Sandip Labh

Sandip Labh

Lives in Pune, India
over 6 months ago

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I have over 2 decades of experience in leading continuous improvement, organisational change and learning at regional/ global levels in large multinational corporations across a diverse range of industries. I have led programs delivering 100s of Millions of dollars in financial benefits. I have also led the founding team of a technology enabled start-up from inception to profitability. I combine the agility of a start-up with the discipline of managing complexity & delivering value in large organisations.



    Syngenta - Pune, India

    January 2016 - Now · 2 years and 11 months

    Syngenta AG is a global Swiss agribusiness leader that produces agrochemicals and high yield seeds. Syngenta Business Services (SBS) is the Business Process Services arm of Syngenta that runs and manages Syngenta’s key business processes like IT, HR Services, Finance Operations, BPM etc. Based at their Global Delivery Centre in Pune, India. I started with Syngenta as a consultant from Deloitte, designing and implementing their OpEx program before joining them as a full-time employee. As the first global Head of OpEx in SBS, I led the design & implementation of the function’s operating model and led the function with P&L responsibility. I led the global team of 4 OpEx Regional Leads, who lead their OpEx deployment in the respective regions – APAC, EAME, LATAM and North America. Led the program that delivered financial benefits through improvement projects, organisational culture change through capability building and leadership support. Key accomplishments were: • I designed & led the global Productivity Improvement Plan, delivering over US$ 10 Million in savings. • Coached senior leaders in the company & supported them in implementing Visual Performance Management, Tiered Meetings & Leader Standard Work. • Led the division’s global strategic planning (Hoshin Planning). Designed the OpEx strategy to support the division’s global strategy. • Led the implementation & coaching of the Business Process Review. • Led a high performing OpEx team through weekly/ monthly Performance Management, Coaching and Program Review with the OpEx Regional Leads for the OpEx program and initiatives portfolio. • Implemented the management system to deliver key functional objectives – running opportunity identification workshops, training OpEx Practitioners, OpEx project execution and coaching, OpEx certification, supporting leadership teams on implementing Management Disciplines, program management and communications.


    PHILIPS - Singapore

    Administration & General
    June 2014 - March 2016 · 1 year and 10 months

    Philips was a global leader in its 3 businesses – Health Technologies, Lighting and Consumer Electronics. ASEAN Pacific was one of the fastest growing market globally. As the Lean Master, I lead Philips’ LEAN deployment for the sales, marketing, commercial, service and supply chain organisation for all 3 Philips businesses in ASEAN Pacific. The LEAN deployment was a high visibility multi-year program aiming to bring enterprise wide transformation. My key accomplishments were: • Engaged the Leadership Teams to create the Burning Platform, Prepare Deployment Roadmap and Charter • Worked with the operational management teams to deploy LEAN maturity model at model sites. • Led Value Stream improvement implementations • Led multiple training programs - LEAN Manager, LEAN Practitioners and LEAN Champion programs • Scaled-up and standardised the deployment across the organisation • Replicated across sites/ functions/ processes. Institutionalized improvements achieved. • Transferred ownership of LEAN implementation to line leaders/ managers.


    Shell - Singapore

    Administration & General
    January 2012 - September 2013 · 1 year and 9 months

    Started as a consultant and then joined as permanent employee. Led the Continuous Improvement program for Shell Retail for the East, comprising of 11 countries from Middle East to Asia-Pacific. As the 1st Regional CI Lead for Shell Retail, I established and led the program from the inception. In 2012, trained over 100 Green Belts and led the successful process re-engineering of major end-to-end processes across East, leading to over US$ 9 Million in hard financial benefit. This included strategic initiatives like reducing end-to-end retail site opening cycle time, retail supply chain optimization, and reducing cost per site Key accomplishments include: • Reduced average the time taken for new site opening from over 500 days to under 350 days • Increasing the wallet share at identified retail sites by over 5% • Improved efficiency at retail sites resulting in improved customer experience and reduced transaction time


    eUniversity Pte Ltd - Singapore

    Administration & General
    August 2008 - January 2012 · 3 years and 6 months

    Led the founding team of eUniversity Pte Ltd, a company providing end-to-end training, consulting, cloud based learning technologies and e-learning services to companies. Went through the complete experience of start-up – company formation, fund raising, product development, technology, commercialisation and operations. • Set up a back office team and operations in India. The India team did the digital content design and development, managing the hosting infrastructure, service delivery and technical support. • Developed over 200 training and e-learning courses, with an innovative business model of content development in partnership with independent subject matter experts on a revenue sharing basis. • Personally led the consulting, corporate training and coaching function, delivering services to multiple companies across a diverse range of industries including Oil and Gas, Manufacturing and Technology. • Grew it into a profitable company, with over $ 2 Million in annual revenues.


    BP (British Petroleum) - Singapore

    Administration & General
    March 2006 - August 2008 · 2 years and 7 months

    As Master Black Belt based in Singapore, led the Lean Six Sigma deployment and implementation for BP in Asia Pacific. Deployment areas included – Exploration and Production, Fuels Value Chain, Lubricants and centralized functions like Procurement, Human Resource, Finance and IT. Along with senior business leadership in the region, did strategic deployment planning and project execution. Identified strategic business levers, gaps and opportunities, screened list of opportunities, scoped and defined projects, prioritized projects and then managed the execution and delivery of results. Managed a portfolio of projects & personally led high value strategic projects. Hands-on approach to project coaching/ execution and training. Coached Green and Black Belts on their project execution. Managed Belts complete life cycle – selection, training, coaching and certification. Ensured successful execution of projects while maintaining the rigor and documentation standards. Key projects include: • Streamline retail supply chain in China resulting in $1.5 Mil. Benefit • Improve ship utilization from 55% to over 80% • Reduce procurement lead time from 52 to 8 days • Reduce LNG lifting cost • 5S of offshore oil and gas platforms


    Marriott/ Starwood Hotels - Singapore

    Administration & General
    March 2001 - March 2006 · 5 years and 2 months

    Starwood Hotels (now part of Marriott Hotels), was one of the largest hospitality company in the world. As an Area Director of Six Sigma, Master Black Belt (MBB), headed Starwood’s 6 Sigma deployment in SE Asia. AREA DIRECTOR OF 6 SIGMA: Singapore/ Bali, Jul 2004 – Mar 2006 • Was promoted as Area Director of 6 Sigma, Master Black Belt. Along with the regional leadership team identified improvement opportunities and converted them into DMAIC and Quick Hit projects. Trained BBs/ GBs and coached them with their project execution. Managed a team of 6 Black Belts and 39 Green Belts and coached over 100 projects across the region. • Responsible for planning, budgeting and managing the Six Sigma function for the region. Accountable for delivering the budgeted results. I was responsible for solving key regional business problems and achieve operational excellence. DIRECTOR OF 6 SIGMA: Oman/ Middle East, May 2002 – Jul 2004 • Was promoted as Director of 6 Sigma, Black Belt for Oman. Led DMAIC project teams and coached smaller Quick Hit project teams. Completed and coached over 30 projects • Elevated as the Six Sigma Coach for the GCC Region. I coached Green Belts in the region. • Delivered Green Belt and Six Sigma Council training in the region • Worked on two global task force teams on Baseline Setting and Dashboard Creation. The task force set guidelines and tools for process baselining, financial benefit calculation and created automated dashboards. TRAINING MANAGER: Bahrain, Mar 2001 – May 2002 • Led the Quality and Training function at Le Meridien, Bahrain. • Set up the Departmental Quality and Training System. Trained, certified and managed a team of Department Auditors and Trainers. • Responsible for implementing all corporate Quality and Training initiatives. Did training and development needs analysis at local business unit level, made training plans, designed and delivered instructional content • Responsible for quality, customer satisfaction, brand standards and compliance with SOPs • Was part of the team that developed and piloted Meridien’s global quality program


    Indian Hotels Company (Taj Group) - Mumbai, India

    Human Resources
    October 1996 - February 2001 · 4 years and 5 months

    Indian Hotels Company (Taj Group), a Tata Group company, is the largest hospitality company in South Asia. REGIONAL TRAINING MANAGER: Sri Lanka/ Maldives, Nov 1998 – Feb 2001 • I was promoted as the Regional Training Manager for Sri Lanka and Maldives. I led the Training function of 3 hotels in Sri Lanka and 2 in Maldives. • Set up and headed the Regional Training Department. • Implemented all corporate training and development programs. Designed and delivered customized programs for the local business units. ASSISTANT MANAGER – TRAINING: Mumbai, Oct 1996 – Nov 1998 • Managed employee training, Management Training and Hotel Operations Training at Taj President, Mumbai • Actively contributed to the team implementing Total Quality Management and designing operational standards and manuals for the hotel and the chain


    Historic Resort Hotels - Udaipur, India

    Administration & General
    December 1995 - October 1996 · 11 months

    Historic Resort Hotels is a chain of historic palaces and forts converted into high end luxury hotels and resorts. ASSISTANT MANAGER – TRAINING: Udaipur, May 1996 – Oct 1996 • I was assigned as Assistant Manager Training. I set up the Corporate Training Cell. Set up the training and development plan, curriculum and structure for the chain. Developed and implemented an Apprentice Training scheme for the chain ASSISTANT MANAGER – FOOD and BEVERAGE: Udaipur, Dec 1995 – May 1996 • Joined as Asst Manager for Food and Beverage department. Managed the F&B operations of the hotel • Developed and implemented operational standards. Trained and developed local staff to deliver the set down service standards


  • Master Certificate

    Cornell University - School of Hotel Administration - Ithaca, NY, United States

    January 2005 - October 2005


  • Hindi
    Professional working
  • English
    Professional working


  • Change management
  • Continuous improvement
  • Operational Excellence
  • Training
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