Global Capability Centres
AI delivery your global parent can audit.
The cost-arbitrage story is weakening, and every GCC head knows it. The centres that survive the next five years are the ones whose AI work withstands the parent's audit, not the ones with the best town-hall demos.
We build the governance layer your parent expects and the capability your team keeps. Our contract requires us to leave.
What we see most often
Innovation-theatre pilots built for global town halls, with no path to production and no owner after the showcase.
Governance mapped to Indian regulation but not to the parent's model-risk framework, or the reverse.
Attrition eating capability: the two people who understood the system left, and the documentation left with them.
Spend that can't be defended at the next budget cycle because nobody wrote down the baseline.
One audit artefact, two jurisdictions.
An assurance engagement mapped to both sides, DPDP and SEBI here and your parent's framework there, produces the document global leadership actually asks for. Then a build pod with contractual knowledge transfer, measured by a capability score at exit.