Kankshit Bharos

Built the TA function from zero — framework, SLAs, and workforce planning aligned to plant expansion
timelines.
Delivered 100+ hires across skilled, semi-skilled, and corporate roles in 12 months — enabling full
plant operationalisation with zero talent-driven delays.
Sustained 70%+ offer-to-joining ratio via structured pre-boarding — cutting repeat hiring costs and
revenue-day loss from vacant roles.
Serve as talent advisor to senior leadership — delivering market intelligence and hiring risk
assessments that shape workforce decisions upstream.

Led end-to-end TA initiatives for strategic hiring in a greenfield B Corp organization.
Designed and implemented a strategic recruitment model to strengthen leadership and middle management.
Scaled the core team from 4 to 40 in just 3 months, hiring Directors, CXOs, and project managers.
Demonstrated strong leadership by building and mentoring high-performing teams, fostering a culture of excellence.
Developed strong stakeholder relationships to align hiring needs with business objectives.
Contributed to the business model design for the Agritech division as part of the core business team.

Designed the end-to-end TA architecture for a greenfield B Corp — built hiring model, sourcing
strategy, and assessment framework with zero prior infrastructure.
Scaled the leadership team 10x in 3 months — hired CXOs, Directors, and Project Managers to
establish the org structure required for OD mandates.
Recruited and structured the internal TA team; embedded hiring SLAs and stakeholder cadences that aligned recruitment to business sprint cycles.
Invited into the core business team to co-design the Agritech divisions operating model — rare cross functional mandate beyond the TA remit.

Built Khatabooks TA function from scratch — designed SOPs, SLAs, and hiring workflows that
enabled the organisation to scale at speed without process breakdown.
Drove 7.5x workforce scale — grew Customer Success from 80 to 600 in 9 months, directly enabling Khatabooks geographic expansion and revenue targets.
Cut cost-per-hire by 70% by rationalising the vendor ecosystem and building in-house sourcing
capability — shifting TA from cost centre to strategic function.
Championed DEI-integrated hiring — built a women-in-leadership pipeline that placed 8 hires, with 2 progressing into senior roles within the same cycle.
Reduced attrition from 28% to 6% by redesigning quality-of-hire criteria and post-join engagement touchpoints — addressing dropout at source, not symptom.
Designed and launched an Academy Model (campus hiring programme) that scaled the Inside Sales team 5x — from 50 to 250 — at significantly lower cost-per-hire than lateral sourcing.

Established the TA structure in a greenfield setup, developing SOPs, SLAs, and optimized workflows.
Led volume hiring, scaling the Customer Success team from 80 to 600 in just 3 quarters.
Reduced cost per hire by 70% through vendor optimization and strengthening in-house TA capabilities.
Fostered employee growth by hiring/mentoring 8 women, advancing 2 into leadership roles. through structured
development initiatives.
Lowered attrition from 28% to 6% by implementing employee engagement initiatives.
Designed and executed an Academy Model (Campus Hiring) to expand the Inside Sales team from 50 to 250.
Improved candidate experience score from 7 to 8.5 through a structured engagement program.

Led field sales hiring, onboarding 250+ executives per month.
Reduced attrition from 54% to 30% by upskilling TA teams and vendors.
Launched a career relaunch program, successfully hiring 5 professionals on career breaks.
Reduced HR costs by 30% by standardizing vendor performance metrics.

Led high-volume field sales hiring (250+ executives/month); reduced attrition from 54% to 30%
through vendor upskilling and structured onboarding improvements.

Managed non-IT recruitment across Staples, Retail, and Private Label portfolios; executed a walk-in
drive hiring 110 field sales professionals in 5 weeks.

Led strategic hiring for OYOs franchise expansion — onboarded 6 Hub Heads and 4 State Heads,
directly influencing revenue-generating market entries.

Led end-to-end recruitment, managing sourcing, screening, and salary negotiations.
Developed a passive talent pipeline with over 500 potential candidates.
Mapped sales organizations of 30+ FMCG companies, creating a robust candidate pipeline of 350+.
Provided mid-to-senior level recruitment advisory to Fortune 500 companies.
Managed a team of 3 junior consultants.

Managed end-to-end recruitment for Fortune 500 clients including MARS, Shell, Dabur, and Accenture — building passive pipelines of 500+ candidates across FMCG and Manufacturing.
Conducted sales org mapping across 30+ FMCG companies, generating a pipeline of 350+ sales profiles — early foundation of market intelligence and talent mapping practice.
Served Clients: MARS Inc. || Shell India || Dabur Ltd. || Sony Pictures India || Accenture || Yazaki
Corporation

Led sourcing, interviewing, and negotiation processes for top-tier clients.
Collaborated with business leaders to drive strategic hiring initiatives.
Conducted on-site competency mapping for 3 manufacturing clients, interviewing 800+ personnel.
Redesigned HR processes for an automotive giant (Metalman Auto Pvt Ltd), improving organizational efficiency.
Redefined organizational structure and TA process for a diversified conglomerate (SAR Group).