Inter company transition to lead the Corporate TA efforts for Ascendion. Strategic transitioning into a services company from a legacy staff augmentation (erstwhile group company). Led many key transformation/change management programs - 1) Change in Mindset & Values 2) Talent Attraction approach & model 3) Process re-engineering across systems & processes 4) Building stakeholder trust 5) Cost optimization across the TA supply chainBuilt a team to service all SG&A/Corporate roles across a variety of skills across Ascendion India offices. I currently lead the SGA hiring at an India level that includes - 1) Budgeting & forecasting 2) Driving TA BAU - Key TA metrices - Fulfillment/TAT/Optimized sourcing mix/Infant Attrition etc. 3) Leadership/Executive Search 4) Stakeholder Mgmt. 5)TA transformation programs 6) Technology & AI infusion across TA cycle etc.Establishing a concrete Talent Acquisition foundation amidst a velocity driven AI first services organization.

In my capacity, I am steering the TA efforts for Collebera GDCs across India !!- Developing talent Strategy in tandem with Business plans/projections, define roadmap and key milestones to be achieved- Setting up and constantly building a high performing team and culture of data driven decision making- Create employer branding strategy for talent attraction through social media and other events to create awareness and get best talent - Mentor and groom new age HR talent to take-up strategic projects and increase learning knowledge base- Track all key recruitment metrics to bring efficiency in the talent fulfillment and engagement process- Bringing in best Practices in the TA space- Stakeholder Management and creating succession for next line of Leadership

Hiring lead for majority of the verticals offshore in India. Led a team to service high volumes across skill sets and levels.The role was divided across few aspects - 1) Volume hiring for buisness generating verticals 2) Strategic hiring across verticals. Included active sourcing as well as passive executive search for some very niche targeted set of roles specific to certain Industries 3) Campus Hiring - Establishing the channel to become a significant channel to our early talent hiring, developed the channel to become a 30% contributor from a sourcing mix standpoint 4)Building a high performing team to support abovePart of the organization's growth journey, operated with a motto of speed & scale with bringing in the highest quality of Talent in the company.

Strategic transition to support hiring for the VP's office (Business & Operations Head). It's during this time that I started to contribute extensively towards Executive hiring - Successfully hired across leadership roles including heads for Finance/Delivery/Strategy/Human Resources etc.Alongside, led the Pan India Campus hiring - Planning & Executing the Early Talent program, led an opportunity to build some ever lasting relationship with the Training & Placement community, visiting Campuses in hundreds, Inducted freshers in 100's for FY2018 & paved way for similar numbers for following years.Led a small team - Mentoring them to become the next set of significant contributors across verticals.

Grew into becoming one of the most significant contributors to organization's biggest BU- The offshore delivery vertical, driven volumes to the tune of hundreds single handedly alongside expanding the learning curve by taking on the hiring across other shared services verticals too. Thoroughly enjoyed maneuvering through the fast paced environment.

Learning the nuances of TA, contributed largely into volume hiring across Delivery & Sales verticals.

Selling a bouquet of financial products across ICICI group, Directing clients in their wealth creation journey.