GCC establishment and scale-up for a global enterprise in India.
The Challenge
A global enterprise client wanted to set up a high-performing Global Captive Centre (GCC) in India but lacked clarity on design, scalability, and execution. Without a clear operating framework, building leadership pipelines, ensuring compliance, and maintaining culture were at risk along with slow scaling and high attrition.
Our Role
- Defined GBS vision and built an Enterprise Target Operating Model.
- Designed a scalable blueprint across Finance, HR, and Operations.
- Established governance, risk, and compliance frameworks.
- Built workforce strategy with hiring, retention, and leadership pipeline practices.
- Shaped a collaborative, high-performance culture aligned to global values.
Work Delivered
- Led full GCC setup from strategy through execution.
- Created standardized processes across all functions.
- Designed and implemented hiring and onboarding frameworks.
- Built governance and compliance structures from the ground up.
- Developed leadership pipelines and internal training programs.
- Scaled operations to 300+ FTEs within three years.
The Outcome
- High-performing GCC established entirely from scratch.
- 300+ FTEs scaled within 3 years with consistent delivery.
- Turnover maintained below 10% annually.
- Multi-million-dollar savings delivered in year one.
- Strong compliance and risk frameworks reducing operational exposure.
- Standardized processes driving higher efficiency and stakeholder confidence.
EOR setup for a global client hiring talent in India without a local entity.
The Challenge
A global client wanted to hire in India but didn’t want to set up a local entity due to time, cost, and compliance complexities. Managing payroll, statutory requirements, contracts, benefits, and employee lifecycle across Indian labor laws felt overwhelming — with real risk of penalties, delays, and operational gaps.
Our Role
- Defined an India-specific workforce plan aligned with the client’s global strategy.
- Set up a complete Employer of Record (EOR) framework for compliant hiring.
- Managed all statutory requirements including PF, ESIC, Gratuity, and Bonus.
- Standardized HR processes, payroll, and employee lifecycle support.
- Ensured market-aligned benefits and clear employee communication throughout.
Work Delivered
- Executed full EOR setup within weeks for fast deployment.
- Managed end-to-end onboarding across multiple roles.
- Handled payroll processing and statutory filings in full compliance with Indian law.
- Delivered consistent employee experience with locally compliant benefits.
- Reduced administrative burden, freeing leadership to focus on growth.
The Outcome
- Rapid hiring and onboarding across multiple roles with no entity setup.
- Fully compliant workforce operational within weeks.
- Robust payroll, HR, and statutory management in place.
- High retention and employee satisfaction maintained.
- Lower administrative costs and reduced operational risk.
- Leadership freed from compliance oversight to focus on core business.
Global payroll benchmarking and maturity assessment across Germany, China, Malaysia, Philippines, and Vietnam.
The Challenge
A global organisation ran payroll through fragmented ownership split between HR and Finance across five countries. Leadership lacked visibility into performance, standardisation, and cost efficiency. They needed an independent assessment to identify system and process gaps and evaluate whether consolidating vendors or delivery models could reduce risk and improve quality.
Our Role
- Conducted a comprehensive Payroll Benchmarking and Maturity Assessment across all in-scope countries.
- Reviewed ownership models, system landscapes, compliance controls, and service delivery design.
- Assessed feasibility of payroll consolidation across single-vendor, multi-vendor, and hybrid models.
- Identified inconsistencies in process handoffs, system integration, and governance.
- Delivered benchmarking insights across accuracy, cycle time, cost, and compliance dimensions.
Work Delivered
- Analysed payroll operations across Germany, China, Malaysia, Philippines, and Vietnam.
- Mapped current ownership models and highlighted gaps in standardisation and control.
- Evaluated vendor consolidation options and their operational and financial impact.
- Developed a clear 12–15 month payroll transformation roadmap.
- Built the case for shifting payroll ownership under Finance Shared Services.
The Outcome
- Critical gaps in standardisation, integration, and operational control identified.
- Consolidation opportunities surfaced to reduce cost and improve payroll accuracy.
- 12–15 month transformation roadmap delivered with clear sequencing and priorities.
- Foundation established for payroll ownership transition to Finance Shared Services.
- Organisation positioned to evaluate a more efficient vendor strategy post-consolidation.
Performance management product development consulting for a manufacturing company.
The Challenge
A manufacturing company relied on outdated, manual processes for performance management, creating inconsistency across teams and locations. Leadership lacked a structured framework to track, measure, and improve employee performance at scale. They needed end-to-end consulting — from tool design and development to team training and ongoing management to build a fit-for-purpose performance management solution.
Our Role
- Assessed existing performance management processes and identified gaps.
- Defined the product vision, requirements, and development roadmap for the new tool.
- Advised on tool architecture, features, and workflows aligned to manufacturing operations.
- Designed training programs for the team on product usage and management.
- Provided guidance on governance, administration, and continuous improvement of the tool.
Work Delivered
- Conducted end-to-end consulting across the full product development lifecycle.
- Mapped current-state processes and defined future-state requirements.
- Developed a structured roadmap covering build, testing, deployment, and adoption phases.
- Designed user training materials and delivery approach for the internal team.
- Established processes for managing and maintaining the tool post-deployment.
The Outcome
- Clear and actionable product development roadmap delivered for execution.
- Structured performance management framework designed and documented.
- Team equipped with training plans and materials to adopt and manage the tool.
- Governance model established for ongoing tool management and improvement.
- Organisation positioned to move from manual processes to a scalable, structured performance management system.
End-to-end engineering hiring process consulting for a technology company.
The Challenge
A technology company was hiring engineers without a structured or consistent process. There was no defined hire-to-retire framework, vendor selection criteria, or governance around the engineering talent lifecycle. This led to poor hiring quality, inconsistent onboarding, and no clear accountability across the process. They needed a consulting partner to design, build, and implement a scalable hiring and talent management model from the ground up.
Our Role
- Assessed the current hiring process and identified gaps across the full engineer lifecycle.
- Designed a structured hire-to-retire framework tailored to engineering talent.
- Defined vendor evaluation criteria and led the selection of the right hiring partner.
- Built standardised processes for sourcing, assessment, onboarding, and retention.
- Established governance and accountability structures across HR and hiring managers.
Work Delivered
- Mapped end-to-end engineering talent lifecycle from sourcing to exit.
- Designed and documented a hire-to-retire framework covering all key stages.
- Evaluated and shortlisted vendors against defined criteria, recommending the right fit.
- Developed structured interview, assessment, and onboarding processes.
- Trained internal stakeholders on the new process and governance model.
The Outcome
- Fully structured hire-to-retire framework designed and implemented.
- Right hiring vendor selected and onboarded with clear SLAs and accountability.
- Consistent, repeatable hiring process adopted across the engineering function.
- Improved hiring quality and reduced time-to-fill for engineering roles.
- Clear ownership and governance established across the talent lifecycle.
Bookkeeping and accounting support for a Canadian small to mid-size business.
The Challenge
A Canadian SMB had no dedicated accounting or bookkeeping resource in place, leaving financial records unmanaged and compliance at risk. Without proper books, the business lacked visibility into its financial position and was falling behind on CRA requirements, tax filings, and statutory obligations. They needed a reliable partner to step in, take ownership of the function, and bring their finances into order.
Our Role
- Assessed the current state of financial records and identified gaps and backlogs.
- Took ownership of day-to-day bookkeeping and accounting operations.
- Managed accounts payable, accounts receivable, and bank reconciliations.
- Ensured full compliance with CRA requirements and Canadian accounting standards.
- Prepared and filed outstanding tax returns and statutory filings.
Work Delivered
- Organised and reconciled financial records across all accounts.
- Cleared backlogs and brought books up to date.
- Managed payroll, expense tracking, and financial reporting.
- Prepared accurate financial statements aligned to Canadian standards.
- Filed outstanding CRA returns and ensured all compliance obligations were met.
The Outcome
- CRA compliance fully restored with all outstanding filings completed on time.
- Accurate and up-to-date financial records established across the business.
- Clear financial visibility delivered to leadership for informed decision-making.
- Risk of penalties and regulatory exposure eliminated.
- Client equipped with a clean, organised financial foundation to support ongoing operations.
India entity setup and market entry support for a European company.
The Challenge
A European company wanted to establish a presence in India but needed to move quickly without getting slowed down by unfamiliar regulations, registration requirements, and compliance complexities. Navigating India’s legal, tax, and corporate frameworks from overseas was a significant barrier. Without the right local expertise, delays, missteps, and compliance risks could have derailed their market entry entirely.
Our Role
- Advised on the right entity structure suited to the client’s business model and growth plans.
- Managed the end-to-end entity registration process in India.
- Navigated all regulatory, legal, and statutory requirements on the client’s behalf.
- Coordinated with local authorities, legal counsel, and compliance bodies.
- Supported the client through post-registration setup including banking, tax registration, and operational readiness.
Work Delivered
- Assessed business requirements and recommended the optimal entity structure.
- Managed all filings, documentation, and approvals for entity registration.
- Ensured compliance with MCA, GST, PAN, TAN, and other statutory requirements.
- Set up foundational operational and compliance frameworks post-registration.
- Provided guidance on local labour laws, HR requirements, and ongoing compliance obligations.
The Outcome
- Indian entity successfully registered and fully operational.
- Fast market entry achieved without delays or compliance missteps.
- All statutory registrations completed MCA, GST, PAN, TAN, and banking.
- Compliance framework established for smooth ongoing operations.
- Client positioned to hire, operate, and grow in India from day one.
Payroll vendor evaluation and selection consulting for a European company.
The Challenge
A European company was experiencing consistent failures with their existing payroll vendor including compliance gaps, accuracy issues, and poor service delivery across their operations. Leadership had lost confidence in the vendor but lacked a structured approach to evaluate alternatives and identify the right replacement. They needed an independent partner to lead the vendor assessment and deliver a clear, justified recommendation.
Our Role
- Assessed the performance and failures of the existing payroll vendor.
- Defined evaluation criteria aligned to the client’s payroll complexity, compliance needs, and service expectations.
- Researched and identified potential replacement vendors in the market.
- Built a structured RFP and scoring framework for objective vendor comparison.
- Facilitated vendor presentations and due diligence sessions on behalf of the client.
Work Delivered
- Conducted a full review of current vendor performance and pain points.
- Developed vendor evaluation criteria covering compliance, technology, service model, and cost.
- Managed the RFP process and assessed vendor responses against defined criteria.
- Produced a shortlist of best-fit vendors with detailed comparison and scoring.
- Delivered a clear recommendation with rationale for the client to act on.
The Outcome
- Comprehensive vendor shortlist delivered with objective scoring and analysis.
- Clear recommendation provided, giving leadership confidence to make a decision.
- Evaluation framework documented for future vendor reviews.
- Client positioned to move away from a failing vendor with minimal disruption.
- Risk of continued compliance and accuracy failures significantly reduced.