India is rapidly evolving from a global delivery destination into a strategic hub for capability, innovation and business transformation. Maninder Singh Hira, Senior Director & Global Capabilities Leader – Operations, CBIZ, discusses how CBIZ’s expanded India presence following the acquisition of BINDZ Consulting is strengthening its global operating model. He shares his perspective on the evolution of Global Capability Centres, the opportunities and challenges shaping India’s professional services sector, and CBIZ’s long-term vision to build specialised capabilities, develop global leadership and drive technology-led transformation from India.
1. CBIZ recently expanded its India presence through the acquisition of BINDZ Consulting. What strategic role will India play in the company’s global growth and innovation roadmap?
The expansion of our presence in India marked an important strategic milestone in strengthening our global operating model. Today, our professionals are fully integrated into the broader CBIZ organization, supporting clients through expertise in accounting, tax, advisory, technology, and other business solutions.
Our focus is not simply on expanding capacity; it is on expanding capability. As an integral part of the global organization, CBIZ works seamlessly with our teams across geographies to support complex client engagements, drive operational excellence, accelerate digital transformation, and strengthen our service delivery across accounting, tax, advisory, consulting, and technology.
India’s exceptional talent ecosystem, combined with our expertise across accounting, tax, advisory, technology, analytics, and business operations, enables us to scale with agility while strengthening the support we provide to teams and clients across the organization. As we continue to grow, our professionals are contributing not only through service delivery but also through process improvement, capability development, knowledge sharing, and cross-functional collaboration that strengthen the way we operate globally.
Looking ahead, at CBIZ, we will continue to invest in global talent, technology, and operational excellence. We are building scalable capabilities, that foster collaboration across our global teams and enable us to deliver consistent, high-quality outcomes for clients worldwide.
3. How do you see the role of Global Capability Centres evolving in the next few years in India?
GCC’s have fundamentally evolved.
Earlier, organizations evaluated global delivery centers on cost optimization and operational efficiency. Today, they’re increasingly measured by the strategic value they create. Modern GCCs are influencing business outcomes, lead transformation initiatives, provide new research and development, help building new products and solutions, improve customer experiences, and accelerate enterprise innovation.
Going forward, I believe GCCs will become an integrated centers for any organization, that combine operations, research & development, analytics, technology, and domain expertise under one roof. They’ll play a much larger role in driving AI strategy & adoption, process redesign, digital governance, risk management, and business resilience.
Equally important is the human aspect. GCCs will play a pivotal role in developing global leaders through exposure to complex business challenges, dynamic geopolitical factors and multi-border collaboration. Organizations that successfully combine technology with strong talent development will define the next generation of global capability centres.
4. What are the biggest opportunities and challenges you foresee for professional services firms in India over the next five years?
India is the most preferred location for global professional services firms from talent, ease of doing business and value perspective. The combination of highly skilled talent, digital maturity, and a rapidly evolving business ecosystem creates tremendous opportunities for organizations looking to scale globally.
One significant opportunity is the shift from transactional service delivery toward strategic advisory and transformation-led engagements. Clients increasingly expect partners who can combine financial expertise with technology, analytics, cybersecurity, regulatory knowledge, and operational consulting.
The challenge, however, is keeping pace with this transformation. The demand for digitally skilled professionals continues to outgrow supply, while AI is reshaping job roles faster than organizations can redesign capability frameworks. Firms must continuously invest in reskilling, leadership development, and the creation of career paths to retain top talent.
Operational resilience, data governance, cybersecurity, and regulatory compliance will also become increasingly important as businesses become more digitally connected across global markets.
5. Looking ahead, what is your long-term vision for CBIZ, and what key milestones would define success for the organization?
Success for CBIZ won’t be defined solely by scale; it will be defined by the value we create for our clients, our people, and the business.
Our aim is to continue strengthening our presence in India across service lines for CBIZ and generate value for the organisation and our clients through operational excellence, impeccable service delivery, innovation, governance and leadership development.
The milestones I look forward to, include building specialized Center of Excellence across key service lines, expanding leadership capabilities within India, accelerating enterprise-wide transformation and value creation initiatives, and fostering a culture where continuous learning and innovation become everyday practices.
At the end, if clients see measurable business impact, employees see meaningful career growth, and our global teams view India as a strategic partner rather than a support function, I would consider that the strongest measure of success.
