• Restructured the Northern Europe Marketing function of a global AlcoBev MNC to align with
growth ambition—streamlined roles across brand, innovation, and activation, defined
marketing archetypes, and built a scalable org design to enable agility, talent fungibility, and faster go-to-market.
• Designed and embedded a Leadership Competency Framework for a leading energy conglomerate, driving change management, succession planning redesign, and leadership development aligned to
future-ready talent strategy.
• Defined role architectures and critical exposures across Quality, Mfg, and R&D for a top Indian pharma major; built skill descriptors and proficiency frameworks to anchor capability development and career
progression.

Profile- HRBP Marketing, QSC (Quality and Supply Chain), Sri Lanka Mfg Site, Global R&D capability center for India Subcontinent (ISC) Key Challenge Address lack of visibility of career and growth opportunities at Haleon to retain talent and be an employer of choice.
Impact Designed career paths for Marketing, Sales and HCP Influencer organization with clearly defined talent principles (assessments and talent boards), competencies at each level and critical experiences for career movements to show Growth-At- Haleon.
Key Challenge Accelerate ISC growth from 13% to 16% over 3 years to continue to be a leader in Consumer Health Industry Impact Designed a fit for purpose distribution Supply Chain function to enable the new GTM while making a dent in
diversity ratio that went up from 6% to 14%
Leading the leadership development journey of top talent in marketing by leveraging structured 360 feedback tool that has been curated for Haleon based on Haleon Leadership Standards. Key Challenge Overcome potential threat to business continuity in Sri Lanka due to increasing employee turnover during the economic crisis.
Impact Designed and implemented targeted retention strategies for critical roles and key talent for SL site.
Also designed differentiated compensation plan leveraging merit increment and off cycle financial support to
help overcome the economic crisis which led to containing the turnover at 7%.

Key Challenge Building leadership, capability and a high-performance culture to help AIE become a $1 billion affiliate by 2030.
Impact Designed a blended learning program targeted at Top Talent (10
● of the org) on key skills like digital transformation, design thinking and growthmindset. Lead Quarterly Performance Management system to create a culture of constant feedback and development for a high performing organization. Key Challenge Become an employer of choice for targeted employee segment as well as diverse talent.
Impact Strategized and executed Amway India's journey to the Top 10 GPTW. Amway India has featured in the Top 30 list for manufacturing industry and has been certified as Great Place to Work for the 6th time. Lead the D& I charter for the market to become an inclusive employer with focus on progressive policies and
creating networks for targeted employee segments.

Profile-Part of India HR Leadership Team accountable for 3 Business units in Life Sciences segment with revenue USD~130 million and for Corporate Functions. Country lead for Talent & Culture Center of Excellence (CoE). Accountable for end-to-end people processes in the affiliate and CoE imperatives for the Country. Supported by 1 team member.
Key Challenge Evolve Succession Planning and talent potential identification into a strategic talent development intervention for leadership succession. Impact Over a period of 3 years the Leadership succession planning, and talent identification evolved into an objective and assessment based (KFALP)process leading to sharper identification of critical roles and Hi Pot talent.
Developed Managerial capability to identify potential and hold high quality development conversations.
Key Challenge Voice of Associate Survey highlighted two talent related themes for improvement: 1. Fading employee confidence in Reward & Recognition philosophy. 2. Lack of career progression paths for the sales force in the country leading to high attrition
Impact 1.Designed and implemented a new R&R philosophy based on values and cultural priorities of the organization. The new design lay emphasis on transparency, meritocracy, and inclusion. Digitization of the nomination and
evaluationprocess brought in an element of objectivity and re invigorated the confidence of employees in the
organization's recognition philosophy. 2.Clearly articulated core competenc

Profile- HR consultantfor Delivery business vertical. HRBP for ~500 associates.
Key Challenge Engagement of the project teams in a remote center
Impact Conceptualized and drove scalable organization wide engagement initiative that was replicated across other locations as well-Attrition% came down by 1%.

Profile –HR Consultant for ~1100 associates in Technology Infrastructure business.