Mar 2018 – Mar 2023 · 5 yrs

• Lead the People Analytics and Change Management Function globally in the Company. The focus is to drive global change and transformation in the organization through organization Design, Workforce Strategy, People Analytics, People Insights and implementation of changes. Created a Comparative Analysis of Automation Anywhere to the Market on Business Health indicators. This resulted in Organization Design and Organization structure changes in the Global Sales organization. It also led to changes in the way Sales Quotas were designed and drawn, together with insights on where to hire the best Sales talent from and the specific skills bundle that would do best in the company. Brought about a 30% reduction in talent attrition as a result of the Talent Heat maps and talent strategies that I had designed. Driving the Change Management program for the Return to Office, globally. My previous roles were Heading the Regions as Sr. Director Human Resources and Talent Acquisition - India and APAC and then later as Sr. Director Human Resources and Talent Acquisition - India, Middle East and Africa.

Mar 2018 – Jun 2022 · 4 yrs 3 mos

• I grew the organization over 300% and drove organizational transformation through aggressive Talent Acquisition, Organizational design, Change Management, Executive Coaching, built a Pay for Performance culture, established policies, processes, HR systems, compensation and benefit programs, learning and development programs across APJ, India, Middle East and South Africa. Ensured compliance to labor laws for the countries in my region. Influenced and supported senior regional leaders in the delivery of country specific people programs.
• Drove scale and transformed the culture of the organization from a Start up/ Pre Series A organization to a more established pre IPO organization. Designed, led and implemented a successful Acquihire – the only Acquihire globally across Automation Anywhere. Developed Workforce Strategy to leverage talent across different geographies for furthering business strategy. Provided thought partnership to leadership on Critical Talent and Succession Planning. Drove scale and HR transformation through Talent Analytics, Change Management and Bots in HR while reinforcing a strong People culture.

Apr 2009 – Feb 2018 · 8 yrs 10 mos · Bangalore

• Drove high impact, key multi-year Transformation programs that resulted in changing the impact that NetApp India had on NetApp globally. Built, aligned and implemented the work and career architecture of the R&D organization globally. This resulted in NetApp India developing a strong technical culture and talent to drive global technical roadmaps from Bangalore. Built and established a strong NetApp India Culture focused on performance, fairness and people and created a strong Employer Brand. The strong Employee Value Proposition built and consistently communicated ensured that we were recognized amongst India’s Top 25 Great Places to Work, year after year.
• Provided thought partnership and Executive Coaching to leadership and oversight on organization design together with critical talent management and succession planning. Developed career pathways that enabled strong employee engagement and retention together with developing a robust pipeline of leaders and Managers from within. Leveraged social media together with innovative practices for a multi-generational workforce resulting in a strong Employee Value Proposition and Employer Brand that enabled an upward trajectory in key people metrics in Talent Attraction, Talent Engagement and Talent retention. Developed and drove internal and external governance programs to ensure labor and audit compliance. Led global programs and spearheaded the global implementation of a number of programs that were conceptualized, designed and piloted in India. Focus on Diversity, Equity and Inclusion ensured a culture with equitable representation across levels
• In addition to my Head of HR role for India, I also led the HR Business Partnering for a Technology Group with employees across the US and India. In partnership with leadership, transformed the Global Organization through succession planning, critical talent management, leadership development, movement towards an agile model and changed the talent mix of the organization.

Nov 2007 – Mar 2009 · 1 yr 4 mos

• HR Head for India and Singapore. SiRF Technology was a startup which was acquired by CSR in March 2009. Being an amalgamation of 3 different organizations in India, Change Management, Competitive Compensation Positioning, Talent Acquisition and Organizational Effectiveness were the top key areas of focus. Competitive Compensation positioning was complex as organizational levels did not exist and had to be set up.
• Was asked to be the Center Head prior to the acquisition by CSR.

Jul 2006 – Nov 2007 · 1 yr 4 mos · Bengaluru, Karnataka, India · On-site

• Set up HR systems, policies, processes, compensation programs and brought in group synergy across Engineering, Sales and Marketing organizations. Hired key talent, aligned Sales and Marketing, Engineering and G&A jobs to organizational levels being established worldwide, set a pay for performance culture while growing 200% from a headcount standpoint.
• Was part of the Global policy and process Merger team as AMD acquired ATI technologies in 2006.

Jun 2000 – Jul 2006 · 6 yrs 1 mo

• As HR Head, set up HR operations for the country. Responsibilities spanned from Policy formulation, Talent Acquisition, setting up of compensation and benefits program, Succession Management, employee development and employee engagement. Drove a Leadership Development Program which helped establish the India vision, business goals and business strategy. Designed the new college hire and internship program.
• Partnered in the divestiture of one of the groups in India.

Dec 1994 – Jun 2000 · 5 yrs 6 mos

• Handled the Sales and Marketing, Customer Support, R&D and Corporate groups with responsibility across Talent Acquisition, Performance Management, Employee development, Compensation and Benefits and Policy formulation and implementation. The successful KRA based review that I had designed and developed was the first data based review ever implemented in the organization. The Career development program that I had introduced was another major success as several identified incumbents moved into leadership roles.
• Received 4 promotions in the 5 years that I was at Tata Elxsi Limited.

Jul 1993 – Nov 1994 · 1 yr 4 mos

• Hired from Campus. Stint in both Industrial Relations and in Human Resources. Handled Staffing, Promotions, Training, Employee Relations, Union negotiations and Welfare.