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Gyan Nagpal

Gyan is an award winning talent strategist and commentator. He is the author of the bestselling business book Talent Economics - The Fine Line between Winning and Losing the Global War for Talent (Kogan Page 2013); a book which reached number one on Amazon’s Hot New Bestsellers in HR list and was selected as one of the 30 Best Business Books of 2013, by executive summary major Soundview.

Nagpal has deep expertise in tracking and forecasting ongoing changes to the global talent pool. Over the last decade he has helped some of the largest and most ambitious international organisations build significant business franchises across the Asia Pacific region. Based in Singapore, he is also a Senior Fellow for Human Capital at the Conference Board and a member of the NTL Institute.
You can follow his work at and find his book Talent Economics at or at good bookstores across the world. 


Andrew Jones

Andrew is the Coaching and Leadership Development Practice Leader at PLGA. As a coach, clients find Andrew easy to confide in and resourceful in guiding them along their journey. He is equally comfortable working with Asian talent and foreign entrants seeking to grow in Asian markets. Andrew has a reputation for being a good listener, not judging his clients, and respecting and protecting their confidences.

Andrew is a passionate developer and leader of people, with 22 years of Asian leadership experience, gained in corporate and consulting roles. In the past, Andrew worked at Deutsche Bank in Singapore from 1998 to 2011. He was a Managing Director in HR, IT and Operations. At Deutsche Bank he led the transformation of the global HR function, the global HR operations outside of Germany, the building of a service centre in Bangalore an many other initiatives. In doing so, Andrew has led large global teams, sourcing initiatives and major international HR & IT projects.

Andrew is a certified facilitator for MBTI Step I & II, EQ-i 2.0, EQ 360, the Hogan Assessments: Development Survey, Personality Inventory, and Motives, Values & Preferences Inventory, and the Center for Creative Learning 360-Degree Assessments: Executive Dimensions, Benchmarks, Prospector, 360 By Design, SKILLSCOPE & Global6. He has trained in Coaching at Ashridge Business School, UK, and currently studying at INSEAD for a Masters in Clinical Organizational Psychology (Coaching & Consulting for Change).


Sushma Sharma

Sushma has worked extensively with organizations across different verticals such as Agro Chemicals, Media, IT, Manufacturing, NGOs, Banking, Financial Services, Hospitality, Police and Educational Institutes over the last twenty five years. She sees herself as a learning partner, mentor and a coach in helping individuals, groups and organisations build competencies, learning abilities and nimbleness for achieving purposeful performance.

Sushma is past president of ISABS (Indian Society for Applied Behavioural Sciences) and is a professional member of NTL (National Training Laboratories) USA , IODA and ODI. She is an Appreciative Inquiry co-owner and has exclusive rights to use the Geert Hofstede model of Intercultural management in India. Some of the institutes she has taught at include IIM Lucknow, Institute of Justice, Vancouver, Canada and S.P. Jain institute of management.


Tim Huiting

Tim has over 37 years of academic and business experience, ranging from student leadership development at the university, to several management and leadership positions across IT and services in the business world, and for the past 15 years in positions leading global organization development and HR functions.

Tim has been the Director of Learning and Development for Microsoft India and has performed a multitude of roles over two decades with Convergys Corporation,in the Us and Asia. In his last assignment with Convergys, Tim was Vice President for Human Resources, leading all HR functions across India, EMEA and Asia Pacific. Tim holds a bachelor’s degree in Mathematics and a Master’s degree in Student Personnel Administration.


David Stephenson

David is an Internationally experienced People, Learning and OD Director with 25 years successful track record facilitating change and driving increased value in wide variety of sectors, in the permanent & interim market. Pet subjects include culture change and creating a genuine learning organisation. As well as helping business achieve transformation, become more agile and competitive, my focus is on building longer term individual and organisational capability, so that success sustains.

David's past assignments have included People & OD DIrector for UK Top 10 Great Place to Work; HR Director for $500m JV with China’s largest truck manufacturer; Head of L&D for Telefonica O2; Programme Managing a National Utility privatisation in Ireland; e-business start-up in USA; Programme Director for a £100m PFI in local Government; HR Director for merger of two paper/pulp companies; lead change consultant for creation and merger of the FSA; global brand launch; large scale technology implementations (SAP, Oracle) in FTSE 100; supply chain merger across a FTSE 25 retail Group; designing & leading the People Plan for UK's leading Telecoms firm.


Nandini Nagpal

Nandini is a co-founder of PLGA and currently heads operations at PLGA Consulting. She manages the operations and logistics of all long-term PLGA projects and is the relationship leader for the global Certified Talent Economist community.

Nandini is also a certified psychometric coach, a trained life skills mentor and a mindfulness coach . A multifaceted professional based in Singapore, she has excelled in corporate sales and literature distribution in the early stages of her 19 year career. 



In addition, PLGA operates through a global network of associates and partners who share our passion for the PeopleLENS approach. Most of our global programs and certifications are organised via this partner network. 


Increase Your Learning Velocity with PLGA Consulting

A spiritual guru once said, "If learning stops, you are dead." He meant this as a metaphor for personal growth, so that guru would probably be shocked to realize that the expression in fact now defines the very core of 21st century enterprise.

That’s because we are now living in the second industrial revolution, and as it accelerates, it isn’t uncommon to see entire industries being revolutionized by a convergence of technology no one had previously imagined. One way to survive this revolution, and eventually thrive in it, is to learn faster. Every industry now has a distinct learning velocity, a rate at which we abandon old thinking and embrace new skills and ideas.

To put this into business terms, let’s look at a famous recent example: Kodak.

A few decades ago, even the most clairvoyant business analyst couldn’t have predicted the spectacular failure Kodak recently experienced. In the golden era of photo film, Kodak was so astonishingly far ahead of its rivals (the company had 90 percent of the US market, on a product generated an 80 percent profit margin) that there was no domestic competition to speak of. Yet Kodak was decimated by the digital revolution. Had the company’s executives seen it coming? Sure they had. They even had a head start! It was, in fact, Kodak that built the first digital camera in 1975. 
How does a market leader that pours millions into R&D and has a distinct head start in new technologies eventually fail? The short answer is: by not adapting fast enough,because it was unable to raise its learning velocity in line with new competitors.

What happened to Kodak is now happening to a number of industry leaders, except that it’s playing out a lot quicker. As talent strategists, we at PLGA have spent 15 years influencing the talent agenda of executives at various companies. Most were successful and many were industry leaders, but it was easy to spot a bit of Kodak in each of them, meaning they relied on outdated thinking which needed to be reimagined. Imagination is critical in times of change: It helps you skip the why and focus instead on why not.

Imagine what your company could be achieving if it raised its learning velocity. Remember, in high-learning-velocity cultures, employees don’t turn up just for a paycheck or to fulfill a routine need. They turn up bright-eyed because they have an idea in play.

Contact us at for more information.