Reaching Greenfield and Brownfield GCCs in the US

Hi [First Name],

I'm Dave Pryor, Head of US Sales at Embark. We're part of the Embassy Group and work with global companies building and running capability centres in India, from the initial strategy through to day-to-day operations, under a single accountable partner.

If [Company] is in the early stages of evaluating an India centre, the engagement model chosen at the outset, fully self-built, a managed build with a defined transfer, or a lighter starting structure, will shape most of what follows over the next two to three years.

We handle the full scope of a GCC build in India: strategy, entity setup, workspace, IT infrastructure, and first-cohort hiring, delivered under a single contract. Where it makes sense, we also operate a Build-Operate-Transfer model, running the centre through the early phase and transferring full ownership once it is stable.

I would welcome the opportunity to walk you through how each model fits your timeline and risk tolerance. Would a call in the next week or two work on your end?

Dave Pryor
Head of US Sales, Embark

Thank you for the quick response, [First Name].

I have the following times available: [Option 1], [Option 2], [Option 3]. I will include Dipanwita Ghosh, our Head of Consulting, on the call, as the first substantive conversation usually centres on vision, location, and operating model before anything else is decided.

I have attached a comparison of our three engagement models, Assisted Build, Build-Operate-Transfer, and Employer of Record, so you can review the trade-offs ahead of our discussion.

Dave Pryor

Understood, [First Name], and thank you for letting me know directly.

Would it be reasonable for me to reach out again once the India decision is closer to being finalised? No response is needed now.

Dave Pryor

Hi [First Name], following up on my note from last week, and wanted to share something useful regardless of timing.

Companies that lock in the operating model and location before touching real estate typically save eight to twelve weeks on the overall build, since the site search and lease terms both depend on decisions that would otherwise still be open. I've attached our Setup workstream checklist, the eight areas that need sequencing regardless of which engagement model you choose, in case it's useful for internal planning even before we speak.

Is location or the operating model the more open question for you at this stage?

Dave Pryor

Hi [First Name], I have not heard back, which is entirely understandable given competing priorities.

Should I close this out for now, or would it help to revisit at a later point? Either way, I am glad to reconnect whenever the timing works for you.

Dave Pryor

Hi [First Name], I am not certain my previous note reached you, so wanted to try again with something more specific.

Most first-time India builds that start with real estate before the operating model is settled end up renegotiating lease terms within the first year, once the actual team structure becomes clear. Getting that sequence right at the outset avoids it entirely.

I'm Dave Pryor, Head of US Sales at Embark, part of the Embassy Group. We manage GCC builds end to end, strategy, entity setup, workspace, IT, and hiring, under a single contract and one accountable partner. Happy to share more detail on how we sequence this if it would help.

Dave Pryor

Hi [First Name],

I'm Dave Pryor, Head of US Sales at Embark. We're part of the Embassy Group and work with global companies running capability centres in India, taking on specific operational functions and helping centres evolve as their mandate changes.

When an India centre takes on new capability, AI, R&D, or otherwise, or transitions away from a vendor-managed model, that is typically the point at which the operating model needs to be rebuilt, not simply the headcount.

We manage day-to-day operations for GCCs at this stage, taking ownership of specific functions, finance, HR, or talent, so your team can remain focused on the new mandate rather than the operational mechanics behind it. Where useful, we also conduct a Transformation Readiness Assessment to benchmark the centre's current state before any changes are made.

I would welcome the opportunity to understand where things stand. Would a call in the coming week work?

Dave Pryor
Head of US Sales, Embark

Thank you for getting back to me, [First Name].

I have the following times available: [Option 1], [Option 2], [Option 3]. I will include Jerish Joseph, our Chief People Officer and Head of Managed Services, given the operational scope involved here.

I have attached an overview of the functional areas we manage day to day, along with a sample from a recent Transformation Readiness benchmark. Please let me know what works best.

Dave Pryor

Understood, [First Name], thank you for letting me know.

Would it be reasonable to reach out again once the new mandate has progressed further? No response is needed now.

Dave Pryor

Hi [First Name], following up on my note from last week, and wanted to share something useful regardless of timing.

Centres that rebuild governance and reporting cadence before changing anything else in the operating model typically move through the transition faster, since every subsequent decision has a clear owner and review point. I've attached a short overview of the review cadence we typically put in place, operational, performance, and strategic, each with defined ownership, in case it's useful for benchmarking against what you have today.

Is the vendor transition or the new capability build the greater priority for you at present?

Dave Pryor

Hi [First Name], I have not heard back, which I understand given competing priorities.

Should I close this out for now, or would it help to revisit at a later point? Either way, I am glad to reconnect whenever the timing suits.

Dave Pryor

Hi [First Name], I am not certain my previous note reached you, so wanted to try again with something more specific.

Centres that move off a vendor model without first rebuilding governance and reporting structure typically spend the first two quarters fixing avoidable gaps instead of executing the new mandate. Getting that sequence right from day one changes that.

I'm Dave Pryor, Head of US Sales at Embark. We take ownership of specific functions, finance, HR, or talent, so your team can stay focused on the new mandate rather than the mechanics behind it. Happy to share more detail if useful.

Dave Pryor