KPMG GCC India leader unveils big shifts & billion-dollar opportunities

• Hi, I’m Shalini Pillay, India Leader – Global Capability Centres at KPMG India.
• I’ve had a front-row seat to India’s incredible GCC evolution.
• India is the “GCC Capital of the World” —with over 1,700 centres today and projections to 2400 by 2030! 
• What’s fueling this unstoppable growth? Surprising trends shaping the future of GCCs? Why India remains the ultimate destination for global giants?

My journey has been anything but linear!

In 1993, I completed my engineering and started my career with Arthur Andersen.

I soon realized I needed to deepen my understanding of business – I felt a CA would give me a broader perspective and add credibility to my consulting work. And it did.

In 2002, I joined KPMG India, and over the years, I took on multiple roles—Head of People, Performance & Culture and Office Managing Partner for Bangalore.

But the defining moment came in 2019 when I was appointed as the India Partner and Leader for GCCs.

Since then, I’ve been spearheading KPMG’s growth in the GCC space, helping global organisations evaluate, set up, and optimise their GCCs in India.

Additionally, I serve on the board of KPMG Global Services (KGS), which gives me an insider’s perspective on how KPMG’s offshore model works.

How KPMG support organizations exploring GCCs in India?

We partner with global organizations across the GCC lifecycle from exploration to scaling and transformation.

• Model evaluation: Assess insourcing vs. outsourcing, weigh GCCs vs. third-party providers, and design hybrid models.

• Setup & scaling: Guide new GCCs in building strong foundations and accelerating growth.

• Existing GCCs: Revisit strategy, refine operating models, and chart a future-ready roadmap.

• Technology & innovation: Digitize operations, embed advanced tech, and establish deep-tech COEs.

• Risk & governance: Strengthen resilience, compliance, and security.

• Talent & workforce: Build agile, sustainable talent models.

• Tax advisory: Navigate complex tax implications across the journey.

With end-to-end expertise in strategy, technology, risk, workforce, and tax, KPMG helps GCCs succeed at every stage.

Why are Global companies rushing to set up GCCs in India?

Although GCCs are buzzing today, this isn’t a new concept. Some of the earliest centres were set up 20–25 years ago, largely focused on IT-enabled services. (In fact, NASSCOM coined the term ITES back then.)

The idea was simple: any process that could be digitized and delivered remotely found its way to India.

But today, the picture looks very different.

Technology’s growing impact

In those early days, the focus was on standardized functions that could be automated or offshored efficiently. They were:

• Finance
• HR
• IT

However, over time, as technology began influencing core business processes, the scope of what could be done remotely expanded!

GCCs are driving revenue, not just cutting costs!

If you look at the whole GCC model today, it’s no longer just about improving the bottom line and increasing profitability. The focus has shifted!

Top-line growth is the new priority!

GCCs are asking, “What else can we do in India to directly impact our revenue?” And the answers are exciting:

• Customer Experience Processes – Better CX driven from India is enhancing customer retention and satisfaction.

• Core Product Innovation – Game-changing products and solutions are being designed and built out of India.

• Advanced Data Analytics – GCCs are mining and analyzing data to unlock revenue potential in ways that were unimaginable a few years ago.

With this focus on revenue enhancement, it’s no longer just about support functions—GCCs now own core business processes.

GCCs in India aren’t just saving costs anymore—they’re driving top-line growth and becoming critical to global business strategies.

COVID-19

The pandemic proved that businesses could not only survive but also thrive remotely. This was a huge eye-opener, demonstrating that critical work could be delivered seamlessly from offshore locations.

The pace of global technology adoption skyrocketed as organizations scrambled to leverage tech for business continuity.

So, in essence, COVID-19 fast-tracked the adoption of the GCC model! 

Talent availability and language capabilities

India offers in terms of scale, spread, and depth of talent, especially tech talent.  I truly believe that’s unparalleled compared to any other location.

GCC Policies & Viksit Bharat 2047 Vision

GCCs are now recognised as a key pillar in achieving that goal.

Also read: GCC Market Size In India To Exceed US$100 bn By 2030: Why India Is A Preferred Destination

Who’s setting up GCCs in India?

Most companies initially tested India via outsourcing. As they matured digitally, they shifted to building in-house GCCs for better control, compliance, and long-term value.

Many now pursue hybrid models — balancing GCCs with third-party partners.

And yes, FOMO is real. I often get calls like: “Our competitors already have a GCC in India are we too late to the party?”

They want to know:

• Where do our competitors stand?
• What models are they adopting?
• What competitive advantages are they gaining?

This heightened awareness is pushing even the late entrants to explore India aggressively.

Timelines: How fast can a GCC be set up?

A GCC can be operational in as little as six months!

Of course, for complex organisations where decision-making takes longer, it can take more time before things get off the ground.

And it brings me to an important theme on “global sponsorship and the vision for why they’re setting up the centre.”

Also read: India’s GCC revenue $64.6 Billion Up By 40% – Rising opportunities Tax Firms

What are the upsides of building their GCCs?

Organizations that have set up GCCs in India have built a strong operational backbone, allowing them to:

• Seamlessly integrate new acquisitions
• Expand their global reach
• Drive tech adoption faster and roll out new platforms more efficiently.

This has resulted in:

• Significant cost savings
• Simultaneously driving innovation
• Improving the top line for their parent organizations

Why India remains #1

While Eastern Europe and Southeast Asia attract niche operations, India leads in scale and innovation.

• Vast talent pool: Deep technical + functional expertise

• Mature ecosystem: Proven success with 20+ years of GCC presence

• Strategic hub: From cost centre to centre of excellence, driving digital transformation

No other destination combines talent, scale, and maturity the way India does.

Also read: How BFSI GCCs are driving growth in India by becoming a $20-billion business

Where are GCCs coming from?

• United States: 60% of GCCs in India

• Europe & UK: Growing presence

• Australia & Japan: Rising sharply

• Middle East: New interest emerging

Even conservative adopters are now exploring India aggressively.

Is the cost of talent rising significantly in tier-1 cities?

Yes, talent costs are on the rise!

However, rising talent costs are marginal compared to the value derived from India’s ecosystem, innovation, and scalability.

There’s a national push for GCCs

States like Gujarat, Telangana, Maharashtra, and Kerala are pushing aggressively with incentives and policies.

• Gujarat: Launched an aggressive IT/ITeS Policy offering incentives, infrastructure support, and tax benefits to attract GCCs.
• Telangana: Introduced the GCC Policy Framework with a vision to establish Hyderabad as a preferred GCC destination.
• Maharashtra: Rolled out a GCC Policy Blueprint focused on incentivizing innovation centres and CoEs (Centers of Excellence) in Pune and Mumbai
• Kerala

Tier-1 vs Tier-2/3 Cities

Tier-2 cities have potential, but only if they get the right tech, talent, and ecosystem mix. For now, Bangalore remains the GCC capital due to its unmatched tech ecosystem and deep talent funnel.

There is talk of talent “Gharwapsi” — professionals returning to smaller cities if similar opportunities exist. But for now, Tier-1 cities hold the advantage in scale and infrastructure.

There’s some talent moving from Mumbai to Gujarat due to proximity. Bangalore continues to retain its talent because it offers better career opportunities, a strong tech ecosystem, and a vibrant infrastructure.

AI impact on GCCs?

The way GCCs were structured 20 years ago, or even 10 years ago, is not how it’s done today.

It’s no longer about building large armies of people. Yes, it’s still a people-intensive business, but it’s far more deliberate.

In my view, it will remain people-centric, just less people-intensive.

The second point I would highlight is that while everyone is talking about AI and automation taking over, however before AI can create real impact, organizations need to get the basics right: ERP systems, data structures, governance, and clean data.

And that’s going to take time.

Trump’s impact on India’s GCC market?

While political shifts may cause temporary ripples, the long-term trajectory is firmly in India’s favour.

Why? India’s scale, talent, and tech leadership remain unmatched.

We’re seeing a lot of interest and a growing number of players coming in because the fundamentals don’t change.

Wrapping up…

In the next 3–5 years, we’ll see both new entrants and established GCCs reimagine their models. The key questions they’ll be asking:

• Is our operating model still fit for purpose?

• Are we leveraging India for innovation, not just efficiency?

• How do we future-proof our GCC strategy?

The avatar of GCCs will keep evolving. But one thing is certain: India will remain at the heart of this global transformation.

Over the next 3–5 years, we’ll see both new entrants and older GCCs reimagining their models.