GCC Data Engineering Build-and-Transfer Leader — Industrial Automation

The mandate

The group approved a Hyderabad GCC after two product units committed engineering ownership they can no longer staff in Europe. The intended India leader accepted another role before joining, while property, employer and first-wave hiring commitments are already active. A programme office can open seats, but nobody holds executive authority to define viable product boundaries, reject captive staff augmentation or earn trust from factory-platform leaders.

The interim must start within six weeks for eighteen months, covering entity activation, leadership hiring, capability build, product transfer and permanent-successor induction. The global search for the long-term India data executive begins in month nine after the operating model has been proven. Eight weeks of overlap are reserved; the temporary leader is not eligible for conversion and the assignment ends after witnessed transfer.

Handover requires at least four data products and two shared platform capabilities to be owned end to end from Hyderabad, with service, cost, quality and release objectives met for three quarters. Voluntary attrition must remain within the agreed plan, all first-line leaders must have successors identified, and the permanent executive must chair a global portfolio decision and accept the remaining transfer pipeline.

The interim may define the approved organisation, hire permanent staff within agreed bands, select local delivery partners, stop unsuitable work transfers and allocate the ₹180 crore launch envelope. Changes to legal entity, city, executive grades, global product accountability or expenditure beyond budget require the two sponsors. The seat cannot promise tax incentives, override global product safety decisions or move restricted industrial data without approval.

Generic IT support, enterprise application operations and headcount transfers without product accountability are outside this mandate. The GCC may interface with those functions but will not absorb them to meet hiring targets. The leader does not own global data strategy, factory controls or sales analytics beyond the six agreed capabilities; success is measured by durable ownership, not centre size alone.

Why this seat is open

The pre-joining withdrawal created a leadership vacuum after irreversible launch commitments and customer-facing transfer promises. Global product heads need an executive peer who can negotiate work boundaries, while the India organisation requires credible hiring and culture from day one. An interim build-and-transfer operator prevents the GCC from becoming a volume recruitment exercise before its permanent leader arrives.

What you will own

• Define the GCC charter, capability map, product-accountability boundaries, governance forums and measurable conditions for accepting work from global teams.
• Hire the India leadership spine and critical architects, balancing scarce industrial-data expertise, managerial depth, compensation integrity and succession coverage.
• Negotiate staged transfer plans containing source ownership, knowledge evidence, release authority, service objectives, travel and reverse-shadowing commitments.
• Establish engineering practices for industrial time series, event pipelines, semantic models, data quality, observability and secure factory connectivity.
• Govern the ₹180 crore launch portfolio against owned outcomes, productive capacity, attrition, transfer readiness and retired external dependence.
• Build relationships with Hyderabad universities and specialist communities without substituting graduate volume for experienced product and platform leadership.
• Induct the permanent executive through operating reviews, global stakeholder decisions, employee forums and signed acceptance of unfinished transfers and commitments.

Candidate qualifications

• Built a technology or data GCC in India beyond initial hiring, with direct responsibility for transferring global product or platform accountability.
• Led data engineering for industrial, IoT, manufacturing or other operational technology where semantics and reliability mattered beyond business reporting.
• Negotiated with global product executives who initially treated the centre as capacity and converted selected work into accountable end-to-end ownership.
• Hired and retained senior engineering leaders in Hyderabad while managing compensation compression, notice periods, counteroffers and specialist scarcity.
• Controlled entity, workplace, talent, vendor and technology dependencies through a multi-wave launch with board-visible investment outcomes.
• Completed a build-and-transfer mandate by giving a permanent India executive genuine authority, stakeholder trust and transparent residual obligations.

Non-negotiables

• Available within six weeks for an exclusive Hyderabad-based mandate with frequent travel to Germany during product-transfer waves.
• Has personally built an India GCC with product ownership; offshore delivery management or site expansion alone does not qualify.
• No undisclosed interest in staffing, real-estate, payroll, engineering-services or recruitment suppliers considered for the centre.
• Will reject transfers lacking decision rights or sustainable capability even when doing so reduces headline hiring against the launch plan.

1. 49 words maximum. State your Hyderabad start date and the largest GCC whose product accountability you personally built and transferred.
2. 49 words maximum. Describe work you refused to move into a GCC because the decision rights or knowledge conditions were inadequate.
3. 49 words maximum. Which evidence shows that an India data team owns a product rather than supplying capacity to a global owner?