Apr 2018 – Nov 2021 · 3 yrs 7 mos · On-site

•  Partnered with the Managing Director for strategic initiatives across Manufacturing, EPC, Engineering, and Projects businesses to co-create and execute a future-ready people strategy aligned with organisational growth, global expansion, and transformation imperatives.
•  Architected and led a multi-country HR transformation for Ceasefire Industries across India, Dubai, and the UK—overhauling the HR operating model to deliver global scalability, operational agility, and workforce resilience across 100+ locations. Built HR infrastructure from the ground up, integrating Corporate HR, Plant HR, HRBP, Shared Services, Compliance, and Global Payroll into a unified, scalable framework.
•  Drove greenfield HR setups for new manufacturing plants and overseas expansion projects, deploying enterprise-wide digital HCM/HRIS solutions that achieved 100% adoption, reduced HR costs, and enabled data-driven decision-making.
•  Launched the ‘Fast-Forward’ Leadership Acceleration Program, achieving 70% internal CXO-track promotions, reducing leadership vacancies by 60%, and securing long-term succession pipelines. Institutionalised OKR-based performance management aligned to strategic KPIs, enhancing transparency, accountability, and employee engagement.
•  Led strategic workforce planning and TA transformation, onboarding 1,500+ employees annually with a 91% offer-to-join ratio and a 35% reduction in hiring cycle time. Negotiated four Long-Term Settlements (LTS), established proactive IR frameworks, and ensured 100% compliance with uninterrupted plant operations.
•  Championed EVP, DEI, and Employer Branding initiatives, elevating employee satisfaction scores and achieving industry recognition through GPTW participation. Embedded board-level governance, ESG compliance, and global HR risk management aligned with ISO, BIS, UL, and LPCB standards, reinforcing a culture of ethics, compliance, and sustainability.

Apr 2017 – Apr 2018 · 1 yr · On-site

•  As a Head HR and a trusted partner to Boards and CXOs, I have architected and executed enterprise-wide people strategies fully aligned with business transformation agendas across multi-sector, multi-geography operations. I have led HR transformation, global workforce planning, and change management programs that embed agility, digital innovation, and operational excellence into the HR operating model.
•  Talent Acquisition & Employer Brand Leadership: Spearheaded leadership and niche talent hiring through robust succession pipelines, campus engagement, and global talent mapping. Strengthened the employer value proposition, positioning the organization as an employer of choice in competitive talent markets.
•  Performance & Capability Building: Designed and institutionalized high-impact performance management frameworks (OKRs/KPIs) linking strategy to outcomes. Rolled out leadership academies, future skills programs, and succession plans to develop a future-ready leadership bench.
•  Culture, Engagement & DEI: Orchestrated culture transformation and engagement strategies, leveraging ESAT insights to drive measurable improvement. Embedded DEI, wellness, and inclusion into the cultural fabric, creating a collaborative, high-performance environment.
•  HR Operations & Governance: Directed HR operations, HRMS, payroll, and compliance with full statutory, labor law, and IR alignment. Streamlined HRSS and process automation, improving accuracy, responsiveness, and employee satisfaction scores.
•  Industrial Relations Excellence: Maintained a record of zero-disruption industrial relations, leading grievance management, disciplinary frameworks, and LTS negotiations in complex unionized environments.
•  People Analytics & Strategic Insights: Delivered board-level dashboards and predictive analytics on attrition, productivity, engagement, and manpower optimization, enabling data-driven decision-making.

Jul 2015 – Apr 2017 · 1 yr 9 mos · On-site

• As Head HR and General Manager HR, and a trusted partner to Boards and CXOs, I have architected and executed enterprise-wide people strategies fully aligned with business transformation agendas across multi-sector, multi-geography operations. I have led HR transformation, global workforce planning, and change management programs that embed agility, digital innovation, and operational excellence into the HR operating model.
• Talent Acquisition & Employer Brand Leadership: Spearheaded leadership and niche talent hiring through robust succession pipelines, campus engagement, and global talent mapping. Strengthened the employer value proposition, positioning the organization as an employer of choice in competitive talent markets.
• I Led a large team of corporate HR, human resources business partners, factories, and human resources administration at Ceasefire Industries Pvt Limited in Noida, India.
• Managed End-to-End Global Human Resources, Plant HR, and administration, reporting directly to the Managing Director.
• Implemented strategic HR initiatives to enhance employee engagement, OD and retention, improving company culture and productivity.

Oct 2014 – Jul 2015 · 9 mos · Gurgaon, Haryana, India

• As the strategic HRBP of people and culture, I have partnered with business leadership across all functions to embed HR as a core enabler of enterprise growth. I have led organization effectiveness agendas encompassing strategic workforce planning, agile talent deployment, and capability-building frameworks that directly align with business priorities. Leveraging advanced HR analytics and predictive insights, I have influenced talent decisions, optimized resource allocation, and driven sustainable cost efficiencies.
• I have owned the end-to-end employee lifecycle, orchestrating best-in-class practices across talent acquisition, structured onboarding, role transitions, career mobility, and retention strategies. I have ensured seamless integration of HR operations through collaboration with HR Shared Services and field HR, delivering a unified employee experience.
• In talent management, I have identified future skill requirements, institutionalized leadership succession plans, and championed a high-performance learning culture. My performance management leadership has ensured the alignment of KPIs, incentive structures, and reward frameworks with organizational growth imperatives.
• As the custodian of culture and engagement, I have championed transparency, trust, and accountability while operationalizing employee engagement surveys, recognition platforms, and targeted action plans. I have upheld the highest standards of HR governance and compliance, ensuring audit readiness, statutory adherence, and robust employee relations.
• In the space of change and transformation, I have steered organizational restructuring, HR digitization, and go-to-market realignments—executing change management strategies that ensured rapid adoption and cultural alignment across diverse geographies.
• This integrated leadership approach has positioned HR as a strategic driver of performance, innovation, and organizational resilience in complex, high-growth business environments.

May 2013 – Sep 2014 · 1 yr 4 mos · On-site

• HRBP Across North and East Operations – Directed HR strategy and execution for a large, complex workforce comprising permanent, contractual, and project-based employees across 8 circle offices, 7 manufacturing plants, and 2 uplink centres. Delivered integrated leadership across Industrial Relations, statutory compliance, organisational capability building, and HR operations, ensuring business continuity and growth.
• Strategic HR Leadership – Designed and executed HR strategies fully aligned with corporate objectives, ensuring agility in responding to evolving business needs. Spearheaded enterprise transformation programs, harmonizing policies, structures, and practices across geographies.
• Governance, Compliance & Policy Frameworks – Established robust HR governance models, ensuring compliance with complex labor regulations and global statutory requirements. Crafted and institutionalized progressive, inclusive HR policies tailored to diverse workforce demographics, strengthening risk mitigation and organizational trust.
• Talent & Performance Management – Built a talent ecosystem integrating workforce planning, succession pipelines, and capability building. Led performance management reforms linking KPIs to strategic outcomes, while implementing data-driven talent heatmaps to optimize the annual compensation cycle.

Apr 2012 – May 2013 · 1 yr 1 mo · On-site

• Regional HR Leadership: Directed Talent Acquisition and HR operations for Tata Sky Ltd across North and East India, covering Sales, Service, Uplink Centers, and a substantial contract workforce.
• Multi-Location Workforce Management: Led HR for a geographically dispersed workforce—including contract labor—across 8 circle offices, 7 manufacturing plants, and 2 uplink centers. Oversaw Industrial Relations (IR), statutory compliance, talent development, and employee relations.
• Strategic Talent Acquisition & Workforce Planning: Spearheaded end-to-end hiring strategies and workforce planning, improving recruitment efficiency and reducing attrition through performance-linked rewards, structured L&D initiatives, and compliance-driven planning.
• HR Strategy & Compliance Governance: Designed and executed HR strategies aligned with business growth objectives while ensuring 100% adherence to labor laws and regulatory frameworks. Strengthened governance through proactive risk management and process standardization.
• Talent Management & Performance Enablement: Led talent management initiatives including succession planning, leadership pipeline development, and internal mobility. Oversaw the performance management cycle—goal setting, reviews, and improvement plans—aligned with organizational objectives.
• Employee Engagement & Culture Development: Reinforced workplace culture through targeted employee engagement programs, ESAT surveys, and compensation benchmarking. Addressed employee grievances (including POSH matters) and institutionalized structured communication and feedback channels.
• Operational Excellence & HCM Integration: Ensured end-to-end statutory compliance, vendor and contract workforce management, and seamless integration of HCM systems to support scalability, data accuracy, and HR service delivery excellence.

Jun 2011 – Apr 2012 · 10 mos · On-site

• Comprehensive HR Leadership: Led end-to-end HR management for a large and diverse workforce—including contract employees—across 8 circle offices, 7 manufacturing units, and 2 uplink centers. Oversaw Industrial Relations, statutory compliance, and talent development initiatives.
• Workforce Optimization & Attrition Reduction: Enhanced hiring efficiency and reduced attrition by implementing performance-linked rewards and recognition (R&R), targeted learning and development (L&D) programs, and compliance-focused workforce planning.
• HR Technology Transformation: Spearheaded the implementation of PeopleSoft HRIS, streamlining HR operations, automating workflows, improving performance tracking, and elevating overall employee experience and satisfaction.
• Employee Relations & Culture Building: Strengthened employee relations by proactively addressing grievances (including POSH matters), deploying structured communication and feedback channels, and fostering a positive, inclusive workplace culture.
• Compliance & Operational Excellence: Ensured 100% statutory compliance, efficient vendor and contract labor management, and seamless Human Capital Management (HCM) system integration to support scalable, compliant, and high-performing HR operations.

Jun 2008 – Sep 2011 · 3 yrs 3 mos

• Spearheaded the greenfield rollout of Fullerton’s operations across North Zone, establishing core HR infrastructure and scalable people practices from the ground up.
• Successfully set up and operationalized 80+ new branch offices, ensuring seamless alignment with corporate HR policies and compliance standards.
• As the strategic HRBP of people and culture, I have partnered with business leadership across all functions to embed HR as a core enabler of enterprise growth. I have owned the end-to-end employee lifecycle, orchestrating best-in-class practices across talent acquisition, structured onboarding, role transitions, career mobility, and retention strategies. I have ensured seamless integration of HR operations through collaboration with HR Shared Services and field HR, delivering a unified employee experience.
• In talent acquisition and management, I have identified future skill requirements, and championed a high-performance learning culture.
• As the custodian of culture and engagement, I have championed transparency, trust, and accountability while operationalizing employee engagement surveys, recognition platforms, and targeted action plans. I have upheld the highest standards of HR governance and compliance, ensuring audit readiness, statutory adherence, and robust employee relations.

Sep 2005 – Jun 2008 · 2 yrs 9 mos

• Spearheaded the start-up rollout of Fullerton India Credit Company Ltd. NBFC, across multiple regions, establishing foundational HR processes.
• Managed the setup and operationalisation of new offices, ensuring compliance with organisational standards.
• Led talent management efforts, including workforce planning and leadership development, to build a high-performing workforce.