AgNext is creating AI induced technologies to accelerate trade profitability for stakeholders in agricultural food value chains globally.As the SVP and Head of Human Resources, worked in strategic partnership with the business leaders to create a people agenda to support the business deliverables. Key focus was on Manpower Planning, Talent acquisition strategy and plan to scale up the organization, build a comprehensive Onboarding program for the new joinees to hit the ground running, set up a Performance Management System to enhance Organizational effectiveness through regular reviews and feedback, salary structure review and banding, ensure that the HR Policies and Processes were in order along with managing the end-to-end HR function and challenges of an organization that was rapidly growing.

EM3 is breaking traditional stereotypes for increasing agricultural productivity by bringing technology & mechanization for the farming community on a Pay-for-Use basis. This approach greatly deepens the impact on farm viability. EM3 is harnessing the power of information technology and mobile telecom services, financial services etc. to integrate and strengthen the value proposition.As the Chief Human Resources Officer, I was responsible for the Company’s people strategy, HR operations and Organization Development. Partnered with the business to strategize and identify human resource interventions and implications in organizational design, employee selection & development, compensation, talent management, learning and performance management.

Lead Human Resources. Responsible for people strategy and execution on HR priorities encompassing all facets of HR. Special focus on organization architecture, talent acquisition and management, employee engagement, creating a high performance work ethic and a strong employer brand.

MUST Group is an international company with global presence that exports over 35 million garments annually to top brands in the US and European markets. The organization was looking to expand operations to new geographies, and strengthen the talent acquisition and HR processes for its 15,000 + employees.As Chief Human Resources Officer, served the CEO and supported business expansion plans by nurturing the right human capital to enable business growth. Worked with senior business leadership across Group locations in Bahrain, Hong Kong and Bangladesh to align HR solutions to business imperatives. Responsible for key aspects of human resources, initially focused on strengthening talent acquisition, compensation, and performance management.• Designed HR policies and processes and implemented across locations in Bahrain, Hong Kong and Bangladesh• Strengthened talent acquisition processes by refreshing talent acquisition policy, augmenting the talent acquisition team, building stronger ties with recruitment agencies and sourcing through digital channels• Refreshed the performance management system, formalized goal setting and measurement against goals to enable a high performance culture in the organization

Premier Inn, United Kingdom’s largest budget hotel chain, and a part of Whitbread Plc with over 40,000 resources, was entering the South Asia market through a subsidiary (Premier Inn India Pvt. Ltd.) with an aggressive growth plan of developing 80 properties over 10 years. The growth plans extended to the Southeast Asia market soon after. Premier Inn India Pvt. Ltd. started in a Joint Venture with EMAAR MGF as the company entered the South Asia market. As one of the first employees of this subsidiary, served on the executive team as a strategic partner to the business in this aggressive expansion. Responsible for planning and building a world-class organization through acquisition, development and retention of talent, while preserving brand principles, values and culture. Grew the organization from scratch to 300 across India, Indonesia and Singapore, with an exceptional employee engagement index of 96.8% for South Asia, the highest across the entire Whitbread network. Created a culture that valued leadership, service and quality within all team members and management team. • Partnered with business to develop and implement the HR strategy, policy and procedures to enable the aggressive growth plans; presented strategy updates to South Asian Executive Board and Whitbread International Executive Board • Extended HR policy and procedures to regional operations in Southeast Asia. Standardized HR processes to increase efficiency and lower costs, shared best practices and removed roadblocks through management intervention• Developed detailed manpower and succession plans to have the right people with the right skills in the right place at the right cost. Led and anchored senior management acquisition to reinforce management depth. Handled expat management and global mobility.

Emaar MGF is a JV between Emaar, one of the world’s leading real estate companies and MGF, one of the key players in retail real estate in Northern India. The organization was experiencing hyper growth due to market conditions and an impending IPO, with an annual resource headcount increase from 500 to 1,000, and expected to grow further post IPO.Served as a key partner to the Group Head of HR in developing strategic HR initiatives for the organization. Led HR function for Hospitality and Retail verticals. Led internal resources and external partners on several strategic HR initiatives such as developing and implementing a performance management system, variable scheme pay, top-level restructuring, and job competencies. • Led the design and implementation of a performance management system with consulting partner, The Hay Group, in order to build a high performance culture• Developed balanced scorecards at the corporate level and for all functions to baseline and track performance; completed key results areas for all employees• Restructured compensation and benefits policy, by introducing variable pay lined to performance as means to boost retention in a dynamic, volatile market• Restructured the organization, in collaboration with Mercer HR Consulting, in response to ambitious growth plans for the organization. Developed role clarification documents for 65 unique roles

DSCL (now DCM Shriram Limited), an offshoot of the iconic Delhi Cloth Mills (DCM), is a leading business conglomerate with over 6,500 resources. The organization was expanding into value added businesses and looking to change the mindset of an established workforce. Responsible for HR for 250 resources in corporate offices and a business vertical across three countries in Southeast Asia (Philippines, Vietnam and Thailand), including Talent Acquisition, Performance Management, Learning and Development and Organizational Development initiatives to build a culture of innovation.• Setup key results areas based performance management system, consolidated performance reviews, planned for leadership succession, set up Learning and Development and developed the HR Policy manual• Developed the concept for, and implemented an innovation and creativity drive that increased employee engagement, and created tangible business benefits• Led management recruiting from leading business schools. Responsible for talent acquisition, onboarding, training, placement and reviews for management recruits

Shriram Fertilisers and Chemicals was one of the largest operations in DSCL with over 5,000 resources. The organization was setting up a new Learning and Development center, negotiating a wage agreement with the union, and looking to change the mindset of its sales force.Reporting to Corporate Head of HR, responsible for HR operations for this group company. Led Talent and Learning and Development functions and introduced new Organizational Development initiatives to develop the organization’s culture. Distinguished as the first woman in the organization to handle industrial relations.• Established the Learning and Development center in Kota that delivered training based off a role-based training needs calendar• Created HR policies to attract and retain trainee resources for various businesses; these policies helped improve the attrition rate within a year.• Implemented change management strategy and initiatives targeted towards the sales team to provide them skills to sell in a rapidly changing and increasingly competitive markets • Actively participated in the tripartite wage agreement negotiations and was the first woman to handle Industrial Relations at DSCL