May 2024 – Present · 2 yrs 1 mo · Remote

• Over the years, I’ve led teams, built culture strategies, and helped organizations grow—but my most meaningful work has always begun with a single, powerful question: "Who are you becoming?"
• That question led me inward—and eventually to the Coach Training program,m where I’m deepening my practice as a self-transformation and executive coaching.
• My coaching philosophy is rooted in the Socratic principle of “Know Thyself,” based on the belief that all the answers lie within. I believe self-introspection and self-discovery are not optional—they’re essential.
• They are the path to authentic growth, and without change, evolution is not possible.
• Post the certification, I plan to work with individuals seeking clarity, courage, and alignment in times of transition—whether it's a career pivot, leadership challenge, or deeper personal journey.
• My approach is to create a safe, empathetic space that fosters:
• Self-awareness through reflection
• Self-exploration through empowering questions
• Self-empowerment through conscious choice and inner alignment

Apr 2023 – Present · 3 yrs 2 mos

• I’m fortunate to lead a dynamic team of incredible professionals across Talent Acquisition, Employer Branding, Internal Communications, Early Careers, CSR, DEI, and cross-functional projects. At first glance, these might seem like separate functions—but together, they tell a powerful story about how we attract, engage, and grow our people, while building a culture that truly reflects our values.
• My journey has been shaped by a deep curiosity about what makes people thrive at work. It led me to craft inclusive hiring strategies, design early career programs that unlock potential, and build employer branding campaigns that feel as human as the people behind them. It’s also why I’m passionate about driving corporate responsibility and DEI—not as checkboxes, but as business and cultural imperatives.
• Along the way, I’ve led transformations, scaled teams, and partnered with leaders across functions to connect the dots between talent and impact. A simple belief drives me every day: when we create environments where people feel seen, heard, and empowered, business success naturally follows.
• Build a culture that matters—together.

Apr 2022 – Mar 2023 · 11 mos

• At Booking Holdings India COE, being one of the first few to join, I led the charge in setting up and scaling our new Talent Acquisition team from scratch, a pivotal step in our global recruitment transformation. This isn’t just about hiring exceptional talent—it’s about reshaping how we think about candidate experience, process excellence, and the future of work itself.
• I partner closely with senior leaders, global teams, and an incredible group of recruitment professionals to build systems that are agile, human-centered, and globally aligned. From driving employer brand strategy and recruitment analytics to building inclusive hiring practices and setting up high-performing teams from the ground up, my focus is on creating lasting impact.

Feb 2021 – Mar 2022 · 1 yr 1 mo · Bengaluru, Karnataka, India

• Data is the future and the future is Data.. that's where I come to build the hiring pedagogy for the organization which enables the future with efficient and smart Data... smart Big data...
• I am responsible to not just lead a team of rockstars to hire across domains line Data, Machine Learning, AI domain for India & APAC regions but to establish the hiring philosophy for the region.

Jan 2021 – Apr 2021 · 3 mos

• Stanford LEAD has given an amazing platform for ideators like us to not just submit the idea, but work on it through it. Through a descriptive design thinking process by the facilitators from the Silicon Valley Design Thinking Club, we are pacing through and shaping it into an MVP for the world and who knows get some funding too. And if not, we would have gone through a process of disruptive learning which is the quest of conquest.

Sep 2020 – Aug 2021 · 11 mos

• I would be wrong in saying that I never attempted a management education earlier. I had two unsuccessful attempts though I feel, it was all worth a drop as I was growing in experience and exposure from my environment.
• There is an intellectual trifecta of experience, exposure, and education that defines the knowledge & drives the curiosity for an individual. For me, after my engineering, the need for a management degree or education was not missing because a lot was getting driven from my logical mind and common sense. Having said this, after a point, I started missing something and felt a void with what I have gained over the past years.
• I feel the LEAD program has the perfect balance which can help me scale up to address that void and take my learning to a different level.
• The foundation courses on Financial Innovation, Critical Thinking, Strategic Leadership & Purposeful leadership defines the baseline of the course. The five electives to chose from the scale of 17 courses can give the empowerment to define what I really want out of the program.

Apr 2020 – Apr 2021 · 1 yr

• With my love for photography, I am for the last six months involved with a good friend @darren in his new venture to take photography education to a new scale. Darren and I have been working on this new idea of educating hobbyists and amateur photographers in defining their vision.
• Do check out the website.. creativecamera.online

Oct 2018 – Sep 2020 · 1 yr 11 mos · Gurgaon, India

• Some organizations give you the platform to learn and then there are some which give you the platform to implement the learnings you have got. Expedia was the latter for me.
• I still remember my first meetings with the business leaders, and they had nothing beyond the challenges they face wrt TA, from tactical to strategic. I was looking at those challenges as the opportunities to implement/drive the learnings I have had in my experience. Fast forward one year, I had earned the same leaders as my trusted partners.
• In two years, I was responsible to lead the engineering & non-engineering hiring for the most complex business of the Expedia group, i.e. Expedia.com; VRBO.com; Egencia.com. I enjoyed my tenure thoroughly, as there was an immense opportunity to wear different hats not just as a recruiting/ people leader, but rolling up sleeves and getting the hands dirty as a recruiter for some strategic roles.
• The two years I witnessed, were full of transformation for the organization (& for me) not just from a business perspective but also from the evolution of pandemic from bad to worse. This has given me a lot of learning, grit and passion to look at my career & life more comprehensively.

Oct 2017 – Oct 2018 · 1 yr · Gurgaon, India

• There are very few organizations, where you relate to their values and for me, Airbnb is one of them. The culture, the value system and the business model they are into personally resonates with me to the core.
• As they say, the best way to learn and get the best exposure is to jump in chaos, and that's what exactly happened (& that was the plan 😉). When I joined, I was one of the first few in the HR team (literally the second one in HR and first in recruiting).
• The first thing I had to do is to establish a recruiting philosophy as everyone was a recruiter (which is good), but everyone was the hiring manager too.
• So by the time I left, which was exactly one day post my anniversary date of joining, we have grown from 80ish to 550ish.. established the recruiting context, defined the thought leadership & strategic imperatives with the internal stakeholders and leadership team. Hired and scaled up a fantastic squad which was performing all guns out.
• In all, I loved the stay in an amazing organization, but intellectual stimulation had to make a move..

Jan 2015 – Sep 2017 · 2 yrs 8 mos

• (After growing through the ranks, becoming a leader was a big challenge as there were big shoes to fill.)
• As a TA Leader, my responsibility starts from leading the team to influence the business to take the right decision for their hiring priorities. The fundamentals of the role include- Strategic Client Engagement @ India and Global level, Managing a high performing team across locations; aligning Hiring efforts as per Global GTM Strategies.
• I head one of the most strategic & complex businesses pan India. The accounts have a wide spread of Global Tech Consulting(Digital Marketing; Web Analytics, Data Sciences; Tech Campaign, Solution Architecture) , Field Organization (Enterprise Sales/ Channel Sales/ Field Consulting); Field Operation (Global Delivery/ Client Care/ Global Services); Sales Operation and Global Marketing Organization.
• It includes hiring across levels, leadership hiring, managing expectations, imparting great experience internally and externally. I partnered with global counterparts to share and gain the best practices and have them implemented.
• My team comprised of Talent partners from diverse experiences who managed the hiring across levels and skills.
• I work very closely with them to understand the areas of improvement in our current processes, implement new practices gained by the market and global peers, design and execute projects on assessments, publish market studies on niche skills.
• The other aspect is to manage stakeholders, understand their annual agenda and build yearly talent plan catering to the needs. It includes from market mapping, cost per hire, timelines and designing the onboarding program. Once the hiring plan is in place, talent branding takes shape.
• We simultaneously work on keeping the hiring leaders appraised with any new dynamic changes in the market through quarterly newsletters and market studies.

Jan 2013 – Dec 2014 · 1 yr 11 mos

• (I must admit that I did not see this coming. Was in an absolute surprise with the promotion and would agree that I faced a bit of performance pressure for a while.)
• I was managing the mix of responsibilities. It started from mentoring and coaching the team with the new standards of hiring. Simultaneously, working with the business to understand their plans for hiring and investments in India.
• It was the crucial time for the organization as the GTM strategy was established, and the teams had grown. The next phase of acquiring the talent was more systematic as the investments from the other regions were more calculative, and hence the stakes were much higher.
• It resulted in a close partnership with various teams in HR and hiring leaders. The cross-functional collaboration reached a new height while working with HR BPs, compensation partners, training consultants and hiring leaders.
• Key Learnings-
• We partnered closely with the stakeholders in forecasting for the year, building strategies to attract the right talent and executing ramps with the team.
• Translating a business plan to a talent plan, collaboration with global peers on best practices and implementing them in India.
• Lead without the title- This was a tough call, as influencing the team without authority comes with its colors. This experience trained me well and prepared me for the next move.
• Projects delivered by the team.
• Ramping the global delivery centre team with 25% increase in their headcount with diverse skills like WCM, AEM, Analytics, Databases, etc.
• Ramping up the customer experience team with 250 hires in a span of 7 months. The project was of utmost priority for Adobe, as this was the first attempt to in-source the processes.
• Inside sales- Scaled the team to 300% to fulfill the strategic investment by business based in the US.

Sep 2010 – Jan 2013 · 2 yrs 4 mos

• (This was a dream come reality. I was hired as a contract resource, (got permanent during a year) and given a project to ramp newly formed team in India and rest would be a history).
• It was a time when Adobe changed its GTM strategy from licensed based selling to subscription based model, and the life changed for everyone.
• I was lucky enough to be a part of this change. There was a complete paradigm shift in the way we look at talent. Each hire we were making was either getting the revenue or saving it. We were executing our hiring plans with sheer speed and accuracy.
• It was majorly between mid-2011 to exit 2012, there was a surge to hire across levels and skills. We ramped up more than 1000 hires in various teams for Customer Experience, Global Services, Enterprise Sales, Inside Sales, Account Management, and so forth. It was the first time when the headcount for Adobe doubled in such a short span of time and that too in non-product vertical.
• Major roles hired:
• Customer Experience: Dev Support positions with Java, Core Java, application servers, Web Technology and front end skills like HTML, CSS, PHP, Javascript/ Jquery, Python, etc.
• Sales- Enterprise Sales, Territory account managers for specific regions, Inside sales for global markets and around the clock focus.
• Misc- Sales Operations, Business Intelligence, Business Objects, Business Process management, Renewals Operations, etc.

Jul 2009 – Jun 2010 · 11 mos · Gurgaon, India

• (Took a leap of faith and I experimented with the mix of responsibilities and it paid well for years to come.)
• I was responsible for managing the recruiting operations, vendor management and talent sourcing for the Gurgaon site.
• I was the part of the process and successfully launched the vendor performance matrix and did the complete process revamp for empanelment.
• I was the part of talent sourcing team for ramping the software engineering teams in Gurgaon and then new facility in Hyderabad.

Nov 2008 – May 2009 · 6 mos · Noida Area, India

• (It was my first corporate stint and was quite an expeditious journey. By the time I could enjoy my achievement, it was the time to move on to another challenge.)
• I was responsible for initiating the campus recruitment process for their global banking operations in Noida.
• The role encompassed talent branding, data operations, campus engagement and building talent community for new hires. The role had a vast scope in giving excellent exposure towards cross-functional collaboration and stakeholder management.

Mar 2007 – Oct 2008 · 1 yr 7 mos · New Delhi Area, India

• (I consciously joined MeritTrac post completing my engineering. I was aware, during my graduation days about recruiting could be my calling, and post joining MT, I was certain it was.)
• I joined MT as an account manager for tech and non-tech clients. I was responsible for their lateral and campus recruitment operation. The role primarily covered data management; data analysis; hiring conversion analysis, planning job fairs, hiring events, campuses.