As part of Global HR team I was responsible for driving global COE for Learning & Development interventions. Additionally I am also responsible to drive HR Transformation & Change management initiatives. The goal was to achieve “One Systra” philosophy by having common global framework with flexibility to fine tune in line with local framework.

I was responsible for India cluster (India and Bangladesh) for entire gamut of HR function. I successfully digitized various HR processes such as E On-boarding, confirmation, leave, time & attendance management, Separation, HR help desk, payroll and ESS/ MSS modules. Worked extensively on many key initiatives such as re-design of organization structure, introduction of Grade structure, Compensation benchmarking, implementation of market aligned competitive compensation structure, reinforcement of KPI based performance management system, introduction of various HR policies on domestic & international travel, Expatriate management, confirmation process, Social security benefits, insurances, development of on-line recruitment module, agile and non-contemporary Talent acquisition processes, Employee engagement interventions in regional and project offices, internal communication, introduction of system of proactive legal & statutory compliances through external and internal audits.

Headed HR of a Startup of JV setup in Highway Operations & Maintenance. Grown organization from 7 to 2500 manpower in managing 29 pan India operations. In between also donned business roles of Business Development and Operations.

I joined as Head-HR and later moved into business role of Business Development and Highway operations. I was handling P&L role for 19 pan India Highway projects with a variety of clients in both government and private space.

I joined as HR Business Partner for one of the largest key account of Ericsson i.e Airtel and later on was made responsible for internal merger of all key accounts in to Global Operations Deliver Centre (GODC). This had more than 2400 employees multilocational presence.I also handled 2 specialized projects to lead business excellence certification of Service Delivery Maturity Mode (SDMM) and conceptualization of Career Framework as pilot project in India and RMEA region.

RPGC was a start-up in Retail segment of IT products. As Head of HR I was primarily responsible to set-up HR function and organizational building.

I joined as Head HR for Energy sector and later on was assigned responsibility to manage Delhi International Airport. As part of the core group I was primarily responsible to anchor HR functions of new set-up. Delhi International Airport Limited (DIAL) is a JV between GMR Group, Fraport, KL Airport, IDFC and AAI. I handled transition of 2400 Delhi Airport employees in to DIAL/ GMR group. I was responsible to lead HR operations and multiple Change Management initiatives.

Handled role of Regional Head HR-North at Delhi where I was responsible for entire north India spanning 5 states with over 1000 direct and in-direct resources. Also handled the roles of Regional HR Head-West and Head-Training at Corporate office. As Head-Training I was also responsible to set-up training school at Pune and to get concerted into Profit CentreI was also deputed to United Telecom Limited (UTL), Kathmandu, a start-up JV, as HR Expert for design of Organization design, HR processes, Manpower planning, Compensation & Benefits strategies for the organization.Post acquisition of VSNL by Tata group, I was part of the core team to ensure seamless integration into new culture to rollout various key interventions such as VMV, BSC, Compensation Re-structuring, alignment of key HR processes with Tata group Processes.

I started my career as Executive Trainee with DCM Sriram Industries Ltd. at its factory at Kota in Rajasthan. I was recruited through Campus recruitment and was responsible for Recruitment, Induction and Training. I also handled documentation of ISO certification process for Personnel deptt /function.