I serve as the HR head for startups within the SLK Group. My responsibilities include collaborating with all investee companies within the group. I Head HR for Avo Automation, a SaaS automation testing startup, AI Platform of SLK Software and Maldivian Mermaid-Hydroponics based Farm. In these roles, I act as a strategic business partner, assisting the leadership in establishing and growing organizations across multiple geographies such as North America, EMEA, and India. As a trusted business advisor, I align people’s goals with business objectives and contribute to the overall business aspirationshttps://avoautomation.ai/https://www.v-labs.ai/https://maldivianmermaid.com/

DS Group, an Indian FMCG company, boasts a presence in the market through well-known brands such as Rajnigandha, Catch Spices & Salt, and Pulse candy. In my role, I focused on elevating DS Group’s reputation as an employer of choice. My responsibilities spanned talent acquisition for group companies in the confectionery, spices, and mouth freshener sectors. Additionally, I spearheaded the establishment of a startup in hydroponics-based farming, an upscale salad bar, and a mall.My contributions extended to employer branding and leadership hiring. Furthermore, I facilitated change management by identifying and implementing best practices from the FMCG industry.

I led the HR function for Sales and Marketing, focusing on HR business partnering, talent development, career progression, high employee engagement, and culture building. During my tenure, I established robust systems and processes in areas such as performance management, compensation and benefits, employee relations, reward and recognition, learning and development, and employee engagement.In the realm of recruitment, I introduced Thomas Profiling to assist in hiring and ensure the best fit for our teams. My efforts were instrumental in significantly reducing attrition from 26% in FY 17 to 14% in FY 18.Additionally, I created a comprehensive talent management framework and successfully designed and delivered a Leadership Development Programme. Collaborating with training experts such as Stephen Covey and Dale Carnegie, we covered topics like Situational Leadership and building high-performing teams.To drive culture change, I executed organizational development interventions using diagnostic tools like Cameron and Quinn, transnational analysis to study ASIS culture, and Belbin Team roles. Our goal was to shift from a culture of command and control to one of collaboration.Furthermore, I played a key role in succession planning for critical positions and delivered capability development programs for Sales, Retail, HR, and Finance. At Relaxo, I designed and executed a comprehensive Learning & Development program, providing 1.5 man-days of training that covered 95% of our employees."These accomplishments reflect my commitment to driving organizational excellence through strategic HR initiatives.

I facilitated the transition and integration of the Enterprise Sales Team from Tata Teleservices to Tata Communications, ensuring a seamless operational and cultural fit for the acquired resources. My work involved job evaluation and role profiling using the Mercer IP score tool.As part of my responsibilities, I managed the entire HR life cycle for a 250-strong organization spread across India and Europe. Additionally, I served as the global Single Point of Contact (SPOC) for Talent Management, Employee Engagement, Learning & Development, and Reward & Recognition within the Global Data organization. I created frameworks, cascaded initiatives, and monitored progress across five business units through HR business partnerships.On a global scale, I drove Impact planning for all Q12 managers, with a special focus on bottom quartile managers. To enhance employee engagement, I implemented engagement templates such as SKIP level meetings, HR Connect sessions, and Town Hall events.My contributions extended to refining the Performance Management System, identifying critical talent, and designing technical career architecture. Furthermore, I established and disseminated the IC SAT framework for the Global Data OrganizationI successfully delivered a sales capability program in collaboration with Mercury India.

I developed a robust rebadging framework and successfully led four rebadging initiatives, including one non-solicit arrangement, involving 120 IT resources. These efforts seamlessly integrated people and their processes into the parent organization.I played a pivotal role in building HCL’s software and strategic outsourcing business. My focus areas included operationalizing software practices in domains such as ERP (SAP & Oracle), ADSM, Cloud Computing, and Microsoft technologies. This involved overseeing a team of 1000 software engineers.I designed tailored structures for the software practice and strategic outsourcing. I also addressed compensation matters for employees relocating to Singapore and the UAE.To enhance retention, I identified critical skills within the Microsoft Practice and created a skill matrix grid. This framework allowed us to link critical skills with rewards, serving as a powerful retention tool.Furthermore, I spearheaded the launch of a new Performance Management System (PMS) based on a 9-grid model. Completing the annual PMS and increment cycle was a key achievement.I successfully managed the Annual Operating Plan (AOP) for the Systems Integration (SI) and Software business.

As the head of HR for HCL Infnet (a 100% subsidiary of HCL Infosystems), I closely collaborated with the CEO and CXO to define the people agenda that would drive business success. My role took me to various offices, where I engaged with employees to understand their expectations from HR. Based on these insights, I designed and executed people practices that facilitated a seamless HR life cycle.Some of the key initiatives I introduced included:New Performance Management System (PMS): I implemented a PMS based on the Nine Box Model, enhancing performance evaluation and feedback processes.Engagement Survey and Action Planning: To boost employee engagement, I conducted surveys and developed action plans based on the feedback received.All Hands Calls by CEO: Regular communication from the CEO helped align employees with organizational goals.Internal Job Postings (IJP): I facilitated internal mobility and career growth opportunities.Manpower Planning: I strategically managed workforce requirements.Year-End Increments and Promotion Discussions: I actively participated in discussions related to increments and promotions, contributing to talent retention.Through these efforts, I successfully reduced attrition from 50% to 24%, fostering a positive work environment and supporting business growth

I was provided the responsibility of leading the HR function for the Office Automation Vertical. This experience served as a stepping stone for my transition from an HR Generalist to an HR Business Partner (HRBP). My involvement spanned various critical areas:Manpower Planning: I actively participated in shaping the organization’s workforce strategy, ensuring alignment with business goals.Performance Management System (PMS): I contributed to the design and execution of the PMS, focusing on performance evaluation and feedback processes.Increments, Promotions, and Transfers: I played a key role in discussions related to annual increments, promotions, and employee transfers.Employee Relations and Exit Management: My efforts were dedicated to maintaining smooth employee relations and managing exits effectively.Campus Practice: I led the campus recruitment program, engaging with diploma holders, engineers, and MBA graduates. This initiative was positioned as a talent development practice, nurturing young professionals for future roles.

I was responsible for Recruitment and HR Operation for Sales and Service Manpower till the level of Senior Manager. I was responsible to address all employee concern and queries and resolve issues to satisfaction of employee

Worked in dual role of client engagement and delivery for MRO- Tek( Manufacturer of Router and Modem) with annual 1 million annualy. Led the hiring for the niche software technology in networking and telecom in embedded system and went to hire people from HP, Wipro, Infosys etc.

Vedanta foundation is involved into upliftment of marginalized section of society by providing them computer education at nominal fee. I was involved into leading HR for the North Zone and responsible for entire gamut of HR function for 100 center spread across various location in North India.