I have done this
from both ends
Between 2014 and 2016 I built the Indian arm of a British technology services firm and ran both sides of it: five people to seventy, across two countries, in eighteen months. I recruited every senior hire in both geographies. I built the governance, capacity planning, and budget standards that carried the business through ISO 9001 and ISO 27001 certification from a standing start. Clients included several of Britain's largest law firms. I also ran due diligence and risk assessment on three acquisitions for UK clients.
I then did a version of the same for an American company. As chief technology officer to Inixia, a US startup, I built and led its offshore technology team, from a single developer to a small team across Goa and Gujarat, and delivered successive versions of the company's platform through it, working across time zones with the founders in the United States. Two builds, two overseas markets, one British and one American, both delivered from India.
So I have sat in the UK meeting where the offshore numbers stop adding up, and I have sat in the Indian office where the reason becomes obvious.
The difference between arrangements that work and ones that quietly bleed is almost never the talent.
The problem
I map what you have and what it costs: systems, contracts, spend, people, the processes on paper and the informal ones invented to work around them. I separate what's genuinely fragile from what's merely untidy. Then a sequenced plan: what to fix, in what order, at what cost, for what return.
Most owners have never had this picture in one place.
Why Goa
A deliberate choice, not an accident of geography. Lower attrition than India's metropolitan technology hubs, where a good engineer can change employer by crossing the road. A real quality-of-life argument when recruiting senior people. Direct international connectivity. A place your own people will find easy to visit and easy to trust.
Build
& Stabilize
Hiring scorecards and an interview process
calibrated to your standards rather than local convention, with every senior hire assessed by me personally.
Onboarding built to close the context gap
that offshore teams normally spend a year discovering.
Data security and compliance aligned to ISO benchmarks
which matters more than most firms realise until a client audit arrives.
Delivery governance and communication standards
that hold across time zones.
A first-ninety-day roadmap
with measures you can hold me to.
Who actually does the work
I lead the engagement personally, and I'm the person you deal with throughout. Specialist work around it, company incorporation, statutory accounting, employment law, payroll, fit-out, is delivered by established partners in Goa I've worked with for years. You're told who they are at the outset, and you can meet them. They work alongside me, not instead of me.