Selected work
Built, fixed and defended.
Engagements are described by sector rather than named. That is normal practice in this work, and client references are available on request once a conversation is serious.
Cable manufacturing — hi-tension & optical fibre
Building a training function from zero at a greenfield plant
Greenfield project stage
A new manufacturing plant coming online with no training infrastructure of any kind — no needs analysis, no calendar, no budget, no trainers, and a workforce that had to be productive on unfamiliar equipment from commissioning.
What I did
- Mapped required capability against the plant's actual roles using a skill matrix and competency mapping
- Conducted training needs identification rather than assuming a standard curriculum
- Built the training manual, annual calendar and budget from a blank sheet
- Identified and developed internal trainers alongside external providers, so the capability stayed in-house
- Established individual learning plans for identified key resources
IT / ITeS
Cutting recruitment cycle time with a Six Sigma project
Enterprise recruitment operation
Recruitment cycle time was too long and largely unmeasured. Roles stayed open, candidates dropped out mid-process, and hiring managers had no visibility into where requisitions were stalling.
What I did
- Ran a Six Sigma Green Belt project specifically on cycle-time reduction in recruitment and selection
- Measured the process end to end to find where time was actually being lost, rather than where it was assumed to be
- Spearheaded in-house development of an online recruitment management system with the internal IT team
- Established recruitment metrics so the pipeline could be managed on evidence rather than impression
Cable & MSO — signal transmission
Running HR across a fifty-branch distributed operation
50+ branches, 50,000+ sq ft of facilities
A distributed operation spanning more than fifty branches, points of deployment, warehouses and regional offices, with a workforce spread thinly across all of them and no possibility of managing HR through proximity.
What I did
- Built regional HR and administration structure covering the full branch network
- Standardised the HR processes that had to work identically at every location — onboarding, attendance, discipline, exits
- Handled statutory compliance across the network — PF, ESI, minimum wages, bonus
- Carried facilities and administration alongside HR, including site selection, leave and licence agreements and vendor management
- Ran employee communication models to hold a distributed workforce together — weekly reviews, open houses, skip-level meetings
Legal / professional services
Establishing the HR function at a law firm
Established Indian law firm
A professional services firm needing a real HR function — one built for a partnership structure, a billable environment, and a confidentiality culture, rather than a corporate HR model imported wholesale.
What I did
- Crafted and executed an HR intervention plan for the firm
- Developed a comprehensive manpower blueprint against the firm's practice areas and growth plan
- Managed end-to-end recruitment across levels
- Established employee lifecycle management from onboarding through to exit
Multi-industry
Manpower rationalisation alongside global consulting firms
Territory realignment, restructuring and merger activity
Organisation restructuring, territory realignment and merger-related activity requiring workforce rationalisation — the category of work where getting the process wrong produces disputes that outlast the restructuring itself.
What I did
- Partnered with business leaders on the annual manpower planning exercise against the operating plan
- Worked alongside McKinsey and Hay Group on territory alignment, restructuring and merger activity
- Applied organisation structuring and workforce planning discipline to the rationalisation
- Acted as change management SPOC for the organisational and functional changes
Multiple — across engagements
Reducing people-management cost through targeted intervention
Multiple organisations
Organisations carrying people costs higher than their structure justified, without a clear view of which costs were structural and which were the result of drift.
What I did
- Restructured salary break-ups and ran compensation benchmarking to establish positional parity
- Targeted HR interventions and productivity programmes at the specific drivers rather than applying uniform cuts
- Rebuilt organisation structure, span of control and workforce planning against the actual operating requirement
References
Ask, and I will connect you.
Named references from past employers and consulting clients are available once a conversation is serious enough to warrant taking up someone else's time.