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Finance & GCC Advisory
End-to-end advisory for Global Capability Centres, shared services, and finance transformation.
What’s included
How we work
Assess location, operating model, and business case
Define operating model, governance, and target state
Stand up operations, teams, and systems
Mature delivery, standardize processes, and improve performance
The detail
India's Global Capability Centre ecosystem offers a transformational opportunity for multinationals seeking to redesign their finance, operations, and shared services delivery. We advise organizations at every stage of the GCC journey — from feasibility and strategy to full operational setup and optimization.
Beyond GCC setup, we help organizations modernize their finance functions: redesigning operating models, building FP&A and controllership capability, and guiding ERP selection and implementation. Incoming CFOs and Financial Controllers are supported with planning frameworks, team structuring, reporting design, and governance setup.
Our transformation work also prepares finance functions for capital-market events — IPO and M&A readiness, due diligence support, and financial reporting alignment — so leadership can move with clarity when opportunity arrives.
Our GCC setup advisory takes organizations from first question to running centre, and it insists on strategy before site. Engagements begin with the mandate: which capabilities the Global Capability Centre will own, whether its purpose is cost, capability, or both, and how it will integrate with the parent organization. From there we build the business case, evaluate locations across India's major GCC hubs on the talent, cost, regulatory, and ecosystem factors that matter for the specific mandate, and design the target operating model.
Through setup we coordinate entity formation and regulatory approvals with our legal and tax practice, support leadership hiring, and sequence the process transition so each capability stabilizes before the next arrives. The result is a centre built to climb the value curve rather than plateau as a back office.
Beyond captive GCCs, we design shared services and Global Business Services (GBS) organizations for groups consolidating finance, procurement, HR, and technology delivery. The design questions are the same everywhere: which processes move, how work flows between the centre and the businesses, what the centre decides locally, and how performance is measured beyond cost and headcount.
We bring practical frameworks for service catalogues, governance and decision rights, service-level and performance management, and the career architecture that attracts and retains genuinely capable people. That last part is usually the difference between a shared services centre that delivers and one that generates escalations.
Our finance transformation work modernizes the function end to end: operating model redesign, FP&A and controllership capability building, reporting and close improvement, and ERP selection and implementation oversight that keeps system decisions anchored to the operating model rather than the other way around.
Incoming CFOs and financial controllers use us as a transition partner for planning frameworks, team structure, reporting design, and governance setup in their first hundred days and beyond. And when capital-market events approach, we prepare finance functions for scrutiny: IPO readiness, M&A due diligence support, and financial reporting alignment across jurisdictions.
Common questions
Everything from feasibility to steady state: mandate and business case definition, location assessment across India's GCC hubs, target operating model and governance design, entity formation and regulatory approvals, leadership hiring support, process transition planning, and post-launch optimization. Clients engage us for the full journey or for the stage where they need senior capability most.
A realistic path from decision to first stabilized processes is nine to fifteen months, depending on entity structure, the scale of the first wave, and hiring. The strategy and design phases take two to three months of that, and it is time that repays itself many times over in a centre that doesn't need redesigning after launch.
Yes, and we deliberately do it after the mandate and operating model are defined. Location assessment then becomes analytical: depth and cost of the specific talent the mandate requires, regulatory environment and incentives, infrastructure and time-zone overlap, and the maturity of the local ecosystem, compared across candidate cities.
Yes. Underperforming centres usually trace back to an unclear mandate, weak governance and decision rights, or a performance framework that measures only cost. We diagnose against the original intent, redesign the operating model where needed, and work with centre and parent leadership to reset the trajectory.
Yes. Entity formation, registrations, and the tax and regulatory workstream run through our legal, regulatory and indirect tax practice, with on-the-ground Indian chartered accountancy capability through our partnership with R. K. Chari & Co. One team covers strategy, setup, and compliance.
Finance & GCC Advisory