Engineering, product and AI leadership for a category being rebuilt every 18 months.
Technology leadership has been redefined three times in the last decade — by cloud, by data, and now by AI. We work with global SaaS companies, Indian IT services majors, Global Capability Centres (GCCs), product startups and platform businesses where the brief is almost always the same: a leader who can ship product, retain engineers and build for AI-native scale.
Our IT practice is staffed by consultants who came up through engineering and product organisations. We can read an architecture diagram, pressure-test a candidate's platform instincts, and tell the difference between a CTO who has actually built distributed systems and one who has only managed people who did.
We have placed CTOs of unicorns, GCC Country Heads for global banks and pharma majors, CISOs for regulated businesses, and the first non-founder VP Engineering for a long list of growth-stage startups.
The forces shaping leadership demand in Information right now.
India now hosts 1,700+ GCCs. The senior briefs have shifted decisively from 'run a delivery centre' to 'own a global product line from India'. Leadership for this transition is scarce — most existing GCC heads are calibrated for the previous era.
Every meaningful technology business is being re-architected around AI. The CTO and Chief Product Officer briefs now require genuine fluency in agentic systems, RAG, fine-tuning economics and inference cost — not just buzzword adjacency.
Regulated industries, GCCs and product companies are all hiring CISO and Head of Security leaders simultaneously. Credible CISOs with board-level communication ability are perhaps the scarcest profile in the sector.
Companies with a respected VP Engineering retain 30–40% better than those with a generalist leader. The single highest-leverage hire in many growth-stage businesses is the senior engineering leader, and we structure our searches around that reality.
"The best technology leaders are network-referred and rarely active. We run founder-grade search — fast, conviction-led, and willing to spend time with candidates who are not yet looking. For GCC and platform roles, we map globally, not just in India."
Representative roles across 5 role families.
Our IT consultants come from engineering and product backgrounds. We can pressure-test a candidate's architecture instincts, not just their resume — and we bring this rigour into the very first conversation.
We help GCCs decide whether the right first leader is a builder, a scaler or a transformer — and shortlist accordingly. The wrong archetype for the stage is the most common GCC hiring mistake.
For startups, we run search with the speed and conviction of a co-founder. We do not gate-keep candidates behind process — we get the founder and the candidate in front of each other early.
Many of the best CTO and CPO candidates for Indian businesses are sitting in Bay Area, Seattle, London or Singapore. We have spent years building those benches.
The way we run a sector search end to end.
We sit with the CEO, CTO, board and product leaders to define what the role must build, not just what it must manage.
Cross-geography mapping — India, US, Europe, Singapore — for senior product and engineering briefs. GCC and platform searches almost always require diaspora reach.
Working sessions with the CTO or technical board members. We don't outsource technical judgment to the candidate's previous title.
Structured leadership interviewing, deep referencing on retention and team-building, founder-fit calibration for startups.
Compensation structuring, ESOP modelling, relocation planning and a structured first-90-days plan.
Our IT searches move fluidly between India, the GCC, Singapore and North America. A typical month sees a Bay Area Director of Engineering returning to Bangalore as VP Engineering, a Singapore CTO joining a Mumbai unicorn, and a Toronto-based AI leader heading the AI practice of a Gurgaon GCC.
Anonymised to protect client and candidate confidentiality.
Replaced a founder-CTO with a globally-trained engineering leader. Closed in 11 weeks; engineering attrition dropped from 28% to 11% over the following year.
Built a leadership bench for a 4,000-person GCC: Country Head, Head of Engineering, Head of Product, Head of HR — in 6 months, fully cross-mapped against the company's global talent grid.
Confidential replacement of a tenured CISO. Mapped 90 candidates across India, Singapore and the UK; closed in 9 weeks with full board sign-off.
A sector lead from our Information practice will be in touch within one business day.