Ishita Wagh

▸ Designed and scaled the end-to-end L&D function, growing the internal talent pipeline by 22% and lifting Employee NPS by 29 points over 18 months ▸ Built the LMS ecosystem on Darwinbox and Disprz, increasing learning completion rates and reducing external training spend — delivering a measurable 25% improvement in L&D ROI ▸ Led culture and engagement initiatives across a 2,800-person workforce, partnering with senior leadership on capability roadmaps tied directly to business growth targets ▸ Ran assessment centres and competency mapping programmes that identified and fast-tracked high-potential talent at scale What this role taught me: that L&D only works when it is treated as a business function, not a support service and that the real skill is proving the link between learning investment and commercial outcomes.

▸ Built a scalable learning architecture from the ground up TNA, learning ladders, role-based roadmaps and assessment centres for a 4,000-person organisation delivering a sustained +25% improvement in L&D ROI over three years ▸ Led culture and engagement interventions as HRBP, redesigning onboarding, introducing structured feedback cycles and running stakeholder partnership programmes that lifted Employee NPS by +29 points across the organisation ▸ Designed and implemented succession planning and Hi-Po identification frameworks that strengthened the leadership pipeline and measurably improved internal mobility and retention What this role taught me: that the most powerful L&D work happens when you sit at the intersection of learning design and business partnering you can only build capability that sticks if you understand what the business actually needs from its people.

▸ Designed competency frameworks, assessment centres and structured mobility programmes across national retail operations, growing the internal talent pool by 22% and creating a bench of promotion-ready leaders ▸ Harmonised capability standards across the Tesco and Trent Centre of Excellence, bringing consistency to training quality and development pathways across a geographically dispersed workforce What this role taught me: that standardising capability at scale requires as much change management as it does instructional design — getting operational managers to trust and use a framework is half the work.

▸ Launched a structured Hi-Po development programme — combining competency assessments, TNA and training governance frameworks across multi-site operations — driving a +25% increase in internal promotions within 18 months ▸ Built and maintained cross-site training effectiveness by introducing consistent leadership readiness tracking and programme governance, reducing variance in quality across locations ▸ Recognised as Best Employee of the Year (2014) for measurable impact on talent development and training outcomes What this role taught me: in high-volume, fast-moving environments like BPO, learning interventions have to be precise and fast — it sharpened my ability to diagnose capability gaps quickly and design solutions that work under real operational pressure.

Managed knowledge repositories and content governance; enabled best-practice sharing across delivery teams.

Delivered new hire, sales and customer service training; built trainer capability programmes across regions.

Led quality for a 50+ seat process; trained teams for NZ/AU clients and managed IQS compliance.

Conducted retail compliance audits and ensured brand standards across stores.

Managed escalations and coached new joiners. 🏆 MVP Award, 2005.

Provided hardware/software support and trained new hires on process and tools. First foundation in structured knowledge transfer.

Currently Perusing my Masters from BSBI in GHRM to gain a global perspective in HR