This is where Beanz Consulting was born — and where our experience runs deepest. Our founder built a GCC from a blank page to 1,000+ installed capacity across 20+ Centres of Excellence, with under 5% attrition against an industry average of 20%.

We advise across the full GCC lifecycle — from feasibility and location strategy (including tier-2 cities where the right talent exists but nobody's looking) to organisational design, pay benchmarking, culture architecture, and the governance models that determine whether your centre becomes a strategic asset or an expensive back office.

We also work with companies whose existing GCCs aren't delivering the value they should — whether it's climbing attrition, flat engagement, or a centre that still feels like a cost line.

Our founder spent nearly two decades inside the supply chains of P&G, General Mills, and Kraft Heinz — not reviewing them from the outside, but running them. Procurement, planning, logistics, contract manufacturing, S&OP across three continents.

That operating experience shapes everything we do. We design networks that actually work — with the right cost structure, service levels, and balance between resilience and efficiency. Whether you're redesigning your supply network, fixing a broken S&OP process, or trying to take 15% out of your total cost of ownership — we bring the practitioner's lens most advisory firms can't.

Operational excellence isn't a project — it's a way of working. We learned this inside P&G's Integrated Work Systems and have been applying those principles across industries ever since.

We work on the shop floor and in the boardroom. Loss analysis to find where value is leaking. Daily management systems to make performance visible. HPO design to build the structures and rhythms that make excellence sustainable — not dependent on heroics. The goal is to transform how your teams think, measure, and improve — permanently.

Great centres are built by great people. As a Gallup Certified Strengths Coach, our founder works directly with C-suite executives, senior leaders, and high-potential managers to unlock performance through a strengths-based approach.

Every engagement begins with CliftonStrengths assessments and is tailored to the individual's context — their role, team dynamics, and organisational challenges. We also design and deliver multi-cohort leadership development programmes that build leadership muscle across the organisation, not just at the top.

Some organisations don't need a GCC or a supply chain overhaul — they need someone to help them navigate the complexity that comes with rapid scale. Culture is fraying, leadership is stretched, and the systems that worked at 200 people are buckling at 2,000.

We lead organisational transformation engagements that go beyond restructuring — strengthening culture intentionally, building operating rhythms, and designing governance systems that let fast-growing organisations scale without losing what made them special. This also extends to GBS design and optimisation — shared services blueprints, process standardisation, and service centre operating models that deliver real efficiency.

We recently designed and delivered a Supply Chain Academy for a leading conglomerate — standardising talent capability across the organisation and building a structured path to the next level. That's the kind of work we do here.

We build structured capability programmes — with curricula, assessments, progression paths, and real impact metrics — that become a permanent part of your development infrastructure. Whether it's Lean operations, supply chain fundamentals, leadership essentials, or a fully custom academy — we build programmes that compound over time, not just tick a training box.