Timeline: 1. 2018-19: decided to join and contribute to this purpose led journey. Having known the founders from 2015, it was an easy decision. 2. 2019 - finalised the 'Purpose' statement for this unique journey along with founding team3. 2019-20: Setting up initial team including that of People function (Not HR) where I would spend 8-12 hours a week as a mentor / advisor / doctor - a junior resource who reports to me being always 'on the ground' with the Startup. 4. 2020-21: Covid phase - growth stalled, but team stayed strong, taking 'pain-share' along the way. Decided to concentrate on creating Intellectual Property to certify the uniqueness. Decided to stay on course and not tempted by 'buy-out' requests which came global players. 5. 2021-22: Going still tough - staying on course; Talent sourcing gets tougher as EV industry and it's complexities are still not popular enough6. 2022-23: Purpose Drivers, an internal group of mid level leaders created and; IP granted; Team turns many leaves with ease; Recognitions solidified; Traction is now achieved. Team exceeds most expectations. 7. Watch out for results..

Leads HCM and Organization Effectiveness Practice. The following areas are indicative of the approach and scope:1. Linking Human Capital Management practices to purpose led business needs in a measurable manner 2. Designing Employee Value Proposition based Compensation and Benefits Systems, Reward and Recognition Programs as building blocks of Employee experience journey.3. Setting up HCM / Organisation Effectiveness Systems, HCM Audit for Startups and IT SME's4. HR Structure and design for the Early stage leadership team in the IT SME Sector on Retainer and Project mode5. Mentor / Coach for Startup / Business Leaders at CXO Level6. Employer Branding for Talent acquisition via Social Media & other Inbound Marketing Techniques with focus on Employee advocacy 8. Building and Sustaining business linked, Organization Culture - with Purpose as base. 9. Designing growth journeys for transformation of traditional / family run businesses.

www.netstamind.com

Origin of M/A/R/S: A chance meeting between two friends who were also batchmates over 2 decades ago - the decades had refined one into a sales and marketing veteran and other to adjudged as an HR Influencer on Social media - happened in Cyberabad some years ago. While updating each seated next to a pitcher of beer, the sales and marketing veteran talks of a new venture and wonders the right way to reach the target customer. The internet strategies put forward by the OE & HCM (HR) person shed some light, but that discussion did not quite zero in on the go to market (GTM) pieces, a logical next step. Almost a two years later, after further brainstorming sessions resulted in this duo teaming up with another HR + Sales & Marketing expert, a common friend to both. When these three brains came together, some iterations for designs and strategies including go to market (GTM) approach to reach the target customers was finalised and M/A/R/S - Which according to them will stand for deriving business results from a unique combination(s) of Marketing, Analysis, Research and Solutions - each area being mutually exclusive as well as combined as per the needs, was born.With three unique ways of approaching and understanding how each business works, we at M/A/R/S help to formulate a purpose oriented approach to the business of any organisation and align the team(s) to execute the defined purpose. Using ever changing updates from the fields including behavioural economics, Evolutionary Biology and neuroscience to derive GTM, M/A/R/S is always confident of quantifying the business results. Within a short span of 2 years, this journey led to creation of a private Ltd company - NetSta Minds in Aug 2021.

Lead the Organisation Effectiveness team (OE) and Team Enabler Group (Gen. Admin & Purchase) at Arbitron India in Kochi, Kerala, India. The centre, set up in 2007, was a wholly owned subsidiary of the parent company, Arbitron Inc. USA (www.arbitron.com) and was the company's first Offshore Software Product Development in Asia.Arbitron Inc. was acquired by Nielsen in Oct 2013 and rebranded as Nielsen Audio. Transitioned entire operations successfully to Nielsen India between Feb 2014 and Jan 2015 in a 'Business-as-usual' mode.

Lead Organisation effectiveness (OE) Function at Arbitron India in Kochi, Kerala, India. The centre, is a wholly owned subsidiary of the parent company, Arbitron Inc. USA (www.arbitron.com) and is the only Offshore Software Product Development site outside the United states. Highlights:1. Re-branded and repositioned HR to OE to popularise and signify the difference in approach and connection to Business results, to create both functional as well as business impact. 2. Used Six Sigma and other metrics to solve people problems impacting business results. 3. Embarked on a unique attempt to document the company Culture with support of professors from IIM-K - this was later published as a Culture document, harping on 'Responsible-Freedom'.

Set up and scaled the Human Resources Function at Arbitron India in Kochi, Kerala, India between Jan 2008 and July 2011 to a mission critical function by:1. Establishing the Employer Brand 2. Attracting Talent from Global and national IT hubs3. Fostering an empowered but result oriented work culture by partnering with BusinessThe centre, established in Aug 2007, is a wholly owned subsidiary of the parent company, Arbitron Inc. USA (www.arbitron.com) and is the only Offshore Software Product Development site outside the United states.

Set up the 'Launchpad' - a direct hiring office of Genpact at Kochi and established the direct and indirect sourcing channels across Kerala and Tamilnadu (10 months).Moved to an HR Generalist Role with Focus on Recruitment and supported the two Business units of Automotive CoE from Hyderabad

Set up Operations of the Recruitment office (Storefront) for Genpact in Kochi, Kerala. Developed Sourcing Channels, established Relationships with Vendors, Educational Instititutions in Kerala.Pioneered steps to establish the brand in Kerala and parts of Tamilnadu.

Facilitating entire gamut of Human Resource (Focus on Recruitment, Employee Relations and Training) function for Sales & Marketing Team FMCG, C&I Division at Wipro.The organization had many changes in Leadership at the CXO Level during this time and hence the learning as an HR Role player is specially treasured.

Leading Plant HR activities at Marico's Coconut Oil Manufacturing plant based in Ponda, Goa.

Responsibilities: Performance Mgmt, Recruitment, Assisting in implementation of OD initiatives linked to TQM and HRD.

Student of OD, Learning and Development, Recruitment and Performance Management

Employee Welfare and Industrial relations responsibility for captive Raw material Mfg plants and Ancillary Services of the company. This group had about 800 Unionised employees.

Results expected from the Position were:1. Reduce Absenteeism at CS2 Plant2. Implement Disciplinary Actions and compliance measures3. Automate the disciplinary actions process