As Talent and L&D Leader for manufacturing (8 manufacturing sites with over 3500 employees), I worked closely with Global Leader for manufacturing team in driving critical to success HR initiatives to support the business. Worked with Global HR and India manufacturing leadership teams towards institutionalizing a newly created L&D framework and PMS based on competencies and values. As a part of the overall talent management process, I had been working towards setting up the talent differentiation process, organizational effectiveness agenda and learning and development framework. Lastly, I was leading a key change management initiative towards instituting a culture of Quality and Compliance across the manufacturing function.Key Achievements:•Introduced talent differentiation & management process for Ranbaxy globally.•Conceptualized and implemented the behavioral L&D framework for the manufacturing part of the Organization. •Led the change initiative “Lakshya” towards creating a culture of Quality and Compliance for the Dewas and Poanta Plants.•Led the implementation of new PMS based on newly created “Ranbaxy Competency Framework”•Introduced Talent Book – Talent Management Framework for larger organization.

I was responsible for Talent and L&D strategy and execution at GE Capital APAC (comprising six countries with over 5500 employees). Leadership development through customized career and learning programs, as also through other strategic talent development initiatives, was a key deliverable in my role. Doubled up as HRBP for APAC.• Drove structural alignments in keeping with business priorities- beefed up verticals in SFE, Commercial Excellence, Segmentation and Analytics besides having created capability for regulatory readiness, governance, and risk management for other enabling functions.• Sales and marketing capability development- I worked extensively on development and implementation of Competency Assessment and Development Models for developing functional capability in Sales & Marketing. • Career Development Programs (Campus recruits) - Project managed Executive Commercial (Sales and Marketing) Leadership Development Program, Finance and Risk Leadership Programs. • Engaged and energized staff- led strategic interventions in line with thrust areas as articulated by GE Opinion Survey• Effectively led Session C process (Integrated Talent and Performance Management System at GE). Partnered with regional CXOs to execute the processes on talent and performance differentiation. Owned the process of rolling up talent and performance summary to global leaders and APAC CEO.• Executive Leadership Development- designed and led CLDE (Capital Leadership Development Experience). CLDE aimed at developing and strengthening the leadership pipeline for executive leadership across the APAC region. • L&D Effectiveness- I have had the opportunity to lead structured initiatives to reinforce a culture of continuous learning that GE is known for, through leadership engagement, high impact communication, and creation of learning support systems as mentoring and coaching programs for the high potential.

As the Organization Development leader, my responsibilities included organization design and performance management, leadership hiring, and key talent/leadership programs. I served as the HRBP Lead for SBI Cards and partnered with the CEOs, Senior Management Team members and the HR leader in articulating the Organization’s strategy around talent, capability, change and transformation.• As the HRBP was instrumental in creating a shared vision (4Cs) with the CEO and the Leadership Team. Worked on a comprehensive change management strategy and its implementation to ensure that the right behaviors are institutionalized and we are on path to achieving the shared vision. • Work force strategy, manpower planning and organization structure were key deliverables of my role. Led the structural set up for Corporate Cards, Partnership Cards, Branch Sales Channel and cross sell vertical in SBI Cards.• Led leadership hiring and critical staff hiring as a part of growth strategy• As the O&S leader and L&D leader was also responsible for leading strategic organizational effectiveness and engagement initiatives towards ensuring best in class scores for opinion survey. Partnered with the CEO and SMT in leading a major employee engagement program called “Pledge” which resulted in best in class scores for business unit’s GE opinion survey. • As the Training Leader, I led an integrated L&D strategy. Achieved planned 80% learning penetration for L&D programs based on enterprise, functional and individual level learning needs. Led communication campaigns to highlight L&D as a key strategic differentiator for the organization leading to creation of a culture where the penetration for E Learning programs increased to 7500 learning hours in an organization with 2000 employees.• High potential talent identification and development through integrated interventions in close partnership with CXOs was a clear deliverable of my role.

I was in the role since June 07 and responsible for leading HR strategy for a client group of over 700 employees all across India. The broad areas of responsibilities included - organization and staffing, GE employee differentiation process, employee relations, training and development, and productivity. Also, doubled up as the National Hiring Manager for SBI Card.

Have been responsible for leadership hiring across three entities, GE Money, SBI Card and Wizard. Was responsible for staffing across levels/functions. In this role, I was leading key career and leadership development programs – University Programmes, Experience Commercial Leadership Programme, Finance Management Programme,and others.

Bharti is a key telecom service provider in India and Africa. I was the Talent Development and L&D Leader for a client group of approximately 3500 across 4 P&Ls. I worked with the Senior Managment Teams including the P&L CEOs in creating and executing the L&D, Leadership and Operational Skill building agenda. Actively led key leadership development interventions over this period. Led change management initiative "Plus One" aimed at creating a culture of customer centricity, across the P&Ls involving 4000 employees, managers and Leaders.

Joined Electrolux as a Management Trainee. As an ERM, was responsible for PMS, talent management and employee relations for a client group of over 350 employees across the country. In my staffing role, have hired for key front-end operations positions as also key senior management positions in sourcing, finance, marketing and customer service.