Haresh Sisodia - Global Business Icons 2025

Leader at a Glance

A people-first changemaker whose journey from modest beginnings to global HR leadership reflects his belief in growth, fairness, and opportunity, driving cultural transformation, process excellence, and tech-enabled progress across continents.

Name: Haresh Sisodia
Designation: Group HR Director
Industry: Blueberry Group
Country: United Arab Emirates

Haresh Sisodia - Global Business Icons 2025

Sometimes, the most transformative journeys begin not with grand ambition but with a simple decision of the heart. What started as a serendipitous choice during his MBA years turned into a lifelong commitment to people, purpose, and progress. Today, his story is one of persistence, empathy, and reinvention, rising from humble beginnings to leading HR across 35 countries (with nearly 50 operational units covering the Middle East, Africa, and India) for a fast-growing multinational. His career has mirrored the evolution of the modern workplace, from traditional hierarchies to agile, inclusive cultures, with a focus on HR process excellence and automation. Yet, what truly sets him apart is not just his global impact or operational excellence, it’s his grounded belief that HR is not about policies but about people, not just managing change but humanising it. Meet Haresh Sisodia, Group HR Director at Blueberry Group, whose journey reflects the essence of growth, driven by learning, compassion, and an unshakable belief in the human spirit. How? Let’s explore in a candid conversation with The Portfolio Magazine.

What was the “spark” moment that drew you into HR? Did you ever imagine you’d be leading in this field?

Honestly, HR wasn’t part of the plan. I studied a Bachelor of Commerce in accounting and even specialised in international Accounting. But while pursuing my MBA, I met my wife, whose keen interest was in Human Resources. I didn’t want to be in a different classroom, so I switched. That one decision completely changed my life. I started my HR career from scratch in Dubai. It wasn’t easy. After visiting twice on a visit visa, I eventually landed a job while preparing for my third visit. Coming from a modest family where my father worked as a machine operator, I dreamed of simply working in an office. I had once dreamed of leading global HR operations one day, but I had carefully planned every step. From those early struggles to the present, the dream remains the same: to continue learning, growing, and building.

Is there a milestone that still gives you that deep sense of accomplishment?

Joining Blueberry Group was a defining milestone. After multiple discussions with the Managing Director, we knew it was the right match. Coming from a manufacturing background, stepping into a 24/7 service-driven business was a major learning curve. The company’s rise from a small travel agency in Africa to operations in 35 countries deeply inspired me. One of my biggest challenges was streamlining HR processes; we had policies, but not structured. Over the past year, we’ve built robust frameworks across the UAE, India, and Africa, transforming a family-run setup into a more corporate and system-driven culture. Managing change is challenging, but with transparency and teamwork, it’s becoming possible, and at Blueberry, I have to say that my team is my strength. Today, hiring nearly 40 people monthly across regions feels like a shared business victory.

Attrition is a big discussion in HR. How do you perceive employee turnover and address it?

I view attrition as both a challenge and an opportunity. Rapid growth and structural changes naturally increase turnover, but a rate of up to 10% is considered healthy. It brings new ideas and perspectives. Post-COVID expansion caused higher attrition, but as employees recognised Blueberry’s stability and growth prospects, it has declined. We hire people who value hard work, often from small towns with big dreams. For many, this job transforms their lives. We support them as much as possible, from training to career development opportunities. When individuals experience genuine financial and personal growth, they tend to stay loyal. For us, HR is about transformation, not turnover.

“Journey driven by learning, compassion, and an unshakable belief in the human spirit.”

What current project excites you the most and how is AI/Tech shaping your HR operations?

Our most exciting project right now is the HRMS, a year-long journey that’s transforming how we manage 1,500+ employees across different regions. Until now, everything from payroll to learning management has been manual and timeconsuming. The new system, to be built with AI-driven automation, will drastically reduce workload and free my team to focus on strategy and employee experience. I’ve seen how AI revolutionises work; tasks that once took days now take minutes. AI is no longer optional; it’s essential. Once our HR Tech goes live with 100% functionality, we’ll scale automation further. My vision is straightforward: harness technology to automate repetitive tasks, enabling people to focus on creativity, innovation, and genuine human connection.

Managing a multicultural team across continents sounds challenging. How do you approach diversity?

Diversity has been an integral part of my professional identity since day one. Working in the UAE exposed me to different nationalities early in my career. At Blueberry, we operate across Africa, India, and the Middle East, each with its own language, culture, and mindset. The key is to treat everyone equally. We follow strict non-discrimination policies, and our training and growth opportunities are available to everyone, regardless of whether they are local hires or expatriates. Of course, you can’t make everyone happy, and that’s fine. The goal is to have most people satisfied and engaged. A bit of attrition and a bit of diversity of thought, that’s what keeps a company alive.

What’s your “secret sauce” to leading HR and aligning people with business goals?

My mantra is simple – support people, support business. HR is the bridge between these two, but, of course, it’s not a one-person job; it’s always a team effort. I have a dedicated team and supportive Managing Partners to guide me on this journey of success. As the organisation grows, so does the employee. I focus on helping people, understanding the business beyond their roles, and promoting flexibility with accountability. Gen Z prioritises freedom and meaningful work, not micromanagement – striking that balance is crucial. Through my experience, I have observed that employees sometimes undervalue the HR function. Nevertheless, I remain focused and consistently motivated, understanding that an engaged and positive HR professional plays a vital role in shaping the work culture. A strong HR presence fosters goodwill and helps build an environment where even those who leave us feel valued and respected.

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