Redefining Global Capability Centers

Q1. Could you start by giving us a brief overview of your professional journey, particularly focusing on how your experience across consulting, offshoring, and shared services has shaped your leadership approach in building and scaling global capability centers?

I have spent nearly two decades immersed in the outsourcing and offshoring space as it has evolved into what we now recognize as Global Business Services and Global Capability Centers. My professional journey has included building GCCs from the ground up at Novo Nordisk, where I helped grow a small startup team into a 2,000-person organization. I have also led strategic separations at GSK and Haleon, and guided a wide range of clients at ANSR as they developed their own offshore strategies.

This progression from hands-on execution to site leadership and then to strategic advisory has shaped my view that success in the GCC space rests on three main pillars. First, it is crucial to secure strong executive sponsorship when expanding the scope of operations. Second, building scalable operational frameworks is essential for sustainable growth. And third, fostering a high-performance culture ensures you not only attract but also retain top talent.

My approach is to position GCCs as strategic mini-headquarters instead of…