Sreeja Pillai

Senior Vice President Head - Human Resources India @Checkmate

Gurugram, HR, IN
MOBILE NUMBERS
+91 *********19

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WORK HISTORY

Feb 2022 — Present

Senior Vice President Head - Human Resources India @Checkmate

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IN

Built India HR from zero to one for a remote-first, distributed org—standing up policies, systems, and governance; operationalizing audit-ready end-to-end compliance; launching full-cycle TA and pay-for-performance with role clarity; instituting leadership cadences/feedback loops; upskilling HR; and strengthening lifecycle ops and cross-functional responsiveness.

EDUCATION

1988

National Public School

High School

1993 — 1995

Bharathiar University

MBA - Double Major in Human Resources & Marketing, Management

1988 — 1993

Bharathiar University

BL, Law

SKILLS

Employee EngagementJob EvaluationRecruitingChange ManagementCulture ChangeHrisHR PoliciesManagementTalent ManagementTeam ManagementBpoEmployee RelationsOrganizational DevelopmentLeadershipHuman ResourcesVendor ManagementPersonnel ManagementPerformance ImprovementStrategySuccession PlanningPerformance ManagementCrmEmployee TrainingWorkforce PlanningVisionary ThinkingTalent AcquisitionTrainingManagement ConsultingTechnical RecruitingPeoplesoftPeople-OrientedHR Consulting

ABOUT SREEJA PILLAI

I work where people, systems, and judgment meet.For over 30 years across diverse domains - hospitality to telecom, IT/ITES to HR consulting, loyalty to food technology - I’ve built and rebuilt people organisations through growth, acquisitions, global transitions, and ambiguity. My work has ranged from zero-to-one HR setups to post-acquisition stabilisation across Indian, German, and American ownerships, with one constant: care for people, clarity on standards, and systems that hold up under pressure.I operate best as a thought partner to founders and CXOs, translating business priorities into people ecosystems that stand up to scale, scrutiny, and change.My work typically involves:* Designing scalable people ecosystems that minimizes bureaucracy and mitigates exposure to risk* Aligning culture, structure, and leadership behaviour as organisations scale* Building performance and compensation frameworks that are clear, fair, and felt in everyday behaviour* Leading multi-country HR teams with a consistent bar for quality* Navigating relocations, transitions, and ambiguity while preserving trust and momentumI believe:* Calm thinking outlasts urgency * Standards shouldn’t change with geography* Process has its place, but judgment matters more * Leadership shows up in everyday choices * Decency is not soft; it’s strategic More recently, I use this space to share my observations on leadership, work, systems, and everyday behaviour - the things many of us experience but don’t always articulate. If you’re building, scaling, or steadying an organisation or you enjoy thoughtful conversations about how work actually works - welcome to this space!

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