With over 15 years of Human Resources experience, I currently lead as the Head of HR at Independent Food Company, leveraging CIPD credentials and an MBA to deliver transformative HR strategies. My expertise spans talent management, performance systems, and employee engagement, helping shape an inclusive, high-performing workplace aligned with organizational goals.  

I oversee strategic HR initiatives, including enhancing recruitment processes, implementing innovative sourcing tools, and designing talent development programs. Passionate about data-driven solutions, I collaborate with leadership to drive sustainable growth, foster operational excellence, and empower teams to unlock their full potential.

Ahmad Al Cheikh Hassan

Stop rewarding the loudest person in the room.


Not all productivity is loud.
Not all value is visible.

We’ve created a corporate culture that mistakes "presence" for "performance."
• Some people promote the work.
• Others actually move the business forward.

Strong organizations learn to measure impact — not noise.

Strong leaders learn to recognize silent performers before they disengage.
Real growth is built quietly… by consistent delivery.

If you can’t see the value of your quietest employee, you aren't looking hard enough.

#hr #humanresources #employeeexperience #performance #goals #rewards #people #culture #linkedin #linkedinconnections #aach

Head of HR | CIPD & MBA | 15 Years Driving HR Innovation | Strategic Leader in Human Capital Excellence, Business Integration & Organizational Transformation

Most companies say they want great talent.


But many reject it… in the first 6 seconds of looking at a CV.

Because the candidate has:

• An employment gap
• No university degree
• Is over 45 years old
• Was once fired
• Changed careers
• Or simply doesn’t fit the traditional mold

And just like that… potential is filtered out.

But here is something I have learned during my years in HR:

Some of the most loyal, resilient, and high-performing employees are the ones who were once overlooked.

The candidate with an employment gap may have faced life challenges that built resilience.

The professional without a degree may have spent years mastering their craft through real experience.

The person who is 45 years old may bring wisdom, leadership, and stability that younger teams deeply need.

The employee who was once fired may have learned the most valuable lessons about accountability, growth, and performance.

Talent doesn’t always come wrapped in a perfect resume.

Sometimes it comes with:

• struggle
• determination
• self-learning
• persistence
• humility
• hunger to prove themselves

And those qualities often create extraordinary employees.

As leaders, recruiters, and decision makers, we must ask ourselves a difficult question:

Are we truly hiring the best talent… or just the safest profiles?

Because when we judge people only by credentials, titles, or perfect timelines…

We risk missing the people who could transform our teams, culture, and organizations.

Behind many “non-traditional” profiles are individuals with incredible stories, untapped potential, and a drive that cannot be taught.

And sometimes…

The person everyone else rejected
Becomes the person who changes everything.

So maybe it’s time to rethink how we define talent.

Maybe it’s time to give people a fair shot.

Because the real talent is often the one we almost overlooked.

#hr #humanresources #hrstrategy #employeeexperiences #talents #business #management #linkedin #linkedinconnections #aach

The most dangerous HR professional in any company is the “Yes sir” HR.


Not the inexperienced one.
Not the overly strict one.

The one who never disagrees with leadership.

If HR’s only role is to defend every executive decision, even the poor ones, then let’s stop pretending it’s a people function.

That’s not strategic HR.
That’s executive PR.

Real HR leadership means having the backbone to say:

• “This termination exposes us.”
• “This policy will damage morale.”
• “We are about to lose good people if we do this.”

Alignment does not mean obedience.

If your HR leader has never pushed back on you, that’s not loyalty. That’s a red flag.

Because when employees say, “HR is for management, not for us,”
that perception didn’t come from nowhere.

HR should protect the business, yes.
But protecting the business sometimes means protecting it from its own leaders.


#hr #humanresources #strategy #people #culture #leaders #leadership #mamangement #linkedin #linkedinconnections #aach

Many people love ideas.


Brainstorming.
Innovation sessions.
Whiteboards full of possibilities.

It feels exciting.

But here is the uncomfortable truth:

A lot of “idea people” are addicted to the excitement of starting, not the discipline of finishing.

Because execution is very different.

Execution is not glamorous.

Execution is:
• repetitive
• demanding
• structured
• uncomfortable

Execution exposes your weaknesses, gaps, and blind spots.

It forces you to move from talking about success to actually earning it.

And that’s the part many people quietly avoid.

The reality is this:

Organizations rarely fail because they lack vision.

Most companies already have:
• strategies
• roadmaps
• presentations
• ambitious plans

What they often lack is something far more difficult.

Operational courage.

The courage to:
• stay disciplined when the excitement fades
• hold teams accountable
• repeat the fundamentals every single day
• finish what was started

Ideas create momentum.

But execution creates results.

And in the end, organizations are not defined by the ideas they discuss…

They are defined by the work they actually finish.

#leaders #leadership #management #people #hr #goals #linkedin #linkedinconnections #aach

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I’m #hiring for an open role. Know anyone who would be a good fit?

Micromanagement is the quickest way to kill a high-performer’s spirit.


I’ve seen it firsthand:

When people feel monitored, they switch to survival mode. They do just enough to stay off the radar. They stop taking risks. 

They stop thinking.

But when you replace surveillance with trust? Everything shifts.

• Survival becomes Ownership.
• Compliance becomes Commitment.
• "Not my job" becomes "I’ve got this."

People don’t fail because they lack skill; they fail because they lack the autonomy to use it. You cannot demand "best efforts" while holding a leash.

People will always rise (or fall) to the level of trust they are given.

Agree?

#people #culture #leaders #leadership #hr #hrstrategy #strategy #linkedin #linkedinconnections #aach

I’m #hiring for an open role ( Project Coordinator, FFE technical) Know anyone who would be a good fit?

LinkedIn Top Voice | Head of HR | CIPD & MBA | 15 Years Driving HR Innovation | Strategic Leader in Human Capital Excellence, Business Integration & Organizational Transformation

Stop treating HR like a to-do list. 


Hiring, policies, training, and performance reviews are activities.

Building the muscle to win? That is strategy.

The confusion starts because most organizations only value what they can see. They see the interview, but they don’t see the systemic capability that ensures we’re hiring for the future, not just filling a seat today.

The Reality:
HR strategy is not a list of programs. It is the operating system that turns "having employees" into "having a competitive advantage."

If you want to know if HR is working strategically, ask these four questions:

• Can we build leaders faster than our competitors?
• Can we adapt our culture when the strategy shifts?
• Can we sustain performance under pressure?
• Can we mobilize talent when new opportunities emerge?

If the answer is Yes, you have a strategy.
If the answer is "We're still processing the paperwork," you are just operating at the activity level.

The Shift:
Administrative HR protects the organization.
Strategic HR dictates where the organization goes.
The best HR leaders don’t choose one—they master the altitude shift between both. Because in the end, strategy isn't built in slide decks; it’s built in people systems.

#hr #strategy #hrstrategy #people #culture #employeeexperience #humancapital #business #partner #leaders #linkedin #linkedinconnections #aach

HR is the corporate scapegoat, and it’s time we stopped playing the role.


HR is frequently blamed for problems it has absolutely no control over.

When a manager avoids a tough performance conversation…

When leadership pivots strategy every single quarter…

When toxic culture has been quietly festering for years…

The expectation is always the same: “HR, go fix it.”

But let’s be clear about the reality:

• HR cannot hold every manager’s hand through every difficult conversation.
• HR cannot magically repair trust that leadership continues to break.
• HR cannot build a healthy culture in a vacuum.

The best HR teams are architects. They build the systems, the training, and the feedback loops. But architects don’t live in the house, the employees and managers do.

Ultimately, leadership has to lead. 

We are expected to intervene. But the truth is, HR builds the systems, but leadership has to build the culture.

#culture #people #hr #humaneesources #strategy #employeeexperience #leaders #leadership #linkedin #linkedinconnections #aach

I used to think high-performing teams were about talent.


(I couldn't be more wrong)

I used to think it was all about:
• Hiring smart people.
• Setting ambitious goals.
• Staying out of their way.

That sounds logical. It’s also incomplete.

Most underperforming teams I’ve seen were full of smart people. What they lacked wasn’t intelligence. It was discipline in how they operated.

If you zoom out, team failure usually follows the same pattern:

1. No trust
• People hide mistakes.
• Updates are polished, never raw.
• Real problems surface too late.

2. No healthy conflict
• Meetings feel “smooth” but nothing real is debated.
• Disagreements happen in private.
• Silence gets mistaken for alignment.

3. Weak commitment
• Decisions get reopened.
• Strategy drifts.
• People execute halfway.

4. Soft accountability
• Deadlines slip.
• Ownership is unclear.
• Standards quietly drop.

5. Poor results
• Targets are missed.
• Energy drops.
• Top performers leave first.

Most leaders try to fix #5. More KPIs. More dashboards. More pressure.
But performance problems usually start at #1.

If you want to rebuild:

1. Build trust
• Model vulnerability first.
• Admit your own mistakes publicly.
• Reward honesty over polish.

2. Enable healthy conflict
• Time-box debates.
• Assign a devil’s advocate.
• Close every discussion with a clear decision.

3. Lock in commitment
• Recap decisions in writing.
• Define success clearly.
• Assign one owner per outcome.

4. Enforce accountability
• Review progress weekly.
• Make standards visible.
• Address slippage immediately.

Performance problems often look like execution issues. But they’re usually trust issues wearing a productivity mask.

#leadership #leaders #management #goals #trust #performance #people #hr #strategy #linkedin #linkedinconnections #aach

Stop "Managing" Your People. 


We have a fundamental problem with the term "Human Resources."

Think about it: A "resource" is an inanimate asset—like capital, software, or office furniture. You manage these things for maximum efficiency and output.

"You LEAD PEOPLE and you MANAGE THINGS."

When we treat our team members like "resources" or "units of production," we fall into the trap of managing them as if they are machines or systems.

The reality?
❌ People are not projects.
❌ People are not inanimate objects.
❌ People are not incapable of thought and emotion.

The moment a leader loses sight of the human element is the moment they begin to underachieve. You can’t "optimize" a human being with a spreadsheet. You inspire them through trust, empathy, and clear vision.

The shift is simple but profound:
1. Manage your systems, operations, and budgets with precision.
2. Lead your people with heart and humanity.

Don't just manage the resource. Lead the people.

I’d love to hear your thoughts: When was the last time a leader actually led you instead of just managing you? What did they do differently? 

#leadership #leaders #management #people #hr #culture #leadbyexample #linkedin #linkedinconnections #aach

You don’t have a "trust issue." You have a "control habit."


Most leaders micromanage because they fear the "how" won't match their own, but when you dictate every step, you kill the initiative, you stall your team’s growth, and you keep yourself chained to the details.

If you want to scale, you have to stop being the instruction manual and start being the architect of outcomes.

Try this the next time you delegate—especially for tasks outside someone’s usual job description:

1. Define the Goal: Make the objective crystal clear.
2. Define the Budget: Set the resources they have to work with.
3. Step Back: Give them the space to own the "how."

Your job isn't to oversee the process, your job is to be the resource they come to if they hit a wall.

By focusing on the What instead of the How, you transform your team from "instruction-followers" into "problem-solvers."

If they need help, they’ll ask. If they don't, you just bought yourself hours of time—and they just gained the confidence to own a new skill.

Stop being the GPS. Start being the North Star.

#Leadership #productivity #management #delegation #growth #Mindset #goal #hr #humanresources #people #culture #performance #linkedin #linkedinconnections #aach

Confidential Business Partner MEP (FM) Services and Solutions

As a start-up company, we provide essential solution and services in complete MEP (Mechanical-Electrical-Plumbing) specifically Facility Management (FM) services and maintenance for commercial and residential projects short/full term sub-contracts with skilled professional team at your services for required solutions within agreed timeframe. We ensure results and completion’s, eye to detail work modules with in-house work scope and quality guaranteed materials which suits your budget. 

Supporting our clients with best guidance and free on site inspections with best available plans based upon site fix needs and requirements, before RFP and contract signing.


Covered Locations - SHARJAH-AJMAN-DUBAI-RAK

Key Accountabilities : 
• Managed MEP Facility Management services for both commercial and residential environments.  
• Led a skilled team to deliver multiple solutions in steel fabrication, instrumentation, maintenance & renovation, office set-ups, electrical & mechanical services.  
• Ensured projects were completed within quoted timelines and budget constraints, enhancing client satisfaction.  
• Developed in-house procurement strategies for maintenance materials, streamlining operations and reducing costs.
. Delivering site expenses for team and maintaining cash flows, salaries and other expenditure.

Business Partner

IBT: No. 1 BPO Company in Middle East

Leading business outsourced processes (B2B) operations for 14+ projects with professional team of 70+ for diverse sectors & industries like Banking, Fintech, Real Estate, Healthcare, Retail, Facility Management FM, Entertainment, Manufacturing, F&B & etc. handling day to day operations & coordinating with clients for constructive feedbacks & attending review meetings for developing better relationships intact within clients & in-house team members to tackle down major obstacles for well set operations and customer satisfactions, achieving milestones for service delivery, sustaining smooth running of the ongoing projects with strategic forecasted action planning and fulfilling SLA, Policies with updated Procedures, brainstorming strategies conducting training & soft skills sessions for new onboarded & existing team members for better reach on the process & attain customer satisfaction CSAT, closely working with the clients to understand the loop holes, requirements & expectations and fulfilling & mitigating the gaps and achieving client retention, attending daily/weekly productive meetings with clients & in house board members for new idea matrix planning for betterment of the 24/7 running operations.

Operations Team Leader service delivery

NCRi Ascentia Services 

Managing day to day operations for B2G, B2B & D2C government projects aligned with in-house team and handling clients, vendors, & channel partners for better outcomes in the business on a profitable scale and sustaining smooth running of business operations by fulfilling SLA & Policies on daily & monthly basis according to the project requirements & client needs, managing a team of 44+ and driving them to achieve a common goal by training, coaching, mentoring and helping them to upgrade their skills for better outcome in the process & self, bringing changes in WFM to utilise time & people for well set operations on a weekly basis for better performance & success ratio, from daily hustle bustle to driving the process to auto pilot mode, scaling the process from 69% to 93% in service delivery on monthly basis and achieving milestones in SLA.

Operations Manager

Handling a team of 44+ and managing daily operations for government entities with high expected standards and daily activities, fulfilling client expectations by strategic planning and management on various levels at the time multitasking on different areas for better outcome in the operational front to ensure daily tasks and activities are performed and sustained for each on going projects.

Assistant Operations Manager

STEV & JOLS PVT.LTD.

Managing 8+ Pan India MEP specialised in electrical projects supply’s, transportation and projects, based on agreed and approved materials in BOQ as per the project & client conditions agreed on the SLA, Monitoring project wise store inventory and routine check up by timely visit to the project locations store rooms and coordinating with store incharge’s for updated information of stocks availability to prevent unwanted purchase of the goods, meeting clients for new requirements and ensuring that the organisation have the resources they need to operate effectively and on timely basis, drafting and managing clients & vendors for suppliers in a way that maximizes financial and operational performance and mitigates risks by proper order fulfilment and collaborating with new vendors in the market for better outcome and knowledge on the market value for well set procurement management.

Work Outline:
Approving Indents (MRN) material request note received from site office
Coordinating with site office team for pending materials requests
Coordinating with vendors for pending materials & dispatched details
Following up with cargo & channel-partners for dispatch details of goods
Maintaining records of (PO) against (MRN) for pending materials review
Maintaining (GRN) goods received note of materials received at site for vendor billing management
Coordinating with clients for pending materials issues and new requirements as per site
Maintaining proper coordination with all store in charges
Maintaining MRN hard copy for records
Handling GRN hard copy at earliest from site for vendor payment release
Proper coordination with project heads/ supervisors / store-incharges on multiple ongoing projects
Resolving billing related issues for vendors on site end disputes
Maintaining detailed record of local purchase
Handling proper calculation of local purchase
Proper utilization of money/route for local/national delivery trips
Cross checking materials received as per PO raised.

Procurement Manager

Pravin Electricals Pvt Ltd

Project Name-DAICEC Dhirubhai Ambani International Convention and Exhibition Center (Jio World Center)

Work Outline:
Maintaining DPR (Daily Progress Report) of 900 Labors and posting to clients
Providing DMR (Daily Manpower Report) of 900 Labors and posting to clients
Setting monthly targets for execution team area/zone/floor wise
Taking review meetings of execution team for work completions TAT
Preparing dashboard (PPT) for weekly progress meeting
Preparing reports as per client request
Maintaining week wise productivity for internal meeting
Scheduling holiday work plan for urgent work completions 
Planning & updating schedules for project planning
Planning project completion date schedule
Attending review meetings with client with internal HOD's
Coordinating with client's for hazard clearance or work permit issues
Providing detailed PPT reports to clients for meetings for scheduled project accomplishments 

#Project Planning - Day to day schedule planning for 900+ skilled unskilled labor's, proper manpower utilizations for  skilled labor's for project completion on timely manner,  scheduling different work completion process of different area locations zones mapping with manpower utilization by  managing WFM by proper project planning in fast paced work environment, maintaining international standards aligned with principle contractor Samsung team and client requirements and implementing new methods for best project planning for timely completion of each Area, Zone, Floor and forecasted planning for entire project completion for a better view on (PCD) project completions date.

Planning & Procurement Manager

ICICI Bank

Pan India ICICI Bank PL|CC Collections 
Operations for Banking & Retail for 0-4-bucket, x-bucket, nill-poss, & Tenure cases along with the in-house team, agency, third party vendors FE’s for pan-India locations like Mumbai, Pune, Cochin, Delhi, Bangalore, Ahmedabad, Rajasthan etc. And achieving milestones in collections with proper roadmaps, SOP's and continue follow ups and customer engagements. CRM integrations for better reach on FCR and dispositions logs, coordinating with call center team and proper action planning & consistent team efforts, following up on settlement raised and PTP customers for closure within the TAT, Approving settlement letters and managing agency's, third party vendors management and closing projected targets monthly with exceeding numbers in the bucket and sustaining projects with 84% collections with satisfied clients.

Manager of Operations

Dialogue Business Solutions & Services Pvt. Ltd.

Bajaj Finserv, 0-4-bucket, Nil-poss. Tenure cases Collections Banking & Retail pan India.

Work Outline:
Prepare Monthly Target for TL & Team basis collection.
Ensure proper planning for well-set operations.
Motivating TL + Team to Strike there goal.
Attending Review with Clint.
Data Analysis Maintaining Report.
Giving Training's to Fresher's about Process.
Marking Attendance daily wise.
Handling Several Processes at the Time.
Taking Interviews for the Process.

Sr. Team Leader

E Nxt - A TATA Enterprise

Tata Motors collections south regional operations & collection for pan India for all metro polluted states.

Achieve Business targets as Set by company for Self & Team.
Manage Incentives Slab of agent's monthly basis.
Ensure proper planning for well-set operations.
Productivity Reports (Login & Logout Times)
Daily Dash - Board Report
Profiting Monthly Company Billings
Daily Paid file and Collection (NOC of Cash and Chq)
Maintaining the daily basis MIS for our reference-and for company reference, regarding the targets.
Maintaining co-ordination with other dept.
Preparing Billing of Field Agencies

Customer Service Team Lead

With over 12+ years of excellent experience in driving result-oriented Leadership & Operations management with expertise in transforming framework & elevating customer satisfaction, proven track record in leading 50-120+ high performing teams & implementing innovative solutions, streamlining processes by real time monitoring & process optimization, driving continuous improvement initiatives, committed to delivering exceptional service's & enhance C/X customer experience metrics and engagement. Collaborating engaging with cross-functional departments across Hr. IT, Accounts, Procurement, Sales & Marketing. Leading diverse industries and sectors in B2G, B2B, B2C, BPO, D2C & MEP environments. Adept at SLA/KPI governance and standardizing SOP’s, policies for process standardizations, tech savvy, cost reduction, specialized in WFM workforce management with a strong track record in improving operational excellence, efficiency & boosting client retention.

Thinking out of the box. Creative, confident, ambitious & energetic composed under pressure and getting very well along with the people at all levels, well organized with professional approach, having the potential experience🎯expertise & multitasking🤹🏻‍♂️skills set’s to drive operational excellence and lead, motivate and attain👭👫👬team’s growth towards success by brainstorming, training/coaching & mentorship.

12+ years of expertise & specialist in⬇️

👨🏻‍💻BPO, B2B, B2G, B2C, D2C & MEP Projects.
🔃Operations.
🔄Management.
🔂Leadership.
📉Data Analysis📊.
📨Business Development & Excellence. 
💬Strategic Action Planning.
💵Banking & Collections. 
🛒Retail (Supermarkets & Hypermarkets)
👨🏿‍🤝‍👨🏿(WFM) Work Force Management.
🤝(CRM) Customer Relationship Management.
🚛Logistics Fleet Management Service Delivery. 
📦E-commerce Supply Chain, Warehousing & 3PL Management.
🏗️MEP Projects Planning & Procurement.

Started my carrier with Tata Group of companies, where learned the 🔠basics, 😇morals,  🗓️work ethics & 🔗integrity which helped in the long run for both professional & personal growth. Yet still🧮learning, knowledge📚seeking, skills👨🏻‍💻upgrading candidate with an experienced profile🎫

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