Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I’ve spent over 18 years building and transforming Global Capability Centers across industries like retail, CPG, and financial services—focusing on scaling operations from 0 → 1 to 1000+ FTEs, while shifting the narrative from cost arbitrage to enterprise value creation across process, technology, and data.

Q2. What structural shifts are you seeing in how organizations design GCCs to deliver innovation, not just execution?

We’re seeing GCCs evolve from functional silos to platform-led, product-centric organizations, where cross-functional teams own outcomes end-to-end combining process, data, and engineering to drive innovation, not just execution.

Q3. How is the competitive landscape evolving between GCCs, traditional outsourcing providers, and new-age digital service firms?

The lines are blurring, GCCs are insourcing strategic capabilities, outsourcing providers are moving up the value chain, and digital natives are productizing services; the real differentiator now is who owns outcomes, not who executes tasks.

Q4. How are automation, AI, and digital platforms redefining the scope and boundaries of shared services?

Automation and AI are collapsing traditional service layers. What used to be multi-step, multi-team processes are now becoming real-time, decision-centric workflows, forcing GCCs to move from transaction processing to exception handling and predictive decisioning.

Q5. How is sustainability being integrated into GCC operating models, beyond infrastructure into processes and decision-making?

Sustainability is moving beyond green buildings into decision systems embedding ESG metrics into procurement, supply chain, and finance processes, where GCCs act as the data and governance backbone for enterprise-wide sustainability reporting and action.

Q6. Where do you see the biggest untapped opportunities for GCCs to create enterprise-wide impact?

The biggest opportunity lies in owning enterprise intelligence, GCCs sit on cross-functional data. If leveraged well, they can move from service delivery to becoming the enterprise's decision engine, influencing revenue, costs, and risk.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

My question would be: ‘Are you building a GCC that scales capacity, or one that compounds capability?’, because long-term value will come from how deeply the GCC is embedded in core decision-making, not just how efficiently it runs processes.