Nano-GCC / BOT
GCC fast-track: growing to 30 FTE in 6 months
Example of a US-based international telecoms company with nine-figure revenue
At a glance
- Situation
- Fast capacity build-up in India driven by a “Leave China” strategy
- Team
- First 30 FTE in 3 different teams in just 6 months
- Operations
- Local management by SpringUpLabs, professional leadership by the client
- Target
- Growth to 65–100 FTE agreed by the end of year three
Period: ongoing
Key figures
Situation
Because of tensions between the United States and China, the US-based telecoms company with around 1,000 employees decided to move its research and development teams from China and another Asian location to India. The company already had a sales organisation there, but could not build an R&D site from scratch.
After an intensive search for the right partner, the company signed a BOT contract with SpringUpLabs to set up a new research site “as a service”: SpringUpLabs handles all recruiting, administration and support in line with the client’s requirements, while the teams are led professionally by the client’s line heads. As the basis for the later legal takeover, all employees are assigned to a separate entity that can be transferred to the client in full.
Team
The transition had to be seamless and the Indian teams had to become productive quickly, reaching a functional team size straight away. Within around six months, 30 employees in software, embedded software, hardware and testing were sourced, interviewed, selected and contracted. Four recruiters work on the project at SpringUpLabs. Every week, dozens of CVs are screened, around 50 screening calls held and 5 to 10 shortlisted CVs shared with the client, from which candidates are hired. The client’s standards are high: roughly one in four interviews leads to a hire.
Operations
New team members are onboarded through the client’s standard process like its own employees, integrated directly into its processes and workflows, and become productive in their teams after a short training and learning phase. From the start, the teams work independently with their own work packages, timelines and KPIs. Sprints are prepared and reviewed with the client every week; SpringUpLabs HR staff on site handle individual personal questions in day-to-day operations.
A weekly steering committee brings together SpringUpLabs’ C-level and the responsible director on the client side to review the project, resolve open questions, discuss targets and KPIs, and set next steps and priorities.
Target
By the end of the third financial year, the Indian GCC built by SpringUpLabs is to have at least 65 employees and be fully productive on its own, competing successfully with the client’s other sites. Further relocations from international sites to India and growth to up to 100 employees are under discussion.
After the third year, the client can exercise its call option to take over the GCC legally. The separate entity in which the GCC was built is then sold to the client at a buy-out price fixed in the contract at the outset, and integrated into its organisation.
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