Executive search for Nordic and European GCCs scaling in India

This search is for the company. Use it if you are a founder, a chief technology officer, a country head, or a talent leader at a Nordic or other European firm, and the India center needs a leader you do not already have.

The usual moments are a first engineering site in India, a center moving from a backlog to ownership of a product or a platform, or a site leader who now needs engineering leadership underneath. The headquarters is in the Nordics or elsewhere in Europe, and the India role reports there.

Srikrishnan Ananthanarayanan, the founder, has led leadership searches across India, the Nordics, and the US, including a tenure with Mercuri Urval in Oslo advising on leadership selection across technology and sustainability. Nordic and European center work is a defined practice because of that background. www.adviti.net does not name clients.

Site leadership covers the first India head, a site lead, or a managing director when the center is new or when the current seat cannot carry the next phase. The work usually includes hiring, the relationship with headquarters, and the local operating decisions.

Engineering leadership covers engineering directors, heads of engineering, heads of platform, and principal or staff engineers who define how the India team designs and reviews work. In a deep tech center this often means semiconductor design, applied artificial intelligence, industrial software, or the managers who hire under a director.

Product and programme leadership is in scope when the India site owns a roadmap rather than a queue of tickets. A shared services manager and a product engineering leader are different searches. If you need both, we write two briefs. Campus programmes and bulk requisitions stay with your talent team.

The search starts with the work the India center must own, the reporting line into headquarters, and the decisions the new leader is trusted to make without a call to Europe. We write that as a brief before anyone is approached.

We then map where people with that pattern of work already sit: other capability centers, product companies, and research organisations in India, and, where the brief needs it, people who have built a team for a European headquarters. The map is a view of the market, not a finished shortlist.

Outreach is direct and is not advertised. Before the first message we agree what may be said about the company. You meet someone only after their work has been checked against the brief: what they have built, whom they have hired, and how they have worked with a headquarters outside India. You decide who proceeds. We stay through offer and acceptance, including title parity with headquarters and the scope the India leader actually owns.

In the first week you receive four things, in writing. If headquarters has not agreed the scope, the week is spent on that agreement and outreach waits.