Global capability centres (GCCs) in India are currently showing a keen interest in attracting professionals from the country’s vibrant startup ecosystem, marking a decisive shift in strategy.

Until now, GCCs have been drawing top-tier talent mainly from IT companies, thereby forcing many to view them through the lens of poaching. 

Notably, GCCs added $64.6 billion in revenue to India’s tech sector in FY24, and the market size is projected to reach around $100 billion by 2030, showing that growth is accelerating for both models.

The rich pool of skilled professionals is reportedly encouraging GCCs to offer salaries 20–30% higher than those at domestic IT firms and often on par with or even exceeding startup compensation.

Talking to AIM, Roop Kaistha, regional MD APAC at AMS, mentioned, “Fresh 2025 data signals that a meaningful share of new GCC hires now come from startups. Hiring from IT services firms fell to 18% in FY24, down from 32% the previous year, while 16% of new hires came from startups and product companies, up from 13%.”

For startup employees accustomed to uncertainty, long hours and operating with limited resources, the promise of stability, competitive pay and global exposure at a GCC is an enticing proposition.

Reports indicate that Anaptyss, for instance, aims to double its workforce by 2027, bringing on board more than 600 professionals. The company is focusing on talent from allied industries, valuing their adaptability and growth potential.

In a conversation with AIM, Alouk Kumar, Inductus Group CEO, noted, “We see this as a clear signal that the value proposition of GCCs has matured. GCCs are no longer simply competing on cost; we are a destination for innovation.”

He pointed out that professionals with startup backgrounds are drawn to the scale of GCCs’ global problems, the stability for long-term R&D and the opportunity to impact millions rather than thousands.

From IT Services to Startup Talent

Traditionally, GCCs hired heavily from IT service companies. Now, they are actively targeting talent from startups and product companies, particularly for mid-to-senior level roles. 

These candidates are valued for their “balanced mindset”, blending agility, innovation and global thinking, along with expertise in AI, data analytics and cloud computing.

GCCs are also partnering with local startups to tap into niche “deep tech” skills without heavy capital investment.

In fact, Karnataka alone houses a thriving startup ecosystem with 30% of India’s startups, while 55% of IoT startups are based out of the state.

According to Sunil Padmanabh, AI and digital strategy architect, GCCs are winning over startup talent by offering four key advantages. 

First is real product ownership. GCCs like Mercedes-Benz and Target run full-stack pods where former startup product managers lead entire platforms—not just isolated features—giving them full autonomy. 

Next is AI and IP creation. Centres like Novartis Hyderabad and American Express India have absorbed startup data teams to lead AI sprints, build risk tools and file patents, moving well beyond simple pilots. 

Kaistha added that this shift reflects GCCs’ evolution from cost-focused offshoring units to outcome-driven product and innovation hubs. Demand is highest for product engineering, AI/ML, data engineering, cloud and platform roles—areas where startup talent thrives.

Then comes the appeal of startup roles at a global scale, with positions like founder-in-residence becoming a reality at Walmart, PepsiCo and Bosch, where former founders lead innovation labs with clear charters and budgets. 

Finally, better pay and global mobility are significant incentives.

Meanwhile, an NLB Services report revealed that GCCs in India are poised for a notable 9.8% salary growth over the next 12 months.

Fierce Competition for Emerging Tech Skills

Demand for professionals in AI, data science and modern engineering is surging. According to KPMG’s GCC Talent Benchmark, 22% of GCC hires in 2023 came from startups, while Xpheno data shows that moving from a startup to a GCC can result in an average 27% hike in CTC. 

In fact, roles in emerging tech sometimes command salaries up to 30% higher than those in traditional IT services.

According to Karthik Padmanabhan, managing partner at Zinnov, the most sought-after skills today include AI engineering, full-stack development, DevOps, and product management—disciplines that require adaptability and a builder’s mindset. 

Mid-market GCCs, in particular, often mirror the “structural DNA” of startups: operating lean, moving fast and taking full product ownership.

Mercedes-Benz and Target run full-stack pods where former startup product managers own core platforms. Novartis Hyderabad and Amex India have brought in startup data teams to lead AI sprints, build risk tools and file patents.

Global Pathways

Beyond competitive pay, GCCs offer global mobility and purpose-driven work. Many professionals secure rotation opportunities in global hubs like Zurich, Austin and Singapore. The appeal lies in blending startup-style autonomy with the stability and scale of multinational operations.

The convergence between big tech and startups is also shaping this trend. “In one high-profile example, Google acquired talent and technology from AI code-generation startup Windsurf, highlighting the global appetite for startup-born innovation,” Kaistha pointed out.

Yet, there are risks. Cultural and pace mismatches can frustrate startup talent, who may find GCC processes slow or overly structured. This could lead to disengagement and retention challenges, as these hires could leave if innovation agendas stall or bureaucracy creeps in. 

There’s also the risk of overpaying without fully leveraging their skills, which can erode the return on investment.

Kaistha believes that GCCs can avoid these pitfalls by preserving a startup-like environment for innovation teams, streamlining decision-making, giving hires ownership of impactful projects and aligning incentives to outcomes rather than tenure. “Continuous upskilling, mentorship and clear career growth paths can also keep startup talent engaged and retained,” she added.

As Kumar put it, “The best talent wants to solve meaty problems, not just execute on a brief. GCCs are attracting professionals who see their work as a strategic engine for the enterprise, not just a support function.”

With more than 6,500 global roles now based in Indian GCCs, up from just over 100 in 2015, this talent shift is reshaping the very identity of these centres. In doing so, GCCs are positioning themselves as the sweet spot between startup agility and enterprise scale

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