Additional Information

Significant Professional Achievements

Co led the development of a Talent Gap Assessment framework for Goldman Sachs, conducted assessment for each of the business units leading to a tangible action plan defining talent strategy for Bangalore

Successfully led the acquisition and integration activity for the largest Indian ETF house in India with Goldman Sachs Asset Management

Designed and rolled out the narrow banding initiative for Accenture BPO in India impacting 12,000 employees

Part of the six member team globally, responsible for evolving the Hewitt Job Evaluation methodology

Conceptualized, designed and managed the consulting operations function for Hewitt in India starting with 1 member team and growing it to approximately 100 employees 

Personal Achievements

Managed to lose 100 pounds of weight over last 12 months through sheer determination and descipline.

Participated and completed 100 KM walk for Oxfam Trailathon raising funds to support the disadvantaged girl child in India. The fund raising through my team currently ranks in top 10 teams (of 164) across India for the year 2013

Psycometric Profiles

HBDI Profile

 Blue - 68

(Logical, Analytical and Factual)

Green - 60

(Organized and Controlled)

Red - 72

(Expressive and Humanistic)

Yellow  78

(Conceptual and Integrative)

MBTI Profile

I - Introversion

N - Intution

F - Feeling

J - Judging

This profile represents professionals who trust their vision, are compassionate and insightful and quitely exert influence.


Available on request

Domain Skills

Talent Strategy

Global Compensation and Benefits

Performance Management

Global Mobility

Employee Engagement

Mergers and Acquisitions

Talent Acquisition

Employee Relations

        Process Reengineering

        Shared Services Operations

Behavior Skills


Strategic Advisor and Influencer

Commercial and Hands on

Relationships and Networking

Collaborative/Team Player across Cultures

Strong Communication and Presentation

Results Oriented

        Creative and Solution  Oiented

Work History

Work History
Feb 2007 - Present

Chief Operating Officer - Human Capital Management

Goldman Sachs

Responsible for strategic oversight of activities across Human Capital Management functions and driving the Talent Strategy for the firm in India in partnership with India leadership.

Directly managing a team of approximately 50 professionals including 7 Vice Presidents across Compensation, Benefits, Wellness, Global Mobility, HCM Services and embedded HR Shared Services functions.

As a part of Bangalore Operating Committee and Bangalore Risk Committee for Goldman Sachs, participate in management of Bangalore office across divisions and represent Bangalore to the rest of the firm’s senior leadership.

Most notable achievements

Played a pivotal role in growing the Goldman Sachs Bangalore foot print from 600 to 5000+ employees through organic and Inorganic growth

Helped define and drive the talent strategy across business divisions in Bangalore leading to development, hiring and mobility of 500 + Vice Presidents and several Managing Directors

Helped build the Human Capital Function from 20 to 170 people across specialist and generalist functions as well as the shared services teams embedded with the client facing teams

Played a key role during leadership transitions providing interim leadership and stability to the division

Led several special projects including new legal entities set up, acquisitions, large scale re organizations, new function migration, reverse migrations and new business launches

Successfully navigated several regulatory changes, internal policy changes and Interactions with local and global regulators and auditors

Successfully navigated the impact of global financial crisis on talent in partnership with India management through strategic interventions for people at all levels

Managed numerous business continuity risk events and led the policy, recovery and people accountability processes

Set up retirement trusts and several innovative best in class benefits for India market

Managed the alignment of India compensation budgets in line with India market amidst the most challenging financial cycles helping the firm invest approximately US $100m over last 4 years in strategic and high performing resources

Played a key role in evolution and set up of Human Capital Management – Global High Value Location strategy with set up of new teams in Salt Lake City (UT), Singapore and Dallas (TX)

Sep 2005 - Feb 2007

Manager - Human Resources (Level B)


Responsible for managing Compensation and Benefits functions for Accenture BPO business in India working with the CEO of the BPO business and Head of Human Resources.

Most notable achievements

Supported the growth of India BPO business from 3000 to 16000 people over 18 months across a variety of business lines

Built a team of 6 professionals in the C&B function and built a structure to carry out massive budgeting and planning exercise on an annual basis

Led the review of pay structure & introduction of narrow banding for BPO business aligning the business needs with HR policies in a timely fashion to stabilize the business

Established tools for aiding senior management in strategic decision making ranging from budgeting, planning and executing the quarterly/monthly bonus and pay review cycles

Designed new policies for executive and equity compensation in collaboration with India CEO and Global HR Director

Represented Accenture on several key client engagements and presented pitches for new business acquisition and client reviews of existing deals from people process and costing perspective

Designed and rolled out a regular schedule of training for managers, recruiters and employees on reward offerings and processes

Led the development of benchmarking strategy as well as Industry forums to gather market intelligence on a regular intervals

Designed and delivered several key initiatives including retention bonus plans, make whole for income foregone policy, campus pay approach, career progression linked bonus model and spot recognition programs

Dec 2004 - Jun 2005

Assistant General Manager - Organization Development


As an Individual contributor, working with the Office of the Chairman, responsible for designing and developing a new business line providing Human Resource Consulting Services in the Gulf region.

Most notable achievements

Prepared the due diligence report of landscape of Human Resource Consulting services in the region and presented the same to the Board of Directors of HumanSoft Holding Company

Created the business model, proposed organization structure and revenue model

Defined key processes for the new business entity, including business acquisition and operations and delivery framework

Hired key talent for the new entity through innovative branding and networking within the Middle East, Europe and India

Facilitating product development process by translating the senior management vision into step by step project plan and tangible deliverables

Mar 1998 - Nov 2004

Senior Consultant

Hewitt Associates

 Operations & Quality Leader – South East Asia- November 2003 – November 2004

Standardize off the shelf benchmarking products and delivery process across 5 countries (India, Singapore, Vietnam, Malaysia and Indonesia)

Train consultants in the region on product standardization and achieve productivity and sales objectives

Define and Implement delivery model (internal sourcing - full service capability in India) for the region

Unit Manager – TCM Operations - January 2001-November 2003

TCM (Total Compensation Measurement) was a 20+ million dollars project for Hewitt Associates globally. As a leader of the operations team (24 associates), my responsibilities included;

Operations and delivery of TCM project from India for Asia Pacific, Europe and USA

Managing 'Global Salary Increase Survey' project (32+ countries)

Consulting on key assignments in the area of “Global Total Reward Management”.

Overall management of the shared services operations including annual business planning, people management, hiring, new process acquisition and transition and quality

 Project Leader – Talent & Organization Consulting- March 1999-September 2000*

Compensation & benefits benchmarking and pay delivery consulting

Managing the “Corporate Personnel Club” product wherein I was responsible for managing 150+ club member relationships on a regular basis with the help of a 3-member team.

Team Member – Talent & Organization Consulting - March 1998-March 1999

Working on Compensation & Benefits benchmarking assignments lead by a project leader

Operational process improvement from a user perspective and technology development initiative for the line of business.

*Took a break from Hewitt for 3 months during September 2000 - December 2000 working for Citifinancial as "Assistant Manager - Compensation and Benefits"

Jun 1996 - Feb 1998

Business Development Associate


As a frontline business development associate, responsible for driving the growth of AUM for the bank through HNI clients (Citigold banking) in New Delhi region. Responsible for engaging with clients on short term treasury products and interest rate products other than supporting business banking needs.

Consistently over achieved targets through relationship building with existing clients and new client acquisition.

Acquired some of the most profitable and hi profile clients during my tenure at Citibank.

May 1995 - May 1996

Sales Representative


Responsible for selling UHF/VHF radios and other communication devices to corporate clients of Motorola India.

With the launch of mobile telephony in India, interfaced with telecommunication service providers as clients to market Motorola paging and cellular equipment.


May 1992 - Jun 1995


Delhi University