Jothi P.

E-con systems Top 2 Global Leader in Vision Systems & Semiconductor Solutions, Chennai | Global customers – US, EU, APAC. Board-level HR leader for a global embedded systems and semiconductor-aligned engineering company operating at the intersection of hardware, firmware, AI vision, and manufacturing. Key mandates and outcomes: • Built and scaled R&D organisations across embedded firmware, hardware design, imaging, AI/ML, and manufacturing engineering • Designed workforce models for global customers in automotive, industrial, medical, and consumer electronics • Led global talent strategy for India and overseas entities (including EU presence) • Established HR governance aligned to ISO, IATF, Medical and global compliance frameworks • Partnered CEO and leadership team on organisation design, leadership succession, and growth readiness • Enabled rapid scale while maintaining engineering quality, compliance, and cost discipline

At Aurobindo Pharma, I provided enterprise-level HR leadership to multiple Bio-Pharma R&D and manufacturing domains, including: • Biosimilars • Peptides and Enzymes • Vaccines • Active Pharmaceutical Ingredients (API) • Formulations • Regulatory Affairs and Intellectual Property (IPR) My role involved partnering closely with R&D, Quality, Regulatory, and Manufacturing leadership to build specialised scientific talent ecosystems, enable compliance-driven operating models, and support greenfield facility establishment and scale-up from pilot to commercial production. I have led HR strategy in environments where: • Scientific capability directly drives product pipelines and valuation • Regulatory compliance (FDA, EMA, WHO, DCGI) is mission-critical • Greenfield plants and R&D centres require rapid yet compliant scale-up • IP protection, succession, and specialist talent retention are business-critical Across my career, I have supported organizations through greenfield establishment, capacity expansion, global audits, and transformation initiatives, acting as a trusted partner to CEOs, R&D heads, and boards in aligning people strategy with long-term business and innovation objectives.

Provided end-to-end HR leadership for Bio-Pharma and Medical Device R&D organisations, reporting directly to Global R&D HR leadership. Accountable for HR strategy, organisation design, talent, and compliance across highly regulated R&D and medical functions, including: • Biosimilars R&D • Active Pharmaceutical Ingredients (API) • Formulation Development • Medical Devices R&D • Regulatory Affairs • Medical Operations Key responsibilities and impact: • Acted as the primary HR partner to senior R&D, Regulatory, and medical Affairs leadership, aligning people strategy with global R&D priorities • Led workforce planning, leadership hiring, succession, and capability building for multi-disciplinary scientific and engineering teams • Supported product development lifecycles from early R&D through validation, regulatory submission, and commercialization readiness • Enabled regulatory inspection readiness (US FDA, EMA and global agencies) through robust people, training, and compliance frameworks • Drove harmonisation of global HR policies with local statutory and regulatory requirements • Played a key role in scaling and stabilizing R&D and medical operations during periods of organizational change and portfolio transitions • Operated within a complex global matrix, balancing regional execution with global governance standards

Provided end-to-end strategic HR leadership for Heidelberg’s India and South Asia operations, supporting a highly engineered OEM business spanning capital equipment sales, aftermarket services, and consumables. Accountable for HR strategy across: • India operations • Nepal, Sri Lanka, and Bhutan markets • OEM high-value machinery sales and field service organisations • New consumables business establishment and scale-up Key responsibilities and impact: • Acted as strategic HR partner to India and regional leadership for a complex OEM business involving precision engineering, long sales cycles, and high-value installations • Supported sales, service, and technical teams operating in customer-critical environments such as publishing, packaging, and industrial printing • Played a key role in establishing and scaling a new consumables business, including organisation design, capability building, and go-to-market workforce models • Led HR transformation initiatives aligned to global Heidelberg standards while adapting to regional statutory and cultural contexts • Drove leadership development, succession planning, and performance frameworks for senior commercial and technical leadership roles Centre of Excellence (APAC): • Established and led an Organisation Development (OD) Centre of Excellence supporting APAC countries including Japan, Korea, Australia, New Zealand, and Indonesia • Designed and deployed OD interventions covering leadership development, culture, performance management, and change management • Partnered with APAC leadership teams to standardise OD frameworks while respecting country-specific business and cultural nuances • Enabled capability building for leadership teams operating in mature and emerging markets across APAC

End to End responsibility for strategic and operational portion of Human Resources function Responsible for Policy formulation and Implementation Responsible for Talent Acquisition inclusive of director Level and successful in reducing cost of recruitment by 23 % Hands on expertise in administering C&B Survey using third party and implementing 24 improvised policies. Designed, championed and institutionalised competency based hiring, Employment Engagement Initiatives, Performance Management, OD initiatives, Internal and External Branding. Accountable for Visa, Statutory and Administration function. Successfully lead Barry Wehmiller International Resources to claim its space as one of the Top 15 “Exciting Emerging Companies to work for” (vide: Nasscom Survey 2008)

India 1st Deming Award and Japana Quality Medical Award winning company , primaraly in Auto Component space. Handled T & D function for Brakes and Foundry Division. OD intervention and Co- championed the Total Employee Involvement Activity through CFT. Proactive role played for T&D Pillar - Japan Quality Medal Audit, QS16949, ISO14001, TPM, and TQM. Leveraged The Power of Value engineering concepts that resulted in cost reduction availing the resources of BITS Pilani trainees.

This is Technical Colobration program with Institute for Technology and Management