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 that a globally-focused function is not always positioned to provide.
Where organisational 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, prioritised 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. Organisation 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.
Part of the founding leadership team that built the India GCC from the first hire to 2,500+ employees across technology, analytics, finance, and corporate functions. Led large-scale organisation redesign across APAC and Europe — role clarity, span of control, alignment to global delivery priorities. Drove workforce and structure optimisation contributing to significant cost reduction over two years. Member of the India Leadership Team and India Board, 2021–2025.
Led workforce integration and organisation redesign through Lenovo's acquisition of Motorola Mobility across India, US, and China. Retained 100% of identified critical talent through the transition — maintaining global R&D continuity at a moment of maximum organisational uncertainty.
Senior HR roles across global organisations and multiple geographies. Chief of Staff to the India CHRO at SAP. Senior HR leadership at Oracle across global consulting and inside sales. Early career at Aviva and Panasonic.
This takes about five minutes to find out.
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I work with no more than two to three clients at a time. All client work is conducted in strict confidence. A mutual NDA and simple service agreement are in place before work begins.