Apr 2022 – Jul 2024 · 2 yrs 3 mos · Hybrid

• MentorXpress in my first Passion Project - I launched 1:1 mentoring. Speed mentoring. Assimilation dialogues. The thought triggered ever since I realised how having a mentor changed my life, I was lucky to have two mentors early in my career and who still continue to shape my thought process, help me get clarity and I know I can knock their door whenever I need a deep dive dialogue.
• And therefore, I wanted to bring my real operating experience into every conversation I do — not theory, not frameworks, just honest thinking from someone who's been in the rooms and how a mentor can help them grow and make a difference.
• Having done extensive work in people development, and also knowing what works and what doesn't specifically managing individual development plans, 70:20:10 frameworks, I have been able to support emerging leaders into their development and career growth journeys.
• I listen more than I talk. I reflect back what I'm hearing. And support emerging leaders with speed mentoring conversations where I bring in other mentors. The leader's growth matters more than anything else.
• Most conversations have focused on practical leadership challenges such as:
• Moving from functional expert to enterprise leader
• Handling visibility, influence, and decision-making at senior levels
• Navigating internal mobility and role transitions
• Strengthening judgement, presence, and leadership effectiveness
• One-on-one. Authentic. At the pace the person needs.
• If these are the conversations you need support with, let's talk.

Sep 2015 – Apr 2022 · 6 yrs 7 mos · Mumbai

• Seven years. The most complex environment I've worked in -and the longest one of my career.
• Multiple businesses, a global matrix, constant change. Every year brought a different challenge. Integration one year, restructuring the next, a turnaround somewhere in between. I learned to read organisations the way a doctor reads symptoms — what's visible on the surface and what's actually going on underneath.
• But the real learning wasn't in the complexity of the work. It was in learning to read the human terrain around it — understanding what drives people, what creates resistance, what builds trust across very different stakeholders, and how to move things forward in environments where not everyone is rowing in the same direction. That kind of judgment doesn't come from a framework. It comes from experience, from watching, and sometimes from getting it wrong and understanding why.
• What made those years possible was a CEO who genuinely believed in the strategic value of HR. That kind of sponsorship is rarer than it should be. It gave HR the room to do work that went beyond the function, into the business itself.
• What I'd tell a younger HR walking into something similar: the work is the easier part. Learn to navigate the room. Build your credibility quietly. And find the leader who believes in what you're doing — then make sure you deserve that belief every single day.
• I also learned the sharp end of people leadership— managing exits, underperformance, and sensitive employee relations across levels, working closely with Legal in a regulated environment where every decision carried both compliance weight and human consequence.
• Two business integrations · 102% of targets · zero attrition
• Supply chain organisation turnaround · leadership and structure reset from the inside
• India wellness and engagement model taken onto the global platform as a success case
• Best Place to Work recognition 4 years in a row · earned through sustained leadership and culture work

Mar 2014 – Sep 2015 · 1 yr 6 mos · Mumbai Metropolitan Region

• eClerx was a deliberate step into a different world. After banking, I wanted to understand how people strategy works in a fast-scaling, digitally native environment — younger workforce, faster pace, different pressures, and none of the structural scaffolding that large multinationals carry.
• I headed HR for the Digital business — a 2,700-person operation within a 9,500-employee organisation spanning financial, digital, and cable businesses. Sharp, ambitious, Gen Z and millennial professionals moving quickly into delivery and leadership roles. What was missing was the foundation underneath them. Manager capability, role readiness, performance frameworks that could match the speed of the business without becoming bureaucratic weight.
• That's where I spent the 18 months. Not building corporate HR — building what that specific workforce actually needed to perform and stay.
• Digital business · 2,700 employees within 9,500-person organisation across financial, digital and cable
• Built early leadership and manager capability frameworks suited to speed and ambiguity
• Stabilised attrition hotspots through frontline leadership strengthening
• Designed performance and talent frameworks without heavy corporate structure

Nov 2010 – Nov 2013 · 3 yrs · Mumbai Metropolitan Region

• I came in as HRBP for the NBFC business — owning people strategy in a tightly regulated environment, working closely with Legal, Audit, and Global Risk on decisions that carried real compliance consequence. With my manager managing a broader remit at the bank, I was the go-to HR leader for the NBFC business.
• That grounding in regulated, high-stakes people work shaped how I approached everything that followed.
• As the NBFC business wound down, I moved into the Site Lead role for the Mumbai offshore operation — and for a few months carried both simultaneously. The Site Lead mandate was a different scale entirely. Building a GCC from scratch, hiring and onboarding approx. 1,200 people in 9 months to support global investment banking operations, while keeping governance tight enough that the global leadership — with a senior London executive present on the ground in Mumbai during early phase— the kind of oversight that leaves no room for anything less than the right call every time.
• The complexity that stays with me most from those years isn't the numbers. It's the stakeholder terrain. London had its priorities. Mumbai had its realities. They didn't always align — and the work was often in navigating that gap honestly, without losing either side. Learning to hold global expectations and local context simultaneously, and knowing when to push back and when to find a third way, shaped how I think about cross-geography leadership to this day.
• HRBP · NBFC business · go-to HR leader for the business day to day
• End-to-end HR audit across NBFC · two years · covered compensation, rewards, policy, hiring, and systems
• Brought down attrition in the collections team — the most complex people challenge in the business — through a targeted incentive plan redesign
• Mumbai GCC built from inception · ~1,200 hires · nine months
• Delivered right-shoring objectives while maintaining delivery continuity and people stability

Nov 2007 – Oct 2010 · 2 yrs 11 mos · Mumbai

• I started at IL&FS and became part of HSBC when the integration happened — which meant I experienced that transition from both sides simultaneously. As an employee navigating it personally, and as the HR professional responsible for making it work for everyone else. That dual perspective shaped everything about how I approached the role.
• What the integration demanded — and what those three years gave me — was the discipline of regulated banking HR for the first time. Governance, risk, and compliance not as a checklist but as a way of thinking. In a global bank like HSBC, every people decision has a framework around it, a global implication behind it, and an audit trail underneath it. Learning to operate inside that rigour — while keeping the work genuinely human and locally relevant — was the foundation I carried into every regulated environment after it.
• The work itself covered the full integration mandate — aligning people, performance, and governance frameworks to HSBC group standards, designing performance management and succession architecture, and partnering with global HR and business teams to embed culture and risk discipline without losing what made the local organisation work.
• HR integration lead · IL&FS into HSBC · people, performance, and governance alignment to group standards
• Designed performance management and succession architecture across critical roles
• Partnered with Bank HR and business teams · culture, risk discipline, and relevance to practices & policies
• Trusted HR advisor to business leadership both IL&FS as well HSBC integration leadership team - post-integration stabilisation