Nov 2019 – Present · 6 yrs 5 mos · Mumbai Area, India · On-site

• VMentor.ai has partnered with over 65 leading organizations, impacting 25,000+ learners with a 94% NPS and achieving over 90% average completion rates, directly addressing business and people challenges for CXOs across BFSI, Retail, Pharma/Healthcare, and IT.
• VMentor.ai specializes in deep functional capability building, strategic planning & deployment, and leadership development, directly translating to enhanced alignment, tech innovation adoption, and robust financial management for our clients
• Our mission is to empower individuals by enhancing their employability and fostering a culture of continuous learning.
• Key Responsibilities:
• 1. Strategic Vision: Develop and implement the strategic direction of both platforms to meet the evolving needs of learners and professionals.
• 2. Product Development: Oversee the creation and enhancement of AI-driven tools that facilitate effective mentorship and skill development.
• 3. Community Engagement: Build a vibrant community of mentors and mentees, promoting knowledge sharing and collaboration.
• 4. Growth Strategy: Drive initiatives to scale the platforms to reach 500,000 learners, ensuring sustainable growth and impact.
• VMentor.ai, as a platform, focuses on supporting organisations by providing
• 1. Deep functional capability building modules
• 2. Strategy planning and deployment and
• 3. Leadership Development.
• YUGMA.ai, as a platform, supports colleges, universities, and students in transforming Freshers on campus into career-ready professionals. Yugma.ai, as a platform, has mentored over 30,000 students from over 100 colleges and universities.

May 2018 – Mar 2020 · 1 yr 10 mos · Mumbai Area, India

• Spearheaded critical transformational initiatives as Senior Advisor and Interim Group CHRO & CEO, directly influencing Ola Group's organizational agility, talent strategy, and employee engagement across 250 cities and 150M+ customers
• As a Senior Advisor to the Ola Group, I focus on organizational development and human resources, leading key initiatives such as:
• 1. Manthan: Building an agile organization. Awarded CEO's Award for Best Project with Highest Organizational Impact, it focused on building an agile organization to enhance business responsiveness and growth
• 2. UDAY: Functional Academy for HR.
• 3. Parivartan: HRIS, Talent Acquisition, and HR Operations.
• 4. Edge: Revamped compensation and benefits framework, significantly improving employee satisfaction and retention reflected in a higher Glassdoor rating, directly impacting talent attraction and reducing attrition
• 5. Accelerate: Talent Management.
• As Chief Executive of Ola Skilling, I am committed to creating a robust skilling ecosystem by partnering with government and private entities to upskill a million youth across India. As a member of the CII National Committee on Skill Development, I leverage my business strategy, transformation, and HR analytics expertise to enhance employment opportunities and foster innovation within the Ola Group.
• Key Achievements:
• 1. Manthan: Awarded the CEO's Award for Best Project with Highest Organizational Impact at the annual meet (2019).
• 2. UDAY: Established a functional academy that streamlined HR processes and enhanced talent development.
• 3. Edge: We revamped the compensation and benefits framework, significantly improving employee satisfaction and retention, which is reflected in a higher Glassdoor rating.
• 4. Accelerate: Launched a top talent management program with a global consulting organization, identifying and nurturing high-potential employees.

Feb 2016 – Apr 2018 · 2 yrs 2 mos · Mumbai Area, India

• Part of the founding team, I served as Executive Director & President at Piramal Housing Finance, successfully building the division as a greenfield project from inception to a presence in 16 cities, over 1100 employees.
• Srini was also Deputed as Executive Director and President at Shriram Housing (a wholly owned subsidiary of SCUF) and worked on an extensive transformation project focussed on alternate business models, processes, Systems, Sales productivity, products and training. This is specifically true in the area of affordable housing. Shriram Housing has over 100 branches in 78 cities and is a pioneer in affordable housing, especially for the Self-employed segment.

May 2012 – Feb 2016 · 3 yrs 9 mos · Mumbai Area, India

• Led a comprehensive HR Transformation project, SEEDS, for ~15,000 employees globally, directly aligning HR strategy with the Group's '2020 vision' and fostering a high-performance culture. Instrumental in Piramal being rated as a Top 10 company to work for by Great Place to Work® Institute (2015) and winning the Golden Peacock HR Excellence Award.
• He led a HR Transformation project called SEEDS, which comprised of 35 members program management team from HR and buisness. The objective of the projects was to create and execute HR transformation strategy and align the strategy to "2020 vision" of the group.
• The project involved working closely with the top global consulting companies and setting up HR systems (HRMS), Competency framework, Talent Management, HiPo, Job levelling, platform for Leadership development (Ascend, Summit) and EVP/ Employer branding.
• Srini was instrumental in setting up of "Learning University" (a signature platform at Piramal) and Reward framework especially around ESOPs, LTIPs and its linkage to the shareholder value creation at the group. During his tenure some of the new businesses and functions were set up from scratch and involved hiring over few thousands in a short span.
• Srini was involved in articulating Values and cascading it across the group and aligning the same with the people processes.
• Additionally, Srinivas has been conferred with awards such as CLO of the year (TISS), L&D team of the year, and Top 50 global HR leaders in Asia. Several case studies on HR transformation at Piramal have been published in reputed trade and HR publications.

Dec 2010 – Aug 2012 · 1 yr 8 mos · Mumbai Area, India

• As part of the Chairman's Core team, played a pivotal role in evaluating and executing the Group's entry strategy into new, high-growth sectors including Real Estate, Information Management, and Financial Services, significantly expanding the group's presence

Feb 2002 – Jan 2007 · 4 yrs 11 mos

• Srinivas was assisting Mr. R.N.Mukhija President & Member of the Board at L&T in the areas of strategic planning, Financial analysis (performance governance of the division), acquisitions and special projects
• During this tenure, Srinivas was responsible for roll out of EVA (Economic Value Added) across the 8 SBU's of EBG (Electrical, Electronics and Telecom). Srinivas was instrumental in implementing and training over 1500 managers on the concept of EVA, Performance Score cards and using EVA as a performance measurement tool.
• Srinivas was also part of a team that implemented SAP- SEM (Strategic Enterprise Management) and Balanced score card at EBG.

Jun 1998 – Jan 2002 · 3 yrs 7 mos · Mumbai Area, India

• Srinivas started his career in Sales & Distribution and was responsible for Sales, Distribution and marketing of products and services for the western region (Maharashtra, Gujarat and MP). The area of the west represented 36% of the company's sales and a growth of 30% CAGR. In a short span of 3 years, he was elevated from the position of Sales Engineer to Regional manager (west)
• During this tenure, Srinivas was instrumental in setting up 100+ after-sales service centres across the region and was conferred with the CEO Award for the best implementation of the plan (Project Kisan).
• Srinivas led a team of about 20 people, including three state-level managers.