Corporate
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Year
2023
Location
Health
Service
Branding
Mission
To be the most trusted project management partner for corporate fit-out engagements across India, bringing together technical expertise, vendor intelligence, and cross-functional coordination to deliver large-scale office environments on time, within budget, and to an uncompromising standard of quality. We believe that great workspaces are built on the foundation of great project management and that is exactly what we bring to every corporate engagement we take on.
Vision
To redefine the standard of corporate fit-out project management in India by consistently delivering large-scale, high-specification workspaces for the world's most demanding organizations. We aspire to build a legacy of projects that reflect not just our technical capability but our deep understanding of how the built environment shapes organizational culture, productivity, and human experience.
The Michelin India R&D Center at Kharadi, Pune was a landmark corporate interior project that demanded the highest standards of planning, execution, and technical coordination. As Project Lead with Jones Lang LaSalle, Priya took complete ownership of this 1.8 lakh square foot engagement from initiation through to handover, managing one of the most technically complex and precisely specified fit-out projects in her career. The R&D nature of the facility meant that every design decision carried functional consequences. Workspaces had to be engineered not just for aesthetics but for the very specific operational needs of a global research and innovation environment. This required Priya to maintain an exceptionally close working relationship with Michelin's client-side stakeholders throughout the project, ensuring that the technical intent of every space was fully understood, planned for, and delivered without compromise. Leading a multidisciplinary team of MEP Engineers, Document Controllers, and Project Managers, Priya drove the project through every stage of its lifecycle with a focus on precision and accountability. Budget finalization was conducted directly with client-side stakeholders, followed by rigorous cost comparisons, vendor negotiations, and delivery schedule management across all subvendor categories. Activity and resource planning were structured to maintain a tight schedule across the expansive floor plate, with cost estimation and budget control measures applied continuously throughout execution. Vendor activity management was a critical and ongoing responsibility. Every vendor was held to strict standards of cost, delivery, and execution quality, with Priya serving as the central decision maker for all business-critical choices at every stage of the project. Risk identification and mitigation were handled proactively, with timely communication maintained to all stakeholders to ensure complete alignment at all times. The result was the successful delivery of a world-class R&D facility for one of the global tyre industry's most respected names, completed on schedule and to the exacting quality standards that a brand of Michelin's stature demands.
The Eaton Innovation India Corporation project at Magarpatta, Pune was a high-profile corporate office fit-out that placed Priya at the helm of a fast-paced, quality-critical delivery for one of the world's leading power management companies. As Project Lead with Jones Lang LaSalle, she managed the complete end-to-end lifecycle of this 1.0 lakh square foot engagement, bringing the same level of discipline and leadership that had defined her work on the Michelin project just months earlier. The corporate office environment demanded a workspace that reflected Eaton's global identity while meeting the practical and operational needs of its growing India innovation team. Priya led a skilled team of MEP Engineers, Document Controllers, and Project Managers, coordinating all disciplines simultaneously to maintain momentum across the project timeline without allowing quality to be compromised at any stage. Budget finalization with client-side stakeholders was handled with commercial precision, followed by structured cost comparisons and negotiations with vendors and subvendors across all work categories. Activity and resource planning were carefully mapped to the project schedule, with cost estimation and budget control applied rigorously to ensure delivery within the approved financial framework. Every major business decision across the project lifecycle was owned by Priya, from vendor selection and delivery scheduling to risk assessment and stakeholder communication. Close coordination with business heads ensured that the project scope and timeline remained firmly on track, while cross-departmental collaboration ensured the smooth installation of factory-finished materials and consistent internal customer satisfaction throughout the engagement. The Eaton Innovation India Corporation office stands as a strong example of Priya's ability to deliver premium corporate environments for globally recognized brands, on time, within budget, and to a standard of quality that reflects the ambition of the organizations she serves.
The Accenture engagement in Pune was a dual-phase corporate fit-out project that tested Priya's ability to manage overlapping scopes, tight timelines, and the exacting delivery standards of one of the world's most recognized professional services organizations. As AVP Projects with ANJ Turnkey Projects, she led both phases of this engagement with complete end-to-end accountability, from initiation through to final handover. The first phase, Accenture SPOKES, covered 1.0 lakh square feet of corporate workspace and ran from July to September 2019. This was immediately followed by the second phase covering the Admin and Cafeteria fit-out across an additional 0.65 lakh square feet, running from September to December 2019. Managing the transition between these two phases while maintaining delivery momentum required exceptional organizational discipline and resource planning. We led a large and diverse project team comprising MEP Engineers, Document Controllers, Project Managers, Billing Managers, Factory Supervisors, and Health and Safety Officers. Each discipline was coordinated simultaneously, with clear standards set for activity planning, material and resource scheduling, and cost management across both phases of the project. Internal budget finalization was handled directly with ANJ's management, followed by rigorous cost comparisons and commercial negotiations with vendors and subvendors across all Civil, Interior, and MEP categories. Vendor strategies were devised with a long-term view, ensuring not just timely delivery for this engagement but building reliable supply chain relationships for future projects as well. Risk identification and mitigation were embedded into the project rhythm from day one. Stakeholder communication was maintained with clarity and consistency throughout, ensuring that Accenture's leadership remained confident and informed at every stage of the delivery. The result was a high-quality, fully functional corporate environment delivered across both phases to the standards that a global brand of Accenture's calibre rightfully demands.
The KPMG fit-out at NESCO, Goregaon, Mumbai stands as one of the largest and most complex corporate interior projects of Priya's career. Spanning an impressive 2.15 lakh square feet across one of Mumbai's most prominent commercial destinations, this engagement demanded the kind of large-scale project leadership, commercial discipline, and multi-stakeholder coordination that only a seasoned professional of Priya's experience could deliver. As AVP Projects with ANJ Turnkey Projects, Priya held complete accountability for this landmark fit-out, leading a comprehensive project team that included MEP Engineers, Document Controllers, Project Managers, Billing Managers, Factory Supervisors, and dedicated Health and Safety Officers. Managing a team of this size and diversity across such an expansive floor plate required clear delegation, strong leadership, and an unwavering focus on quality and schedule at every level of the organization. The scale of the KPMG project brought with it a corresponding level of commercial complexity. Internal budgets were finalized with senior management and then translated into detailed vendor negotiations, cost comparisons, and delivery schedules across all work categories. Standards for activity planning, material procurement, resource allocation, and cost control were established from the outset and enforced consistently throughout the project lifecycle. Vendor strategy across Civil and Interior works as well as all MEP requirements was carefully devised to ensure that the right partners were engaged at the right time, with delivery schedules and quality benchmarks built into every commercial arrangement. Factory-finished material installations were supervised and coordinated across all departments to ensure seamless execution on site. Stakeholder communication was managed with the precision and professionalism that a client of KPMG's standing requires. Business heads were kept in close alignment throughout, with risk assessments and mitigation plans communicated proactively to ensure that no challenge on site translated into a surprise in the boardroom. The successful delivery of the KPMG fit-out at NESCO is a defining milestone in Priya's project management career, reflecting her proven ability to lead, coordinate, and deliver at the very highest levels of scale, quality, and complexity in India's corporate interior fit-out sector.
