My teams provide shared services for Stader and Kelp. Ownership across Human Resources, Finance, Legal & Compliance and Administration.

As the first HR lead for 91, I helped build the HR function and grow the company from 80 odd team members to over 200. Key achievements at 91s include:- Maintaining and scaling a culture where people felt empowered to create impact (Glassdoor 4.5+)- Architected and implemented the C&B framework - ESOP structure and logic, compensation bands and progression- Architected and implemented the performance management framework - continuous, multiple feedback loops, cascading goals to actionable KPIs- Led and managed the migration of HQ from Delhi to Goa- As an individual contributor, led all C level hires

We scaled Gear Mile to 1000+ users and USD 10000 per month in revenues before calling it a day. A journey that deeply impacted not only our lives, but also those of 400+ customers and 15 team members.

During my second stint with Haier, I was given my first core team handling role. I headed the HR Operations team, responsible for C&B, Employee Development and HR Analytics. The team was spread across the corporate office and the factory and was responsible for all HR transactions post hire. Additionally, as an Individual Contributor, I was responsible for developing the Compensation policy of the company.Key achievements include development of an online Leave and Attendance module, streamlining payroll systems, and developing the Salary Administration policy.

I joined TPG as the HR Business Partner for over 4500 employees of the retail business and was responsible for developing and delivering the Human Capital strategy and HR results aligned to business objectives of Vishal Megamart across India.Over the next one and a half years, my role progressed through positions of increasing responsibility and was responsible for HR Analytics, Compensation Planning, Performance Management, Employee Engagement and CSR initiatives.Key achievements at TWPL include:* Manpower optimization across the network, resulting in drastic reduction of manpower cost (-xx %ge), without compromising on business growth (+xx %ge).* Defined ideal manpower models for stores and linked manpower requirement to operating factors.* Developed tools for forecasting cost and manpower demand after accounting for business growth and statutory compliance requirements.* Designed the framework for employee engagement initiatives.* Defined KPIs and Goals for key business functions at all levels.

My profile at HIL was responsible for Talent Acquisition across India for the company. After an year, profile expanded to handle Business Partnering, HR Analytics and strategy.Key achievements include:* Significantly reduced cost to hire and TAT by increasing focus on employee referrals and employer branding.* Optimized the number of recruitment partners working with HIL by introducing a Consultant Empanelment process which led to a better interview to selection ratio.* Defined recruitment processes and SOPs. Published formal SLAs and approval matrices to stakeholders.* Recruited several senior positions independently like Head - HR (Plant), RM (2 locations), and Product Head (3 product lines).* Was the HR liaison to the Corporate Strategy team for SOP & Process development and goal setting. Was part of the team which defined Financial and non Financial KPIs for all departments and evaluation criteria for the same.

I joined HIL as a Management Trainee following a PPO extended during my internship. Was confirmed and promoted out of turn as an Assistant Manager within 5 months of joining.