WORK
Four engagements. Four different problems. One constant.
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We describe what we built.
GCC Build-Operate-Transfer · Financial Services
US-based fintech, Series C
Root cause: internal GCC attempt stalled on compliance complexity.
No partner with full execution accountability.
A Delaware-incorporated fintech at Series C had attempted to build an India technology centre using the standard multi-advisor model. Real estate secured. Staffing firm engaged. Legal firm working on the entity. Eight months in, none of the workstreams were talking to each other. The entity structure was incompatible with the staffing model. The location decision had been made before the talent density analysis. The project had stalled.
Advait took over the Build phase under a single contract. Entity structure reworked to an STPI private limited aligned to the talent and IP model. Location re-evaluated. New lease. Infrastructure designed. Talent acquisition restarted with Advait-led process.
Entity incorporated week six. Location signed week eight. First fifty hires onboarded week fourteen. Two hundred and fifty seat centre operational in month nine. Total cost forty-two percent below the original direct build projection.
Advait ran the Operate phase for eighteen months. Zero attrition in that period. Weekly KPI reporting to US leadership. Monthly review with the founding team. In month sixteen, the internal GCC Head was identified and promoted through the Advait mentorship programme. Transfer completed in month twenty-four.
9 mo
Build to operation
42%
below direct build cost
Zero
attrition in 18mo of Operate
Month 24
Transfer completed on schedule
SAP Advisory · Life Sciences
$2B European pharmaceutical group
Root cause: a Big 4 system integrator had attempted a brownfield
S/4HANA migration and failed. Eighteen months behind schedule.
The engagement arrived in crisis. A major European pharmaceutical group had engaged a Big 4 SI for a brownfield S/4HANA migration. Eighteen months in, the go-live date had slipped twice and nothing was live. Scope had expanded by forty percent. The client had lost confidence — not just in the SI, but in the migration as a feasible objective.
Advait conducted a four-week forensic assessment. The SI had used a lift-and-shift approach on a data landscape that had not been rationalised in a decade. Legacy processes and custom objects had been migrated without interrogation. The result was an S/4HANA environment that inherited every complexity of ECC, plus the compliance requirements of a pharmaceutical operating in multiple jurisdictions.
Advait recommended a selective migration approach: define what must migrate, what gets rebuilt cleanly, what can be retired. The client agreed. Advait rebuilt the migration plan from scratch, with Advait’s team leading every module — FI/CO, MM, SD, PP, QM — and FDA compliance requirements integrated at module level from day one.
The system went live in fourteen months. Thirty percent under the budget of the failed attempt. Zero data loss. FDA GxP requirements met at go-live, verified by the client’s internal validation team.
14 mo
to go-live from Advait engagement start
30%
under budget of the failed prior attempt
Zero
data loss in migration
FDA
GxP compliance met at go-live
AI & Technology Advisory · Retail
$300M omnichannel retailer
Root cause: three AI POCs built by different vendors. None reached production. Organisational trust in AI was exhausted.
A three-hundred-million-dollar omnichannel retailer had invested in AI across three separate engagements over twenty-four months. A demand forecasting POC. A personalisation engine. A markdown optimisation model. Each had been delivered by a different vendor. Each had demonstrated results in the sandbox. None had reached production.
The pattern was consistent. The underlying data infrastructure — fragmented across three legacy systems, inconsistently labelled, missing eighteen months of clean history — could not support a production model. Each vendor had built around it for the demo and then encountered it in production.
Advait began with a three-week readiness assessment. Two use cases were selected based on ROI and implementation feasibility. Data foundation work began immediately — eight weeks of data engineering before a model was trained on production data.
Demand forecasting model went live in week eleven. Accuracy improved from sixty-four to ninety-one percent within the first three monthly retraining cycles. Annual impact modelled at eight point four million dollars. The model self-improves with weekly retraining on live sales data.
64% → 91%
demand forecasting accuracy
11 wks
POC to production
$8.4M
annual inventory cost reduction
Self-improving
weekly retraining on live data
CPA & Accounting · Technology
India-US SaaS business, $40M ARR
Root cause: two independent advisors, a US CPA and an India CA, had never been in a room together. Transfer pricing undocumented. Remittance structures non-compliant. Series B eighteen months away.
The founder had been running a fast-growing SaaS business across two entities for four years. Delaware C-Corp for US operations. India private limited for engineering. Two separate advisors who had never coordinated. The gap between them was large.
Transfer pricing between the two entities had never been formally documented. The IP ownership structure had been set up informally at founding. FEMA-compliant remittance was not being observed consistently. The business was four months from beginning Series B conversations and had not had its US GAAP financials reviewed by a CPA.
Advait conducted a full cross-border structuring review. Transfer pricing policy written and backdated with appropriate support for both the IRS and Indian tax authorities. IP ownership formalised. FEMA-compliant remittance structure put in place. US GAAP reporting initiated from month one.
Full GAAP financial package, board reporting template, and investor data room built in eight weeks — in time for the first investor meeting. The Series B closed at a thirty percent premium to the founder’s initial target valuation.