Outcomes from programmes that needed an India GCC with clear ownership, accelerated velocity, and zero compliance compromise.
Case studies
Programme shapes with metric callouts across diverse industries and capability areas.
Retail / Digital
Centre live at month 10 with 180 engineers on captive payroll, 22% lower blended cost vs prior vendor model, and parent NPS for India delivery above target.
180
Headcount at transfer
10 mo
Time to operational launch
-22%
Cost vs prior model
BFSI
40-person hub productive in 11 weeks; audit findings closed in first cycle; leadership retention 100% through year one.
11 wks
Time to first cohort
100%
Year-1 leadership retention
98%
Process SLAs met
Trust & Track Record
The capabilities we deliver, backed by the experiences of leaders building and scaling in India.
EB““They treated our GCC like a product launch — clear owners, honest timelines, and no theatre. We went from board approval to a productive seed team without losing a quarter.”
MC““The connected model mattered. Talent, workspace, and ops stopped being three vendor conversations and became one plan our CHRO and CFO could both trust.”
SL““We needed India capability without losing parent-culture alignment. GCC Advisor sequenced leadership hires and workspace so nothing raced ahead of readiness.”
EB““They treated our GCC like a product launch — clear owners, honest timelines, and no theatre. We went from board approval to a productive seed team without losing a quarter.”
MC““The connected model mattered. Talent, workspace, and ops stopped being three vendor conversations and became one plan our CHRO and CFO could both trust.”
SL““We needed India capability without losing parent-culture alignment. GCC Advisor sequenced leadership hires and workspace so nothing raced ahead of readiness.”
EB““They treated our GCC like a product launch — clear owners, honest timelines, and no theatre. We went from board approval to a productive seed team without losing a quarter.”
MC““The connected model mattered. Talent, workspace, and ops stopped being three vendor conversations and became one plan our CHRO and CFO could both trust.”
SL““We needed India capability without losing parent-culture alignment. GCC Advisor sequenced leadership hires and workspace so nothing raced ahead of readiness.”
EB““They treated our GCC like a product launch — clear owners, honest timelines, and no theatre. We went from board approval to a productive seed team without losing a quarter.”
MC““The connected model mattered. Talent, workspace, and ops stopped being three vendor conversations and became one plan our CHRO and CFO could both trust.”
SL““We needed India capability without losing parent-culture alignment. GCC Advisor sequenced leadership hires and workspace so nothing raced ahead of readiness.”
AR““Advisory that survived contact with reality. Their location and org design work held up when we actually had to hire and fill a floor.”
JO““The EOR bridge kept delivery moving while our entity formed. Transfer to captive payroll was clean — our audit team was impressed.”
RM““As an India centre head, I finally had one partner who spoke both HQ language and local operating reality. Hiring quality held as we scaled past 150.”
AR““Advisory that survived contact with reality. Their location and org design work held up when we actually had to hire and fill a floor.”
JO““The EOR bridge kept delivery moving while our entity formed. Transfer to captive payroll was clean — our audit team was impressed.”
RM““As an India centre head, I finally had one partner who spoke both HQ language and local operating reality. Hiring quality held as we scaled past 150.”
AR““Advisory that survived contact with reality. Their location and org design work held up when we actually had to hire and fill a floor.”
JO““The EOR bridge kept delivery moving while our entity formed. Transfer to captive payroll was clean — our audit team was impressed.”
RM““As an India centre head, I finally had one partner who spoke both HQ language and local operating reality. Hiring quality held as we scaled past 150.”
AR““Advisory that survived contact with reality. Their location and org design work held up when we actually had to hire and fill a floor.”
JO““The EOR bridge kept delivery moving while our entity formed. Transfer to captive payroll was clean — our audit team was impressed.”
RM““As an India centre head, I finally had one partner who spoke both HQ language and local operating reality. Hiring quality held as we scaled past 150.”
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