Feb 2021 – Dec 2022 · 1 yr 10 mos · Gurugram, Haryana, India

• Partnered with organisations across IT and business functions to strengthen operating models, leadership capability, and execution discipline during periods of growth and transformation.
• Focused on using capability, culture, and ways of working as strategic levers—designing leadership, talent, and performance systems aligned to business priorities. Enabled organisations to adopt adaptive, Agile-inspired ways of working with appropriate governance and accountability.
• This phase strengthened my ability to diagnose complex organisational challenges, balance speed with sustainability, and advise senior leaders on building systems that endure.

Nov 2019 – Jan 2021 · 1 yr 2 mos · Gurugram, Haryana, India

• Led and governed strategic partnerships with the Center for Creative Leadership (CCL) and Cohen Brown Management Group.
• Developed and commercialized leadership, performance, and culture solutions tailored for enterprise clients.
• Collaborated with CXOs to identify organizational challenges and design scalable interventions.
• Enhanced Max Group’s advisory presence through innovative alliance-led solution incubation.

Mar 2018 – Oct 2019 · 1 yr 7 mos · New Delhi Area, India

• Led a comprehensive transformation initiative to enhance scalable business capabilities across technology, sales, service, and retail operations.
• Designed and implemented enterprise operating processes for improved consistency in sales, service, and inventory management.
• Collaborated with cross-functional teams to develop core digital platforms, including eCommerce and distribution management systems.

Jun 2015 – Feb 2018 · 2 yrs 8 mos · Delhi NCR

• Led large-scale consulting and transformation engagements across BFSI, manufacturing, and services sectors, partnering with senior leadership to improve business performance, leadership effectiveness, and organisational capability.
• Key contributions included:
• Conceptualised and led a milestone-based performance transformation program for a leading Small Finance Bank, delivering ~20% improvement across 8 business parameters across select branches, leading a 40-member consulting team.
• Designed a scorecard-led leadership intervention to strengthen emotional intelligence and interpersonal effectiveness for managers in a leading HR consulting firm.
• Acquired and delivered a global performance management transformation program for a multinational tyre company, supporting adoption across geographies.
• Played a key role in building and scaling the consulting practice, designing bespoke, research-backed solutions by integrating global frameworks and best practices. Worked closely with CXOs to diagnose organisational challenges, architect solutions, and lead multi-geography execution with a focus on measurable business outcomes.

Oct 2014 – May 2015 · 7 mos · Gurgaon, India

• Worked closely with business and leadership teams to strengthen leadership capability, sales effectiveness, and service performance across the organisation.
• Key contributions included:
• Partnered with stakeholders to diagnose capability and performance needs and design aligned interventions in leadership, change, sales, and customer service.
• Led end-to-end design and delivery of capability initiatives, including solution architecture, content customisation, and execution.
• Supported business development and key client relationships, contributing to the acquisition and expansion of engagements.
• Led and developed a team of trainers and project teams, ensuring quality, consistency, and timely delivery across initiatives.
• Managed multiple projects simultaneously, balancing client expectations, timelines, and outcomes.

Sep 2004 – Aug 2014 · 9 yrs 11 mos · Gurugram, Haryana, India · On-site

• Spent a decade-plus at BYLD Group in progressively expanding leadership roles, evolving from frontline delivery to enterprise consulting, strategic partnerships, and P&L ownership.
• Early in my career, worked on large-scale sales and service capability initiatives for telecom clients, including Airtel, supporting multiple channels such as corporate sales agencies, service centres, retention, and collections operations.
• Subsequently led national and large-format projects, including retail sales capability transformations for Nokia and Motorola, partnering closely with business leaders to improve frontline execution and consistency at scale.
• In later roles, served as National Business Head for global partnerships with Ken Blanchard Companies and VitalSmarts, with responsibility for:
• Alliance strategy and governance
• Commercial performance and P&L
• Client relationships and CXO engagement
• Building and leading consulting and delivery teams
• This phase of my career laid the foundation for my work in enterprise transformation, strategic HR practices, and leadership systems. It shaped my ability to operate across business, people, and performance dimensions.

Jul 1997 – Aug 2004 · 7 yrs 1 mo · New Delhi, Delhi, India · On-site

• Built strong foundations in frontline sales execution, customer behaviour, and field leadership within a highly regulated pharmaceutical environment.
• Key aspects of the role included:
• Managing relationships with doctors, chemists, stockists, and distributors, understanding prescribing behaviour and competitive dynamics.
• Driving territory-level business performance through disciplined execution and market insight.
• Progressed into frontline leadership, supporting and guiding field teams, and strengthening sales execution and compliance on the ground.
• This phase of my career provided first-hand exposure to how strategy translates into behaviour at the frontline, and how incentives, culture, and leadership directly influence outcomes — insights that continue to inform my work in leadership, capability, and enterprise transformation.

Jun 1996 – Jun 1997 · 1 yr

• Started my professional journey in a frontline sales role, developing early exposure to customer engagement, execution discipline, and market dynamics in the pharmaceutical industry.
• This role instilled a deep respect for ground realities, operational rigour, and ethical selling, and shaped my understanding of how organisational systems ultimately succeed or fail at the customer interface.