“Massive savings”, “reduced turnaround”, “automation” and “new insights” is what the middle office business has reaped from their offshoring strategy. Presenting a short summary of last ten years’ journey in the Performance Measurement & Attribution offshoring space in India.

1. 2% 5%
9%
14%
28%
37%
52%
62%
70%
58%
39%
24%
2007 2010 2013 2016
CFA/FRM/CIPM MBA/Other Post Grads Under Grads
The quality of
pilot batch plays
a critical role in
the success of
new process
transitions.
Therefore,
Project
sponsors or
Performance
department
heads should
put extra efforts
while picking
the most
deserving
candidates in
terms of
qualifications,
achievements
and experience.
50%
25%
15%
5%
5%
Data Management & Operations TR, EQA & Ex-post Risk reporting
Technology Support Manager Research
Consulting
© Saurabh, Shared in larger interest
Connecting the dots…
21 Buddha Performance Measurement Talent Landscape in India
Workforce qualification
City wise opportunities breakdown
Nature of business & type of service provider
Functional expertise
Asset Managers and Custodian
banks account for seventy four
percent of the entire business.
Shared service & GICs constitute
almost fifty-eight percent of
employers.
Next frontiers:
• GIPS
• FIA
Key Takeaway: By investing smartly in the offshoring strategy, investment firms can create a strong and scalable framework in
Performance Analytics to gain a sustainable competitive advantage built on the pillars of agility, accuracy and insight.
Few service providers have also
been able to transform their cost
centre into Centre of Excellence.
Advantage India:
In the last ten years, India has emerged as the most
preferred destinations for offshoring Performance
Analytics work for Global buy-side firms. Many
Investment firms have leveraged India’s highly skilled,
low-cost talent pool to reduce cost of ownership. The
three leading US based Custodian banks were the first
ones to set-up an operations unit for their Performance
department. It started with basic transactional functions
initially but over the years the service offerings have
gone up the capability maturity ladder.
These days, the life of a Performance measurement
professional in India may entail a whole gamut of
functions like loading data into systems (ETL), validating
prices, FX, units, transactions, fixing corporate actions,
auditing results, releasing reports, getting on-shore
sign-off, writing commentaries for manager’s
performance, supporting & troubleshooting Performance
Calculation engines, liasioning with various stakeholders
or gathering requirement for implementing a new
system. For bigger clients, the shared service delivery
model turns out to be more favorable in the long run
due to a much higher customer satisfaction score. GICs
also align well in the culture of the business entity.
Delivery
Framework:
• Process
Transition
• SLAs & SOPs
• Parallel run
• Production
• Process
improvements
• Cross
trainings
• Escalation
management
Strengths:
• Cost arbitrage
• Adds scalability
• Access to skilled resources
• Follow the sun advantage
Weakness:
High attrition rates (>60%
professionals currently
interested in new
opportunities)
• 30+ firms
• 800+ professionals
Key Stats
The surge in the volumes and value
of deliverables in Performance
Measurement & Attribution over the
years is testimony to the success of
the offshoring strategy.
India has a demographic edge with two-third of
the talent pool falling in 24-30 years age bracket.
More qualified professionals are entering the
talent pool every year.
32%
27%
15%
14%
6%
4%
2%
Pune
Bangalore
Mumbai
Chennai
Gurgaon
Hyderabad
Noida
1
3
1
1
11
4
1
2
6
1
Asset Management
Asset Servicing
Technology
Manager Research
Consulting
Fund Research
Front office GIC 3rd party MSP
The opportunities have been
skewed in favour of Western &
Southern cities.
Pune and Bangalore account for
more than fifty percent of the job
opportunities.

2. © Saurabh, Shared in larger interest
Content Disclaimer
This presentation has been prepared and issued on the basis of peer survey and other social media sources believed to be reliable. The information contained in this slide is for general purposes only. The
information/data herein alone is not sufficient and shouldn’t be used for the development or implementation of any outsourcing, talent management or career strategy. All opinions, figures, charts/graphs and
data included in this presentation are as of 31st March, 2016 and are subject to change without notice. While utmost care has been exercised while preparing the slide, the author does not warrant the
completeness or accuracy of the information and disclaims all liabilities, losses and damages arising out of the use of this information. The statements contained herein may include some forward-looking
statements that are based on our current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those
expressed or implied in such statements. Readers shall be fully responsible / liable for any decision taken on the basis of this presentation. No part of this document may be duplicated in whole or in part in
any form and/or redistributed without prior written consent of the author.
Acronyms:
ETL: Extraction Transformation & Load process; TR: Total Return; EQA: Equity Attribution; GIPS: Global Investment Performance Standards; FIA: Fixed Income Attribution; GIC: Global In-house Centre;
MSP: Managed Service Provider
The views expressed here are solely those of the author in his private capacity and do not in any way represent the views of his past/current employer.
Connecting the dots…