The journey so far
Chief Human Resources Officer · India · Global perspective
Building the leadership, culture and capability to thrive.
I build the leadership, organisation and people capabilities that allow strategy to become sustained performance.
85%
Senior roles filled internally
Through a rebuilt succession pipeline
+31 pts
Engagement improvement
During a three-year transformation
52,000
Colleagues served
In 30 countries
40%
Women in leadership
Up from 18% in five years
The compass
People strategy must explain how the organisation will build the capability its ambitions require. I connect succession, organisation design and everyday leadership practice, with attention to fairness, privacy and the experience of employees.
The route
Waypoint 01 · 2006 — 2012
Calder Logistics
Partnered frontline leaders through a network redesign, and learned that culture is what happens on the night shift.
Waypoint 02 · 2012 — 2017
Meridian Consolidated
Designed the leadership pipeline that produced the group's next three business-unit presidents.
Waypoint 03 · 2016 — 2020
Fairhaven Holdings
Built talent and organisation programmes with operating leaders, connecting development activity to business capability.
Waypoint 04 · 2020 — Present
Aldermoor Group
Leading enterprise people strategy, executive succession and organisation capability.
Expeditions
01
Succession discussions relied too heavily on individual nominations. I worked with the board and executive team to define the capabilities required by future roles, assess readiness in context and agree meaningful development experiences. The process made succession a continuing leadership responsibility and connected talent decisions with the direction of the business.
02
A major change programme needed different behaviours across functions. We translated the desired culture into practical leadership expectations, reviewed the systems that reinforced existing behaviour and created opportunities for teams to discuss difficult trade-offs. The work connected the culture ambition with management practices people could recognise in their daily experience.
03
The business strategy was evolving faster than its workforce planning. I brought operating leaders and people teams together to examine capability demand, role design and options for building or accessing expertise. We created a more explicit connection between the strategy, the organisation model and the investments required in people.
Terrain
Languages
Harbours
Independent Director
Nomination & Remuneration (Chair)
2022 — Present
Trustee
Programmes · Governance
2018 — Present
Fellow travellers
Our succession conversations became evidence-based and calm. That is a gift to any board.
A people leader the whole executive team trusted with its hardest decisions.
Dispatches
A succession list is a starting point, not an account of readiness.
Read the essayEmployees learn what matters from the way decisions are made, performance is recognised and difficult information is handled.
Read the essayA headcount plan does not explain whether an organisation can deliver its strategy.
Read the essayRecognition
Coverage
The People Leaders Journal · 2025
“Building a succession bench the board can trust”
The Boardroom Review · 2024
“What remuneration committees miss about culture”
The Leadership Ledger podcast · 2023
“Episode 117 — Culture on the night shift”
An invitation
For board, advisory and leadership conversations where leadership succession matters.
office@aparnachandra.example