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manish@manishsinha.comAll client work is conducted in strict confidence. A mutual NDA and simple service agreement are in place before work begins.
I work with GCC leaders on the structural questions that surface during the scale phase — spans of control, layer design, role clarity, decision velocity, and leadership bench.
It rarely announces itself. It shows up as friction — and left unaddressed, it compounds.
People managers carrying more than the structure was designed for.
Decisions climbing when they should not.
Strong people leaving quietly.
Delivery held together by individuals rather than design.
Delivery complexity and function mix matter as much as size. A 250-person GCC delivering complex technology or analytics work often carries the same structural weight as a 400-person operation.
Where the parent CHRO operates globally and India-specific structural questions benefit from dedicated on-the-ground attention at a depth a globally-focused CHRO is not always positioned to provide.
Where organizational questions have surfaced at the portfolio level and senior on-the-ground engagement is the natural next step. Growth mandates and external accountability make structural readiness a priority.
Local HR is focused on operational delivery — a strong foundation. Structural design at this phase calls for a dedicated senior thought partner. Most GCC leaders do not have the bandwidth to step back while carrying full delivery accountability.
If your people managers are stretched, decisions are slower than they should be, and you are wondering whether a structural intervention would help — it is the right moment for this conversation.
GCCs in early build mode, or where the primary need is hiring, HR operations, compliance, or payroll.
Most engagements begin with a 60–90 minute discovery conversation. Where there is a clear fit, the diagnostic is the natural next step. All work is covered by a mutual NDA and a simple service agreement before it begins.
Structured conversations with the GCC leader, direct reports, and functional heads. Pattern mapping — where decisions are slowing, where spans are straining, where structure and work have drifted apart. A findings report with a clear, prioritized action plan for the GCC leader to act on.
A defined entry point before committing to a longer engagement. Fee is discussed during the discovery conversation and depends on GCC size and function complexity.
Execution alongside the leadership team. Organization design, workforce strategy, or HR operating model — or a combination. Milestones set against business outcomes. Design decisions tested in real operating conditions. The GCC leader retains full ownership throughout.
For leaders who have clarity on the structural problem and are ready to move from diagnosis to design.
Ongoing senior support through a critical scaling phase without introducing a full-time layer. Extendable to 18 months where needed. Structured review at six months. Built to develop internal capability — not ongoing reliance.
For leaders who need a sustained senior partner through a structural or leadership transition.
A build from zero to 2,500+. A cross-border acquisition. The scaling phases in between — lived as the leader on the hook for the structure, not observed from across the table.
The harder problem at Koch was not building the GCC from the first hire — it was the phase where the organization began to outgrow the structure that had made the build possible. Spans were straining, leadership gaps were surfacing in delivery roles, decisions that used to take days were taking weeks. Led the redesign that resolved it without disrupting delivery — across a 2,500+ employee operation spanning technology, analytics, finance, and corporate functions. Member of the India Leadership Team and India Board, 2021–2025.
The structural risk in any acquisition is straightforward — the people who make the acquired organization valuable leave before the integration is complete. At Motorola Mobility through the Lenovo acquisition, the work was to hold the organization together across India, US, and China while redesigning it around a new operating model. Retained 100% of identified critical talent through the transition, maintaining global R&D continuity at a moment of maximum organizational uncertainty.
As Chief of Staff to the India CHRO at SAP, gained direct exposure to how enterprise-level structural decisions get made — and where they break down. Senior HR leadership at Oracle across global consulting and inside sales, building foundational experience in workforce design across large, matrixed organizations. Early career at Aviva and Panasonic across India and APAC.
This takes about five minutes to find out.
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All client work is conducted in strict confidence. A mutual NDA and simple service agreement are in place before work begins.