Sachin Puri

Partnering with high-growth organisations across Technology, FinTech, KPO & Professional Services to architect future-ready people ecosystems with CHRO-grade rigour and specialist agility. 🔷 People Strategy & OD - Global HR Operating Model design (HRBP–COE–Shared Services) - HR policy, governance & SOP formulation across multi-entity structures - Org design, workforce planning & C-suite change management 🔷 Total Rewards - Flexible compensation: SIPs, Phantom Stocks, SARs & ESOPs - Multi-country rewards harmonisation across USA, Europe, GCC & Asia - Pay-for-performance philosophy & cross-industry benchmarking 🔷 Hoshin Matrix & Performance - Hoshin Kanri scorecards: Group → BU → Departmental → Individual - GMPR cadences transforming appraisals into forward-looking dialogues - 48-week AOP execution frameworks for CEO & COO leadership teams 🔷 Talent, Leadership & Succession - AI-integrated talent acquisition; 30% reduction in time-to-hire - Competency frameworks, talent academies & 70:20:10 learning models - Leadership succession & self-directed career progression architecture 🔷 Culture, Engagement & EVP - Gallup Q12 & ESS-led engagement diagnostics & targeted interventions - DEI embedded as strategic imperative, not compliance obligation - Attrition reduction through differentiated employee value propositions 🔷 AI Enablement & HR Digitisation - AI-driven workforce analytics: attrition prediction & talent intelligence - HRIS modernisation: SAP HCM, SuccessFactors & PeopleSoft - HR data governance, digital literacy & digitisation ROI measurement 25+ years | 27 Countries | GCC Scale-Ups | M&A Integration | Full-Spectrum HR Transformation

I bring a distinctive fusion of global HR stewardship, enterprise transformation acumen, and deep consulting expertise spanning GBS, GCC, and shared-services ecosystems. My experience encompasses the architecture of multi-country people systems across FinTech, Web3, AI/ML, telecom technologies, and diversified manufacturing—harmonising organisational design, governance, and talent across 27+ nations. I have helmed end-to-end GCC/GBS transformation mandates, including business-case formulation, operating-model design, transition governance, and the seamless stabilisation of large-scale operations. Adept in Target Operating Model (TOM) design, I have crafted governance frameworks, cost-to-serve models, and hybrid service-delivery constructs—insourcing, outsourcing, and managed services—while leading multi-functional transitions across various GBS functions. I have been instrumental in scaling GCCs from inception to maturity, orchestrating 150%+ growth through structured execution rigour, shared-services integration, and cross-functional leadership alignment. My repertoire includes M&A due diligence, post-merger integration, policy and governance design, and enterprise-wide SOP creation across conglomerates. With a deep command of location strategy, feasibility assessment, investment modelling, and workforce planning, I have shaped global expansion strategies across India, Europe, the US, and Asia. Renowned for deft stakeholder management and C-suite engagement, I have led large multicultural teams, advanced leadership capability, and engineered productivity-enhancing total-rewards, performance, and succession frameworks. My work further spans RFI/RFP solutioning, commercial modelling, and high-value GBS/GCC deal negotiation—ensuring strategic alignment and enduring business impact.

Key Deliverables: • Played a stellar role as Global HR Business Partner in shouldering the operational responsibilities comprising - managing end-to-end employee lifecycle talent management, compensation & benefits, learning academy, coaching the leadership team for success/merger/acquisitions/integration of the merged entity with parent entity as well as HR digitalization and people process improvements • Spearheading the client operations of I-Meg: www.imegcorp.com in India • Pivotal role in mentoring the team of 250+ employees entailing teams for: structural engineers, MEP engineers, BIM modellers, Mechanical/Civil/Electrical engineers along with the team of HR business partner, HR shared services incorporating TA/Compensation & Benefit, Talent management and Learning academy professionals • Instrumental in directing change management post organization restructuring, by this means resulting in employee engagement revamp and on-ground implementation • Integral role as Strategic HR consultant - accountable for designing/delivering key solutions via policy management and people advising • Efficiently formulating strategic annual business plans, interfacing/collaborating with senior management for successful manpower planning, resourcing and deploying expansion • Played a pivotal role in end-to-end HR operations viz. organizational development, policy formation, statutory compliance, planning & execution of HR audits and vendor management • Diligently imparting trainings for productivity/quality enhancement; partnering with the learning team to work on assessment centers and leadership development • Prudent in planning employee engagement/reward & recognition programs; ensuring prompt resolution of employee grievances and maintaining cordial employee relations Essential Focal Points: • Commendable contribution in introducing the Hitech learning partners program with a 70:20:10 approach and with a self-paced program using learning credits as a mechanism

Key Deliverables: • Successfully led the project from conception to execution, campus connect program with 182 pharma colleges; hired 650+ B. Pharm Resources; signed MOU’s for year on year hiring with 68 colleges • Successfully ramped up the global operations by 689 employees in just 60 days • Established global ticketing-based referral process • Managed the setting up of an ongoing process of Gallup 12 and L Q 8 based ESS model and then biannual review of the action plan for monitoring of the key change drivers • Restructured the COO’s office as well as the created a model of cross-functional teams to run all special projects • Headed the SAP success factors implantation as a global HRMS encompassing end-to-end HR processes (full suite) including workforce analytics • Led 61 change management projects across Human resources & touched operational domains like clinical operations, software development operations, product development, account management and record retrieval operations, data analytics operations at a global level • Spearheaded the project to build better employee value preposition for Philippines, India and US office employees • Steered the set-up of Global reward and recognition system in a complex technology environment using a success matrix and point based system • Conducted the hiring manager performance analytics, linking early exits so as to enable to hiring managers better • Engaged in process mapping for HR operations process using VSM and ERP solutions for niche requirements and global mobility operations for clients

Key Deliverables: • Delivered excellence in managing entire gamut of HR accountability for a large workforce comprising of 6000+ (10,000+ with contractors) people spanning across diverse businesses & multiple locations (multi–city & multi-state Operations) • Rationalized manpower across all 20+ centers, leading to savings of > INR 7 Cr., without hampering the basic essence of the service offering • Created a total rewards framework that rewarded consistent high performers post conducting various Compensation and Benchmarking studies across different industries in 6 months • Conceptualized and initiated the: o Framework of shared services for HR operations, compensation and Benefits for 20+ centers and group companies o Roll out of employee policy framework and HR process flow framework in a time bound manner, playing a pivotal role in standardizing & streamlining of multiple processes for the group o Framework for competency development academy to hone the skills of Relationship/Management/Academic teams • Facilitated saving of 18000 man hours by optimizing HR processes across various org. units using value stream mapping • Introduced direct channels of communication including monthly planning meets & annual sight plan traction interfaces communication, thereby leading to improved level of ESAT • Successfully designed & implemented a unique, first ever Hoshin Matrix based appraisal philosophy for schools based on Revenue and EBITA, in turn achieving significant augmentation of employee engagement

Key deliverables: • Established credibility in implementing & monitoring a business strategy for improving the EBITA from 8% to >20% • Successfully planned, implemented and tracked the total people practices budget of > INR 10.86 Cr • Steered the set-up of offices across 10 locations including Ireland, France, Poland, Dalian, UAE, UK, Japan, Seattle, Gurugram SEZ & Hyderabad in 10 months • Drove growth in the organization from 350+ employees to 1800+ employees • Implemented Balance Score Card based PMS for KPO divisions; Hoshin Matrix based PMS for consulting division • Facilitated saving of USD 10K per month by using Value stream Mapping an and optimizing the HR operations model for managing global HR operations for operation centers like Poland, Dalian, UAE, and Seattle, Japan • Reduced cost per hire by 43% by proactive/trend based hiring. Vendor based hiring was reduced to 5% by developing and implementing an external alumni model • Increased operating margins thus reduced the head count by 128 through only 20 involuntary separations using robust cross-functional coaching and controlled backfill and IJP model • Pivotal in improving ESS scores from 52% to 72% in a span of 1 year by various talent management initiatives like fast track program and promotional gate ways for high performers • Executed the HR Transformation Projects - Ticketing system for Employee Referrals • Conceptualized & supported the IT team in the design & implementation of HRIS & facility management MIS, resulting in a potential saving of USD 38,000 per annum

KPO/IT