An eventful journey of more than a decade for the Global Services Program of one the the largest banks in the US.

INITIATE: Year 1 – 2

The company driven by the goal of leveraging the technology talent pool and taking advantage of cost efficiencies, decided to set up a GIC/GCC at Hyderabad, India.

Aveek Mukherjee, current Gloplax co- founder, was contracted as the Managing Director of the India entity and entrusted to set it up and lead the team.

The operating model was Team extension mode, i.e. treat India/offshore set up as another location of the bank and not as another organization.

At the enterprise, the program was run by the head of technology. Socialization and adoption were required across teams.

Sourcing the right talent, managing risk and compliance, technology infrastructure and achieving financial break-even, and benefits of scale occupied the minds of the leaders on the offshore side.

Effectiveness of the operation was the primary focus.

STABILIZE: Year 3 – 4

At the enterprise, leaders started seeing the easy availability of talent and quality of delivery from India. Soon the business operations also started transitioning their processes from 2008.

To ensure resiliency and greater access to talent, one more delivery center was added in Bangalore, and another in Manila, Philippines.

Program was extended to integrate the Third-party delivery centers in India, The Philippines, LatAm.

With the rapid buildup, focus shifted to managing risk and building stronger controls, given the high visibility of the offshore program.

More complex work started to be done out of the GCC.

With focus on Efficiency, the operational excellence program and continuous improvement efforts were initiated.

MATURE:  Year 5-8

Effectiveness and Efficiency focus integrated into the DNA, and continuously enhanced.

More niche and complex skills, like Data & Analytics, Cybersecurity, Digital, and Innovation related initiatives, was developed and leveraged.

An annual run rate savings of more than 2% of the bank’s entire expense base.

Faster time to market for customers was achieved through “follow the sun”.

A robust transition process was put in place to assure better decision making, smoother migration of work, and enhanced risk management & control. 

Regular, structured feedback from enterprise stakeholders ensured that the global sourcing strategy & delivery adds value.

BREAKOUT: Year 9 onwards

The entity is deeply integrated into the enterprise.

Innovation takes centerstage. Offshore centers file more patents than any other part of the bank.

Focus moves to improving Experience for Customers, Internal Stakeholders and Staff.

“I was thrown into the global sourcing world when I came into tech as the CFO and head of strategy.  I decided to go to India and learn all I could about the situation.  After 2 weeks, I knew it was an incredible opportunity for the bank.  That began a 10+ year journey to help lead and build an incredible team across the globe that more than met the initial opportunity I saw.” – Charlie Roberson, Head Enterprise Expense Management and Enterprise Global Services, Top 4 US Bank.

Charlie is the co-founder and CEO at Gloplax.