Aug 2022 – Present · 3 yrs 10 mos · Gurugram, Haryana, India

Aug 2019 – Aug 2022 · 3 yrs

• Scope:
• Leading HR for 1500+ (FTEs & Contingent) workforce in Commercial (Sales & Marketing) and R&D impacting a turnover of INR 2600 Crores (USD 350mn)
• Employee base spread across 5 BUs in Paints & Coatings having matrix reporting to region/globe.
• Member of India Paints & Coatings Management Team, leading a team of HRBPs across India
• Role Highlights:
• Advisor to Business Leaders on People, Talent and Strategy
• Develop a High Performance Culture
• Sales Force Effectiveness – Reorganization and Transformation, implementation of new RTM
• Embedding new operating model, adapting to new ways of working, developing capabilities
• Engagement & Productivity of Field Sales Force across B2B & B2C
• Deploy competency framework and define career paths/capability needs aligned to competencies, job Evaluation frameworks
• Develop leadership pipeline, enhance field sales force capability
• Maintained top-quartile Engagement Level in Commercial and RnD amongst highest in AkzoNobel Globally

Mar 2018 – Jul 2019 · 1 yr 4 mos

• HRBP Functions (Finance, HR, IM, Legal, Corp Comm), Global R&D and Global Business Services. Role spanning across 4 locations in India
• Scope includes Global Research Center based at Bangalore serving the Global Color and Research, including also blue collar workers.
• Global Business Services Center based at Pune
• AkzoNobel globally re-aligning the organization towards reclaiming market leadership
• Number of structural & leadership changes for India
• Key Highlights
• Transformation: Led Business Transformation and restructuring for Finance, HR, IM and R&D
• Embedded the New Operating Model, Rebadging and Optimizing span of control/ layers. Recognized by business for leading /being a change agent for transition and restructuring activities
• Cost Saving: Achieved 50% cost reduction through transfer of niche IT activities from Netherlands R&D to India, also roles in Legal
• GBS Acceleration: Responsible for setting up GBS center at Pune comprising Finance& Accounting, Information Management, People Services, Procurement, Facilities. Defining processes, policies, engagement & capability agenda
• Embedded the new Integrated Business Planning (IBP) process in India partnering with Regional IBP leads
• Built the Talent pipeline by facilitating key movements, hired for senior roles like CFO, Head Legal
• Member of POSH committee, investigated POSH cases, submitted findings & disciplinary actions
• Grievance Management: Investigated employee grievance cases and submitted recommendations to Board
• Compliances: Ensured 100% HR compliance to internal/ external audits such as IATF 16949:2016

Jan 2017 – Jun 2018 · 1 yr 5 mos

• Scope : Regional L&D Lead for IMEA region with 4000 employees across 17 countries; Matrix reporting to India & ME HR Directors; part of Global L&D council
• Global COE structure re-aligned creating 9 Regions - IMEA amongst the largest by headcount
• Key focus on harmonization, number of global transformation projects
• Key Highlights
• Led the “L&D Landscaping” initiative globally, assessing the as-is state of L&D across 9 regions and harmonization
• Harmonization/Integration: Integrated the newly formed IMEA region, ensured country-wise blueprints to transition to global L&D standards and practices
• Spear-headed cascade of new AkzoNobel Leadership Behaviours & Leadership Curriculum for IMEA
• Culture & OD: Drove a high performance culture through adoption of Team Trust Behaviours and New Paints Mission and Targets of “3-3-3". Cascaded new Mission & Trust behaviours across 1000+ employees in Paints India team
• Diversity: Led the global taskforce on Diversity, drove initiatives at Country level to increase diversity %
• Capability Building: 100% increase in Training Man-days with a budget saving of 50% and cost optimization
• Continuous Learning: Drove Culture of self/continuous learning with 300% increase in e-learning users
• Recipient of AkzoNobel Achievers Award for 2018 for efforts towards L&D in India

Apr 2011 – Oct 2013 · 2 yrs 6 mos · Noida, Uttar Pradesh, India

• Lead Talent Management & Leadership Development Vertical
• Revamped Talent Development programs in partnership with insititutes - IIM/ MDI
• Productivity: Mindset shift and capability building 400+ branch managers to deliver profitable growth and become revenue generators, delivering 20% branch revenue from mix of products

Nov 2009 – Mar 2011 · 1 yr 4 mos · Noida, Uttar Pradesh, India

• Newly formed HR function, Instrumental in setting up the training and development vertical for the organization including Learning, Talent, Rewards and Recognition philosophy, framework and its implementation
• Implemented 18 month development journey for ExCo comprising of classroom learning, action learning projects and Reference Groups
• Designed & implemented the Top Talent Identification and Development process across Religare Group – across 4 Business and 8000 employees
• Setup the L&D function including Religare Academy & Learning Curriculum ~ 20 inhouse programs. Developed Internal trainers leading to 60 % internal delivery
• Institutionalized Religare ACE – the Recognition platform across Group
• Got Rising Star Award for establishing talent management and recognition processes

Jun 2008 – Nov 2009 · 1 yr 5 mos · Gurugram, Haryana, India

• Led and executed projects in different areas of HR including Cultural Integration, Change Management, Employee Value Proposition, Performance Management, Employee Engagement, Competencies & Leadership Development
• Worked with clients across industries and countries – India, Singapore, Sri Lanka
• Supported Business Development for the organization and established the Public sector vertical for generating business
• Facilitated transition of a Govt. Airport Authority to a PPP model through transformation of people processes, culture building and building capabilities
• Defined the Functional Competency Framework ~approx 80 roles for Top Indian Auto MNC
• Deployed Global EVP for Indian Telecom organization ~ employee base 7000 that was newly acquired by a UK based Telecom Company
• Intervention on Building a Performance Culture, introduction of Mid-Year Reviews for Srilanka entity of world's 7th largest Bank
• Deployment of competencies amongst Senior Leadership for a Fortune 500 American Healthcare Company
• Delivered Enterprise Leadership Development Program in collaboration with International Universities facilitated at Singapore for a American Oil & Gas company

May 2006 – Jun 2008 · 2 yrs 1 mo · Gurugram, Haryana, India

• Partnered with clients to deliver assignments in the area of Leadership Development, Cultural Integration and Change Management

Jan 2005 – Jan 2006 · 1 yr · New Delhi Area, India