Case Studies

## The Challenge A rapidly growing European fintech had decided to open their first India GCC to accelerate product velocity and reduce operational costs. They had no existing India presence — no legal entity, no office, no HR processes, and no local vendor relationships. Their core problems: - **Zero brand recognition** in the Indian talent market - **Aggressive 6-month target** to have 80 engineers contributing to production - **Specialized requirements** — the team needed engineers fluent in React, Node.js, Kafka, and AWS at mid-to-senior level - No internal HR team with India-market expertise Failing to hit the 80-person milestone would delay their flagship product launch by over a year.

## The Challenge A US-based health technology company had collected years of patient outcome data across 40 partner hospitals — but their data team was overwhelmed and their reporting stack was built on fragile Excel workflows. Clinical teams were waiting 3–4 business days for reports that should have been instant. Key constraints: - **HIPAA compliance** was non-negotiable across every layer of the stack - Their internal team was a team of 3 — not enough to build and maintain a production data platform - **4-month hard deadline** tied to a key investor milestone - Prior vendor had delivered a partial prototype that had to be scrapped They needed a partner who could take full ownership — not just augment their existing team.

## The Challenge India's festive sale season is make-or-break for e-commerce platforms. With the Diwali sale window 12 weeks away, this client's engineering roadmap had slipped — three critical reliability and checkout features were still unfinished, and the existing team was already at capacity. They needed 25 mid-to-senior engineers (Java, Spring Boot, Kafka) who could onboard fast and contribute in days — not months. Their internal TA team had a 60-day average time-to-fill for senior roles, which simply wasn't viable. Risks were high: - Feature delays would directly impact peak GMV - Slow or wrong hires would consume more engineering management time than they saved - Contractors who needed extensive ramp-up would be a liability, not an asset

## The Challenge A leading financial services firm was running its risk and compliance reporting on a legacy stack that produced batch reports every 4 hours. In a volatile market environment, this meant risk desks were making decisions on stale data — sometimes more than half a trading session behind. Regulatory reporting was also becoming increasingly painful: SEBI filings that should be automated required 6 hours of manual data wrangling by a team of 5 analysts each quarter. The firm had attempted two internal modernization efforts over 3 years. Both stalled due to talent gaps in real-time data engineering.

## The Challenge A well-funded UK-based EdTech company was scaling rapidly in the APAC and Middle East markets and needed to build a 50-person engineering and product hub in India to support 24/7 product operations and accelerate development velocity. They had no India presence whatsoever — no registered entity, no accounting firm, no office, no bank accounts. Their UK leadership team had never hired in India before and was deeply uncertain about compliance, payroll, and how to attract quality talent as an unknown brand. Timeline pressure was real: a Series B covenant required the India team to be "operational" within 5 months.