Education: BE (Industrial Engg); MBA – Human Resources

Experience: 22 years.

Companies: Thermax Ltd, KPIT Technologies, Motorola, GE Capital, John Deere & Vedanta Group

Brief Synopsis:
Rajesh, a Tech entrepreneur and a family Business Consultant comes from the Learning & Organization Development space with over 22 years. An Engineer by qualification and having spent a few year in Manufacturing Ops in the shop floor, Rajesh moved to Human Resources as a career design move to the HR function, to get exposure in Business HR, Talent Management, Culture Building and Leadership development. Rajesh has worked in spaces like Manufacturing, Software Services, Technology and Analytics and worked in both Indian Corporates and MNCs like Thermax, KPIT Technologies, Motorola, GE Capital, John Deere and the Vedanta Group. Rajesh has worked both in India and abroad in his stint with the corporate sector.

Certifications:
Predictive Index (PI) Assessor, Great place to Work (GPTW) Facilitator, Hoofstede Model – Global Cultural Workplace and Assess (Competency tool) and Best works data (BWD) 1.0, Executive Coaching (ACC) from ICF.

Rajesh specializes in Family Business Governance consulting and works on specifically on Talent management and leadership development interventions. Rajesh also advises start-ups for organization design and works on strategic HR issues related to Human capital management and OD interventions for growth.

Rajesh draws on his experience in the family consulting though his unusual combination of his knowledge, experience, exceptional insight and intuition from entrepreneurship, management systems thinking’ and behavioral engineering by domain bridging best practices and insights specifically in family businesses, to partner family owners to set business priorities and transition growth through values and imperatives. The specific family business assignments done in the recent past have been to contribute to ownership workshops, setting up the family office, family council, creating the family business board and articulating the family constitution as a key contributor to the advisory practice. The culture building experiences in the corporate has been useful to question underlying assumptions and bring in both facilitation and arbitration to table sensitive issues and bring appropriate constructs. This is required to influence and enable thought leadership to the family leadership while the endeavor is to perpetuate values and wealth.