Fractional CHRO (Closing this week)

Blue Genes Research (BGR); Mumbai; Hybrid; INR 3,500,000 - 6,000,000; Full time

Job summary

Blue Genes Research (BGR) in Mumbai seeks a hands-on Fractional CHRO to design and scale the people architecture for a fast-scaling, multi-entity founder-led group across IT, devices, telecom software and early-stage ventures. You will own group-wide people strategy, executive onboarding, HR policy, succession planning, and performance systems, coordinating with the newly engaged Fractional CFO and COO.

The role blends strategic leadership with practical implementation, offering

Qualifications

• Designing HR architecture across multiple entities and business models.
• Onboarding and integrating senior leadership including CFO/COO.
• Auditing and rebuilding HR policies to restore trust and effectiveness.

Responsibilities

• Own group-wide people strategy across diverse entities and business models.
• Lead 30/60/90-day onboarding for senior hires and successors.
• Repair HR policy and culture, insulate teams from CXO-level dysfunction.
• Build bench strength and succession across operating entities.
• Institute attendance discipline and performance feedback loops with operations.

Skills

HR Strategy

Executive Onboarding

Policy & Compliance

Succession Planning

Performance Systems

Job description

Every critical decision routing through one founder isn't a leadership strength. It's a governance gap waiting to become a crisis.

We're hiring a Fractional CHRO for a fast-scaling, multi-entity founder-led group (IT & Systems Integration, Device Refurbishment, Telecom Software, and an early-stage venture cluster) that's crossed ~₹150 Cr in aggregate revenue — and is now building the people architecture to match, alongside a newly-deployed Fractional CFO and COO.

What you'll own:

• Group-wide people strategy — designing the HR architecture across multiple legal entities and business models (enterprise IT, blue-collar manufacturing workforce, and software delivery teams)
• Executive onboarding and hand-holding — owning the 30/60/90-day integration of senior leadership hires (including the incoming Fractional CFO and COO) so they land, gain traction, and stay
• HR policy and culture repair — auditing and rebuilding HR policies where middle management has been undermined, insulating teams from CXO-level dysfunction, and restoring trust on the shop floor
• Second-line leadership and succession — building bench strength across all operating entities so critical roles are never a single point of failure
• Performance and SLA-linked people systems — instituting attendance discipline, plant-level accountability, and structured feedback loops in coordination with the COO's operational mandate
• Compensation and org design — building scalable, fair compensation frameworks across blue-collar and white-collar workforces as the group scales past ₹100 Cr per entity

What success looks like:

• Executive hires (CXO and second-line) onboarded with structured 90-day integration plans, not ad-hoc handovers
• Founder escalation tickets tied to people issues down materially, in line with the group's broader governance turnaround
• HR policy audit complete, middle management insulated and empowered across all sites
• Documented second-line leadership bench across the group's core operating entities

The engagement:

Fractional (20-24 hours a week), remote/alternate-days, in step with the group's existing Dual Fractional Executive Model (Fractional CFO + Fractional COO already engaged). Few days in office physically in a month at Mumbai. This is real operating ownership of the people function, without full-time C-suite overhead.

If you've built and run HR for a ₹100-500 Cr entrepreneurial, multi-entity group — someone who's hands-on enough to sit with a plant manager one day and design an executive onboarding architecture the next — this is worth a conversation.