Raksha Singh
Raksha runs Recruise’s US client business, 18 years into a career spent reading both ends of the same hire: the US committee that opens the role and the India market that has to fill it.
Connect on LinkedIn ↗Raksha works across executive and senior-leadership hiring, US client partnerships, cross-border talent strategy, and workforce planning for organisations building teams across the US–India corridor.
Across eighteen years at Recruise Global, Raksha has built a breadth of experience spanning talent acquisition, executive search, workforce strategy, and cross-border talent partnerships, growing with the firm from its early recruitment years into the leadership of its US client business.
Her international vantage is the corridor itself: years spent reading both ends of the same hire have given her a cross-cultural understanding that she brings to every client relationship, anticipating where two markets will misread each other before the gap becomes a failed search.
Read more from Raksha.
Why senior external hires fail in year one
Most senior hires that fail were capable of the job. They fail on the gap between the role that was described and the role that exists, and no interview probes it.
What a senior counteroffer really tells you
What a company will do only once you resign tells you what the relationship was really worth, and what a raise can’t fix.
Pay-transparency laws rewrote the senior offer
Posted-range laws moved the first number from the offer to the job post. The expensive fallout is internal, where the range is legible to the people already doing the job.
The ninety-day notice period is a planning input, not an inconvenience
US hiring plans are built on a 2-week notice assumption that doesn’t hold for senior India hires. Most of the damage happens after the offer is signed.
The offer that reads generous in New York and thin in Bengaluru
Converting a US band by exchange rate, cost of living or a fixed ratio to headquarters all look rigorous. All three answer a question the candidate isn’t asking.
A Director in the US and a Director in your India GCC aren't the same hire
US parents level India roles off their own org chart. The title travels; the span and the decision rights don’t, and the search inherits the difference.
Most hiring compliance failures are process failures, not legal ones
The policy is usually right. What breaks is consistency across interviewers, a record nobody owns, and the exception granted verbally under time pressure.
RPO gives you capacity. It can’t give you a decision.
RPO solves a capacity problem. Most stalled hiring is a decision problem, and adding capacity to that just makes the queue longer.
Most contract staffing decisions are made on the wrong number
Bill rate against salary prices two different instruments as though they were one. The question that decides it is whether the work has a real end date.
The US executive hire whose team is mostly somewhere else
A growing share of US leadership seats run organisations that sit offshore. The brief still describes the smaller half of the job.
One hiring pattern worth knowing, every ten days.
The Mandate Desk is our read on the senior GCC talent market — one signal that moved, the read behind it, and one thing worth doing. Written from live placement data.