Ravi Yuvraj Panthi

• HR Head for the Delivery Unit of one of Wipro’s largest service lines, partnering with the COO organization and managing a 1,000+ managerial workforce, including 50+ key delivery executives responsible for driving large-scale enterprise delivery worth ~$1.5B in revenue • HR Head for one of Wipro’s Top-5 global strategic accounts (~$250Mn partnership), leading HR strategy for a 500+ workforce across the US, Canada, Netherlands, India, and Singapore. • Partnered on post-merger integration for an acquired entity with operations across the Americas, Europe, and Southeast Asia; currently supporting another M&A integration across the US, India, UK, and Singapore, covering an acquired workforce of 600+ in total. • Led HR partnership for the ground-up establishment of a greenfield offshore capability center, scaling to 500+ niche technical resources within 12 months to support a strategic global account

• Drove DEI strategy across Asia Pacific, Middle East & Africa—one of the organization’s most culturally diverse and complex regions. • Led large-scale cultural initiatives across 30 countries and 50+ nationalities, developing tailored strategies to address region-specific diversity challenges. • Leveraged Power BI to analyse DEI metrics and track quarter-on-quarter progress; improved women representation by 5 percentage points at leadership level and 7 percentage points overall at business unit level. • Designed and led a Women Sponsorship Program for senior women leaders (40+ participants), enabling leadership development with Harvard certification; first cohort successfully completed. • Strengthened DEI culture through a year-long calendar of initiatives and training, increasing unconscious bias training completion from <20% to 98%. • Enhanced generational diversity in Africa by recruiting and developing graduates from local ethnic communities through structured apprenticeship and upskilling programs; 300+ hired, trained, and deployed within two years.

• Led regional HR strategy for a 2,000+ workforce across four countries and two continents, partnering with business leadership and overseeing HR governance including HRIS, payroll, performance management, employee lifecycle, and labour law compliance. • Strengthened leadership and sales capability by recruiting 10+ top-tier professionals in FY23 through DEI-compliant hiring aligned with local racial and ethnic equity mandates; implemented structured onboarding and coaching to accelerate readiness. • Drove leadership development, succession planning, retention, and engagement for 15+ senior leaders and executives across the region. • Directed workforce transitions including re-badging and retrenchment of 300+ employees in Africa in compliance with regional labour regulations. • Led HR transformation across multi-country operations, automating processes and consolidating 100+ policies into a unified policy hub with legal validation, improving governance and employee experience. • Maintained workforce stability during political crises in Kenya and Nigeria, post-COVID inflation in South Africa, and the global Great Resignation; interventions impacted 400+ employees in Africa and ~1,000 in India through EVP enhancements, retention benefits, critical bonuses, and career pathways. • Accelerated localization strategy, increasing local workforce representation from 30% to 93% within three years through targeted hiring and capability development. • Optimized the workforce pyramid and cost structure by investing in early-career talent, with 25%+ of on-site staff comprising recent graduates. • Advanced DEI outcomes, achieving 60% women representation in on-site teams and 40% representation at leadership level. • Directed industrial relations, union engagement, and labour court matters across three countries in compliance with regional labour regulations.

- Acted as an internal consultant to 5 key accounts in Telecom and ENU verticals across India, South Asia, and the Middle East, while supporting the establishment of new business setups in these regions. - Managed 2,000 associates. Successfully led and developed a team of HR business partners across diverse nationalities. - We achieved a 20% increase in employee engagement scores through talent management and development programs across regions. - Managed the ramp-down of 300+ employees following Aircel's sudden exit in 2017, successfully redeploying 100% of staff with zero bench

- Spearheaded the establishment of HR, administration, and Compensation & Benefits practices for a new country setup, laying a strong foundation from the ground up. - Successfully managed the seamless execution of a major people transition deal, ensuring uninterrupted operations. - Led HR system readiness for the new setup by customizing existing company tools and applications, aligning over 50 newly developed policies and benefits. Optimized systems and workflow automation for benefits like leave management, reimbursements, travel, TMS etc. - Directed the large-scale talent acquisition and people transition initiative, re-badging and integrating 300 employees from the customer organization seamlessly into Wipro’s payroll and systems. - Established strategic liaising with external entities and stakeholders, ensuring a 100% labor-compliant entity setup.

- Oversaw a workforce of 1,200 employees across 17 sites in India, the US, and the Philippines. - Collaborated with program heads and client leadership, including CIO and CTO-level executives, as a strategic HR partner. - Improved vendor compliance parameters by 100%, raising customer satisfaction. - Developed an automated in-house talent retention tool ('Launchpad'), improving retention metrics by 100% - Was awarded by the CIO customer for excellent contribution in the customer’s annual awards. - Coached managers on employee evaluation, goal setting, performance reviews, and recognition to drive productivity improvements. - Led talent engagement and development initiatives for a high-profile, successful client account.

• Designed Training for more than 400 troops using training tools like SAT (Systematic Approach to Training) and CTO (Continuity Training by Objectives). • Responsible for payroll, training and disciplinary framework of 400 + employees (troops). • Managed rehabilitation, stress management and welfare of employees under severe combat conditions. • Played a key role in the composition of a training manual which was used as a ready referral by every soldier recruited in the Regiment of Artillery in Indian Army. • Provided aid to Civil Authority and Disaster Management : • Essayed a key role in Operation Sadbhavna , an Army run CSR activity for the populace of war torn J&K that comprises of projects involving, educational tours, medical facilities, educational infrastructure etc.

A residential course in General Management for executives, with a specialization in HR