Sangeeta Lund
When people decisions move the P&L, you want someone in the room who's already made them. I have - across 36 countries.
With twenty-eight years of senior HR experience @ enterprise scale, applied to founder-scale problems, I engineer business performance through people strategy.My last in-house role was at Frost & Sullivan, leading global talent acquisition across thirty-six countries and HR for the Middle East and South Asia.
CHRO-grade people decisions in weeks, not a six-month search — and only for as long as you need it."Sangeeta is a trusted resource when considering HR and organisational strategy." David Gens — CFO, Everest Group; former CFO, Frost & Sullivan
My track record
28+
years VP-level HR & people strategy
-60%
Attrition reduced at a global fintech
+50%
Quality of hire — rebuilt across 36 offices
13+years
financial services & fintech depth
5,000+
Workforce integrated post-merger
Attrition reduced by 60% with no critical talent loss
Built the EVP, succession framework, competency model and stay-interview programme that sustained the result across the tenure.Talent acquisition rebuilt across 36 offices
Recruitment efficiency up 40%, quality of hire up 50%, engagement up 30%, with the hiring process digitised end to end.Post-merger integration of a 5,000-strong IT and BPO workforce
Spanning India and the Philippines. The people function's contribution was recognised with a SHRM Global Economic Stimulus Award.Greenfield operation established in Bangladesh
Hiring, compliance and operating infrastructure designed from inception, with time-to-hire reduced by 25% and cost-per-hire by 20% as volumes scaled.
Caveat: numbers in HR are rarely the work of one person. These were team outcomes I owned, designed or led from the VP seat.
When am I the right fit for your business needs?
01
Scaling faster than your people function can carry?
Fractional & interim senior HRPerformance, retention and EVP design, greenfield operations, post-merger integration, and talent acquisition rebuilt at scale.The brief is always the same: shift the commercial outcome, not refine the process.
02
Training that gets run, but never changes the Monday-morning behaviour?
Corporate training & enablementLeadership, behavioural and HR-capability programmes — including AI for Recruiters & HR and POSH and respectful-workplace training.Graduates earn a Certified Practitioner credential.
03
The people risks your board pack never raises?
Board Advisory & MentoringIndependent board-advisory seats on people strategy — the decisions the board pack doesn’t raise and the leadership risks not yet named. Plus mentoring for founders and university students stepping into leadership.
04
Building capability in India — and unsure the people side will hold?
Extending into IndiaThe question European boards keep asking: how should the people side of a GCC look, and who delivers it?As Regional Director EU and Partner of Professa’s GCC practice, I work the people choices (charter, first hires, governance) and the structural ones beneath them (operating model, niche-talent mapping).
Engagement LifecyclePhase 1
The brief: before anything starts, we agree on the scope, the time commitment, and define the outcome.Phase 2
Settling in: a focused start on the business, the people, and the decisions that can’t wait.Phase 3
In the room: I work as part of your team — attending key meetings, leading initiatives, and building capability.Phase 4
Handing over: When you’re ready for a smooth transition, you get a robust system that runs without me.
How we'd partner
Every engagement starts at the level the problem needs, and lasts only as long as it needs me. How that works depends on what you’re solving — anything from a few days a week to a fixed-term build. Usually, one of these:Fractional or interim senior HR — CHRO-grade judgment without the full-time hire. For founders, boards and PE-backed firms scaling fast: I own the senior people decisions — first leadership hires, performance, retention, board reporting. 1–3 days a week, or full-time through a transition.A scoped project— a system that stands on its own after I leave. For one defined build with an end date. for instance, an EVP rebuild, a performance redesign, a retention and pay strategy. Fixed scope, fixed term.Corporate training & enablement— behaviour that changes on the Monday after, not a course delivered. Programmes designed buyer‑first around the specific behaviour you need to move; delivered by me or co‑delivered with partners.Board advisory — independent people‑strategy challenge in the boardroom, for chairs and founders who want the questions the board pack doesn't raise. Ongoing, quarterly advisory.
Aspiring Non-Executive Director — After twenty‑eight years in senior HR — most of it as a VP leading people functions across thirty‑six countries — I'm seeking my first Non‑Executive Director appointment.Why now: boards are now expected to evidence — not just assert — how they govern culture, workforce voice, succession and executive remuneration, and most can't yet. That gap is the lens I bring, and it's the seat most boards are thinnest on.What I'd contribute: independent challenge on the people decisions that decide the year — CEO and senior succession, retention of critical talent, reward and fairness, and the people side of M&A and transformation. I already advise SME boards in this capacity (rated 4.5/5 on a UK government‑backed peer board); I'm ready to take a formal seat and the duties that come with it.I'm open to SME, scale‑up, PE‑portfolio and not‑for‑profit boards — remuneration, people & culture, or nomination committees, or a designated workforce‑engagement remit.If your board — or someone in your network — is looking for that profile, I'd welcome a conversation.
Featured
In conversation with Be the Business
"Come with questions, not answers. The question is the work — the session is just the room you ask it in."
My conversation with Be the Business on mentoring, boards, and senior HR at founder scale.
Be the Business · The Productivity Programme
What the C-suite says when working with me
“What I particularly valued was her ability to step back, see the bigger picture, and frame the people decisions that mattered most for the business. She continues to be a trusted resource when considering HR and organisational strategy."
David Gens — CFO, Everest Group; former CFO, Frost & Sullivan"She played a crucial role in establishing a robust talent-acquisition and development programme at Frost & Sullivan … I consistently relied on her insights and trusted her business acumen."
Darrell Huntsman — CEO, CO2-Sync; former CEO, Frost & Sullivan"We transformed our recruitment processes under her leadership … an excellent communicator and a trusted advisor to senior leaders."
Marisa Pachecano Landez — VP HR, Aurigo Software Technologies; former CHRO, Frost & Sullivan"Sangeeta led the transformation of our India Development Center — I partnered her on it from the business side.
She carried out the full gamut of HR with professionalism and empathy, and kept it a great place to work.” —Sanjay Shah, AVP, NasdaqSee 30+ more recommendations on LinkedIn →
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Let's talk it through
Tell me the people decision in front of you — the first leadership hire, the restructure, the board question, the build in India.I’ll tell you whether I’m the right person, what the work would look like, and how we’d start.