We diagnose before we prescribe.
Every outsourcing vendor sells you the same package. We ask what's actually broken first.
Before we talk models, we ask two questions.
How do you actually define your culture, not the version on your careers page?
If we get your model and your team right, what does a 13 out of 10 look like?
Most founders sign before anyone asks either one. We ask both first.
I've sat in that room.
December. An offsite in Kodai, meant to celebrate what we'd built.
A 300-person healthcare vertical, scaled from nothing. Culture intact. Numbers delivering.
In one afternoon, the owners restructured it like a line in a spreadsheet. Not one person. Not one team. All 300, reduced to a margin.
I skipped dinner that night. Nobody asked why.
These were the same people who led with "people first" in every sales pitch. In the room, with the decision on the table, people were the first thing they stopped seeing.
Nobody in that room had ever asked what culture meant to the people building it. Nobody had asked what a 13 out of 10 looked like if they got it right.
That's the gap. Not the model. The two questions nobody bothered to ask before choosing one.
From two questions to one model.
No template. No package. Just a sequence that gets you to the right answer.
01
We listen first.
Before any model is on the table, we sit with your culture and your runway. Not a form. A conversation.
Diagnose. Decide. Deliver. In that order. Never the reverse.
02
We name what's actually broken.
Cost, speed, control, or ownership. Most founders are solving for the wrong one. We find out which.
03
We match the model to the answer.
Fully Owned Subsidiary. Co-Invest GCC. BOT. ROT. Each one answers a different version of the ownership question. We pick the one that answers yours.
04
We build for Month 7, not signing day.
The model has to survive the moment something hard lands and someone has to own it. We design for that moment, not the launch.
Built by the person who's done it, not sold it.
25 years scaling delivery teams across India and Africa. Three GCCs built from the ground up. A 1,000-person delivery center. A 300-person healthcare vertical. Today, 200 people at Inflocuris, still hands-on, still in the room. I wrote THRIVE: Beyond Outsourcing because I watched too many founders get sold a package instead of a diagnosis. This page is that diagnosis, applied to you.
Author, THRIVE: Beyond Outsourcing · Founder & MD, Intellios Global · Founder & MD, Inflocuris
One question. Four paths. You've already seen where this leads.
Fully Owned Subsidiary. Co-Invest GCC. BOT. ROT. Four models, each answering a different version of the ownership question you just walked through.