Tushar Neb joins Bimbo Bakeries India as director, people

GURUGRAM: Thirteen years, one employer, and a bigger canvas. Tushar Neb, a people and talent leader with more than 15 years of HR experience across FMCG, banking and power, has joined Grupo Bimbo’s Bimbo Bakeries India as director, people (talent leader and people business partner, commercial and corporate). He started in September 2026 and is based in Gurugram, Haryana, on-site.

Neb announced the move on LinkedIn under the line “A new chapter. A new canvas.” He said he was excited to begin the next stage of his professional journey after 13-plus incredible years at Dabur India Limited. At Bimbo Bakeries India he will lead the people agenda across talent and the commercial and corporate businesses, partnering with senior leadership to build capabilities, strengthen organisational effectiveness and enable business growth.

Of Dabur, Neb said it had been much more than an organisation for him. He started his professional journey there and grew through the ranks, and the company shaped and challenged him and gave him the opportunities that made him the professional and person he is today. Titles and milestones will always matter, he said, but it is the people, relationships and memories he will treasure most. He closes that chapter with immense gratitude and steps into a broader mandate across talent, people and business, believing that great businesses begin with great people and organisations. His sign-off: “New chapter. Same passion for People. Bigger canvas.”

What he brings

Neb’s experience spans talent acquisition and management, HR business partnering, organisational development, employee engagement, performance management and HR analytics, with a record of enabling business performance through talent and culture.

The Dabur years

Neb spent 13 years and 8 months at Dabur India Limited, working from Kaushambi, Uttar Pradesh. He rose through these roles:

• Assistant manager, performance management, campus recruitment and employee benefits (July 2017 to June 2019)
• HRBP, corporate functions, and lead, talent acquisition (July 2019 to June 2021)
• HRBP, commercial (sales and marketing) and corporate functions, and head, talent acquisition (July 2021 to June 2022)
• Lead, COE performance management, talent acquisition and HRBP, commercial and corporate functions (July 2022 to September 2024)
• Deputy general manager, COE (performance management, talent acquisition and national HRBP, commercial and corporate), from July 2023

In the combined COE and HRBP role, he was custodian of end-to-end delivery of HR priorities across sales, marketing and corporate functions for more than 3,500 on-roll employees. He managed more than 2,800 on-roll and 3,500 off-roll sales force staff across three sales business units through five regional HR teams. He was custodian of corporate and regional HR strategy, covering manpower planning, talent management and productivity, designed and deployed a framework for employee connect and engagement across business units, and enabled leaders with people insights to raise productivity and drive best practices.

On performance management, he was custodian of balanced scorecards for Dabur India consolidated, standalone and all 24 divisions. He led PMS strategy, systems and execution for more than 5,500 on-roll and 3,000 off-roll employees, and owned KRAs and goal setting for senior, middle and junior management, including the management committee. His remit covered succession planning, top talent career progression and talent strategy implementation, including potential assessment, nine-box grids and career graphs. As lead COE, he also ran the year-end appraisal and calibration of more than 4,500 employees, and finalised promotions and annual merit increases with functional heads.

In talent acquisition, he led a function that makes more than 1,700 hires a year across cadres and functions, with a team of five HR recruiters. He was directly accountable for executive and leadership, lateral and campus hiring and their success metrics. He worked with stakeholders on hiring strategies for critical positions through market mapping, internal references and job rotations, and set up controls and review mechanisms for key metrics and process compliance. He also managed campus recruitment end to end, along with learning journeys, student engagement and employer branding, structured manpower planning for interns and new hires, and designed and rolled out an on-the-job training programme for campus hires.

The digital HR years

From July 2016 to June 2017 he was senior joint manager, digital HR, analytics and employee benefits, with end-to-end responsibility for implementing and managing Dabur’s global HRMS, Pulse. As employee benefits manager, he analysed benefits programmes that support total reward strategy, ran compensation and benefits benchmarking with consulting partners, and designed benefits programmes covering travel, insurance, leave and time, and HR policies. He also implemented an employee engagement framework with satisfaction and dipstick surveys.

From April 2015 to June 2016, as joint manager, digital HR and analytics, he was project manager for Pulse. He handled solutioning across HR modules including payroll and reimbursements, ran change management and training, reviewed HR policies and SOPs against industry practice, introduced chatbots and an employee mood sensor tool, and launched the COE HR analytics function with descriptive and predictive analytics.

Where it began

From March 2013 to March 2015 he was HRBP for the Fem Pharma division, with a team of two HR and employee relations professionals, responsible for more than 350 employees across India in a business with annual turnover of more than Rs30 crore. His remit included talent acquisition, onboarding and induction, performance management, succession planning, engagement, capability building, rewards, HR processes, payroll, MIS and attendance. He also led change management and the policy and process integration of Fem Pharma, acquired in 2008, into Dabur.

Earlier, he was a summer intern at Axis Bank from April to June 2012, working on attrition analysis and retention strategies for business development executives. From June 2009 to June 2011 he was junior officer in human resources, human capital and talent management group, at North Delhi Power Limited in New Delhi. There he prepared the annual operating plan and recruitment plan, maintained personnel administration and organisation data in SAP HR, served as HR nodal officer for employee issues in systems and grids, ran joint interaction forums to resolve inter-departmental conflicts, and facilitated surveys including the HR internal customer satisfaction survey, pulse survey and TBEM.

Why it matters

Few HR leaders move from running performance, hiring and business partnering at scale to a broader people mandate in a new sector. Bimbo Bakeries India gets a leader who has handled thousands of employees, 1,700-plus hires a year and an HR technology rollout, which suits a business that is building capability for growth.