Case Study: Building a 50-Person GCC in Hyderabad for a European Fintech

Client Background

A European fintech company headquartered in Berlin, specializing in payment processing and digital banking infrastructure for neobanks and challenger banks, decided to establish its first Global Capability Centre in India. However, the company had 280 employees in Europe (Berlin and Amsterdam offices) and had grown its revenue to EUR 45 million annually. The leadership team identified India as the optimal destination for building a product engineering and data analytics team that would work on the company’s core payment processing platform and fraud detection engine.

The initial plan called for a 50-person team comprising backend engineers (Java, Go), data engineers (Python, Spark), DevOps engineers (Kubernetes, AWS), QA engineers, and data analysts. The company planned to grow the centre to 150 professionals within 2 years. As a result, TMS chose Hyderabad as the preferred location based on the Telangana government’s proactive support for fintech companies, competitive talent costs (15-20% below Bangalore). The growing presence of fintech and banking GCCs in the city.

The company had no prior presence in India, no local entity. No team members with experience in Indian employment law, tax regulations, or recruitment practices. The leadership wanted to minimize execution risk while achieving a fast launch, making the Build-Operate-Transfer (BOT) model the preferred approach.

Challenge

For example, the fintech company faced several challenges that made a direct setup approach impractical given its constraints.

Specifically, the absence of India knowledge was the fundamental barrier. The company’s HR and legal teams had no experience with Indian labour laws, entity formation procedures, tax obligations, or compensation practices. Building this expertise internally would require months of learning and still carry significant execution risk.

In particular, the entity formation timeline created a critical path dependency. Incorporating a Private Limited Company in India, obtaining PAN, TAN. GST registration, setting up bank accounts with FEMA-compliant foreign investment channels. Completing all statutory registrations (EPF, ESIC, PT, Shops and Establishments) would take an estimated 10-12 weeks. Next, the company could not afford to wait this long before commencing hiring.

Besides, fintech-specific talent requirements added recruitment complexity. The company needed engineers with experience in payment processing systems, high-throughput transaction platforms, PCI-DSS compliant environments, and real-time fraud detection algorithms. This niche skill set is in high demand among fintech GCCs, Indian digital payment companies (Razorpay, PhonePe, Paytm). Banking technology firms in Hyderabad.

Cultural integration concerned the leadership team. As a European company with a strong engineering culture emphasizing autonomy, flat hierarchies. Open communication, the company wanted to ensure the India team would operate with the same cultural values, not as a remote outsourcing centre but as a true extension of the Berlin engineering team.

Data security and compliance requirements were elevated due to the fintech domain. Typically, the India centre would process sensitive financial data subject to European regulations (PSD2, GDPR) and Indian regulations (RBI data localization guidelines, IT Act). The workspace, network infrastructure, and employee access controls needed to meet PCI-DSS and SOC 2 standards from day one.

TMS Solution

However, TMS proposed a comprehensive BOT engagement designed to deliver a fully operational, culturally aligned. Compliance-ready 50-person GCC within 18 months.

Build Phase (Months 1–6)

During the Build phase (months 1-6), TMS executed a multi-track program to establish the GCC foundations.

On the legal and compliance track, TMS’s legal advisory partners initiated the Private Limited Company incorporation process for the client. Simultaneously, TMS began hiring on its own EOR payroll, enabling the client to start building the team immediately. As a result, TMS completed STPI registration for the entity, set up Hyderabad-specific compliance infrastructure (Telangana Professional Tax, Shops and Establishments Act registration). Established the statutory compliance framework.

On the infrastructure track, TMS secured a managed office space in HITEC City, Hyderabad, with PCI-DSS compliant network segmentation, secure VPN connectivity to the Berlin office, dedicated server room for sensitive workloads. Access control systems with biometric authentication. TMS designed the workspace to reflect the client’s European office culture: open plan, collaborative spaces. A casual atmosphere rather than a traditional Indian corporate office.

On the talent acquisition track, TMS deployed a dedicated recruitment team of 5 specialists with fintech domain expertise. The sourcing strategy targeted engineers from Hyderabad-based payment companies and banking GCCs, open-source contributors with experience in relevant technology stacks, graduates of premier institutions (IITs, IIITs, BITS) with payment or fintech project experience. Engineers from the broader technology ecosystem with transferable skills. TMS screened candidates against both technical requirements and cultural fit criteria defined in collaboration with the Berlin engineering leadership. Technical assessments included live coding sessions evaluated by TMS’s technical panel and the client’s engineering managers.

Over the 6-month Build phase, TMS onboarded 35 professionals: 2 engineering leads, 8 backend engineers, 6 data engineers, 5 DevOps engineers, 8 QA engineers, and 6 data analysts. TMS employed all of them on its EOR payroll with full statutory compliance.

Operate Phase (Months 7–15)

During the Operate phase (months 7-15), TMS managed the day-to-day HR and administrative operations of the GCC while the team ramped to its target size.

Payroll and compliance management included monthly payroll processing for the growing team (reaching 50 by month 12), EPF and ESIC contributions and filings, Professional Tax remittance under Telangana regulations, income tax (TDS) computation including ESOP perquisite calculations (the client offered RSUs from the parent company to select India employees), and quarterly performance incentive processing.

HR operations covered ongoing recruitment to reach the 50-person target, onboarding integration programs connecting new hires with Berlin teams, employee engagement initiatives including quarterly team events, learning and development sponsorship, wellness programs, performance management process facilitation aligned with the client’s global review cycle. Attrition management with proactive retention interventions.

TMS also managed the transition of employees from the EOR payroll to the client’s newly registered Indian entity. TMS executed the transfer in two batches: the first batch of 20 employees transferred in month 10 (once the entity had all registrations operational). The remaining team in month 14.

Transfer Phase (Months 15–18)

During the Transfer phase (months 15-18), TMS executed the formal handover of all GCC operations to the client.

The client completed the transfer of all remaining employees and issued new appointment letters, EPF trust transfer coordinated with EPFO, ESIC coverage seamlessly transitioned. Service continuity confirmed for gratuity and leave calculations. Operational handover included transferring the office lease to the client entity, migrating vendor contracts (housekeeping, security, internet, catering), handing over all compliance documentation, statutory registrations. Filing records, and providing a 90-day post-transfer compliance support period. Knowledge transfer ensured the client’s India HR team (hired during the Operate phase) was fully trained on all compliance processes, payroll procedures. Statutory requirements through structured handover sessions and documented standard operating procedures.

Results with Metrics

The BOT engagement delivered a successful, fully operational GCC that exceeded the client’s initial expectations.

Business and Cost Impact

On team building, the 50-person team was fully assembled by month 12, ahead of the 15-month target. The team composition matched the planned skill distribution across backend, data, DevOps, QA, and analytics roles. 48 of the 50 team members (96%) remained with the organization through the transfer to the client entity, exceeding the 90% retention target.

On compliance and payroll, zero compliance observations throughout the 18-month engagement. 100% on-time payroll processing with zero errors. All statutory filings (EPF, ESIC, PT, TDS) completed before deadlines across the entire engagement period. Successful STPI registration enabled the client to benefit from customs duty exemption on imported hardware.

On cost performance, the total cost of the 50-person team over 18 months was approximately USD 2.8 million (including all salaries, benefits, infrastructure, compliance, and TMS management fees). This represented a 62% cost saving compared to the estimated cost of an equivalent 50-person team in Berlin over the same period. The per-engineer fully loaded annual cost averaged USD 38,000, within the client’s target range of USD 35,000-45,000.

On entity and transfer execution, the Indian Private Limited Company was incorporated within 8 weeks. STPI registration was completed within 12 weeks. The employee transfer was executed with 96% retention (48 of 50 employees). The complete transfer was finalized within 3 months of the Transfer phase commencement. Post-transfer compliance support was provided for 90 days with zero issues.

On business impact, the Hyderabad team delivered its first production code contribution within 10 weeks of the first hire joining. By month 12, the India team was owning 3 independent microservices within the payment processing platform. The fraud detection model developed by the Hyderabad data engineering team reduced false positives by 18%, directly improving the client’s customer experience metrics. The Berlin leadership team rated the India GCC a success and approved the expansion plan to 150 professionals within 2 years.

Key Takeaways

This engagement demonstrated that the BOT model is ideally suited for fintech and regulated industry GCCs, where compliance, data security. Cultural alignment require expert management during the critical early stages. EOR hiring enables immediate team building while entity formation processes run in parallel, saving 2-3 months on the overall timeline. Fintech GCC recruitment demands domain-specific sourcing strategies. Generic technology recruitment approaches are insufficient for attracting engineers with payment system and financial data expertise. Cultural alignment between the India GCC and European headquarters requires deliberate investment in workspace design, communication practices. Integration programs from day one. A phased employee transfer approach (batched over 2-3 months rather than a single big-bang transfer) reduces risk and allows for process refinement between batches.

Planning a fintech or technology GCC in India? TMS provides the BOT expertise to build, operate, and transfer your India centre with minimal risk and maximum speed. Contact us at +91-22-4896-7640 or email [email protected] for a BOT engagement proposal tailored to your requirements.