Is your organisation ready to build a Nano GCC?

Our company expects significant product or business growth over the next 24 months.

Engineering capacity is becoming a bottleneck to business growth.

We have executive sponsorship for building a long term engineering capability.

We have funding allocated for engineering expansion.

We prefer building strategic capability rather than relying solely on outsourcing.

Our product roadmap extends beyond the next 12 months.

We follow well defined engineering processes.

Our architecture supports distributed development.

Engineering leadership can manage teams across multiple locations.

We have clear engineering KPIs and delivery metrics.

Hiring engineers in our primary market has become difficult.

Engineering hiring costs are increasing significantly.

We expect to hire at least 10 engineers within the next 12 months.

We struggle to fill specialised engineering roles.

We want access to a broader engineering talent pool.

Executive leadership supports global engineering.

We have experienced engineering managers who can lead distributed teams.

We are comfortable establishing standardised engineering governance.

Decision making processes are clearly defined.

Our organisation embraces remote collaboration.

We understand the importance of legal compliance for international operations.

Protecting intellectual property is a business priority.

We have established security and data governance practices.

Our finance and HR teams can support international expansion.

We are prepared to invest in long term operational capability.

AI is becoming a strategic priority for our organisation.

We want engineering teams that can leverage AI tools responsibly.

Innovation is a key competitive differentiator for our business.

We continuously invest in developer productivity.

We are open to modern engineering operating models.