Solutions · Finance Leaders & GCC Sponsors
Task outsourcing and a full Global Capability Centre sit at opposite ends of one spectrum. A dedicated finance team occupies the middle: assigned to your business, accountable to your own structure, without the entity setup a captive centre demands.
The team stands up within 4 weeks of sign-off, reports through one named point of contact, and scales as your requirement changes.
Staffing comes from the same a team of 9 Chartered Accountants, supported by MBA and BCom professionals, including part-qualified ACCA and CPA members as every other Saramis Global engagement. Book a discovery call to talk through the shape of yours.
The middle path
Three engagement models sit on the same spectrum, from a single task to a fully built centre.
Task outsourcing closes one deliverable and stops. A full GCC builds a captive operation from an empty site. A dedicated team sits between the two: more continuity than a task, less overhead than a captive centre.
A dedicated team is built under Tailored Finance Solutions, the service line that also covers GCC setup support and custom finance projects.
The cost structure
A full GCC adds five cost lines on top of salaries: entity setup, office facilities, recruitment fees, attrition backfill, and management overhead. A dedicated team folds all five into one scoped engagement fee.
The salary line is the one cost both models share. ICAI's 62nd campus placement programme (2025) reported an average annual package of ₹12.88 lakh for a newly qualified chartered accountant in India. A captive centre pays that salary plus every line above it. A dedicated team prices the same credential inside a single fee.
Saramis Global publishes no fixed rate card. The fee is scoped at the discovery call against roles, volume, and your reporting calendar, and it runs to whichever engagement mode suits: fixed fee, block hours, dedicated staff, or part-time staff.
Published 2026 cost guides put the all-in cost of standing up a GCC in India between USD 200,000 and USD 3,000,000, depending on city tier and headcount. None of that range applies to a dedicated team: the entity, the office, and the recruitment pipeline already exist on Saramis Global's side. When the engagement closes, what you inherit is a handover document, not a decommissioning project.
End to end, standing up a GCC means handling every legal and regulatory compliance step, finding the right office space, hiring the team, setting up processes, and reaching a fully operational centre. A small team (5 to 20 people) typically takes 8 to 10 weeks; a larger setup (50 plus) runs 3 to 6 months. The requirement decides which end of that range applies.
Oversight hours
Oversight runs live for 5 UK hours, 3 US Eastern hours, and 4 Australian hours in every working day.
A query raised inside those windows comes back within 4 business hours, and the stand-up window agreed at kickoff is set against your calendar, not the team's.
The team's 13:30 to 18:30 IST stretch covers the UK morning from 09:00 during British Summer Time. Month-end review calls sit inside your morning, not bolted onto the end of it.
An evening IST shift covers the US Eastern morning. Work completed across the Indian day lands reviewed before the East Coast day opens, and open items get walked through live.
The 09:00 to 13:00 IST morning covers the AEST afternoon. A Sydney or Melbourne finance leader reviews the day's output the same afternoon it is produced.
The team itself
A dedicated team is built around four things: role composition matched to your need, one point of contact, a fixed governance rhythm, and a stand-up window measured in weeks, not months.
If the requirement is routine bookkeeping capacity rather than a standing team built around a GCC plan, Businesses covers that engagement instead.
The team is built role by role, a bookkeeper, a management accountant, a controller, sized to the volume and complexity your business runs today.
One person owns the relationship from kickoff onward. Scope changes and day-to-day questions route through them, and the name on the engagement does not change with the quarter.
Progress reports land on a schedule agreed at kickoff: capacity, open items, and scope, so nothing surfaces for the first time at month-end.
The team is in place and working within 4 weeks of sign-off, covering onboarding, system access, and the reporting calendar it inherits from you.
Moving the work across
Process migration moves your finance function onto the team's working structure in three stages: a documented transition, a calibration period, and a standing review layer.
Every current process gets written down before it moves: who owns each step today, which system it runs in, and what the output looks like. Nothing migrates on memory alone.
The first cycle under the new team runs deliberately slower. Format, review points, and turnaround expectations get confirmed against your own methodology before volume reaches its normal level.
A reviewer sits above the assigned team itself and checks output before it reaches you, the same discipline applied from the first cycle onward, not added later once something goes wrong. Quality & Security sets out that review discipline in full.
As the team grows
Oversight does not loosen as headcount grows. A layer gets added for every added reporting line, not for every added person.
The named contact from day one keeps that role as headcount increases. A team lead sits between the group and that contact once a second reporting line opens, so your one point of contact never multiplies. The directors who lead the wider firm are named on Leadership Team.
Each added reporting line gets its own review layer above it, so a growing team never waits behind a single reviewer's capacity. See How We Work for the review discipline that runs across every Saramis Global engagement.
The honest fork
A full GCC beats a dedicated team when three conditions hold at once: a multi-year mandate, a budget that covers entity setup, recruitment infrastructure, and facilities, and a plan that runs more functions than finance through the centre.
Until all three hold, the fixed cost lines arrive before the capability does. A dedicated team reverses that order: the finance capability gets proven first, and the capital decision waits for evidence.
The Rajasthan Global Capability Centres Policy 2025 names Jaipur one of the state's three GCC hub cities, targets more than 200 centres and roughly 150,000 jobs by 2030, and runs to 31 March 2029.
India's GCC base stood at more than 1,700 centres employing over 1.9 million people in FY2024, per nasscom's landscape reporting. Tier 2 and 3 cities held 7% of centres, up from 5% in FY2019, and roughly a quarter of new setups over the past three years chose a tier-2 city.
A sponsor who later builds a centre in Jaipur builds it where a dedicated team already runs: processes documented, governance rhythm proven, reporting calendar live. The capability that converts includes audit support, which runs through to the signing of the audit report; the client's own statutory auditor signs it, never Saramis Global.
Entity setup, recruitment infrastructure, and facilities stay outside this engagement. That policy environment is the ground a captive centre stands on, not a service Saramis Global sells.
Questions
No. A dedicated finance team is not a Global Capability Centre; it is the finance-capability layer a GCC eventually needs. A full GCC also requires entity setup, recruitment infrastructure, and facilities, none of which sit inside this engagement. Tailored Finance Solutions covers the full scope of GCC setup support alongside this page.
Plain outsourcing ends when the task does, and the next assignment starts from zero. A dedicated team stays assigned to your business, keeps the same people on your engagement, and reports through a fixed governance rhythm month after month.
Within 4 weeks of sign-off. Role design, credential matching, and the handover of your existing reporting calendar all happen inside that window, so the team starts briefed rather than blank.
Process migration documents how your finance function runs today, then moves it onto the team's working structure during a calibration period, before full volume arrives. The reporting standard stays the same; only who runs the process changes.
Two profiles, usually. A finance leader who needs capability now but cannot justify a full hire, and a GCC sponsor who wants the finance layer proven before more budget goes into a captive centre. Both start from the same discovery call.
No single headcount settles it. Published GCC advisory content frames the switch as a volume threshold, but the real test is whether entity setup, facilities, recruitment, and management overhead pay back across a multi-year horizon. As long as the requirement is one finance function, a dedicated team carries it at lower fixed cost; once several functions justify a centre of their own, the GCC case opens.
Yes, at the capability level. The process documentation, governance rhythm, and reporting calendar built during the engagement transfer into a centre you own, and it ends with a documented handover, the same discipline that closes every Saramis Global engagement. Entity setup, recruitment infrastructure, and facilities stay yours to build; whether individual team members transfer is agreed engagement by engagement.
Saramis Global does. Employment, payroll, and performance management sit with Saramis Global; every member is drawn from a team of 9 Chartered Accountants, supported by MBA and BCom professionals, including part-qualified ACCA and CPA members and assigned to your engagement rather than rotated from a shared pool. Your side sets the scope, the reporting calendar, and the standards the work follows, all routed through the one named point of contact.
Tell Saramis Global where your business sits between outsourcing and a full GCC. The discovery call maps that position to a team composition, role by role.
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