In my current role, I lead the Executive Succession & Development function for IBM in India/South Asia, which is aimed at Senior Leadership roles, across multiple business units of IBM. My key business objectives are to determine the “business critical roles”, create success profiles & key measurement criterions, followed by assessment of incumbents to determine strength and effectiveness of internal talent, thereon plan/build the entire succession plan (internal & external talent) leading to tailored individual intervention/development plans.Prior to the above, I led the function for IBM’s domestic Consulting & Services business, and, later, all of IBM’s domestic businesses across Sales & Distribution, System Hardware & Software, Business Partners & Alliances, and Services Sales & Delivery.My significant achievements have been around transforming the Consulting & Services business into a world-class practice. Thru a combination of interventions, foremost being talent acquisition with deep Industry and Technology expertise and personal eminence; putting together a robust process to grow & develop future business leaders from within; creating competitive compensation plans to incent the desired culture and business outcomes; growing the organization organically and thru bottom-up approach, especially by gaining the mind-share in premium business schools. I have also had two stints in IBM’s Global Services business with employee population of up to 53K. My significant achievements were across the spectrum viz. manpower planning, hiring talent, devising methods and processes for quick assimilation leading to productivity, strategizing leadership capability building to enable attainment of business objects and create a highly engaged workforce, instill nimbleness within the workforce to constantly keep acquiring new skills & capabilities - a fundamental building block for services business.

I led the entire HR function for a 300-people strong product development, sales & marketing, and technical support organization. My significant achievements were multifold i.e. growing the product development center in terms of capability, gaining the confidence of HQ thru demonstrated & consistent delivery, paving the way to bring Product management function for certain offerings to India.Transforming the Sales & Marketing organization to better align with Industry and Solutions design, adding capabilities in the Pre-sales domain. Dealing with sellers’ motivation thru a re-designed performance assessment system, and sales compensation & incentive plans. Growing the capability of the post-sale Technical support organization catering to India clients, and then further into a 24/7 * 365 center catering to WW clients. Sharpening the “sales” acumen of this team to generate new revenue streams thru base account growth. In 2007, IBM acquired this organization. I stepped-up in my role and successfully led the HR and People integration with IBM for the Asia Pacific region (8 countries, 475 employees). We had a 100% transition in each of the countries, including their leaders and teams.

At Kyocera I was leading the entire HR function for a CDMA hand-phone development organization. Our vision was to deliver the 1st CDMA hand-phone made in India.Grew the Organization from a 120 people organization (S/W and Testing), to over 550 employees with expertise across multiple competencies i.e. Phone design, Hardware design, entire Software including UI, SW Testing, followed with field-testing to contract manufacturing. My significant achievements were to systematically build the organization’s capabilities (growing thru internal talent and focused external acquisition). Creatively and successfully worked thru the challenge of attracting TOP-notch talent into a relatively unknown brand, then quickly assimilate & make them productive. Designed a highly optimal talent pipe-line model i.e. campus grads to SME. As the organization grew in size, established a robust policy & process structure – tightly aligned to the organizational purpose and efficiency. Created the 2nd level of leadership which helped transition the function heads from operational to Strategic responsibilities. This was achieved by carefully identifying the potential leaders, assessed their development gaps areas and then designed interventions (Experience/Exposure/Education). Constantly worked to build the mindset / culture of “product development” in everyday leadership and work.