Director – Talent Synergy & Solutions - Omnicom Media Group | Annalect India - Gurugram, Haryana
(2024-07 - 2025-09)
Served as Strategic Talent Partner to Practice leadership across two services-led business verticals — media and healthcare — translating business priorities into actionable people plans across talent, performance, workforce capability, engagement, retention, employee relations and culture.
- Strengthened hiring effectiveness and employer positioning through sharper role briefs, candidate-experience improvements, and leadership-led talent visibility.
- Digitised and transformed performance-management systems, improving appraisal satisfaction from 65% to 85% and reducing cycle closure time by 30% through manager enablement, communication playbooks, continuous feedback loops and process governance.
- Achieved 100% adoption of the performance management cycle across the practice by strengthening governance rhythms, stakeholder follow-ups, manager guidance and closure discipline.
- Supported leadership teams on performance differentiation, promotion discussions, capability gaps, employee communication and action planning to improve decision quality and manager confidence.
- Reduced regrettable attrition by deploying predictive attrition analytics and targeted retention levers, cutting monthly attrition by 30% in the first quarter.
- Strengthened organisational cohesion by institutionalising a Shared Values framework across practice areas, reinforced through cascade workshops, cultural interventions and aligned recognition mechanisms, achieving 95%+ leadership participation.
- Led employee advocacy mechanisms including Mood-o-Meter sentiment surveys, converting employee feedback into quarterly leadership actions that improved engagement, accelerated issue resolution and reduced early attrition risks.
- Drove HR operations excellence, policy optimisation and HRIS enhancements across HCM / Darwinbox to improve process accuracy, compliance, governance and cycle efficiency.
- Owned grievance handling and ER escalation management, partnering with Legal and HR Operations to ensure timely, documented and risk-conscious closures.
- Leveraged executive dashboards on performance, sentiment, attrition and capability risks to enable leadership decision-making and targeted interventions.
General Manager – Human Resources - WNS Global Solutions - Gurugram, Haryana
(2021-11 - 2024-05)
Led people strategy for a Hi-Tech Professional Services vertical supporting global client-governed environments across technology, platform-led businesses, consulting and identity-verification domains, enabling workforce planning, leadership readiness, attrition risk management, performance governance and employee experience.
- Partnered with CXOs to fulfil critical senior/ lateral hiring (VP & N-1) niche roles, ensuring 90% on-time closures and 12-month leadership retention at 95%.
- Led targeted retention interventions across a 1,000-employee business unit, reducing attrition from 98% to 75% through leadership accountability, career progression frameworks, and engagement interventions—generating ~$0.5M in annualised cost avoidance.
- Deployed an early-warning talent risk framework to surface leading indicators of burnout, declining motivation, and disengagement—enabling timely leadership intervention before risks escalated.
- Owned the vertical-wide Voice of Employee (VoE) architecture, including pulse surveys, sentiment dashboards, and action planning charters, translating insights into targeted interventions to strengthen belonging and employee experience.
- Enabled distributed teams through strong communication rhythms, employee listening mechanisms, manager capability initiatives, and leadership-connect platforms — including digital town halls, fireside chats, and client-speak sessions — strengthening trust, alignment, and leadership visibility, with 90%+ leadership participation and 4.7/5 satisfaction scores.
- Architected remote-first culture and people systems for distributed teams by designing virtual onboarding journeys, digital engagement rhythms, and leader–employee communication mechanisms that reinforced clarity, inclusion, and connection in hybrid and remote environments; strengthened manager effectiveness through remote-leadership playbooks and coaching toolkits.
- Led a vertical-wide enterprise change initiative "Career Carnival"—a structured career awareness and internal mobility framework—supported by targeted communication and enablement plans, providing employees clear visibility into career pathways, development options, and progression opportunities during workforce transitions.
- Owned end-to-end performance management cycles, including goal setting, mid-cycle reviews, annual evaluations, calibration, and closure governance—ensuring differentiation, fairness, and timely decision-making across accounts.
- Reimagined recognition frameworks to improve consistency, fairness, and values alignment.
- Institutionalised talent councils and leadership development tracks, accelerating readiness for critical roles and strengthening the vertical-wide leadership pipeline. Expanded succession coverage by 44% (from 45% to 65%) and boosted internal leadership fills from ~30% to 60% by institutionalising nine-box succession planning and HiP identification.
- Led client audit governance with 100% compliance, benchmarking HR practices against best-in-class standards and driving proactive corrective action plans to strengthen delivery assurance and risk management. Orchestrated structured change communication for audit readiness, enabling preparedness, alignment and execution consistency across delivery units.
- Partnered with business leaders and HR operations teams to drive policy adherence, performance coaching, employee relations resolution, and process governance across the employee lifecycle, ensuring consistency, compliance, and timely issue closure.
- Resolved high-risk ER issues including performance concerns and behavioural conflicts with fairness, compliance and dignity, while coaching leaders on transparent and consistent ER practices.
General Manager – Human Resources - WNS Global Solutions - Gurugram, Haryana
(2021-11 - 2024-05)
Site HR Head and account leader for a marquee 2,500+ headcount unit across Noida, Bangalore and Hyderabad; led a 6-member HR team to deliver workforce strategy, ER governance, business continuity, people programmes and HR process excellence in alignment with CXO priorities.
- Led HR integration across two merger and acquisition initiatives—(initially integrating ~1,500 employees and subsequently scaling integration to ~2,500 employees)—anchoring talent risk mitigation, retention strategy design, policy harmonisation, workforce transition planning, structured change management, and post-acquisition operating model stabilization in services-led environments. Achieved 97% retention and 93% employee satisfaction within six months post-integration.
- Reduced attrition from 110% to 65% across a 1,500-employee operation by redesigning the retention operating model using predictive risk signals, manager accountability, and internal mobility levers—delivering ~$1M in annualised cost avoidance.
- Managed hiring across Operations and Support roles — from senior leadership positions (VP and N-1) to large-scale batch hiring of 100+ employees per month; ensured workforce readiness for ramp-ups while maintaining 95% closure rates
- Elevated employee engagement scores by 36% (55% → 75%) and eNPS from -33 to +28 (+61 points) by redesigning onboarding, career mobility (IJP), recognition frameworks, and front-line leadership development programs.
- Built academic partnerships with universities / academic institutions to strengthen leadership and talent development pipelines; curated CXO-led town-halls and recognition platforms, embedding a culture of transparency, alignment, and performance.
DGM Human Resources - Mphasis BPO / Hinduja Global Solutions / Altruist Technologies (through acquisitions) - Noida, Uttar Pradesh
(2014-08 - 2021-08)
Site HR Head and account leader for a marquee 2,500+ headcount unit across Noida, Bangalore and Hyderabad; led a 6-member HR team to deliver workforce strategy, ER governance, business continuity, people programmes and HR process excellence in alignment with CXO priorities.
- Led HR integration across two merger and acquisition initiatives—(initially integrating ~1,500 employees and subsequently scaling integration to ~2,500 employees)—anchoring talent risk mitigation, retention strategy design, policy harmonisation, workforce transition planning, structured change management, and post-acquisition operating model stabilization in services-led environments. Achieved 97% retention and 93% employee satisfaction within six months post-integration.
- Reduced attrition from 110% to 65% across a 1,500-employee operation by redesigning the retention operating model using predictive risk signals, manager accountability, and internal mobility levers—delivering ~$1M in annualised cost avoidance.
- Managed hiring across Operations and Support roles — from senior leadership positions (VP and N-1) to large-scale batch hiring of 100+ employees per month; ensured workforce readiness for ramp-ups while maintaining 95% closure rates
- Elevated employee engagement scores by 36% (55% → 75%) and eNPS from -33 to +28 (+61 points) by redesigning onboarding, career mobility (IJP), recognition frameworks, and front-line leadership development programs.
- Built academic partnerships with universities / academic institutions to strengthen leadership and talent development pipelines; curated CXO-led town-halls and recognition platforms, embedding a culture of transparency, alignment, and performance.
- Directed employee advocacy, grievance handling, conflict resolution, and escalation management by deploying an HR investigations playbook and manager toolkits (intake, triage, CAPA) standardising documentation and SLA adherence; accelerated case resolution and reduced recurrence through preventive ER governance and managerial coaching.
- Architected succession and talent review frameworks for 200+ mid-management leaders, strengthening leadership pipeline readiness.
- Supported values-led culture, CSR, and community engagement interventions that strengthened inclusion, purpose, and connection.
- Supported merit cycle execution, promotion governance, and role alignment decisions in partnership with business and HR teams to ensure fairness, consistency, and process discipline.
Early Career Roles - SRF | Intelenet Global Services (Serco) | Shoppers Stop | Tata Interactive Systems | Group Usha
