Almost anyone working in Corporate roles have a passion and a liking towards a part of their roles while some other components of their roles get done because they need to be done but may not evince much interest. I was no exception to this. The human side of the workplace always intrigued me naturally, as machines don't make up the workplace. Hence, the people, their behaviours, their attitudes, their preferences, the associations they make or stay away from, and the culture that all of this creates was a subject of inquiry for me always. I always saw people as a powerhouse of possibilities but many a time lacking the enablement needed. All that was needed mostly was channelization, which had the potential to create great Value in the workplace. A lot of sincere effort during my stints went towards channelizing such energies and getting the colleagues to express their worth. As I saw success, I felt fulfillment in investing efforts in people. These successes sowed a seed somewhere deep inside me to focus my energies on creating Value for people around me and step out to see how many individuals' lives I could help impact by working with them in some way. That quest in me has finally taken shape as ValueKraft.At ValueKraft, we believe that Human potential is unlimited and concealed at the same time. Human Potential - a Power, that has demonstrated its capability over the ages, to transform humanity and this world. It only needs unearthing and channelizing. But what keeps it concealed and masked? Well, that is the discovery that keeps us intrigued!!! All that we have set out for has, but one objective – to add Value to individuals and hence to collectives, to be able to enhance their awareness and hence live to their potential. The goal may be one but the paths to reach, are many. We believe in partnerships to unearth this Value of the individual and hence, the Collective.

I am associated on a freelance basis with xMonks as a Coach and Facilitator to fulfill need-based client requirements.

The opportunity to work directly with my mentor Gaurav Arora as a part of xMonks was a golden experience to get inducted into Consulting. It felt different to be on the other side of the table and that required me to unlearn and re-learn and shed some of the identities that I had acquired over the years. Thank you xMonks for the learning and exposure.

I have been involved as a Consultant, Facilitator and Coach with Neo Navigate and we have deployed Transformational Leadership Development Programs jointly. The arrangement allowed us to bring the best of capabilities together based on the client needs.

Allergan was acquired by Abbvie in May 2020. My tenure ended with Abbvie/ Allergan due to position redundancy. In the new organisation, I ensured all assistance with integration including all communication related to org structure, manager mapping changes. I managed the process of redundancies and ensured smooth exit of concerned colleagues.

• Led the Org design process to create the IMEA Leadership and Country Org structures; followed up with hiring strong leaders.• Successfully led significant leadership changes across countries in IMEA to improve governance, strategy alignment, enhance country performance and promote the right culture and behavior. • Successfully drove significant Transformational changes in Saudi Arabia to align with country strategy on Talent; achieved significant results on Nationalisation (Saudization) without losing good expat talent. • Successfully introduced the unique Learning and Engagement Program conceptualised by me at all levels across IMEA during the uncertain times of Acquisition by Abbvie. This re-energized, engaged, re-focused and helped in up-skilling of employees at times of uncertainty and when resources and budgets were minimal.• Built a robust HR team structure with strong cross-country capabilities despite having a very lean team.• M&A: Ensured right positioning and placement of Allergan talent during the Integration discussions with Abbvie related to People and Structures for IMEA countries.

This period was characterized by the HR team led by me elevating itself to deliver excellent transformational results for the business and employees resulting in achievement of several milestones such as:(1) Best in Class Employee Engagement results over two consecutive cycles, (2) high levels of Talent Retention, (3)Best in class Internal Talent development and growth including Internal successors for Leadership and HR roles, leading to high Key talent morale and retention, (4) Enhancing Allergan’s image as a unique Pharma company with great leadership connect, transparency and openness, (5) Scaling record heights in HR Business partnership, (6) Landmark cultural changes, (7) Transformational process changes, (8) High performance oriented culture, to name a few (9) significant demonstration of leadership during a significant change that the organization went through in 2014-15 due to a series of M&A processes, keeping the Organisation engaged and productive. All these have led to Allergan becoming a strong Employer Brand within Pharma.

I was heading the Product Engineering Solutions (PES) business of Wipro Technologies during this time. This was one of the most challenging roles I took up as the tenure coincided with the economic recession that had hit the IT Industry. I was responsible for 5000 employees in the BU worldwide and led the HR processes with my HR team of 7. Managed all BU HR processes such as Performance Management, Employee Inductions, Employee Engagement across a wide geography, Employee Retention, Key talent Engagement, Succession Planning, managing HR Metrics, Location HR management, etc. Ensured high engagement and morale despite the rough times. Built a team of your HR Business partners through Coaching.

During this period I was responsible for all people processes for the 2 Locations. I was also involved actively in planning the movement of Wipro Technologies from Gurgaon to Greater Noida (SEZ). The PES HR Head role came as an overlapping role starting October 2008.

Was heading the HR function for the region comprising of about 1500 employees. During my 3 years stint the manpower base for the region grew from about 500 to 1500, an era when the India IT business saw tremendous growth. Employee Engagement and retention was a key challenge and a priority in these times when retaining talent in IT was a steep challenge, and I take pride in saying that I drove several programs to enhance engagement and retention of our associates who were largely field based (IT engineers at customer sites). I also discovered myself as a passionate facilitator by developing as an internal faculty for Region based leadership programs and Induction programs. I was also very actively involved in Campus hiring and in enhancing Campus relationships through regular campus visits and open interaction with students.

I was in an Employee Relations role managing Employee relations/ Industrial Relations across 70-odd establishments in the region and imparting know how and guidance to Local management at each location on people management. Being part of the IR team of the Region, I had a fantastic exposure to handling employee Disciplinary matters, Statutory Compliance and strategy formulation for defending Legal matters pending before Labour Authorities and various Courts of Law. Also served as an Internal faculty and Auditor on Statutory and Disciplinary matters. During my stint, where I also managed the responsibility of overseeing all legal matters for North single-handedly for more than a year, we did not lose a single court matter. I was also involved in Union interactions at the Regional level.