Built on consistency rather than contrast, this professional journey of Satish Kumar reflects steady progress shaped by hard work, continuous learning, and resilience. Early exposure in Nepal provided practical experience and a strong foundation in people management. That grounding later supported growth in the highly competitive corporate environment of Delhi NCR, where adaptability and learning through experience became defining strengths.
With a formal education in Hotel Management, the professional path was further strengthened through an MBA in HR and IT, along with certifications such as Six Sigma Green Belt. Career advancement came not through shortcuts, but through a sustained commitment to skill enhancement and alignment with evolving business needs.
Currently serving as Chief Human Resource Officer at ITCONS e-Solutions Limited https://www.itconsinc.com/, the role focuses on aligning people’s strategy with organizational goals. The leadership approach remains practical and inclusive, grounded in the belief that strong processes and technology are most effective when supported by sound human judgment.
This journey reflects a leadership mindset rooted in responsibility and balance. By carefully aligning performance expectations with employee wellbeing, Satish Kumar continues to contribute to building a stable, people-focused organization in an increasingly dynamic business environment.
The Making of a Leader
Satish’s story begins in Bihar, a state with a rich cultural and educational heritage and growing professional aspirations. His early career started in Nepal, where he gained valuable exposure before progressing into the dynamic and competitive corporate environment of Delhi NCR. Armed with nothing more than a modest Hotel Management degree and facing the daunting challenge of mastering English communication, he exemplified the archetype of a self-made professional who refused to let circumstances define his destiny.
“My career path represents a down-to-earth, hardworking individual who doesn’t shy away from stepping out of his comfort zone,” notes an industry observer familiar with his progression. Over nearly three decades, he has continuously equipped himself with new skills and knowledge, earning certifications including Six Sigma Green Belt and an MBA in HR and IT. His dedication earned him recognition as Best Corporate HR by the NCR Chamber of Commerce in 2015.
What sets him apart isn’t just his resume but his willingness to venture into the corporate sector and fight for survival by constantly evolving. He is representing a generation of leaders who build themselves through perseverance rather than privilege.
A Philosophy Rooted in Humanity
Satish practices democratic leadership with genuine conviction. He involves all stakeholders, through collecting their diverse viewpoints which help him to arrive at decisions quickly. It is considered a rare combination in today’s hierarchical corporate structures. He leads from the front, setting live examples of work execution while maintaining a process-oriented approach that leverages technology to minimize errors and automate standardized tasks.
His open-door policy isn’t corporate theatre. He makes himself available on the first ring, a quality that employees consistently praise. He delegates work to the lowest levels in his hierarchy while simultaneously empowering individuals to deliver results efficiently and on time.
But perhaps the most compelling evidence of his character comes from his actions during crises foe which he shares a compelling story. When an employee met with a near-fatal accident, he was the first to arrive at the hospital. His timely intervention saved the person’s life. As he went beyond duty, supporting the employees’ continued employment despite becoming handicapped and losing mobility. Today, that individual continues working and supporting his family, a living testament to his commitment to his people.
An employee familiar with the incident shares an insight about him saying, someone familiar with the incident noted that he goes beyond merely speaking about employee care, consistently backing it up with action even when it requires going out of his way to modify HR processes.
Beyond the Boardroom
Satish brings unexpected variations to his professional life. As a talented singer, he built a home studio that reflects both his technical acumen and his determination not to let resource limitations interfere with his dreams. Using innovative, low-cost solutions, he created a recording space that serves dual purposes, nurturing his passion for singing and producing impressive video content.
On lines of Maan ki Baat his video series in the name of “Baat Baaki” became a hit among his circle, demonstrating that professional-quality content does not require formal technical degrees or expensive equipment. He has launched multiple YouTube channels to share his content as a proof that creativity and resourcefulness matter more than credentials.
At official gatherings, he ensures broad participation through personal initiatives, relatability, and motivation. His multi-talented nature breaks the stereotype of the rigid, one-dimensional corporate executive.
Redefining the CHRO Role
Satish rejects the conventional view of CHROs as passive support functions handling recruitment, retention, compliance, and salaries. Instead, he positions the them as a core business management professional actively involved in business operations and accountable for segments of the business cycle end to end.
“This approach gives any CHRO better understanding of commercial aspects, business processes, and technology,” he explains. He views the CHRO as a business manager specializing in people management from “cradle to grave” handling everything from recruitment to retirement.
In his framework, the CHRO serves as the brand ambassador of an organization in the manpower market, responsible for building a company’s reputation and to attract and retain talent. This expansive vision transforms HR from a cost center to a strategic driver of competitive advantage.
Navigating the Future of Work
Satish recognizes that AI and automation are reshaping expectations of employees and organizations alike. “Companies are now with agile mindsets, flair for continuous learning, and openness to adapt in VUCA (Volatility, Uncertainty, Complexity, Ambiguity) business environments,” he expresses. Business models require constant adjustment to ever-increasing customer demands, and skills need to be upgraded at the same time as them.
Organizational agility presents new challenges for CHROs, who must scale teams up and down on short notice. Fast scaling requires powerful recruitment engines with constantly identified talent pools at planned compensation levels. Scaling down presents even more complex challenges, potentially damaging an organization’s employer brand and creating labor or legal problems that prove time-consuming, costly, and further harmful to reputation.
“Smart, conscientious CHROs handle this in a planned manner,” he observes. They design letters covering all possible eventualities that motivate employees and provide enough opportunities for proactive skill upgradation aligned with the organization’s envisioned future requirements. This foresightedness, coupled with smart adoption of technology and AI before making organizational structure changes, helps avoid denting the employer brand.
He strongly recommends that CHROs start developing solid understanding of digital marketing tools, which have traditionally served business development and marketing professionals but must now be leveraged properly for candidate sourcing and brand building.
The Golden Triangle Philosophy
While business frameworks typically define the “Golden Triangle” as the balance between People, Processes, and Technology, Satish applies his own interpretation for CHROs. He organizational success requires balancing Performance, Employee Wellbeing, and Long-term Engagement.
“Performance needs to be optimized, not maximized. Pushing too hard for productivity can burn out employees and compel them to exit the organization,” he insists. In contrast, a genuine focus on caring for employees fosters proactive performance, encouraging greater innovation and long-term retention.
He sees performance management as a function of Skill and Will, where Recognition and Reward play major roles. The performance monitoring tools, processes, and practices implemented by an organization should prove vital to performance management outcomes.
ITCONS demonstrates this philosophy in action. The company maintains high manpower retention and earns recognition as a highly efficient organization with a high-performing, multi-skilled, agile core team. This has enabled ITCONS in entering more than thirteen industry verticals, catering to organization-specific workforce requirements ranging from unskilled to highly skilled resources which are all efficiently managed by small teams allocated per project. With just a small percentage increase in manpower, the organization now manages a growth of 300% in their projects.
The core team at ITCONS aligns with the Business Framework Golden Triangle, where three core CXOs manage Process, People, and Technology. All the strategic decisions undergo evaluation on these three aspects before execution.
On-the-job training, seminar attendance, and knowledge-sharing sessions form part of ITCONS’s business-as-usual culture, with Satish serving as chief architect. The core management team, coming from IT and technology backgrounds, leverages AI and automation as another dimension contributing to organizational success. Decision support systems adopted remain primarily data-oriented and based on the four-eye principle, where someone recommends and another re-evaluates based on supporting data. Decisions at ITCONS move fast and remain objective, keeping people’s interests at the forefront before committing to new business.
All business decisions remain people-centric, ensuring proactive buy-in from team members for project success. Mapping required skill sets versus available skill sets constitutes a conscious first step in the organization’s business onboarding practice. The organization fulfills identified gaps through knowledge sharing and skill upgradation interventions. Only when the existing pool still cannot fulfill requirements does ITCONS pursue fresh hiring. This culture sends positive messages to the existing talent pool, who witness the organization’s open heartedness in investing in their growth and redeployment.
Managing Diversity at Scale
ITCONS operates as a multi-location, multi-client, multi-skill-set organization. People come from diverse cultural backgrounds. The organization hires laborers on one end and PhD doctorate holders that are highly skilled, top-notch professionals on the other.
The company provides talent ranging from unskilled and semi-skilled to skilled and highly skilled professionals across thirteen industry verticals. Managing this versatility in talent requires strong organizational ethics and value systems. ITCONS operates as an equal opportunity company with zero tolerance for discrimination based on caste, creed, color, gender, or race. Associated companies engage in international staffing services as well, further adding to diversity. HR policies, practices, and organizational culture align perfectly to provide a dignified and transparent work environment for all employees.
Values, Culture, and Leadership
As a CHRO, Satish actively percolates the values adopted for ITCONS: Truth, Trust, and Transparency. The organization believes that if you decide to hire someone, you must trust the employee. A hired employee should remain truthful, to the management decisions and actions should be taken objectively without bias and with transparency.
The organization works with mutual respect and maintains a family-oriented environment. Dr. Gauravv Mittal, the Founder and Managing Director of ITCONS, leads this vision. A multifaceted first-generation entrepreneur and successful stock market expert, Dr. Mittal, guided the organization to deliver that whopping 1400% return in the short period following its BSE listing. He authored “The Monk with A Merc” and has established himself as a renowned astro-numerologist, cult science expert, philanthropist, and Ayurveda-trained professional. He served as one of the youngest CTOs in a leading Indian IT multinational company before starting this venture.
Dr. Mittal shares in management meetings that he serves as a father figure for employees expecting success and results while Satish plays the motherly figure who is inspiring the professionals.
The leadership style adopted remains democratic overall but incorporates elements of both transactional and transformational approaches in certain pockets and verticals. This agility and flexibility support the exponential growth targets that the dynamic core management has set and has been achieving for the past couple of years post-listing.
The Evolving CHRO Mandate
Satish recognizes that the CHRO role today transcends the passive function of recruiter and compliance officer. It has fast transformed into that of an active brand manager who leverages digital marketing to build a company’s image in the job seeker market to attract talent and build strong supply chains of talent pools.
CHROs now play vital roles in actively providing input in strategy formulation and execution by leveraging AI tools and analyzing knowledge and data points collected from potential candidates. They must build multi-tasking and high-performing teams while leveraging technology to provide skill enhancement avenues.
The CHRO role grows more demanding as organizations become more agile, flatter, and more reliant on AI, with specific skill set shelf lives reducing sometimes to obsolescence in as little as Twelve months.
Legacy in the Making
Satish Kumar’s journey from Bihar to the Boardroom goes beyond personal achievement. It reflects a practical shift in how human resource leadership is seen in today’s organizations. By elevating the CHRO role from a largely administrative function to a strategic partner, he has helped position HR as a source of long-term value, cultural strength, and organizational credibility.
His approach in balancing performance with wellbeing, optimizing rather than maximizing, caring while demanding excellence is offering a blueprint for sustainable organizational growth in an era of rapid technological changes
As ITCONS continues to grow, he remains focused on the people behind the progress. He is approachable, responsive, and present when employees need support. For those facing life-changing challenges, he is not just a corporate leader, but someone who genuinely listens and cares.
In an age where technology threatens to depersonalize work, Satish Kumar stands as a reminder that organizations succeed not despite their humanity, but because of it. His roller coaster career journey hasn’t just taken him to the top instead it has equipped him to lift others along the way.
