Feb 2026 – Present · 3 mos · Mumbai, Maharashtra, India · Hybrid

• Building agentic capability for the Organization on Google Studio, Confluence.
• Evaluate new age platforms to solve for recruitment and performance

Jan 2026 – Present · 4 mos

Jan 2026 – Present · 4 mos · Mumbai, Maharashtra, India · Hybrid

• Upskilling employees of L&T Realty on the basics of AI & transitioning from curiosity on AI to advantage using AI

Jan 2026 – Present · 4 mos · Ahmedabad, Gujarat, India · Hybrid

• 1. Design the job architecture & performance philosophy and framework for the India business
• 2. Identified & categorized 30 unique roles, categorized them in the job architecture & map individuals to these roles.
• 3. Design the JDs for all unique roles and define KPIs for all employees.

Dec 2025 – Present · 5 mos · Remote · Remote

Oct 2025 – Dec 2025 · 2 mos · Mumbai, Maharashtra, India · Hybrid

• 1. Design the Competency Framework for all the unique roles in the organization (India, UAE, US)
• The further scope is going to be crystallized as we proceed further

Jul 2025 – Jan 2026 · 6 mos · Mumbai, Maharashtra, India · Hybrid

• End-to-end digitization of their internal job rotation initiative, transforming a manual, Excel-based process into an AI-driven talent marketplace. Aligned with the vision of the organization, this transformation is expected to replace administrative bottlenecks with a self-service platform featuring automated role matching and real-time visibility. The initiative democratized career pathways across 6+ locations, building a robust, multi-functional leadership pipeline.
• Measures of Success:
• Scale: Scaling operations to support 150+ rotations annually by FY26, a projected 50% increase in capacity.
• Retention: Reducing the rotation dropout rate from 36% to <15% through better role fit and transparency.
• Efficiency: Slashing "Time-to-Match" by 80% (reducing cycle time from weeks to days) using AI-based competency mapping

Jul 2025 – Dec 2025 · 5 mos · Mumbai, Maharashtra, India · On-site

• The project involved understanding the current TA process and suggest & manage changes around positioning TA as a COE function. Additionally, the ask was to define a clear RACI matrix so that there is uniformity & clarity across the region with exceptions being the compliance requirements of respective countries.
• The implementation led to better synergies & enhanced candidate experience with more governance control with the TA team.

Mar 2025 – Dec 2025 · 9 mos · Singapore, Singapore · Remote

• Co-create the strategy on AI digitization in HR for the Unilever International team
• Upskill the HR team on prompting, CoPilot, creating AI agents.
• Built agents on recruitment, HR helpdesk, 360 degree leadership & organization structures.
• Assessed the current processes, captured the tacit information and translated them into HR playbooks. This was converted to an agent (saving ~95% of operational time spent by HRBPs)

Jan 2025 – Present · 1 yr 4 mos · Mumbai, Maharashtra, India · Remote

• Empaneled as People Expert with ProGrowth.

Jun 2024 – Jan 2025 · 7 mos · Mumbai, Maharashtra, India · On-site

• Conceptualized & executed the Assessment Center & capability for managers
• Drive post-acquisition organization effectiveness to integrate synergies for efficiency
• Drove optimization exercise during the acquisition for generics business, saving INR 5.5 crore

Apr 2024 – Jul 2024 · 3 mos · Hyderabad, Telangana, India · Remote

• Spearheaded the UI/UX overhaul of our Analytics Module to resolve critical workflow inefficiencies. I bridged the gap between user feedback and technical execution, transforming a legacy interface into a streamlined & intuitive dashboard.
• The focus was on removing friction. By optimizing the journey from data to insight, I reduced report generation time by ~30% and drove a 20% increase in feature adoption. This redesign empowered users to access data independently, significantly cutting support dependency and proving that user-centric product leadership drives tangible business outcomes.

Jan 2024 – Present · 2 yrs 4 mos · Mumbai, Maharashtra, India · Hybrid

• At Talent Edge Consulting, we don't just help businesses manage people—we empower them to master the art of human potential. Our approach to HR is not about systems or processes; it's about solving real-world challenges that hinder growth, creativity, and harmony in the workplace.
• We align strategy with people, ensuring that companies aren't just ticking boxes but creating environments where teams can truly thrive.
• Over the past 2+ years, we have served organizations in EduTech, HRTech, Pharma, Steel Manufacturing, Logistics, Rugs, Chemicals, Tech & FMCG industries with projects in the following areas:
• a. Leading AI-enabled digital transformation by identifying new-age AI tools for all HR functions, leading to time savings, productivity and efficiency. We have also built agentic capabilities for on CoPilot Studio and Google AI Studio. Additionally have up skilled more than 5000 people for orgs like L&T Realty and Unilever Intl on AI
• b. Designing Job Architectures for entire functions & re-structure business functions
• c. Revamping "Analytics" module (User Experience + Workflow Design)
• d. Designing an Assessment Center for mid-managers & implementing a development center in-line with the output of assessment centers
• e. Pre-merger workforce productivity assessment & recommendation resulting in a saving of INR 6 crore
• f. Advising on the right HR Technology for digitizing talent management
• g. Revamping the TA process based on best practices and re-define the RACI matrix.
• It's not about being better; it's about being different and rethinking HR from the ground up to drive innovation, culture, and success.
• If you are looking for support in the area of Organization Design, Transformation, HR Technology advisory (AI-enabled), Manager Capability Building and Change Management around above areas, please reach out to me on LinkedIn or send an email to rushabh.mota@te-consulting.org

Jul 2021 – Feb 2024 · 2 yrs 7 mos · Hyderabad, Telangana, India · On-site

• Inducted in the Future Leadership Program called Schindler Career Development Program (1 amongst 24 out of 5000 employees over the past 25 years in India)
• Leading HR for an employee base of 600+, revenue of CHF 42 million & part of India HR Leadership team
• Proactively managed the manpower budgeting & drove the Talent Acquisition Strategy in accordance; ensured talent availability throughout the year
• Designed career path framework for the unique roles in the product life cycle with an objective to drive the learning culture to enable a strong talent pipeline.
• DEI, Campus, Manager Capability Lead & DDI Certified Success Profile Specialist
• Part of the core team who led the job evaluation exercise for India & created Success Profiles for various roles in the organization.
• Drove “Diversity” in DEI to increase the gender diversity by 2 bps (6% : ~350+) for India.
• Identified specific roles which enable retention of female employees & align hiring targets
• Partnered with “Woloo” – a leading app in sanitation for female employees on the field
• Spear headed the internship program for women willing to come back to work – “ElevateHer”
• Led the program on “Manager Capability Building” by driving workshops on emotional intelligence, biases, crucial conversations.
• Key Achievements:
• Successfully drove Performance Management process 3 years in a row
• Successfully implemented the talent strategy & increased the gender diversity in South by 3 bps.
• Conceptualizing & drove the campus hiring program – ASPIRE from premier B-Schools – hired 38 interns & 23 full time hires.
• Conceptualized a concept for manager capability building – Chimp & Champ manager behaviors to drive a cultural change.

May 2019 – May 2021 · 2 yrs

• a. HR Business Partner (Engineering & Platform)
• Managing the employee life cycle for Engineering team (largest team at Development Center) with 280 employees
• Led the Talent (Hiring) Strategy for all my businesses & executed it in-line with our business strategy.
• Responsible for driving the Talent Management (Performance, Succession Planning, Career Roadmap) for the business team.
• Partnering with leaders & stakeholders to increase the productivity/capacity utilization of the team.
• b. Lead - Special Initiatives
• Culture Roll-out: Design, plan & execute the new culture tenets across the organization in-line with Results Pyramid philosophy.
• Curated the 6-month Leadership Development learning journey based on the powerful “Multipliers” philosophy.
• Led & curated the content for Manager Excellence initiative with the objective to enhance the capability of people managers.
• Importance of Mental Well-Being during Covid (Stress Management, Managing Virtual Teams, Crucial Conversations)
• Inclusive Leadership Workshops, Power of Growth Mindset & Neuroscience-backed learning on Feedback.

Aug 2018 – Mar 2020 · 1 yr 7 mos

• Roles & Responsibilities
• Responsible for the complete employee life cycle for Enterprise Systems, built the entire team in absence of leadership in India
• Led the recruitment strategy in-line with ideal organization structure
• Recruited across the grades & build the team from 21 to 95 employees in a span of 12 months
• Liaison between leaders in US and employees in HDC; established credibility & trust with the leaders.

Jan 2018 – Aug 2018 · 7 mos · On-site

• Roles & Responsibilities
• Responsible for driving the COE initiatives for 9000 Full Time Employees in sales business.
• Designed the Increment & Variable Pay philosophy in alignment with the organization’s comp philosophy for FY18.
• Responsible for driving a R&R program - “India Business League”, for achieving the organizational goal of “Go for Double”
• doubling the revenue of the organization at the same fixed costs.
• Drove the Head Count Optimization exercise in the organization, thereby saving close to INR 13.5 crores for the business.
• Responsible for running the Campus program for hiring the sales employees from premier pharma schools at different grades

May 2016 – Jan 2018 · 1 yr 8 mos · On-site

• Manager - Shared Services for Cipla India (24000 employees)
• Ideated, implemented & launched HR Shared Services in partnership with People Strong in just 45 days
• Designed the HR operations processes to give One Cipla experience to employees across different business units in India
• Manager HR Technology: Responsible for evaluating & implementing newest technologies for HR
• Implemented 4 modules of SuccessFactors – Onboarding, Recruitment, Employee Central & Exit (Off-boarding)
• Led a team of 8 off-roll employees to transition from de-centralized to centralized data entry in recruitment module
• Decommissioned the home-grown HRMS system & led the project of transitioning ELC events to SuccessFactors
• Implemented 3 modules of Success Factors for Cipla SA & USA – Recruitment, Performance Management, Employee Central
• Evaluated conceptualization of “One HR Bot” to enhance effectiveness of HR Business Partners

Sep 2015 – Dec 2015 · 3 mos · Gurgaon, India

• Title: Challenges of Engaging and Retaining GenY in the organization
• The objective of the project is to develop strategies for retaining Millennials at Dentsu Aegis network and subsequently bringing down the attrition levels. Project work included analyzing the needs of the millennial workforce, understanding their pain points through a series of employee surveys, interviews and industry benchmarking of existing HR practices being followed at competitor organizations for retaining Gen Y

Aug 2015 – Oct 2015 · 2 mos · Greater Delhi Area

• Title: Designing Women Initiatives for DCM Shriram
• To be able to add some value and support them in the wonderful cause of women empowerment at the workplace, we were tasked with understanding the existing women initiatives at DCM Shriram and benchmarking them with the competitor companies in the manufacturing sectors. Analyzed the working conditions, initiatives, measures and policies especially formed for women employees, performed its cost-benefit analysis and recommended policies to improve gender diversity ratio in the organization.

Apr 2015 – Jun 2015 · 2 mos · Noida

• Title: Design Career Pathing Framework for the critical unique roles in the revenue function
• Description: The objective of the project was to develop a career path so as to retain key talent in the revenue function of the organization.
• Sequence of tasks done are:
• 1. Created Job Descriptions for the critical roles by performing the job shadowing and administering questionnaire on the employees and their managers. Performed competency mapping for these roles and defined three proficiency levels for all the competencies identified
• 2. Developed a framework to highlight the possible career paths for each role by performing the skill-gap analysis of competencies
• 3. Suggested an online portal for keeping a track of an employee’s progress and synchronizing the individual development plan with it

Jan 2015 – Apr 2015 · 3 mos · Gurugram, Haryana, India

• Title: Study of Inclusion and Diversity Policies in organizations
• The project aimed at identifying the best policies for Inclusion and Diversity, primarily focused on women, by benchmarking, studying and analysing industry-wide trends in Indian organizations through both primary and secondary research. Suitable recommendations were given to each of the four different business verticals of DSM India on the basis of quantitative and qualitative analysis of our research.

Dec 2014 – Mar 2015 · 3 mos · Noida, Uttar Pradesh, India

• Title: Evaluating the engagement levels of employees at plants using HR Analytics:
• As a part of 'Feel the Pulse' initiative of the company for engaging and retaining the employees at all the levels of the organization, we had to understand the grievances and engagement levels of the employees and provide the organization with suitable solutions to address their most important issues.
• We designed a survey around several parameters, administered it to 12000+ employees and analyzed their responses both quantitatively and qualitatively and suggested them the implementable solutions.

Jun 2014 – Mar 2016 · 1 yr 9 mos · Gurgaon

• Post Graduate Program in Human Resource Management

Dec 2012 – May 2014 · 1 yr 5 mos · Greater Hyderabad Area

• I was a part of the manual testing team in Hyderabad. My role involved analyzing the Knowledge Transition document, writing the test scenarios/cases, working on the testing environment, raising the defects (if any) and performing maintenance testing at the end.
• I was also trained in basic SQL and QTP as part of my project requirement.

Sep 2008 – Jun 2012 · 3 yrs 9 mos · Greater Hyderabad Area

• My fascination for the field of machines and the way they work got me into mechanical engineering. During my course of study, I was able to learn the concepts and apply them practically via the projects done and responsibilities undertaken. I was able to do that in two major projects of college along with handling the technical department fest by leading from the front.
• The two major projects were:
• 1. Building an All Terrain Vehicle for SAE BAJA competition in 2012; designed the prototype of the car in AUTOCAD and ANSYS along with building the vehicle from the scratch. Our car was one of the only 20 cars out of 100 to sustain the 4 hour endurance test at the SAE BAJA track in Pithampur.
• 2. The final term project was understanding the properties of LM9 Aluminium alloy, perform the mechanical properties tests on it and suggested ACME industries to use it as their productivity increased significantly.
• 3. Co-ordinated a technical symposium with a footfall of more than 3000 students from various colleges around the country
• 4. Secured an AIR of 139 in GATE 2014 & AIR of 214 in GATE 2013