Home / Leadership
The team
The people who scope it are the people who run it
There is no separate sales team at Kompass. The person who sits on your scoping call is the person accountable for your entity, your first ten hires and your monthly compliance report.
Who you will be working with
Four named leads, assigned on day one
A Kompass engagement is not one account manager with a supplier list behind them. Four leads are named at signature and stay through transfer, so you never explain your programme to someone new.
Engagement lead
Single point of accountability · stays through transfer
Owns the whole build — legal, talent, workspace, IT and operations on one plan and one clock. Runs the weekly call, holds the dependency map, and is the only escalation path you need. Sits on your scoping call before anything is signed, and is still there at handover.
Talent lead
Leadership search and volume hiring
Runs the site-leader and functional-head search as an executive search, then the pod hiring beneath it. Designs the interview loop with your panel, benchmarks compensation to your band, and manages candidates through notice periods so joining drop-off stays low.
Legal, tax and compliance lead
Entity, registrations and the filing calendar
Owns incorporation, FDI and FEMA reporting, GST and payroll registrations, the transfer pricing position and the dated statutory calendar. Works alongside the Indian counsel and chartered accountants you appoint, rather than replacing them.
Operations lead
Workspace, IT, payroll and people operations
Gets the floor open and keeps it running: seats, network, identity, endpoints and physical security built to your standard, then payroll accuracy, onboarding, benefits, performance cycles and monthly attrition analytics from the first employee onward.
Your side of the table
What each of your stakeholders gets
An India build touches five or six functions in your business, and each of them wants something different from it. We plan the engagement around all of them rather than reporting only to the sponsor.
| Stakeholder | What they care about | What we give them |
|---|---|---|
| CEO or sponsor | Whether the centre delivers the capability the case promised | A monthly one-page view: ramp against plan, capability owned, cost against model, and the risks that are actually moving |
| CTO or functional head | Quality of hires, and whether the team can own real work | Your panel on every hire, a published hiring bar, and a quarterly review of what the centre owns end to end versus supports |
| CFO | Cost predictability and no surprises in year two | Open-book reporting with salary, seat cost and our fee as separate lines, plus a rolling five-year model updated each quarter |
| CHRO | Consistency with global policy, and retention | Compensation bands calibrated to your philosophy, benefits mapped to your global standard, and attrition analytics with named interventions |
| CISO | Data residency, access control and audit evidence | A security architecture agreed in week two and an evidence pack covering network, identity, endpoint, physical access and data handling |
| General counsel | Entity standing, the IP chain and a clean exit | A dated compliance calendar with named owners, present-assignment IP clauses in every contract, and transfer terms documented from signature |
Governance
The rhythm you can expect
Predictable cadence, no status theatre. If something is off plan you hear it in the weekly call, not in a quarterly review.
Build call
Forty-five minutes with your engagement lead. Progress against the dependency map, decisions you need to make that week, and anything drifting.
Programme report
One page: headcount against ramp, cost against model, compliance calendar status with named owners, hiring funnel health and attrition.
Capability review
What the centre owns end to end versus supports, performance calibration, compensation review, and the next two quarters of the plan.
Transfer readiness
A structured review with your legal and finance leads: documentation completeness, vendor assignability, systems migration and the transfer mechanism.
Advisers
Specialists we bring in
We do not pretend to be lawyers or auditors. We appoint them, manage them and hold them to dates.
Indian corporate counsel
Incorporation, shareholder documentation, employment contracts and the transfer mechanism in a Build-Operate-Transfer.
Chartered accountants
Statutory audit, corporate tax, the transfer pricing study and the annual filing calendar.
Real estate advisers
Site selection, lease negotiation, fit-out management and exit clauses that do not trap you.
You appoint them, not us — so the relationship survives us. That is deliberate: a partner who controls all your advisers controls your exit.
Next step
Meet the people who would run it.
Forty-five minutes, no proposal deck. You will speak to the engagement lead who would own your build, not to a business development manager.