Who am I?
Hi, my name is Manojit Sen.
Over 30 years, I have led HR at enterprise scale—serving as CHRO and as Global Head of Talent/Learning roles—supporting multi-billion-dollar businesses and workforces spanning 40+ countries. My work has included end-to-end people strategy design and execution: talent management, leadership and capability development, performance management, engagement/culture transformation, succession, workforce planning, organisation design, and HR governance.
I’ve worked with some of the world’s most complex, high-stakes businesses—where daily decisions impact millions if not billions, risks are real, and leadership quality shows up in outcomes, not in intent alone, and certainly not in slogans.
I completed my Doctorate on the topic of Leadership of the Sustainability Agenda where I looked at the critical few leadership competencies and leadership styles needed by leaders who need to successfully deliver the sustainability agenda in their organisations. This research has application across all aspects of Sustainability, including the Environmental, Social and Governance aspects. Leaders entrusted with leading any aspect of sustainability need to bring in a mindset, a set of skills and a leadership style that enables them to effectively earn the trust of their teams including bosses, peers and subordinates. Building further on this research, the leadership assessment and development model named SGL 360 developed in collaboration with eminent international authorities from the world of business leadership, academia and leadership development institutes, is today the basis of coaching leaders looking to build sustainable organisations, people practices, policies and systems.
What I believe
A few principles guide everything I do:
- Growth must earn the right to qualify as Progress. If growth extracts more than it contributes—socially, environmentally, or ethically—it isn’t progress.
- Leaders set the tune. Leaders who exercise Power without taking accountability for the longer-term consequences of their decisions and actions set the tune for short-termism.
- Culture is strategy made visible. Culture is not what is pasted on walls. It is what behaviours are visible when no one is looking. It is the behaviours that are rewarded by incentives and operating rhythms. It is not the grand strategy leaders proclaim but the small violations of values that they tolerate.
- People outcomes define the organisation’s future. What you hire for, promote, reward, tolerate, and measure becomes the organisation’s future.
- Difficult beats fashionable. ‘Flavour of the month’ initiatives erode employee trust. Doing the un-fashionable and difficult work is what creates lasting impact.
Currently, I work with Boards, CEOs, CHROs and senior leadership teams as an executive coach, as an advisor and to develop the capabilities required for a new paradigm: Sustainable Growth Leadership—leadership that integrates value creation with stakeholder stewardship, governance discipline, and culture alignment.
This isn’t theory. It’s applied leadership architecture:
- linking purpose and strategy to measurable leadership behaviours
- aligning organisation design and manpower plans to real execution capacity
- strengthening leadership decision-making in complexity and trade-offs
- ensuring compensation philosophy and incentives reinforce the right outcomes
- shaping culture so performance and responsibility become mutually reinforcing
Services
1
Executive Coaching
As an coach with a PCC credential from ICF and a Senior Practitioner credential from EMCC, I work with executives on topics including defining their leadership brand, co-creating a Vision and Mission, setting goals and targets, creating a culture of accountability and high performance. A key part of my work involves helping leaders align the many People systems and processes so as to build sustainable practices.
2
Consulting/ Advisory
I advise leaders on Governance and design of organisation structure, people systems and processes bringing in my practical expertise in defining how governance should work with CEOs/Boards in multi-jurisdiction environments, designing organisation structure for business and HR teams based on the operating model, aligned People systems and processes including workforce planning, budgeting, HRS including AI usage and building a robust Sustainability agenda.
3
SGL Leadership Development
Talent assessments & development for Sustainable Growth Leadership: Sponsored and governed talent systems covering succession, leadership assessment, capability frameworks, and enterprise-wide development journeys—designed to serve business value drivers (growth, risk, transformation, productivity, and employee experience) keeping Sustainability as the core principle.
Testimonials
We needed help with getting our leadership team and those with leadership potential to understand their responibilities and show up accordingly. Manojit ran a series of Leadership focused Group Coaching sessions. The attendees were hugely engaged and followed up on their commitments. Manojit’s grasp of the content, being able to adapt it contextually and address the concerns of the team was remarkable.
Take The Next Step!
If you’ve ever felt that business has learned to measure everything except what truly matters—if you believe organisations can grow without leaving damage in their wake—then you’re in the right place.
The shift we need won’t come from frameworks alone. It will come from leaders who are willing to choose differently—and organisations brave enough to build systems that reward those choices.
If that’s the kind of leadership you want to build, let’s talk.
Questions?
If you have any questions, send us a message and we will get back to you: