HR head resigns after a short period and moves to a well-established organization.
	Thereafter, MD feels that due to the size and the start-up phase, an outsourced HR firm would have better impact and would be cost-beneficial.
	Need to create an organization structure for the first five years and clarify roles and responsibilities
	Need to create an HR strategy to sustain growth of individuals given the business challenges of the company’s start-up phase in India

	As a Facilitator on major strategic issues enabled top management to take quick action-oriented decisions that bring them closer to goals and targets set for the Indian business.
	Implemented a proprietary Business Planning tool that empowers leaders at all levels to align their teams to the business goals of the organization
	Designed an Organization structure with a clear cut indication of succession plans and staffing requirements for the next five year’s business goals
	Developed a Standard Operating Procedure for Recruitment and Retention leading to a 2% attrition rate in the company
	Initiated a Career Planning exercise to gear people to the long-term growth of the company and their own career growth and aspirations.
	Recruited and Retained FMCG brand talent from the top 10 global FMCG companies and developed India as a talent pool for various Global positions
	Developed a robust compensation strategy that delicately balances liquor industry trends and FMCG trends
	Trained and developed the Sales force to constantly innovate and create brand leadership by adopting and modifying best practices of other industries, thus creating their own unique ‘customer experience’ for the brands.
	Currently, the Indian operation is considered one of the most successful in Asia.

	Facilitated the business planning process to include significant investments in Brand Building and Sales Promotions.
	Transformed street-smart managers into customer-focused strategic leaders.
	Enhanced the intellectual capability and retained high potential people, had the company relocate to Mumbai    and laid the foundation of becoming a National Tea brand.
	Launched a massive recruiting program at MBA campuses for the first time in the company’s 100 year history and also recruited experienced mid-career professionals by deploying our brand image as HR specialists.
	Made the company self-sufficient by introducing classical and contemporary HR systems, thereby enabling functional leaders to demonstrate the principles and practices of effective people management.
	The company has grown at the rate of 25% every year, and the management attributes the results to the 5 year strategic HR partnership.

	Company approaches us for a senior-level search which our executive search division undertakes and completes successfully
	During the selection stages, the MD and us exchange notes about fitment issues and the readiness of the company to move to a decentralized decision-making structure with the development of strong leadership talent
	We make a presentation to the management committee about our vision and strategy to take the company to the next level of leadership, this gets accepted and we sign on to become their HR partners.

	Educated and guided the top management to take risks, let go the traditional old-school style of managing and become result-oriented decisive leaders.
	This led to the weeding out of a hero-worshipping culture and introduction of a self-sufficient, self-reliant, stand - alone culture that galvanized the strong people-oriented environment to become independent problem-  solvers and not depend on senior leaders for every decision. Middle management felt empowered.
	There is a tremendous trust between people, with delegation, accountability and space for dissent - a transition which may look like a fresh start in the logistics business, despite fifteen years of hard work of the founders.
	All key players in the company have the opportunity to become entrepreneurs and build a stronger organization with a new set of Seven Values.
	With a strong leadership team in place, the company acquired a European multinational to become a world- class multi- modal supply chain conglomerate. We did the due diligence before the acquisition.
	The company launched its IPO, with the stock valued at seventy times face value by financial institutions, we became stake-  holders with preferred equity given to us before the launch of the IPO, and after a 16 month working relationship
	We have put in place a Leadership Development process that identifies top talent both within and outside the company and puts them on a fast-track career with the company
	The next step is to merge the cultures of the European & Indian entity and create the most attractive company to work for.