Heading HR function and driving the strategic and operational HR agenda for the organization including corporatization and professionalization to enable the company to become India’s leading real estate company

M3M India is India's 2nd biggest real estate developer with an annual sales turnover of more than $1.5 BN and is targeting to hit a sales number of more than INR 20,000 Cr. in current FY'24. It's a fastest growing real estate company in India having one of the biggest land bank in delhi/NCR region and a very robust project pipeline worth billions of dollar. As Head HR I am driving the strategic & operational HR agenda for M3M to enable it to become India's No 1 Real Estate company and realize it's vision -: “To be the largest and the most admired real estate brand in India by delivering best-in-class, sustainable, customer centric products”

Was heading M&A integration portfolio from people & organization, business & IT systems perspective for all infosys acquisitions across the globe and was responsible for systems, cultural and workforce policies & practices integration (including organization structure, job level mapping, manpower, time & attendance, payroll, travel, claims, HR & IT systems, compensation & benefits, L&D, recruitment, engagement etc.) to drive synergies & alignment with Infosys culture & best practices. Was managing subsidiaries in US, UK, Finland, India, Israel etc from M&A standpoint. .

1. Organization Design a. Corporte centre restructuring, implementation and tranisitioning support to large multi business conglomerate based out of middle east. b. Business restructuring for an auto component manufacturer (Family owned business. They were looking for increasing the customer & business focus through this business restructuring exercise c. Organization restructuring for NGO involved in improving farm productivity in punjab and south india. d. Organization structure assessment and design for a leading indian EPC player e. Organization structure assessment and design for one of the largest paper manufacturing player in Bangladesh. 2. Large scale culture and business transformation exercise a. Large cultural trasnformation exercise for a family owned company operating in fine chemical and agro chamical business. This involved culture assessment and change management, HR processes maturity assessment and redesign, corporate centre & business structure redesign and PMO support b. Enhancing dealership effectiveness and profitability for large indian automobile company. This involved 5 modules- a. Organization structurre and HR processes b. Training & competency development c. business processes d. profitability management and 5 building ownership and change management. 3. Leadership Development & Talent Management a. Competency profiling, leadership assessments and IDPs creation for an Indian Pvt equity firm b. Behavioral & functional competency profiling, T&D and talent assessment model for a large petroleum organization in middle east 4. Manpower Optimization a. Setting manning norms & standarding organization structure across 4 plants for the chemical business of a large diversified Indian conglomerate

Rohan Chopra was a principal consultant with the people & change management practice of PwC India. In his consulting stint withECS & PwC he displayed strong expertise in areas of performance management design and deployment, organization design, competency design and assessments for clients across industries. He advised clients across industries including telecom, BFSI, power, cement, IT/ITeS, real estate & hospitality on organization design, talent management & leadership development, manpower assessment and HC effectiveness measurement & benchmarking. Beside project management and client delivery Rohan also actively managed the entire sales cycle for number of clients from identifying and creating a prospect to submitting proposals to deal closure.