, feedback systems, etc.
• Setting up carrer path for Project leads and create a PM certification track

Jan 1999 – Jan 2002 · 3 yrs

• Profit & Loss responsibilty for a HR and leadership portfolio of global trainings
• external and internal customer management