ACADEMIC QUALIFICATIONS

BE/BTech: BITS, Pilani

Masters: BITS, Pilani

PROFILE SUMMARY

CONSULTING EXPERIENCE

15 years

EXPERIENCE HIGHLIGHTS

Scaled Organizations through Culture, EVP, and Employer Branding

As CHRO of Brilyant IT Solutions (a global technology services company $250 million in revenues), I was tasked with creating a modern people strategy that could support rapid expansion across India, the Philippines, Singapore, the UAE, and the United States. I led the creation of a new culture statement, Employee Value Proposition (EVP), rewards philosophy, and people practices aligned to business growth objectives. The organization successfully earned Great Place to Work certification, increased headcount by 60%, reduced attrition, modernized HR policies, and improved workforce engagement. The work established a scalable people infrastructure capable of supporting aggressive growth while strengthening the company's employer brand and talent attraction capabilities.

Delivered Workforce Transformation that improved Profitability

At Carelon - GCC of Elevance Health - a Fortune 25 healthcare/ healthtech enterprise, I partnered with business leaders to address rising labor costs, productivity challenges, and changing workforce requirements. I introduced data-driven workforce planning, talent forecasting, capability mapping, and AI-enabled analytics to align workforce supply with business demand. The initiative enabled more accurate hiring decisions, optimized workforce deployment, and improved productivity across business units. The outcome was a 10% improvement in EBIT, over $3 million in labor cost savings, and significantly improved forecasting accuracy. This engagement demonstrated how HR can directly influence profitability and business performance when workforce strategy is integrated with enterprise goals.

Built & Modernized HR Shared Services at scale at multiple GCCs

Across organizations including Cisco, Aircel, Deloitte, Carelon, and most recently as CHRO of Brilyant IT, I have repeatedly designed and scaled HR Shared Services organizations. One recent assignment involved establishing a centralized HR service delivery model supported by technology, governance frameworks, standardized processes, and AI-enabled employee support. We introduced an enterprise-wide HRMS, automated core HR operations, established service-level agreements, and deployed AI-powered employee query management. More than 92% of employee queries were resolved through self-service channels, significantly reducing operational costs while improving employee experience. The model created a scalable foundation capable of supporting rapid global growth.

Lead Post-Acquisition Cultural Integration and Leadership Retention

One of the most significant assignments I led was supporting Elevance Healt/ Carelon following a major acquisition. The organization faced uncertainty, leadership attrition risks, and cultural fragmentation across multiple geographies. Working closely with the CEO, CHRO, and executive leadership team, I designed and executed a comprehensive integration strategy covering leadership engagement, talent retention, culture alignment, communication frameworks, and workforce planning. Through structured interventions, we achieved 95% retention of critical leaders, preserved business continuity, and successfully integrated diverse teams into a unified culture. The initiative strengthened employee confidence, protected institutional knowledge, and enabled the business to continue its growth trajectory without disruption.

Designed Leadership and Succession Frameworks for Sustainable Growth

A recurring challenge faced by growing organizations is the absence of a strong leadership pipeline. At Carelon and Deloitte, I designed an enterprise-wide leadership development and succession management framework. The initiatives included leadership assessments, competency models, talent reviews, executive coaching, and succession planning for critical roles. At Carelon, more than 150 leaders participated in structured development programs, resulting in a 30% increase in internal promotions and succession coverage for over 95% of critical positions. At Deloitte, the GCC significantly reduced external hiring dependency while strengthening leadership continuity and organizational resilience.

Transformed Talent Management and Employee Experience

At Deloitte, I led the redesign of talent management and performance processes across multiple global member firms. The objective was to move away from traditional annual performance reviews and create a more agile, developmental approach. The transformation included digital performance management, career architecture, succession frameworks, leadership reviews, and enhanced employee feedback mechanisms. The result was an 18% improvement in employee experience scores, a 32% reduction in identified talent risks, stronger succession pipelines, and significantly improved alignment between business goals and employee performance. The program became a key enabler of workforce effectiveness in a rapidly growing consulting environment.