BENGALURU: For two decades, the standard question a foreign enterprise asked about India was simple: how much can we save? Increasingly, that question has changed. Boards are no longer approving India centers only to reduce cost. They are approving them to build products, engineering depth, data capability and AI enabled operations they intend to own.
MarSan Global, the full lifecycle Global Capability Center partner launched in Bengaluru this year, is built for that shift. Its model brings together two ideas the market often treats separately: AI as an operating model layer that improves execution across the GCC lifecycle, and Build Operate Transfer as a pathway for enterprises to own the capability rather than remain dependent on the partner that built it.
The firm was founded by operators whose careers span building and running capability centers and enterprise transformation programs at organizations including IBM, HP, Wipro, AOL and HG Insights. Its premise, drawn from years inside complex builds, is that enterprises expanding into India are not underserved by a shortage of vendors. They are underserved by fragmented accountability, inconsistent execution governance and operating models that make ownership harder than it needs to be.
As enterprises shift from renting offshore capacity to owning India built capability, MarSan Global is embedding AI into the operating layer of GCC delivery and using Build Operate Transfer to help clients own the finished capability.
The market has moved from arbitrage to ownership
The backdrop is a sector that has become one of the most important in the global economy. India now hosts more than 1,700 GCCs, supported by a STEM talent base of roughly 5.4 million people, and accounts for an estimated 53 percent of the world’s Global Capability Centers – a market worth approximately $70 billion and still expanding. What has changed is not the size of the opportunity but its character. The centers being approved today are expected to own outcomes, not merely absorb overflow.
That change is also broadening the field of who builds. The early GCC wave belonged to the largest global corporations, with the internal teams and institutional muscle to stand up an India center on their own. The new wave increasingly includes mid market enterprises setting up their first India presence – companies with the ambition to own capability but without the in-house playbook the Fortune 500 could deploy. For them, how a center gets built is not a detail. It sets the ceiling on everything the center can become.
AI as an operating model layer not a headline
Where much of the industry treats AI as a product to sell, MarSan runs it as part of the operating fabric. Artificial intelligence sits underneath all six of the firm’s delivery pillars – Strategy and Advisory, Build and Launch, Operate and Run, Transform, Scale and Expand, and Optimize – rather than beside them as a separate line item.
In practice, AI is applied where it improves execution quality and enterprise visibility: automating compliance workflows and statutory filings, generating enterprise grade reporting, streamlining talent operations, strengthening governance routines and giving both the India center and headquarters clearer real time visibility into how the center is performing.
The payoff shows up in the economics, but MarSan is deliberate about keeping the economics in their proper place. Traditional GCC operating models often carry significant management overhead. Because MarSan’s own operating stack is designed with AI enabled workflows, that structural drag can be reduced – not by cutting service quality, but by removing manual friction from the operating layer and passing efficiency through to the client.
“The useful question about AI here is not whether it replaces people. It is whether it makes enterprise execution more reliable, visible and scalable,” said Ankur Jalpota, Independent Director – AI and Digital Transformation at MarSan Global. Jalpota is an AI, engineering, go-to-market and enterprise transformation leader with experience across IBM, HP, Wipro, AOL, HG Insights and cloud-first enterprises, where he has worked across technology delivery, digital transformation, AI adoption, product execution and global operating models. “When AI is applied to the right operating points – compliance, reporting, governance, talent workflows, engineering productivity and operational visibility – it removes the friction that slows complex builds down. The real advantage comes when AI is connected to engineering discipline, GTM priorities and business ownership, not treated as a standalone tool. People stay focused on judgment, stakeholder alignment and value creation. AI strengthens the delivery system around them. That is how operational excellence becomes repeatable at enterprise scale.”
Build Operate Transfer built to actually transfer
The second idea is structural. MarSan can build and run a center under a Build Operate Transfer arrangement and then hand full ownership to the client on an agreed timeline, with knowledge transfer designed into the engagement from the start rather than added at the end.
The distinction matters because BOT is a term the industry uses loosely. Too often, the transfer stage never fully arrives, leaving the enterprise dependent on the very partner that promised independence. MarSan’s model is designed around the opposite outcome: the enterprise owns the capability outright and retains the operating knowledge required to keep maturing it.
“Companies are no longer coming to India only to save money. They are coming to build capability they want to own,” said Sandeep Kumar Dey, Co-Founder and Chief Executive Officer of MarSan Global. “That requires a partner who transfers ownership instead of protecting its own dependency, and who sets a center’s ceiling high on day one rather than quietly capping it as a support function. The next decade of enterprise capability will be built in India, and increasingly it will be AI-native from the start. Our job is to make that build fast, compliant and owned.”
One accountable partner instead of a web of contracts
Both ideas sit inside a larger structural choice. Rather than the chain of specialists most enterprises assemble – one consultant for strategy, another for entity setup, a third for hiring, a fourth for payroll and another for operations – MarSan provides a single accountable partner across more than twenty services enterprises would otherwise contract separately: GCC strategy, entity setup, recruitment, employer of record, payroll, operations, Build Operate Transfer and long term scaling.
The firm describes the approach as “one platform, one team, one outcome.” Its founders are direct about why it exists. In their experience, the handoffs between vendors are what cause India builds to slip: fragmented accountability, duplicated effort, unclear decision rights and timelines that erode at every handoff. AI and BOT are the two levers MarSan uses to close those gaps – AI by making execution faster and more transparent across the lifecycle, BOT by ensuring the lifecycle ends with the enterprise in control.
An asset to compound not a project to finish
For MarSan’s advisory bench, the AI and ownership model is also a bet on how enterprise value accrues over time.
“A capability center is not a project you finish; it is an asset you compound,” said Dinesh Kumaar Sharma, Strategic Advisor to MarSan Global, whose expertise spans AI, automation, observability, strategic alliances and enterprise growth. “Enterprise transformation lasts when it is built on the right ecosystem of partners and designed to keep maturing – through automation, through observability, through leadership depth. The centers that will matter over the next decade are the ones architected for that climb from the beginning, not retrofitted into it later.”
As mid market companies establish their first India centers and existing centers move up the maturity curve – from cost center to value center to innovation hub – demand is shifting toward partners who can own the entire lifecycle rather than a single stage. India’s GCC story is moving from cost arbitrage to capability creation, and MarSan Global intends to be the operating partner behind that transition: the firm enterprises turn to when the goal is not to rent capacity, but to build and own capability that lasts.
About MarSan Global
MarSan Global is a full lifecycle Global Capability Center partner that helps enterprises establish, operate and scale India capability centers under a single ownership model. Through one integrated partner, MarSan delivers the services enterprises would otherwise source from multiple vendors – including GCC Strategy, Recruitment Process Outsourcing, Employer of Record, Payroll, Entity Setup, Build Operate Transfer, Operations and Workforce Scaling – with AI embedded across the lifecycle and knowledge transfer built in by design. The firm’s model is operator led and ownership first: enterprises own the capability, while MarSan is accountable for the outcome.
