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GCC · product engineering

The board had approved 240 seats the market did not contain.

A European manufacturer was standing up an India capability centre in Bengaluru. The headcount plan came from the parent company's budget, not from Indian talent supply — and two of the eight role families did not exist at that volume at the band on offer.

Sector Product engineering and data Target 240 seats over four quarters Location Bengaluru Started Before the Indian entity existed
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01 The problem

A plan built on budget, not supply.

The headcount plan was derived from the parent's budget and job architecture, with no check on whether Indian supply existed at that band.
Eleven agencies were engaged inside two months, submitting the same candidates to different hiring managers with no duplicate detection.
The parent company received weekly slides instead of live status, and its InfoSec team had not signed off on where candidate data sat.
The first twenty hires were blocked behind entity registration, a bank account and a local director appointment.
02 What we changed

Replanned on mapped supply in week two.

Market maps per role family and city before requisitions opened, sizing real supply and the compensation it actually commands — two role families were repriced and one was moved to Hyderabad.
Every agency moved into one submission workflow with live scorecards on fill rate, submission quality and time to submit; duplicates caught at submission.
Live dashboards and evidence-level audit trail available to the parent in its own timezone, with data residency set to the EU to satisfy its policy.
First hires employed on our entity within three weeks, then transferred with continuity of service once the GCC entity was registered.
03 How it rolled out

Hiring before the entity existed.

Migration, configuration and training are included. Nothing here was billed as professional services.

01 Market map and replan Eight role families mapped across four cities. Two repriced, one relocated, and the quarterly ramp curve rebuilt on supply rather than budget. Week 1–2
02 Bench consolidation Eleven agencies onboarded to one workflow with rate cards enforced at submission; graded weekly from real outcomes. Week 3–6
03 Hiring on our entity Compliant employment, local payroll, benefits and background checks for the first cohort while incorporation proceeded. Week 3 onward
04 Entity migration Employment transferred to the GCC entity at 18 heads with continuity of service, personnel files handed over, no exit fee. Month 5
04

In their words

Our parent had approved 240 seats. The market map said two of the roles did not exist at that volume in Bengaluru at our band. We changed the plan in week two instead of missing the target for three quarters.

Site lead, European manufacturer's India GCC · 240-seat ramp

What they use

ATSSourcing and market mapsVendor managementInterview intelligenceEmployer of recordHRMS and payroll

What they dropped

Eight underperforming agenciesWeekly status decksSpreadsheet ramp trackerSeparate background-check portal

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IT staffing agency Fourteen recruiters, submissions out in four hours +38% placements per recruiter Retail, high volume 1,800 frontline hires a year, ranked before stand-up −58% cost per seat

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