back to impact
scaling digital delivery without giving up control
building a dedicated offshore capability that worked as part of the client’s own product and engineering organization.
2x
increase in product delivery velocity
industry
media and publishing
type
dedicated offshore capability
mandate
build and operate a microGCC
the business
the client is one of the uk’s largest commercial news publishers, reaching more than 42 million users each month across over 120 national and regional media brands.
as the business became increasingly digital, product and engineering teams were supporting a growing portfolio of platforms, experiences and delivery priorities. the organization needed more capacity without losing the control, continuity and product knowledge that matter in a fast-moving media environment.
the scale brief
clarient was brought in to build a dedicated microGCC in india that could operate as an extension of the client’s existing product organization.
the team was shaped around the client’s agile model, delivery standards, and working culture. engineering, ux, qa, and product operations worked directly within established tools, ceremonies, and product streams rather than operating as a separate outsourced unit.
our contributions
microGCC Strategy and SetupCustom Talent AcquisitionFrontend and Backend EngineeringUX DesignQA and AutomationProduct OperationsAgile Delivery GovernanceSLA and OKR Management
the capacity gap
the client needed to increase delivery across four product streams while internal capacity was already stretched.
adding conventional contractors could solve the immediate headcount problem, but it would not address continuity, product knowledge, or ownership. traditional outsourcing created a different risk by placing too much distance between the people building the product and the teams responsible for it.
the requirement was for a capability that could scale delivery while keeping ip, decisions, and accountability close to the client.
the operating model
the microGCC was designed around how the client already worked.
instead of creating another delivery layer, clarient built a cross-functional team that joined existing product rhythms, tools, and performance expectations from the start.
build around the product, not the vacancy
roles were selected around the needs of each product stream rather than filled against a generic staffing plan.
hiring considered technical ability, working style, and fit with the client’s product culture so that new team members could contribute as part of the organization rather than alongside it.
work inside the same delivery rhythm
the team joined sprint planning, backlog grooming, reviews, and okr cycles across the client’s agile environment.
shared tools and ways of working reduced handoffs and gave onshore and offshore teams a common view of priorities, progress and delivery.
govern for continuity and performance
clarient remained accountable beyond recruitment.
SLA and OKR governance, regular performance reviews and ongoing team management helped maintain delivery standards while giving the client visibility into how the capability was performing.
build around the product, not the vacancy
roles were selected around the needs of each product stream rather than filled against a generic staffing plan.
hiring considered technical ability, working style, and fit with the client’s product culture so that new team members could contribute as part of the organization rather than alongside it.
work inside the same delivery rhythm
the team joined sprint planning, backlog grooming, reviews, and okr cycles across the client’s agile environment.
shared tools and ways of working reduced handoffs and gave onshore and offshore teams a common view of priorities, progress and delivery.
govern for continuity and performance
clarient remained accountable beyond recruitment.
SLA and OKR governance, regular performance reviews and ongoing team management helped maintain delivery standards while giving the client visibility into how the capability was performing.
the impact
the microGCC gave the client additional product and engineering capacity without creating a separate offshore operation that had to be managed at arm’s length.
engineering, ux, qa, and product operations worked across four delivery streams as part of the client’s existing agile teams. shared ownership helped reduce the friction that often appears when work moves between internal teams and external vendors.
the model also created greater continuity. custom hiring and deeper integration allowed product knowledge to remain within the team rather than being repeatedly lost through contractor turnover.
that stability translated into measurable delivery gains. product delivery velocity increased by 2x, while onboarding time fell by 40%.
the team recorded 0% attrition over more than 18 months, protecting knowledge and reducing the disruption associated with repeated hiring and ramp-up cycles.
the model also delivered an estimated 40% cost advantage compared with equivalent onshore hiring, while keeping the client in control of product priorities, ip and delivery decisions.
as the partnership developed, the capability expanded across product, engineering and quality functions. the same foundation now provides room to extend into areas such as AI readiness, personalization and data-informed product decision-making.
the result was not simply more offshore capacity. it was a delivery capability designed to behave like part of the business from the beginning.