Powering Innovation Economy With Reskilling

Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I bring over 25+ years of leadership experience spanning pharmaceuticals, life sciences, FMCG, telecom, infrastructure, and global consulting, with the last decade deeply anchored in pharmaceutical and R&D-intensive environments. My core expertise sits at the intersection of strategic HR, innovation capability building, organizational transformation, and governance.

A significant part of my work has involved enabling R&D, manufacturing, and commercial organizations to scale talent in highly regulated, knowledge-intensive environments. I have led large transformations involving post-merger integration, workforce analytics, capability architecture, performance culture, and digital HR modernization, while partnering closely with boards and executive teams.

My perspective is shaped by working across both operating roles and advisory assignments, including supporting global research organizations on organizational design, talent systems, and people risk. This dual lens—practitioner and advisor—has given me a strong view on how human capital strategy can become a competitive differentiator, specifically in sectors where innovation, IP protection, and scientific talent are central to enterprise value.

Q2. Many global firms are moving R&D to India under the “China Plus One” strategy. How can companies protect their proprietary R&D culture…