Where I work
Based in Delhi. Working well beyond it.
In person across the National Capital Region, remote-first everywhere else. For companies outside India, what I offer is specific: I am the India-side expert. I advise on Indian employment practice, not on yours — you already have counsel at home for that.
India
In person across Delhi NCR, remote-first elsewhere.
Delhi NCR
I am based in Vikas Puri, West Delhi, and most of my in-person work happens across the National Capital Region — Delhi, Gurugram, Noida and Faridabad.
Mumbai & Maharashtra
I work with Mumbai and Maharashtra companies remotely from New Delhi, with travel where an engagement genuinely requires presence.
Bengaluru & Karnataka
Bengaluru is India's deepest technology talent market and its hardest retention market. I work with companies there remotely — most often on HR setup, fractional CHRO retainers and Global Capability Centre work.
Pune
Pune sits at an unusual intersection — a large automotive and engineering manufacturing base alongside a substantial technology sector. Those two halves need very different HR practice.
Hyderabad & Telangana
Hyderabad has become one of India's fastest-growing Global Capability Centre markets, alongside an established pharmaceutical and life sciences base.
Chennai & Tamil Nadu
Chennai combines one of India's largest automotive and engineering manufacturing bases with a substantial technology and business services sector.
The Gulf
India-side expertise for Gulf employers, delivered online.
Dubai & the UAE
I work with UAE-based companies in two situations: when they are hiring or building a team in India, and when Indian businesses expanding into the Emirates need their India-side people function to keep pace.
Saudi Arabia
Saudi Arabia's expansion programme has substantially increased demand for Indian professional and technical talent, and for Indian delivery capability supporting Saudi operations.
Qatar
Qatar's employers draw heavily on Indian professional and technical talent, and increasingly establish Indian delivery capability alongside it.
Worldwide
For companies hiring or building teams in India.
Singapore
Singapore is where a great many companies base their Asian headquarters, and India is usually where the headcount actually sits. I work on the India side of that arrangement.
United States
US companies hiring in India are my most common international engagement, and the mistakes are remarkably consistent from company to company.
United Kingdom
UK companies building teams in India — whether a delivery centre, an engineering function or a shared services operation — need the India side built correctly from the first hire.
How remote HR advisory actually works
I am based in New Delhi. Outside the National Capital Region, almost everything is delivered remotely — and for most of this work that costs nothing at all.
Policy drafting, compliance review, salary structuring, performance system design, employment documentation and advisory are all document-and-conversation work. They do not improve because the adviser is sitting in your office. Committee meetings under the POSH Act are routinely held virtually, which is what makes it practical to hold an external member seat for organisations anywhere in India.
What genuinely benefits from presence is narrower than people expect: a domestic enquiry or disciplinary proceeding, a plant-floor investigation, a leadership workshop, and occasionally a first meeting where trust needs establishing face to face. I travel for those. Building an engagement around monthly on-site visits that serve no purpose simply makes it more expensive.
What I do not claim
For companies outside India, the offer is specific and bounded: I am the India-side expert. I advise on Indian employment practice, Indian statutory obligations and the Indian talent market. I do not advise on US, UK, EU, UAE, Saudi, Qatari or Singaporean employment law, and I would be cautious of anyone who claims to cover both sides well.
You already have counsel at home. What most companies hiring into India do not have is the equivalent for the India side — and that gap is where the expensive mistakes happen.