Shift from cost centre to business outcomes
Build a GCC charter tied to unit economics: cost-to-serve, cost-per-item, cycle time, rework (first-pass yield), disputes and preventable contacts
Global Capability Centres (GCCs) / Centres of Excellence
GCC Business Transformation
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Put decision rights where the work happens
Clarify ownership, governance and escalation so the GCC can solve root causes, not only process tickets
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Build a real CoE engine
Turn capability into repeatable playbooks: analytics, process excellence, automation/AI adoption, quality management, controls
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Europe -> India Transition and Lift-and-Shift
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Build the business case with the right metrics
Model transition value using unit economics and cash impact, not headcount moved (what improves, by how much, and by when)
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Design the operating model for stability and scale
Scope design, waves, controls, training, service management, stakeholder cadence, and steady-state governance
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De-risk execution
Stabilise early, then scale: clear SLAs, defect reduction, backlog burn-down, and a measured shift to higher-value work
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GCC vs BPO vs Hybrid Model Decision
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Make the model choice explicit
GCC (Global Capability Centre) for control and IP, BPO (Business Process Outsourcing) for speed and variable cost, Hybrid for targeted mix
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Design handoffs that do not leak value
Define who owns what end-to-end, how issues get resolved, and which KPIs define success across parties
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Create commercial-grade governance
Performance scorecards, QBR (Quarterly Business Review) cadence, retained org design, and vendor management (where applicable)
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India Site Selection and Incentives (6 states)
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Turn incentives into a real decision input
Map incentives, approvals, and talent ecosystems per state, then align to your scope and risk profile
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Shortlist based on talent + cost + domain clusters
Choose location based on capability fit (industry clusters), cost-to-serve potential, and scalability
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Setup readiness
Entity, compliance, hiring plan, workspace strategy, and go-live sequencing
Our Europe + APAC footprint includes a Pune operating base and on-the-ground delivery team
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Two-continent execution:
A Europe-based advisory core plus an on-the-ground India delivery presence, so strategy and governance stay aligned while mobilisation and scale happen locally
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CXO-grade decision navigation:
We know how global organisations actually decide, which stakeholders matter (Finance, Operations, Risk, HR, IT, Business), and how to move from “agreement” to owned workstreams without losing weeks in alignment loops
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Transformation outcomes, not activity:
We run GCC moves and upgrades with a business transformation lens (unit economics, cash, service stability, risk controls), so leadership gets clear trade-offs, clean decision packs, and measurable improvement after go-live
