Global Capability Centres · India
Build your India centre on a bearing you set.
Kompass Technologies takes a global company from “we should probably look at India” to a running, wholly owned centre with its own leadership, its own payroll and its own product roadmap. One team is accountable for the entity, the hiring, the office and the operations.
Talk to a person, not a form — +91 83688 23019 · gcc@kompasstechnologies.com
Figures from the Nasscom–Zinnov GCC Landscape in India 2026 report. We cite the market honestly, and we will tell you when your own business case does not clear the bar.
The real problem
Most India programmes fail on coordination, not on talent.
The talent exists. What goes wrong is that entity incorporation, the office lease, the first leadership hire, the IT build and the parent company’s security review all sit with different vendors on different clocks. Kompass holds all five on one plan.
One accountable owner
A single engagement lead runs legal, talent, workspace, IT and finance. You get one status call and one escalation path, not five vendor relationships to referee.
Your brand does the hiring
Candidates interview for your company, hear your product story and meet your engineering leaders. We never position roles as staffing or contract work — that is what makes senior people say yes.
Designed to be handed over
Every process is documented for transfer from day one: payroll runbooks, vendor contracts, compliance calendars. When you take the centre in-house, nothing has to be rebuilt.
What we run for you
Six workstreams, one clock
Sequenced so that hiring never waits on paperwork, and paperwork never waits on hiring.
Strategy and business case
Location analysis, capability mapping, headcount and cost modelling, a board-ready business case, and a candid view of where India will and will not help you.
Entity, tax and compliance
Private limited or LLP incorporation, FDI and FEMA filings, GST and PAN/TAN registration, transfer pricing structure, Shops & Establishment, PF/ESI and the ongoing statutory calendar.
Leadership and team hiring
Site leader and functional heads first, then engineering, data, product, finance and operations pods. Structured interview loops run with your panel, compensation benchmarked to your band.
Workspace and IT
Managed seats from week one, then a dedicated floor when scale justifies it. Network, endpoint, identity, VPN, access control and an evidence pack your security team can actually audit.
Payroll, HR and people operations
Offer to onboarding, payroll and statutory filings, benefits and insurance, performance cycles, engagement and attrition management calibrated to your global policy.
Transition to your ownership
Share transfer or employee novation, vendor assignment, systems migration and a named transition manager who stays through the first two quarters of self-operation.
Engagement models
Pick the model that matches your risk appetite
Four routes into India. The right one depends on how fast you need people, how much capital you want to commit, and whether you intend to own the entity long term.
| Model | Who employs the team | Time to first hires | Upfront capital | Best when |
|---|---|---|---|---|
| Build-Operate-Transfer | Kompass, then transferred to you | 8–12 weeks | Low | You want the entity eventually but not the setup risk now |
| Wholly owned subsidiary | You, from day one | 12–18 weeks | Moderate | Board has already approved India and you want full control |
| Managed capability centre | Kompass, indefinitely | 6–10 weeks | Minimal | You need capacity fast and may not want a legal entity |
| Extended team / ODC | Kompass | 4–6 weeks | Minimal | You are testing whether an India team works at all |
How a build runs
From mandate to a working floor
A representative 24-week build for a 60-person engineering and data centre. Larger programmes extend the ramp; pilots compress it.
Design
Capability scope, org design, city selection, compensation bands, business case sign-off and the compliance route.
Establish
Entity filings in parallel with site-leader search. Managed seats secured, IT and security architecture agreed with your team.
Hire and open
Leadership onboarded, first pods hired and inducted, floor live, payroll running, delivery cadence connected to your global teams.
Scale and hand over
Second wave hiring, performance framework in place, runbooks documented, transfer readiness review with your legal and finance leads.
Where we place centres
City choice is a talent decision before it is a cost one
Paying 15% more in the right market beats a cheaper city where you cannot fill the roles.
Bengaluru
Deepest pool for platform engineering, product management and senior technical leadership. Highest cost and highest competition for the same profiles.
Hyderabad
Strong for AI, data engineering, analytics and life sciences. Good infrastructure, more predictable attrition and salaries below Bengaluru.
Delhi NCR
Finance, accounting, global business services, actuarial and consulting-adjacent work, with a large bilingual and commerce-trained graduate base.
Pune
Cloud, cyber security, embedded and automotive engineering. A strong second site for resilience alongside Bengaluru or Hyderabad.
Chennai
Customer operations, automotive and industrial engineering, insurance back office. Notably stable tenure compared with the other metros.
Tier-two cities
Coimbatore, Indore, Jaipur, Kochi. Materially lower cost and attrition for shared services and support, with a thinner senior layer.
Insights
Recent thinking
Practical writing for the people who have to sign the business case, not marketing about how transformative everything is.
How to set up a GCC in India: a step-by-step guide for 2026
The full sequence, from business case to the first payroll run, with the dependencies that actually control your timeline.
Cost · 11 minWhat a GCC in India really costs, line by line
Salary is about 70% of it. Here is the rest — seats, IT, compliance, benefits, recruitment and the costs finance teams forget.
Models · 10 minBOT, subsidiary or managed services: choosing your GCC model
A decision framework built around control, speed, capital and exit — with the questions to ask before you commit.
Proof of work
What a Kompass build looks like in practice
Three programme shapes we run most often, with the ramp, the model and what the centre owned at the end of year one.
Platform engineering for a US software company
12 people at month three, 85 by month eighteen, entity transferred at month twenty-two with three platform services owned outright.
Wholly owned · Delhi NCRFinance and GBS hub for a UK insurance group
60 people inside twelve months, monthly close transferred over three cycles, zero findings in the first group compliance review.
Managed centre · BengaluruAI and data unit for a PE-backed platform
28 senior-weighted people delivering scope originally sized at 55, live in eight weeks with no legal entity to unwind at exit.
Straight answers
Questions we get asked first
Next step
Start with a scoping call, not a proposal.
Forty-five minutes. We map the capability you want to move, the realistic talent pool for it, a cost range and the model that fits. If India is the wrong answer for your situation, we will say so on that call.