The hard part isn't finding engineers in India.
It's deciding how the team is set up, who runs it day to day, and whether it stays ours or becomes yours. We've done it every way, and we'll tell you which one fits your situation.
Where clients arrive from, and what we'd tell each of them
Almost nobody arrives asking for a team. They arrive with one of these four sentences, and the right setup depends on which one.
“I need more engineering capacity than I can hire for.”
The roadmap is committed, and the reqs are either frozen or taking six months to fill.
Take a pod, not individual engineers.
- A pod means nobody is the only person who knows a system.
- Individuals give you throughput that leaves when one of them does.
If you genuinely need two people for one quarter, we would tell you to scope a project instead of building a team.
How a pod is put together → If you're saying“I want my own team in India.”
You have decided India is the answer. What is still undecided is how the team is set up and who runs it day to day.
Build the team on our entity first, and decide the rest later.
- A team takes years to become valuable. The setup around it can change in weeks.
- Who manages them, and whether it stays ours, are decisions you can take later without rebuilding anything.
We are the legal employer in India, so you register nothing there. An Employer of Record platform solves that one part, and only that part.
How your team gets built and run → If you're saying“I want out of my outsourcing contract.”
The arrangement stopped working, or the budget moved and the commitments did not.
Restructure the delivery you already have, rather than start over.
- The knowledge inside that team is worth more than the contract it sits under.
- Starting fresh means paying a second time for years of context.
- Scope cuts are permanent. Delivery changes are not.
If the vendor is delivering well and the problem is only commercial, tell us. That is a shorter conversation, and a cheaper one.
Moving delivery off a vendor → If you're saying“I want to set up a company in India.”
India is a permanent part of the plan now, and you want the entity on your own balance sheet.
Let us build and run it first, then transfer it to you.
- Standing up an entity, a hiring function and delivery at once means delivery is what slips.
- Handing over a team that already works takes far less than building one under deadline pressure.
- You inherit a team that has already shipped together, not a set of job descriptions.
Plenty of companies that ask for this are better served without an entity of their own. We will say so if you are one of them.
How the company gets built and handed over →None of those quite it? Plenty of clients want our engineers working alongside their own people and another supplier's. Say what you have and we will tell you where we would fit.
Whatever the setup, three things don't move
The arrangement is a decision. These are not.
An NDA before the first conversation
Whenever you want one in place, it goes in place first. You do not have to describe your system to us on trust.
Your IP is yours from the first commit
Ownership transfers on commit, not on contract close. There is no window where work exists and ownership is pending.
Our engineers work inside your environment
Your repositories, your cloud, your identity provider, your access controls, your review process. Permissions are granted by you and revocable by you, and the controls your own compliance depends on stay in your hands. Nothing has to be replicated on our side for a team to start.
How the team joins you
Specialists who already know the domain, working inside your setup rather than beside it.
They arrive knowing the problem space
The engineers on your team are specialists in the domain, so nobody learns your industry, your platform, or your category on your budget. Ramping onto the specifics, your configuration, your rules, your environment, takes two to four weeks.
They join your process instead of mirroring it
Your repo, your board, your standup, your review cycle. There is no parallel process on our side, no weekly status meeting standing in for a working relationship, and no handoff between two teams that each hold half the context.
Our engineers are expert in AI-assisted development
If you want that discipline running on your codebase, the method is written down and you can inspect it, including the parts that slow us down. It is the traceability discipline that holds across distributed teams: the reasoning behind a change is recorded as part of the change, so someone else can pick the work up in eighteen months.
And if you would rather they didn't, that is fine too.
Some clients don't want AI tools in their delivery at all. Some don't want their code going near a model under any circumstances. Both are reasonable positions, both are more common than the industry admits, and neither one makes you a difficult client to work with. We work to your standards, not ours.
What you point the team at
This page answers whose team it is. What the team works on is a separate question, and the answer can change over the years without the team changing.
How your team gets built and run → pod structure, time-zone design, scaling, and what the first ninety days actually look like
The evidence it holds
A dedicated operations team for a global supply-chain technology company
Over four years running with zero attrition among the key team members. Specialists ramp onto the account's billing configuration in two to four weeks. At the far end of the work is a Fortune Global 500 logistics operator, which is the scale the output has to hold at.
Read the case study →An embedded development and QA team for a UK FinTech
Eight continuous years. Average tenure on the team is four to five years, and engineers who started the account are still on it.
Case study publishing shortly.
Our accounts run in years, not quarters. That is the number worth reading twice, because it is what makes a recommendation from us worth having. Knowing which setup survives comes from having watched several of them survive.
Send us the situation, not a requirements document.
You can come to us with:
- A roadmap that doesn't fit your headcount
- A vendor arrangement you want to restructure
- A budget that moved while the commitments didn't
- An India entity you are thinking about owning
- A rough idea and no view yet on how to set it up
An engineer reads it and writes back within one business day with what we would recommend and why, including when what we would recommend is not us. Not a meeting invitation, not a deck, not a sequence.
You will speak with engineering, not sales. The person who answers is the person who would work on it, and they can answer technical questions in the first reply.
Tell us what you're planning
A few details so the right engineer can read it and reply.
Questions we get
How is this different from a normal offshore development team?
That phrase usually describes an arrangement where a vendor holds the team and you hold a contract. What we build works the other way round: we employ the people in India, and what they work on and how sits with you. Whether the difference is worth it depends on your situation, which is what the four situations above are for.
Do we choose the people, or do you?
You do. You interview and approve, and nobody joins your team over your objection.
Who manages them day to day?
Usually your leads, in your process. Some clients want us to hold delivery management instead, particularly first-time India buyers and restructures where the internal capacity is not there yet. Both work, and it is a real choice rather than a default.
Who employs them, and where do they sit?
We do, in India. We hold the entity, payroll, statutory filings and benefits, so you do not have to register a company there unless you want to own one. Our teams work in Pune. AnAr Solutions Inc. is registered at 8 The Green, Dover, DE 19901.
What time-zone overlap do we get, in hours?
India Standard Time runs 9.5 to 12.5 hours ahead of the US time zones and 4.5 to 5.5 ahead of the UK. UK teams get most of a working day in common. US teams get a live overlap window in your morning, and how wide it is depends on how the team's day is set, which is worth designing deliberately rather than accepting.
How small can we start?
Two to three engineers. We would talk you out of one.
What happens when someone leaves?
Replacing them is our job and our expense, not a change order. An experienced specialist ramps onto an account's specifics in two to four weeks, which is why overlapping knowledge across the team matters more than any one person's presence on it.
Who owns the code and the IP?
You do, from the first commit. IP transfers on commit, not on contract close, and an NDA can be in place before the first conversation.
Can our engineers work alongside another supplier's?
Yes, and more often than people expect. We would want to be clear early about who owns which part of the system, because ambiguity there is what makes multi-supplier teams painful.
Can we take the team fully in-house later?
Yes. We build and operate, then transfer the people to your entity. Worth saying early if you can see it coming, because it changes how the team is put together from the start.
How is this different from setting up our own capability center in India?
It is not different. It is the other thing we do. A capability center is your entity, your leadership and your fixed base, and it makes sense above a certain size and below a certain uncertainty. If that is where you are heading, we build it, run it, and hand it over to you.
If you are not sure yet, start with a team on our entity. That decision keeps, and a team that already works is the part you cannot shortcut later.
What happens if it isn't working out?
You tell us, and we either fix it or wind it down. There is no version of this where the answer to a failing engagement is a longer commitment.
In twelve years, almost nothing has come to us without precedent.
We have built these teams for companies with no India presence and for companies that already had three vendors there. We have built them to keep and built them to hand over. The setups that work are not the ones with the best pitch behind them, they are the ones that matched the situation, and that is a judgment worth borrowing before you commit to anything.
Whatever you are planning probably has a precedent too. Tell us the situation and we will tell you how it goes.
Tell us what you're planning