India hosts over 1,600 Global Capability Centers (GCCs), and the number continues to grow. While many companies succeed in setting up operations, a significant number struggle to scale.
A key reason is leadership. According to NASSCOM, GCCs with strong local leadership deliver up to 3x more strategic output than those managed remotely or by temporary expats.
Hiring the right leader for a GCC in India requires more than a standard executive search. The person must understand India’s business culture, have experience building high-performing teams from scratch, and align with global corporate goals. They also need to operate independently while maintaining strong collaboration with the headquarters.
This list shares 10 clear steps to help enterprise leaders find and hire the right leadership for their India-based GCC.
Must-Know Tips to Hire the Right Leaders for Your GCC in India
1. Define the Role with Local Nuances in Mind
Start with a clear job description. But don’t just reuse what worked at HQ. The Indian market needs context.
Your leader in India won’t just manage. They’ll build. That includes setting up teams, working with local vendors, and aligning with regional business practices. They’ll also be the bridge between HQ and your India team.
List what you expect this leader to achieve in the first 12, 24, and 36 months. Be specific. Include things like hiring targets, team structure, and operational KPIs.
Mention key skills: experience scaling operations in India, cross-cultural communication, stakeholder alignment, and P&L responsibility if needed.
Be clear about the level of autonomy. Good candidates want to know how much authority they’ll have and what decisions need global sign-off.
Finally, get local input. Talk to partners, vendors, or consultants who’ve helped build GCCs in India. Use that insight to fine-tune the role.
2. Prioritize Cross-Cultural Competence
Running a GCC means working across time zones, cultures, and communication styles. Your India leader must be able to navigate all of that without friction.
Look for experience, not just working in MNCs, but collaborating closely with global teams. Ask about past roles that involved reporting to international stakeholders or leading distributed teams.
Test their understanding of cultural expectations. How do they handle conflict? What do they do when timelines or goals from HQ clash with local realities?
Language matters too. English fluency is a must, but so is the ability to adjust tone and clarity based on the audience, whether it’s a U.S. product lead or a local engineering manager.
Finally, check how they respond to ambiguity. Global coordination often means moving targets. Leaders who do well in this space are clear communicators and proactive problem-solvers.
3. Look Beyond Industry—Focus on Capability
It’s tempting to look for someone who’s led a GCC in your industry. But the better approach is to focus on what they’ve built, not just where they’ve been.
For example, someone who scaled a finance center might be just as effective building a tech delivery hub if they’ve handled growth, complexity, and change.
Ask candidates about what they’ve launched, fixed, or expanded. Look for ownership. Leaders who’ve had full responsibility for setting up a center, hiring teams, or leading turnarounds will usually adapt well, even if they’re switching industries.
Don’t ignore adjacent experiences. Leaders from BPOs, IT services, or consulting firms often bring strong operational and people management skills.
4. Tap into Tier 1 and Tier 2 Talent Pools
Don’t restrict your search to Bangalore, Mumbai, or Gurgaon. Tier 2 cities like Pune, Hyderabad, and Coimbatore now have strong leadership talent.
Many senior professionals prefer these cities for better quality of life, lower costs, and shorter commutes. Plus, they bring the same skill sets sometimes with better retention rates.
You’ll also find leaders who’ve moved back from global roles in Singapore, London, or the US and are open to working outside the major metros.
Use search firms or platforms with reach into both types of markets. The broader your net, the better your chances of finding someone with the right experience and expectations.
5. Use Search Firms that Specialize in GCCs
Hiring for a GCC is different from hiring for a regular business unit. You need someone who understands how to build within the India context, but also work globally.
A generalist search firm might miss key signals. Look for firms that specialize in GCC leadership hiring or have built centers for global firms.
They usually know what to screen for—like past experience with scale-ups, managing distributed teams, or leading centers of excellence.
Ask about their past placements. If they’ve hired for companies with a global tech or finance backbone, that’s a good sign.
Also, check how involved they’ll be post-offer. Good firms support negotiation, onboarding, and the early transition period.
6. Test for Strategic Thinking and Execution
Your GCC leader should help shape the center’s role in your global operations.
During interviews, ask candidates to walk you through past projects where they had to build something new or turn around a struggling unit. Focus on how they set strategy, measured outcomes, and adapted to changes.
Use case studies or simulations. For example: “If we wanted to scale from 20 to 200 employees in 12 months, how would you plan it?”
Strong candidates will balance headcount planning with org structure, hiring timelines, and integration with global teams.
Also ask how they measure success. You want someone who thinks beyond cost metrics—look for impact on quality, delivery speed, or innovation.
7. Offer Real Decision-Making Authority
Good leaders don’t want to just follow instructions. They want to lead, and they need space to do that well.
If your GCC head has to wait for approval on every small move, it slows things down. It also signals a lack of trust, which strong candidates will notice quickly.
Be clear about what they can take charge of. Can they define the hiring strategy? Choose vendors? Approve budgets? Share that upfront.
Also, make sure they are part of key conversations. Invite them to leadership calls, connect them directly with decision-makers, and involve them in long-term planning.
Be honest about the limits too. Maybe some budgets need sign-off or certain roles are controlled globally. That is okay. What matters is being transparent before they join.
Go Global, 30% Faster – Launch your GCC in India now!
Secure the best location, cut setup costs, and gain a competitive edge—before it’s too late!
8. Ensure Cultural Fit with HQ and India Office
If your leader doesn’t click with your global leadership, even strong execution will hit roadblocks.
During the hiring process, set up calls with the people they’ll work with most. Let them get a feel for how your company makes decisions, gives feedback, and solves problems.
Watch how they respond to your company values. Do they believe in speed, ownership, and collaboration the way you do?
Also, think about their fit with the India team. Ask how they’ve managed team morale, retention, and growth in past roles. Can they handle local dynamics while aligning with global expectations?
Cultural fit is a two-way street. The leader and your company both need to feel like it’s a good match.
9. Include Founding GCC Leaders in Employer Branding
If this is your first India hire, they will shape how the market sees your company.
Talk about this during interviews. Let candidates know they’re not just joining a team, they’re helping to build your brand in India.
Give them chances to be visible. They can speak at local meetups, host employee town halls, or feature in your careers content. This helps you stand out to other strong candidates.
Also, support them with tools. That could be design help for local hiring campaigns, video content for outreach, or access to marketing resources.
People notice who leads a company. The stronger your India leader’s presence, the stronger your brand becomes in the talent market.
10. Build Retention into the Package
Finding the right leader is important, but retaining them is what ensures stability and long-term impact. Compensation plays a big part, but it’s not just about the number. It’s about the message behind it.
A well-rounded offer should reflect both immediate responsibilities and future potential. Stock options, performance-linked bonuses, and a clear growth path within the global structure show that you’re planning to build together, not just fill a gap.
Once they join, support needs to be consistent. Leaders don’t want to feel like they’re out on an island. Regular one-on-one conversations—not just formal performance reviews—can open the door to real feedback and early fixes. They also help reinforce trust and shared direction, especially when priorities shift or challenges show up.
Retention is also about growth. Give them access to learning resources, exposure to international projects, and the freedom to explore new areas of impact. If they see room to evolve and expand their influence, they’re far more likely to stay.
What matters most is giving them a real seat at the table. Leaders who feel heard, respected, and part of shaping the future rarely start looking elsewhere.
Conclusion
Hiring the right leader for your GCC is not just another executive search—it’s a foundational step that shapes how your center operates, grows, and delivers long-term value. The person you choose will build teams, shape culture, represent your brand in a new market, and act as the bridge between your global headquarters and local operations.
The process requires more than resumes and referrals. It needs clarity on your goals, a deep understanding of the local context, and a willingness to give real authority to the person you hire. Done right, this hire can turn your GCC into a core part of your company’s future—not just a support function.
FAQs
What is the ideal background for a GCC leader?
There’s no one-size-fits-all, but most strong candidates have experience in scaling teams, working across geographies, and aligning local execution with global goals. Many have previously led COEs or business units in India for multinational firms.
Should we hire from our industry or look outside?
Capability matters more than category. If someone has scaled operations, managed distributed teams, and driven strategy, they can often switch industries. Focus on what they’ve built, not just where they’ve worked.
How long does it take to hire a GCC leader?
It typically takes 2 to 4 months from search to onboarding, depending on the clarity of your role definition and the strength of your hiring process. If the role is niche or highly strategic, it may take longer.
What salary range should we expect to offer?
This varies based on city, role complexity, and your company brand. Senior GCC leaders in India often fall into the INR 1.5–3 crore annual package range, including bonuses and long-term incentives. Leadership roles outside Tier 1 cities may be slightly lower but still competitive.
How can we ensure retention?
Retention starts at offer stage. Provide clear decision-making authority, a strong compensation structure, growth opportunities, and involvement in company strategy. Regular check-ins and long-term planning also help retain strong leaders.