GCC setup and growth
Support for business cases, location selection, launch planning, operating models, governance and growth.
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GCC Leaders’ Sign-inJoin as a GCC leaderGCC InsidersGCC Industry CouncilGCC Enthusiasts (WhatsApp) Book a consultationWork with people who have built and run GCCs themselves: senior operators, not career consultants. Get practical support for setup, growth and transformation, or specialist help with technology, talent, finance and operations.
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Our network brings together GCC heads, functional leaders and specialists with operating experience. GCC consulting is our core focus. We also support enterprise teams across industries.
Tell us the outcome you need. We will propose a suitable expert and confirm the scope and fee.
Support for business cases, location selection, launch planning, operating models, governance and growth.
Find specialists in technology, AI, cybersecurity, talent, finance, procurement and operational improvement.
Use GCCPROs data, location insights and research to inform your decisions. Explore the data
CONSULTING CAPABILITIES
Choose a capability to explore relevant expertise. You can also ask us to find a specialist for a specific requirement.
FIND EXPERTISE
Filter by industry or capability, review the experience you need and request a consultation.
These profiles describe capability areas. We match each request to an available expert.Try another search or ask our team to find the expertise you need.
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THE PLAIN VERSION
If you are comparing firms right now, this is the ground they are all standing on, and where they differ.
Consulting for a GCC comes down to four decisions, and almost every engagement is some combination of them: where the centre goes, what legal and tax shape it takes, what work it is trusted to own, and who leads it. Real estate, payroll, compliance and technology all follow from those four. A firm that is strong on one is not automatically strong on the others, and that is the thing worth checking before you appoint anyone.
01
Location shortlist, entity and tax structure, state incentives, the first leadership hires, and a launch plan that survives contact with the first hundred people.
02
Moving a centre from executing work to owning it. What the parent has to give up, what the centre has to prove, and how the operating model has to change to carry it.
03
Attrition in the layer you cannot afford to lose, a mandate that stalled, a cost base that stopped making sense, or a centre the parent has quietly stopped trusting.
COMPARING FIRMS
If you are shortlisting GCC consultants right now: they are not interchangeable. Here is the honest version, including where we do not fit.
The Big Four and the strategy houses. Strongest on location studies, tax structuring and analysis your board will accept without argument. Expensive, and the people who wrote the deck are usually not the people you work with afterwards.
They stand the centre up on their own entity and transfer it to you later. Genuinely useful if you have no India presence and no appetite to build one. You are buying speed, and paying for it in margin and eventually in a transfer negotiation.
Hiring and employment infrastructure, extended into setup. Good at getting people on board quickly. Usually weaker on the question of what the centre should be for once they are.
Where we sit. People who have run centres, brought in for specific decisions rather than parked on site for a year. Right when you want a second opinion from someone who has made the same call. Not right if you want one firm to execute the whole build; we will tell you that rather than take the work.
Comparing firms properly is a longer job than four cards. We wrote the full buyer’s guide to choosing a GCC consulting firm: what each type is structurally good and bad at, how each one earns, ten questions to ask, and the three things to put in the scope that usually are not. It makes us easier to say no to, which is rather the point.
FROM OUR OWN DATABASE
We verify every centre in the database ourselves. The numbers do not match the industry’s pitch.
99%
Of the 2,428 Indian centres where we have a setup model recorded, 2,399 are captives the company owns outright. Build-Operate-Transfer accounts for 21, and joint ventures for 6.
62%
The most common Indian GCC has between 101 and 500 staff. Only 108 of 2,533 are above 5,000. Scale is a smaller number than most business cases assume.
69%
Of centres founded before 2015, 69% have reached Gen 3 or Gen 4 maturity. Across all 2,150 we grade, it is 47%. Moving up the value chain takes roughly a decade, and a third never get there.
Two caveats, because they matter. Setup model is recorded for 2,428 of the centres we verify in India, not all of them: 105 have the field blank. And where a centre was built with a partner and transferred later, our record usually reflects the end state rather than the route taken, so read that first figure as “few Indian GCCs are still BOT arrangements”, not “nobody uses BOT”. The direction is clear either way: the default is to own it, and advice should start from that rather than from a product someone is selling. See the full India breakdown.
BEFORE YOU APPOINT ANYONE
WHERE TO PUT IT
Location is the decision clients most often arrive having half-made, usually on the basis of one city visit. It is also where GCC advisory work earns or loses its fee. The honest answer depends on the work the centre will own, the seniority of the people it needs, and how much competition you can tolerate for them. What we can give you is the base rate in each market before the opinions start.
Bengaluru (1,384 GCCs) · Pune (559) · Hyderabad (523) · Mumbai (367) · Chennai (370) · Delhi NCR (482) · all 57 cities. Each breaks down by industry, function, maturity, size and year established.
ENGAGEMENT OPTIONS
Start with an expert consultation or discuss a project that needs more sustained support.
01 / EXPERT CONSULTATION
A focused 30–60 minute conversation to test assumptions, explore options or understand a capability.
02 / CONSULTING PROJECT
A scoped engagement to work through a setup, transformation or performance challenge.
03 / FRACTIONAL LEADERSHIP
An experienced leader works with your team on an agreed schedule, with defined responsibilities.
Client fees are quoted against the agreed scope. Expert honoraria are separate from the total engagement price.
Discuss these requirements with our team when you submit your brief.
HOW IT WORKS
Our team handles matching, screening and scheduling. You agree the scope and fee before an engagement begins.
Read the confidentiality FAQsShare the capability, context and outcomes. Keep confidential company information out of your initial brief.
Receive anonymised profiles and screening responses. GCCPROs verifies identity, experience and participation eligibility privately.
Check conflicts, permission, agenda and fees. Any identity disclosure is limited and agreed before the engagement.
Meet through a managed introduction. No recordings, transcripts or reuse without separate, explicit consent.
FOR EXPERIENCED PROFESSIONALS
Apply if you have experience building or leading GCCs, enterprise functions or transformation programmes. We review your profile privately and contact you about suitable opportunities.
EXPERT HONORARIA
$200–$500USD / hourBased on verified experience, specialist fit and the engagement. Rates are agreed in advance; project volume is not guaranteed.
GCC CONSULTING, ANSWERED
Advice on setting up, scaling or fixing a Global Capability Centre: a centre a company owns and staffs itself to run global work such as engineering, finance, analytics or operations, rather than outsourcing it. In practice an engagement covers some combination of location and entity, the operating model and mandate, leadership and talent, and the transition once the centre is live. You will see the same work called GCC advisory, GCC setup consulting, or simply consulting for GCCs. The labels differ, the four decisions underneath do not.
There are three common shapes. Global firms usually quote a fixed fee for a defined study, and the number scales with the seniority you are buying. Build-Operate-Transfer providers price per seat or per head with a transfer fee later, so the real cost is in the transfer terms rather than the monthly rate. Practitioner engagements like ours are priced per consultation or per mandate. Our expert honorarium range is $200–$500 an hour; the client quote adds the matching, screening and engagement work on top, and we state it in full before anything is booked. Be wary of any firm that will not put the post-go-live cost in writing at the start.
Not always. If your company already runs an Indian entity, has someone senior who has done it before, and is clear about what the centre will own, you can run the build yourself, and 2,399 of the centres we track are captives the company owns outright, against 21 recorded as Build-Operate-Transfer. Outside advice earns its place on the decisions that are expensive to reverse: the city, the entity and tax structure, and the first leadership hire. If the answer is that you do not need us, we would rather say so.
Entity incorporation and the first office are usually a matter of months. Reaching a stable operating rhythm takes longer, and earning a real mandate takes longer still: of the centres we track that were founded before 2015, 69% have reached Gen 3 or Gen 4 maturity. Anyone quoting you a single timeline is describing incorporation, not capability.
It depends on the work and the seniority you need, not on a ranking. Bengaluru has the deepest pool and the fiercest competition at 1,384 centres. Hyderabad is growing fastest and is unusually strong in pharma and life sciences. Pune and Chennai sit in between with engineering and manufacturing depth, and Delhi NCR concentrates on financial services and professional work. We publish the base data for each city rather than a recommendation, because the right answer is genuinely specific to you.
Ownership. In a GCC the people are your employees, the IP is yours, and the mandate can grow into work you would never hand to a vendor. In outsourcing you buy an outcome from someone else’s organisation. The economics look similar in year one and diverge sharply after that. The longer explainer is here.
We are not a firm with a bench to keep busy. You get a named practitioner who has run the thing you are asking about, for a specific question or a defined mandate, and we tell you when the honest answer is that you do not need us. We also publish the underlying data rather than keeping it behind a proposal: the 4,641 centres in the database, the city breakdowns and the research are all open on this site.
Yes. India is where the depth is (2,533 of the centres we verify), but the database covers 4,641 centres across 44 countries, and our practitioners have built and run capability outside India too. Tell us the market you are considering and we will be straight about whether we can help.
Public capability profiles are anonymised. Applications are private; applying does not publish your name, employer or contact details. GCCPROs reviews your full identity and credentials privately. Clients receive a limited capability profile that excludes your name, contact details, LinkedIn URL, employer names and ID documents. A distinctive career history or voice can still be recognisable; this is not a promise of complete anonymity.
No. This is the honorarium range offered for selected expert engagements, before applicable deductions. Client quotes include expert time and the agreed matching, screening and engagement services. Taxes, preparation and cancellation terms must be stated in the quote.
Our default is no recording, transcription, publication or AI training. Any exception requires separate, explicit consent and a defined purpose, access policy and retention period.
The profiles illustrate capability areas rather than available individual consultants. Select the experience you need and submit a project brief. Our team will confirm fit, availability, permitted topics and a client quote before any engagement is booked.
Start with a specific question. If implementation support is needed, scope a consulting project or fractional mandate with agreed deliverables, fees and responsibilities. Fractional leadership typically requires a named appointment with the expert’s consent.
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