Facilitating organizational growth by developing human capital.

From technology centre to service-industry mindset

A global telecom giant's captive in Pune needed a fundamental orientation shift. From a one-line brief, we designed an intervention that produced six new initiatives — sponsored by HQ — and "cultural pillars" appreciated by HQ in the UK as a global best practice.

EMEA strategy & BHAG

Yogesh was appointed as facilitator and coach to evolve a BHAG and strategic options for an EMEA leadership team drawn from across countries. The two-year engagement covered design of specific initiatives all the way through to implementation plans.

An award-winning women-in-leadership initiative

Despite world-class facilities and content, store-level employees were reluctant to step forward as leaders. We were brought in — and every participant in the intervention accepted the challenge to take up managerial positions within a year. The initiative also won an industry-level award.

Reinventing PMS — entirely remote

A global technology captive overhauled its Performance Management System, reorienting managers from a traditional mindset to becoming active mentors. We drove the change end-to-end, entirely remotely during the pandemic. View client credential →

Bringing a multinational team together

A leading UAE retail group needed to align the leadership of its restaurant chain — people from many different nationalities who had never worked together. We designed and delivered an intervention that built them into a team and shaped the strategy and "rules of the game" for working together.

Executive presence for next-generation Indian leaders

A global pharma giant's Indian leadership team had deep domain expertise but limited acceptance in the global setup. We conceptualised and delivered an executive-presence program — so successful that the next level of leaders was put through it as well.

The role of emotion in senior leadership

A major automotive conglomerate's senior leadership was stuck in a traditional style. We designed and implemented a program across the JV companies on the role of emotions in leadership. It was received exceptionally well and praised for its outcomes.

Pulling 50 VPs back into the learning zone

The brief was simple: get the senior leaders back into the learning zone. We designed an intervention sensitising leaders on vulnerability and continuous learning. The pilot was so successful that 50 VPs across formats were eventually taken through it.

Building a second line by stepping out of the comfort zone

A BPO needed to develop a second line behind one of its existing chiefs. We took the team through team coaching — and they emerged having put up a business case for a brand-new region, owning the risks of execution.

3x growth in 3 years

A Fortune-500 manufacturing leadership team needed to change gears and adopt aggressive growth. After our initial workshop, they set their own vision: 3x growth in 3 years.

Doubling revenue and profitability in 4 years

After a leadership change, a new CEO and his direct reports signed up for systemic team coaching. They set an aggressive target: doubling revenue and profitability in four years. We worked with them on structure, role changes and individual coaching alongside the team work.

Why systemic team coaching?

At strategic inflection points, leadership teams need to fly in formation — combined wisdom, energy and experience producing results greater than the sum of individual brilliance. Watch our methodology →

Managing in matrix — 8 batches of leaders

After a global matrix rollout, leaders were struggling with the nuances of dual reporting. We conceptualised and delivered "Managing in Matrix" — the program ran for 8 batches based on its impact, with leaders self-nominating to attend.

End-to-end MDP for top 90 talent

A leading BPO selected its top 90 talent for a multi-day MDP. We designed and delivered the full program — high-impact communication, team handling, customer focus, image management — across 8 days plus follow-up sessions per participant.

Business acumen workshop

Despite leading its niche, a fintech faced rising competition and a shifting market. We designed an interactive workshop on Business Acumen — concluded with concrete plans on cashflow, margins and velocity.

Leading through change — global rollout

A leading global bank was going through a major restructuring. As part of a global rollout, Yogesh was appointed as faculty for "Leading Organization through Change" and "Leading Others through Change." Multiple workshops were conducted and well-received.

The Fractional CHRO

Many growing organizations want to install world-class HR practices but find it difficult to attract a full-time CHRO who understands business as deeply as HR. The Fractional CHRO model fills exactly that gap — a senior HR partner working in close collaboration with the CEO, on a retainer basis, with a clearly scoped engagement and a defined exit point.

A typical engagement runs 6 – 12 months. We disengage once the HR function has been strengthened to operate independently.

Model of engagement

The engagement involves program management of the entire HCM Design and is carried out on a retainer basis. Each month, the deliverables completed are reported to the leadership team along with the plan for the month ahead — keeping the work transparent, paced and aligned to business priorities.

• Aligning HR goals to business strategy
• Building and mentoring HR team
• Monthly reviews with the leadership team