The Problem:

The CIO and his deputy from the company had been planning to setup their captive in India. They wanted to have specialized SAP skills for their global support and wanted to be sure if their gamble in India would work. Their management was not keen on investing in a captive in India without a solid proof that the model would work. On the other hand, due to the global spread, the task of understanding the real requirement was challenging as the estimates of number of resources could vary significantly. To add to all the dilemma, rumours of a merger made the CIO leave the company and his deputy was left with the job to manage with the reduced budget and a task unfinished, that he needed to get over with quickly.

The Solution:

The new CIO liked the Virtual Captive model of ScrumStart. This model helped him release his pressure from all the sides and he was able to get immediate go ahead on the Virtual captive model with its characteristic cost plus pricing model and commitment to transfer the entire team to the client anytime in future.

ScrumStart hired the entire team for the client. Shortlisting was done by the talent team of ScrumStart while final selection was done by the client. In many cases there were even nine rounds of interview and prolonged delays, but ScrumStart talent team kept engaging with client and candidates to ensure high conversion. ScrumStart even worked with the client in identifying and creating a dedicated and branded office for them as per their specifications at an agreed financial terms. A centre head was hired and along with the client the team was trained and made productive in a short span of time.

Result:

With transparent cost plus pricing model, client hired the best resources and still saved on their budget more than the plan right in first year.  The success of the BOT model prompted the client to expand their office and bring many more functions to the new setup. With every employee of ScrumStart, client sees each member as their own staff. The build, operate and transfer model of the engagement helped instil high level of trust and transparency and a great relationship with the client’s team.

The Problem:

Setting up a captive is never an easy task for any corporate. It is like entering into a marriage and therefore needs long term commitment from the side of the investors. This is what happened when ANZ based large retail company scouted for offices in India to setup their proposed captive that would eventually grow into a 100 strong workforce. The CIO was looking at low cost of operations while business sponsors were looking at quick results. ScrumStart was engaged in helping them setup their own captive and hand over the operations immediately.

The CIO was in a dilemma that his business sponsors needed immediate results but the challenges involved in setting up a captive, completing all legal formalities and then hiring the team which would take up significant part of the year was overlooked. In his own estimates nothing meaningful would be possible in one year that he was looking with stiff targets of budget reduction and project completion. On the contrary, the budget was increasing for him with additional expenses in setting up their captive.

The Solution:

ScrumStart gave them the option of Virtual Captive that would help them with zero upfront investment that would take care of the immediate challenge. ScrumStart immediately offered their technology and product teams to execute some urgent projects on a fixed cost basis at a cost that was more than 50% lower than they had estimated. Projects were completed well in time and by the end of three months more than twenty engineers were working for them. The CIO then took a decision to go completely on a virtual captive model as the experience was good with budget, quality and speed of execution. ScrumStart then entered into an agreement with the client where a separate team would be selected for them where the client’s officers will select them and clear their onboarding. ScrumStart committed to handover the team to the client if the client ever demanded the same.  Specialized skills that needed ScrumStart to setup office in a different city were also onboarded in a record time.  Within one year, more than fourty engineers were deployed for the client working as per their work schedule remotely while key employees took travel to improve the team building and see the business challenges in real time.

Result:

Client saved more than US $2 Million within first year of its operation with ScrumStart and awarded the company amongst the most valuable partner.  Transparency with customer resulted in great relationship with top officers of client vising India.

The Problem:

Large companies have their own set of problems. The biggest of them is about budget management and control of technology initiatives. The VP of the company had a task of cutting down on his budget every year, but the spread of the services across several vendors was making it risky and difficult. He was actively looking at setting up their own captive in India to get the cost arbitrage advantage but was doubtful if the initiative would work. His existing vendors held complete knowledge of their IT systems and the only way out appeared to be making most of the work being done by vendors redundant through automation and create a new team in their captive. The biggest question was how can that be done for such a large scale.

The Solution:

ScrumStart did the complete business case analysis of setting a captive vs virtual captive. The company saw the benefits of ScrumStart Virtual captive over any other model and engaged ScrumStart to establish a proof of concept before they could think of expanding their footprint. With zero capex, cost plus pricing and an agreement to transfer the captive at a later date, the company saw transparency with ScrumStart as the biggest positive and that resulted in a very positive environment for setting the basic ground work. ScrumStart shortlisted the required talent and the company officers did their pick based on their assessment. A separate premise was identified and made secure as per the company guidelines.

The team completed the POC successfully with all parameters of savings, quality and knowledge achieved paving way for expansion. The solution also includes proposals that can give immense cost savings and improving the outcome they get from existing vendors.

Result:

POC helped the client to gain confidence. The plan once completely executed can deliver more than 40% savings to what the company currently spends. The new automation process has more saving opportunities and improving quality of outcome.  ScrumStart turned out to be a transparent and trustworthy partner that the client appreciates and plans to grow over several years with ScrumStart.

The Problem:

A new technology company from US wanted to establish its India presence to save cost and be competitive in market. They did not have enough capital nor did they have enough management bandwidth to establish their own captive. Their dilemma of using a service provider would have robbed them of the margins that they would get with their own manpower. Their clients were looking at quick delivery and they had to take a quick decision on how they can establish.

The Solution:

ScrumStart provided their own premises for the company to start their operations and hired resources on their payroll. Many of the ScrumStart resources were eventually transferred to the company giving them needed critical mass. The entire capital expense was converted into operational cost and spread over two years to give them needed relief from putting immediate capex. ScrumStart’s facilities & entire support along with employees ensured that the client was completely focussed on their business without any worry. The cost plus pricing model and an easy exit clause helped them with an easy transition after completion of their term into their own premise two years later.

Result:

Client received a very good response from its customers by using ScrumStart state of the art premium office space that would not have been possible for the client on their own. Client’s cash flow situation was supported by ScrumStart’s virtual captive business model and they could transition into their own as per their plan. Client appreciated the support at several occasions to ScrumStart management.