Oct 2022 – May 2025 · 2 yrs 7 mos · Dubai · On-site

• As Global Head of Learning & Talent Development, I led the design and execution of strategies that built a diverse, future-ready leadership pipeline across 8+ geographies.
• Partnering with C-Suite leaders and global HR COEs, I drove initiatives that aligned talent strategy with enterprise growth, cultural transformation, and DEI priorities.
• Key Achievements:
• Designed and implemented global talent strategies that embedded governance, accelerated growth, and supported cultural transformation.
• Launched Leadership Academies that prepared 40% of mid-level managers for bigger roles within 2 years, strengthening succession planning.
• Spearheaded succession & critical role programs across markets, building a global talent pool representing 2% of the workforce.
• Chaired the Global DEI Council, advancing representation of women in leadership and embedding inclusion into enterprise governance.
• Partnered with senior leadership and HR COEs across Europe, MEA, and Asia-Pacific to drive consistency, engagement, and organizational resilience.

Jul 2019 – Sep 2022 · 3 yrs 2 mos · Dubai

• Strategic Partnerships with CoEs:
• Deepen collaborations with Centers of Excellence, using data analytics for strategic interventions in organizational and leadership development.
• Regional Coordination for Change and Development:
• Standardize organizational change and talent development across Europe, the Middle East, Africa, and Asia Pacific, sharing best practices through regular virtual roundtables.
• Gap Analysis and Action Planning:
• Utilize advanced diagnostic tools and AI-driven analytics for precise identification of gaps and development of responsive action plans.
• Leadership Engagement and Development:
• Enhance leader development with personalized programs, advanced training, and a mentorship pairing scheme.
• Global Leadership and Succession Planning:
• Lead succession planning and critical role management with transparent criteria and robust tracking systems for leadership readiness.

Aug 2015 – Jul 2019 · 3 yrs 11 mos · Mumbai Area, India

• Led transformative change management and cultural initiatives recognized by the Great Places to Work Institute - India, significantly boosting employee engagement and positioning the company among the top ranks in 2017 and 2018. Spearheaded the launch of a sales training initiative that notably increased the Annualized New Premium by INR 8.5 Crore. Oversaw the implementation of a new HR information system that automated processes and enhanced data accuracy, reducing manual labor by 30%. Developed strategic employee engagement programs, achieving an impressive 85% talent retention rate and maintaining an 80:20 gender diversity ratio in leadership roles through effective global talent mobility management. Additionally, played a pivotal role in the human aspects of a major merger, integrating 3,000 employees while ensuring morale and productivity.

Apr 2013 – Nov 2014 · 1 yr 7 mos · Mumbai

• People Practices & HR Management
• Developed effective People practices integrated with technology to build a culture of fairness, trust and collective learning.
• Setup a robust Performance Assessment systems (based on key result areas) to measure performance to identify performers so that the best performers get identified, recognized and duly rewarded.
• People initiatives led to an increase in the Employee satisfaction survey (The Trust Index©) by 20 in 2 years
• HR Capital & Organization Development
• Trained and coached 350 front line sales staff at Reliance Money and prepared them to Go To Market in 45 days, thereby enabling business development in less than 4 months
• Developed and implemented E Learning platform at Reliance Money; thereby bringing in the culture of continuous learning
• HR Capital Acquisition & Manpower Planning
• Acquired 350 front line sales executives at Reliance Money in less than 2 months thereby supporting the Leadership team in setting up new LOB
• Redesigned entire talent acquisition process at Reliance Money to include fresh and skilled manpower through campus recruitments

Nov 2010 – Mar 2013 · 2 yrs 4 mos · Mumbai

• Responsible for talent Acquisition, Development & Engagement for Reliance Money Group - a subsidiary of Reliance Capital Ltd.

Dec 2008 – Nov 2010 · 1 yr 11 mos

• Managing individual business projects and working closely with Delivery/Technical Managers to determine
• the strategic business goals and devise the L&D plan accordingly, thereby identifying and analyzing training
• needs
• Conduct Training Need Analysis at all levels and prepare a training plan
• Design appropriate interventions internally or with external vendors
• Responsible for design and developing of Training Modules for Integrated Talent Management System (LMS)
• Measuring training effectiveness pre and post training delivery
• Conduct relevant training programs as and when required with a minimum of 80 hours/month
• Responsible for training the Senior Management on Integrated Talent Management System (LMS)
• Develop content and facilitate workshops on behavioral skills development
• Organise and implement training workshops for Pune, Mumbai and Delhi centres
• Maintain monthly training reports and statistics

Mar 2004 – Dec 2008 · 4 yrs 9 mos

• I joined the company as a Senior Trainer and have worked my way-up. I was promoted as Assistant Manager in May 2005 and the next promotion came in Oct 2006 when I was designated as Deputy Manager. I am leading a team of 20 Process Trainers (Mumbai & Hyderabad) to implement learning strategies/plans and support business unit (country/region/global), including balancing learning and development needs, plans and priorities with global approaches for targeted, quality, efficient and cost-effective learning and development.
• My role has further been enhanced and I am currently also the Compliance, Risk and Project Manager for Recruitment of all verticals in CFCI.

Mar 2002 – Feb 2004 · 1 yr 11 mos · Mumbai Area, India

• Managed a team of 12 associates for Customer Focus Inbound Customer Service Sales Process (Amex) Directly responsible for their performance in terms of product knowledge, schedule adherence & consistent performance.
• Key Responsibiliteis:
• Team Management
• Meeting Customer Service Sales SLA
• Training & Development of New Hire Staff
• Collate, analyze and present performance data
• Monitoring and mentoring, thereby maintaining Quality SLA's of the process

Jan 2001 – Mar 2002 · 1 yr 2 mos

• Planning Marketing activities to promote business for 3 centers in Mumbai
• Design and implement MIS reports to share and make data readily available for Senior Management in Chennai
• Conduct presentations and seminars for specialist in business (Architects, Java Specialists, Designing specialists)
• Planning training calendars for optimum utilization of training staff and instructors in centers in Mumbai

Jan 1998 – Jan 2000 · 2 yrs

• Responsible for acquiring Corporate Training Business
• Conduct product training for marketing staff in Mumbai, Delhi, and Pune; thereby deriving product specific
• targets
• Managing public presentations for various IT Trade shows thereby generating public domain business