Jul 2024 – Dec 2024 · 5 mos · Bengaluru, Karnataka, India · Remote

Mar 2023 – Jun 2024 · 1 yr 3 mos · Bengaluru, Karnataka, India · On-site

• Stovekraft Ltd., an organisation with immense manufacturing capabilities, (however) given its nascent and rudimentary systems, was ripe for institutionalizing & aligning the HR systems and processes. In our attempts to transform the manufacturing & commercial organizations, we could establish a comprehensive HRMS suite, augment the SFA systems as enablers of Productivity, implement HR Policy Framework & develop threshold capabilities across functions and BUs. Implemented Profit centre concept and aligned the structure & competencies across BUs pivoting on productivity and internal benchmarking.
• Partnered with KPMG for driving Organisational transformation as well as with Deloitte for Target Operating Model for the Finance & Commercial Org. In our attempt to align and bind employees to the organisation, we ran the first ever Pulse Survey, defined the Organisation's Purpose, Vision & Business Objectives. As a follow through, we achieved a KPI driven organisation with 100% online reviews in real quick time.
• Initial outcomes: 9% improvement in Productivity, improvement in business outcomes, rigor in HR budgeting & management of payroll costs.

Oct 2016 – Mar 2023 · 6 yrs 5 mos · Mumbai, Maharashtra, India · On-site

• Eris Oaknet, a Samara group company (formerly Adcock Ingram) had 3 BUs; 2 Dermatology/Cosmetology divisions and 1 Gynecology Division employees 1000+ colleagues.
• Key Highlights:
• Seamless transition of employees during 2 M&A transitions (Oct 2016 & May 2022)
• EBIDTA improvements facilitated by nimble & efficient structure as well as productivity improvements
• Better than industry growth across verticals
• Strategic people interventions as well as Talent & Capability building
• Implementation of aligned and customized performance enabler applications/systems
• Employee Retention
• Establishing EVP

Feb 2013 – Sep 2016 · 3 yrs 7 mos · Bengaluru, Karnataka, India · On-site

• South Africa based MNC, Adcock Ingram acquired an Indian Pharma entity in late 2012. As the organisation's first HR head, the initial mandate was to complete the transition of employees into the rolls of Adcock from the acquired entity, establish Policies & Systems and align with the global organisation. Imminent changes and hostile takeover bids of the global org. mandated sustaining performances, retaining employees and managing change.
• Key Highlights:
• Transition of employees into Adcock rolls in spite of huge union issues in the legacy company. We succeeded in diffusing the union and any further attempts in forming union.
• Hired the leadership team and aligned them in real quick time.
• Aligned Structure & Competencies of each BU based on 4 Ps (Productivity, Profitability, Performance & Potential), thereby driven improvements in EBIDTA
• Established HRMS & HRIS systems leading to fast-track response to DD during M&A transition
• Established PMS, Employee Engagement practices and improved Employee Retention

Jan 2009 – Feb 2013 · 4 yrs 1 mo · Ahmedabad Area, India · On-site

• Facilitated the Pharmaceutical SBU consisting of 5 Business Divisions during the high growth and turnaround phase; initially as L&OD head and later as HR Head. As a Business Catalyst as well as L&D head, developed Leadership & Managerial capabilities across the organisation leading to turnaround performances of the largest BU by mid 2009. Part of the core team driving Org Transformation, thereby, implemented HR policy manual, PMS, first PULSE survey as as sustaining the initiatives.
• Key Highlights:
• Quick turnaround of BUs by mid 2009 through curated learning & development as well as Leadership / Managerial Effectiveness interventions.
• Established KRA based PMS leading to meritocracy and performance improvements.
• Improved Employee Retention by 15 basic points in a tough environment.
• As HR head for the domestic SBU, hired close to 1200 talent each in 2011 and 2012 (employee size increased from 1940 in Nov 2010 to 4300 by Feb 2012).
• Established clear metrics and pivoted the transition of employees into new vs. existing divisions around these metrices.
• Established HR systems and processes & aligned employees including new hires in real quick time.

Jun 2007 – Jan 2009 · 1 yr 7 mos · Bangalore, India · On-site

• HRBP for Eyecare (1 Business Division), Botox (2 Business Divisions) BUs & Allergan Clinical Research. Joined as L&D and SFE head and transitioned to Human Resources.
• Key Highlights:
• Established Competency Framework for the Medical Aesthetics & Neurosciences (Botox) as well as the newly established Clinical Research unit.
• Improved Deployment and Employee Retention.
• OD Champion; Facilitated PULSE surveys as well as Hewitt Best Employer Study
• Leadership hiring for new BUs

Apr 1993 – Jun 2007 · 14 yrs 2 mos · India · On-site

• Started career as PSO (Professional Service Officer) and rose through the ranks in a fast-track career, then fastest PSO to be promoted as a District Manager with direct reports having experience spanning 1 year to 25+ years. Championed Pfizer Core Values & Leader Behaviours which have become part of my DNA. Job rotation to L&D (Field Force) in early 2002 when Pfizer established this role in India. Facilitator during the integration of 2 global M&As; Warner Lambert & Pharmacia. Part of the faculty in one-of-its-kind Leadership intervention "Pfizer Leaders' Academy".

May 1991 – Mar 1993 · 1 yr 10 mos · Kerala, India · On-site

• Initial career