May 2022 – May 2024 · 2 yrs

May 2021 – May 2024 · 3 yrs

Jul 2020 – May 2021 · 10 mos · Delhi, India

• A platform to showcase inspirational individual journey and take up social and corporate issues for discussions.

Jan 2018 – May 2021 · 3 yrs 4 mos · Pune, Maharashtra, India

• Leadership, Tech, Sales Hiring and helping organizations for fulfilling Talent for high performing growth. HR transformation journey for Startups and mid size organization to compete well in the market for Talent and Revenue.

Jan 2015 – Dec 2017 · 2 yrs 11 mos · Pune Area, India

• AgroStar is a 5 year old in the agri tech space developing a "direct-to-farmer" m-commerce platform. Think about an Amazon for farmers! The company has generated strong traction on it’s platform and is well funded by prominent VC’s like IDG Venture Partners and Aavishkaar Ventures and Accel Partner
• AgroStar has current operations in Gujarat and Maharashtra and with the funding the company plans to expand operations in 3-4 additional states and strengthen its tech and leadership teams.
• Assurance of good quality products, fair pricing, product availability and laser focus on customer service ensures that the farmers get hooked on to the AgroStar platform. AgroStar is a channel partner with multiple leading national and multinational brands that are available though its platform.
• Currently, I am heading end-to-end responsibilities for the HR function with accountability for strategy planning, manpower planning, talent acquisition & management, change management, PMS, OD, L&D, HR operations, budgeting, policy making/revisions, stakeholder and team management.
• I have been instrumental in transforming the organizational culture from promoter owned to a professional working culture and in increasing the manpower in line with growth vision. Various other key achievements/initiatives include development of the manpower planning blue-print, changing the PMS practices to a professional PMS system, started online team assessments, recruited employees for key positions, revised HR operations, conduct of Stay Interviews and developed SOPs for on-boarding process and more.
• A major initiative was leading organization wide change management agendas for transforming the company into a scalable, adaptable organization. This included building a Technology team and heading a Contact Center under the Shared Services environment. Also, drove cultural assimilation for new team members.

Mar 2013 – Dec 2015 · 2 yrs 9 mos · Mumbai

• I was responsible for a vast employee workforce working across multiple SBUs under a Shared Service environment. My key profile was talent management. I was responsible for identifying high-potential talent in the organization based on the global HR Review policy of the company, building the talent pool in alignment with the unique requirements of the Science industry, controlling and maintaining the attrition levels, employee engagement, compensation structuring and coaching to Managers on role expectations and performance.

Mar 2010 – Mar 2013 · 3 yrs · Mumbai Area, India

• I was managing the talent acquisition activities for India across functions and departments and contributed in doubling the employee strength during tenure.
• Single-handedly led the implementation of PMS tool Compass across APAC, set up the India Development Center in Mumbai right from campus connect to lateral hiring, RPOs & more, designed and aligned all training programs with company’s strategy roadmap and played a key role in the job grading exercise as member of the APAC team.

Aug 2005 – Mar 2010 · 4 yrs 7 mos

• As HR Manager, I was managing the entire gamut of HR activities with mandate of bringing visibility to the function as a strategic contributor towards overall business growth.
• Handled the complete recruitment and selection process, defined the organization structure including manpower requirement, implemented various HR policies including manpower retention, employee engagement (R&R), streamlined and facilitated the PMS, engaged in induction orientation, designed JDs for new employees, goal-setting exercises, creation of training calendar, delivery of training sessions, people management including grievance handling/counselling, budgeting and more.
• Some of my key initiatives have been – redesigning of appraisals systems based on competency, online induction, employee satisfaction survey, boss survey, internal training programs and online recruitment test/assessments.