Scaling India GCC operations for a European product company. Building the operational systems that help distributed teams hire well, align across cultures, and deliver reliably.
Industry:Chemistry / Chemical Engineering Software · Org:Engineering, Product, QA · Stakeholders: European HQ leadership, 4+ functional heads
Delivery at scale is a team sport. My role has been to build the operational backbone — hiring, onboarding, governance, stakeholder alignment — so that strong teams can do their best work without unnecessary friction.
The India GCC was scaling from a small, tightly-knit team into a multi-function delivery organization for a European product company. As the team grew, the operational demands grew with it — structuring teams, aligning deliverables across geographies, and maintaining the culture and standards that made the team effective at 10.
I focused on the operational backbone of this growth. Structuring teams around deliverables so that ownership was clear. Participating in hiring decisions — evaluating candidates not just for skill but for how they'd work in a distributed, cross-cultural setting. Tracking individual and team performance, and providing project-level feedback on individuals to leadership. When company-wide policies were defined, I led the implementation on the ground — often by doing it first myself and setting the standard through example rather than enforcement.
The team grew to 35+ across engineering, product, and QA. European stakeholders gained enough trust to route increasingly complex work to India by default. Delivery became predictable. The GCC evolved from an execution arm into a genuine delivery partner — and that was a collective outcome, not any one person's doing.
Designed and implemented a lightweight analytics layer that replaced manual weekly status reports. Gave ICs, leads, and European leadership a shared view of delivery health — reducing leadership review overhead by ~40% and shifting team conversations from “where are we?” to “what's next?”
Transparency · Stakeholder trust · ~40% review time savedWorked with team leads to establish governance across 50+ concurrent projects — sprint cadences, risk escalation paths, dependency tracking. Maintained <5% cross-team escalation rate. The design principle: protect the team's time, not consume it.
50+ projects · <5% escalation · Process designLeading GCC delivery, scaling a distributed team, or structuring operations across geographies — if that's what you're solving for, reach out.