Responsible for providing strategic support, operational coordination and project management expertise to the COO and the broader executive team. Ensure efficient and effective functioning of the COO's office and driving the execution of key initiatives and priorities.

Leading the HR digitization and analytics agenda for Piramal Pharma Limited

Responsible for Driving Talent Analytics focussed on enabling businesses to increase employee productivity, enhance employee engagement, attracting high quality talent, developing talent and rewarding employees fairly. Engage with businesses to develop analytical solutions focussed on solving current problems, mitigating risks and preparing for the future.

Established HR Analytics CmOE in the organization. Created the need and buy in for analytics by creating Talent success stories from within the organization. Developed integrated and interactive dashboards with an objective of making analytics accessible to everyone. This empowered the decision makers with objective data and helped teams to measure effectiveness of the people interventions.

• Responsible for implementing Oracle HRMS (HCM-fusion, Taleo-recruit & Taleo-learn) across the organization (6 countries, 22 location & 6000+ employees). • Managed a team of 12 core members & 30+ HR participants over an implementation period of 9 months including training, change management, stabilization. Also, developed expertise within the team to manage the system autonomously without the support of implementation partner.• Delivered the enhancement requests from the business through a change request process.

Responsible for driving Business impact projects to achieve higher customer satisfaction in the Sales, HR, IT & Accounts functions in the organization. • Established systems of Identification, measurement & monitoring of Key Performance Indicators for the function. Trained the teams on techniques to analyze data and identifying appropriate actions for improvement.• Drove Focused Improvement Projects in the function by setting up & operationalizing the project governance, provided subject matter expertize, established communication channels and mobilized necessary resources for driving the change. • Corporate Trainer for Lean Six Sigma Green Belt & Yellow Belt Programs, Root Cause Analysis Techniques, Kaizens and Operational Excellence assessment Criteria for the Model Adopted by the organization

Led the Project Management Office to drive multiple workstreams working in areas of HR Operating Model, Talent Management, Employer Branding, Talent Acquisition and HR Automation. This resulted in birth of Talent Managment framework, Global HRMS, HR CmOEs and Employee Value proposition in the organization.

• Led two teams of 8 members to develop systems for capturing all 16 types of losses occurring in Manufacturing Units of Yarn and Paper Divisions of the group for identification of specific projects for improvement.• Program manager for 24 Continuous improvement projects in areas of productivity improvement, machine downtime reduction, defect & rework reduction & cost reduction with an estimated financial impact of Rs. 50 million p.a. Achieved Savings of Rs. 34 Million through similar projects in year 2012-13. Deployed TPM, Kobetsu Kaizen pillar and data analysis techniques for project execution. • Imparted more than 1500 man-hours of training to members on Analytical tools and techniques.