Hire remote offshore developers in India the smart way. Get...
Office Network Infrastructure Setup and Upgrade: Components, Requirements, and a Step-by-Step Checklist
June 23, 2026
How to Scale Engineering Teams Globally in 2026: Best Practices, Hiring Strategies, and the India Advantage
June 25, 2026
Agile with Offshore Development Teams: How to Make It Work Across Time Zones Without Breaking the Sprint
A UK SaaS company brings on a six-person India team to accelerate a product roadmap. By sprint four, velocity has dropped roughly 30 percent below the onshore baseline, standups have quietly become a Slack thread no one reads, and the last two retrospectives were cancelled because “there wasn’t time.” The CTO is now asking whether the offshore arrangement was a mistake. It usually wasn’t. What failed was the operating model around the agile offshore development team, not the team and not Agile itself.
That distinction matters, because it changes what you fix. Agile delivery, on average, outperforms traditional plan-driven delivery, and PMI’s Pulse of the Profession research has long associated mature Agile adoption with materially higher project success rates than waterfall equivalents. The State of Agile Report from Digital.ai now puts overall Agile adoption above 90 percent of organisations, and a 2023 study in the Journal of Systems and Software found that around 75 percent of organisations require their outsourcing partners to work in Agile. The methodology is the default. The breakage happens at implementation.
This guide is for engineering leaders and product owners already running, or about to run, an India-based offshore team. It is operational, not introductory. It covers the exact IST overlap windows for the US, UK, and Australia, which ceremonies break first and why, the Product Owner proxy model, realistic velocity benchmarks, and the tooling that keeps a distributed team aligned without forcing everyone onto late-night calls. The editorial position throughout is simple: Agile was designed for co-located teams, and most offshore failures come from applying it unchanged to a team nine to twelve hours away instead of structurally adapting it.
Why Agile Works Differently with an Offshore Development Team
Agile works differently offshore because its ceremonies assume same-day, same-room feedback loops. With an India-based team and a US or UK client, those loops stretch across a 4.5 to 13.5 hour gap. Most offshore Agile failures are implementation failures: co-located rituals applied without adaptation, not a flaw in the methodology.
Co-located Agile compresses feedback into hours. A developer raises a blocker at standup, the Product Owner clarifies a requirement over coffee, and the work continues by lunch. None of those informal repair mechanisms survive a time zone gap. The blocker raised at the India team’s morning may not reach the onshore Product Owner until their afternoon, which lands back in India after the working day has ended.
The structural differences are specific. Decision latency increases, so any ceremony that depends on a single onshore decision-maker becomes a bottleneck. Information that used to travel through proximity now has to travel through written artefacts. And ambiguity that a co-located team resolves in real time accumulates silently in a distributed one until it surfaces, usually at sprint review.
This is why the framing matters when you are managing offshore software development teams: the goal is not to run Agile harder. It is to redesign each ceremony so it tolerates latency by default. Teams that treat the time gap as a constraint to engineer around outperform teams that treat it as a problem to push through with willpower and overlapping calls.
How to Make Agile Work with an Offshore Development Team in 6 Steps
To make Agile work with an offshore development team, define your real-time overlap window, move every ceremony that does not need live discussion to async, install a Product Owner proxy in the offshore time zone, align on a written Definition of Done, standardise tooling, and protect the retrospective. These six steps fix most offshore Agile delivery problems.
- Map the overlap window first. Calculate the exact hours when both locations are working, then reserve that window only for ceremonies that genuinely need live discussion.
- Convert standups to an async written model. A daily written update in a structured three-question format removes the timing conflict that quietly kills the standup.
- Install a Product Owner proxy in the offshore time zone. This person carries decision context into the India working day so the team is never blocked waiting for an onshore answer.
- Write a shared Definition of Done before sprint one. Disagreement about “done” is the single most common cause of rejected work at review. Settle it in sprint zero.
- Standardise tooling and make recordings the default. Jira or Linear for the board, an async standup tool, and recorded reviews so onshore stakeholders respond on their own schedule.
- Protect the retrospective. It is the first ceremony dropped under pressure and the first signal of team health. Move it to an async board if live attendance is failing, but never cancel it.
The UK, US, and Australia to India Time Zone Overlap: What It Means for Your Sprint Calendar
India IST overlaps the UK by about 4.5 to 5.5 hours and Australia by a similar amount, giving a clean real-time window for ceremonies. The US East Coast shares only a narrow early-morning slot, and the US West Coast has almost no working-hours overlap, which makes an async-first model mandatory for Pacific-time clients.
The overlap window is the single most important variable in an offshore sprint calendar, and most teams never calculate it precisely. Here is the arithmetic for each geography.
US East Coast (EST/EDT) to IST: 9.5 to 10.5 hours. The only reliable real-time window is early morning Eastern. Roughly 8:00 to 9:30 AM EST maps to about 6:30 to 8:00 PM IST. That is the one slot where neither side is working far outside normal hours, and it is the window to reserve for any ceremony that needs live conversation.
US West Coast (PST/PDT) to IST: 12.5 to 13.5 hours. There is effectively no shared working-hours overlap. A 9:00 AM Pacific start is close to 10:30 PM in India. For Pacific clients, an async-first model is not a preference, it is a requirement. Trying to force live ceremonies here is the fastest route to burnout and attrition.
UK (GMT/BST) to IST: 4.5 to 5.5 hours. This is the most workable real-time overlap. Roughly 9:00 AM to 1:00 PM UK maps to about 2:30 to 6:30 PM IST. Sprint planning, reviews, and even a live standup can all be scheduled comfortably inside this window without anyone working unsociable hours.
Australia (AEST) to IST: 4.5 to 5.5 hours in the opposite direction. The overlap sits in the India morning and the Australian afternoon. A sprint review scheduled at 5:00 PM AEST lands at roughly 12:30 PM IST, which works well for both sides.
The practical rule by geography: UK and Australia teams can keep most ceremonies synchronous. US East Coast teams should reserve the narrow morning slot for sprint planning and review, and run standups async. US West Coast teams should treat every ceremony as async by default and use the rare live call only for sprint planning kickoff.
What Breaks First When Running Agile with an Offshore Team
The daily standup breaks first, because the timing conflict turns it into a written update no one reads. Sprint planning breaks next when backlog refinement stalls between sessions. Then sprint review attendance drops, and the retrospective is the first ceremony cancelled under delivery pressure. Each failure is structural and predictable.
This is the section most offshore guides avoid, and the one a CTO troubleshooting a stalled engagement actually needs. Here is the order things fail, and why.
The daily standup: timing conflict causes async drift
The standup is built for a co-located team standing in a circle. Apply it to a nine-hour gap and one side always attends outside their working day. Within a few sprints, someone proposes “let’s just post updates in Slack,” and the standup quietly dies. The fix is to design for async from the start using a structured three-question written format: what I shipped yesterday, what I am working on today, and what is blocking me. Posted at a fixed local time, read by the proxy, with blockers escalated immediately rather than waiting for a call.
Sprint planning: refinement does not happen between sessions
Backlog refinement is supposed to be continuous, but it stalls when the only person who can clarify a story is an onshore Product Owner asleep during the India working day. Stories arrive at planning under-specified, the team estimates blind, and velocity suffers. The structural fix is the Product Owner proxy, covered in detail below, who carries decision context into the offshore day so refinement never waits on a time zone.
Sprint review: attendance drops when scheduled for offshore convenience
When the review is scheduled for the India team’s afternoon, onshore stakeholders cannot attend, feedback dries up, and the team stops feeling that anyone is watching their work. The fix is a recorded review model: the team records a tight demo, posts it with written context, and stakeholders respond async within an agreed window. The demo still happens live where the overlap allows, but it never depends on full live attendance.
The retrospective: the first ceremony cancelled under pressure
Under delivery pressure, the retrospective is always the first to go, because it feels performative rather than corrective when the facilitator is in a different time zone and the team is tired. This is a serious mistake, because a skipped retrospective is the earliest measurable signal of a declining offshore team. The fix is an async retro board (EasyRetro, FunRetro, or Parabol) that collects input over 24 to 48 hours, followed by a short live or recorded synthesis.
Definition of Done: different interpretations surface at review, not planning
Offshore teams and onshore Product Owners frequently hold different definitions of “done.” One side counts code-complete, the other expects tested, documented, and deployed to staging. The gap surfaces at review as rejected work, which feels like a quality problem but is actually an alignment problem. Build a shared, written Definition of Done into sprint zero and pin it in the team wiki where every story references it.
Ready to fix a stalling offshore Agile engagement?
Our offshore delivery advisors can audit your current ceremony setup and rebuild it for your specific time zone gap. Talk to an iValuePlus offshore specialist.
The Product Owner Proxy Model for India-Based Offshore Agile Teams
A Product Owner proxy is an offshore team member who carries the onshore Product Owner’s decisions and priorities into the India working day. The proxy clarifies stories, unblocks the team, and protects velocity. They do not own the roadmap or change priorities. Use the model whenever the time gap exceeds about eight hours.
The proxy exists to solve one problem: decision latency. When the Product Owner is asleep during the India working day, every ambiguous story becomes a blocker that waits up to a full day for an answer. Across a sprint, that latency compounds into missed commitments.
What the proxy does: clarifies acceptance criteria using documented context, answers routine “did you mean X or Y” questions, keeps refinement moving, and surfaces only genuine roadmap decisions to the onshore Product Owner. They are the person the team turns to when they would otherwise be stuck.
What the proxy does not do: set priorities, change scope, accept work on the Product Owner’s behalf without agreed boundaries, or invent requirements. The moment a proxy starts making roadmap calls, you have two Product Owners and a coordination problem worse than the one you solved.
When you need it versus a strong Scrum Master: if the gap is under five hours, as with UK or Australia, a capable offshore Scrum Master can usually absorb the coordination load. Once the gap exceeds eight hours, as with both US coasts, a dedicated proxy is the difference between predictable and erratic velocity. Without the proxy in a large-gap setup, expect velocity to sit 20 to 30 percent below potential simply from waiting.
In practice, the cleanest structure is a daily async handoff: the onshore Product Owner records priorities and decisions at the end of their day, the proxy picks them up at the start of the India day, runs refinement and unblocking, then hands back a written summary of progress and open questions. The handoff is the heartbeat of a large-gap engagement.
Ceremony-by-Ceremony Guide: How to Adapt Each Agile Ritual for an Offshore Team
Adapt each ceremony by asking whether it needs live discussion. Standups and retrospectives move to async by default. Sprint planning and review stay live inside the overlap window where possible, with recordings as backup. Backlog refinement runs continuously through the Product Owner proxy. The ritual stays; the delivery format changes.
Daily standup
Run it async using a structured three-question written format posted at a fixed local time. Tools like Geekbot, Standuply, or a Slack workflow collect updates automatically and surface them in one channel. The Scrum Master or proxy reads every update and acts on blockers within the hour. Keep a short weekly live sync inside the overlap window for the human connection a written thread cannot provide.
Sprint planning
Do the heavy lifting async before the live session. Stories should be refined and estimated by the team ahead of time, so the live planning call inside the overlap window is for confirmation and commitment, not first-time discussion. This makes planning efficient even when both sides share only ninety minutes of overlap.
Sprint review
Default to a recorded demo. The team records a tight walkthrough of completed work with written context, and onshore stakeholders respond async within an agreed window. Where the overlap allows, keep a live demo, but structure the recording so a stakeholder who cannot attend still gives meaningful feedback the next morning.
Retrospective
Use an async retro board (EasyRetro, FunRetro, Parabol) that collects input over a day or two, then hold a short live or recorded synthesis to agree on actions. Adjust frequency to the team’s reality: a focused retro every sprint beats a skipped one every other sprint. Make it corrective by tracking whether last retro’s actions actually happened.
Backlog refinement
Run it continuously rather than as a single weekly event. The Product Owner proxy attends to refinement during the India day using documented priorities, escalating only genuine roadmap questions. This keeps the backlog ready so sprint planning never stalls on under-specified stories.
Agile Ceremony Adaptation Guide for Offshore India Teams
Ceremony | Default co-located format | Recommended offshore adaptation | Best tool for async version | Time zone consideration (US / UK / Australia) | Common failure mode to avoid |
Daily standup | Live 15-min circle | Async written 3-question update | Geekbot, Standuply, Slack workflow | US: async always. UK/AU: optional live in overlap | Becomes a thread no one reads |
Sprint planning | Live working session | Async refinement first, live confirmation | Jira, Linear plus Loom for context | US East: morning slot. West: kickoff call only. UK/AU: live | Estimating under-specified stories |
Sprint review | Live demo to stakeholders | Recorded demo plus async commentary | Loom, Zoom recording, Confluence | Schedule in client time zone, not offshore | Stakeholder attendance collapses |
Retrospective | Live facilitated session | Async retro board plus short synthesis | EasyRetro, FunRetro, Parabol | Async-first across all geographies | First ceremony cancelled under pressure |
Backlog refinement | Weekly live meeting | Continuous via Product Owner proxy | Jira, Confluence, Notion | Proxy runs it in India working day | Refinement waits on absent PO |
What Is the Best Way to Manage an Offshore Agile Development Team
The best way to manage an offshore Agile development team is to engineer around the time gap rather than push through it: protect a defined overlap window, enforce async communication hygiene, align on Definition of Done early, invest in sprint zero, standardise tooling, benchmark velocity honestly, keep ceremonies consistent, and define a clear escalation path. These eight practices separate predictable delivery from erratic delivery.
- Overlap window discipline. Calculate your real overlap and reserve it only for ceremonies that need live discussion. Do not waste it on status updates.
- Async communication hygiene. Default to written, structured, searchable updates. Every blocker has an owner and a deadline, not just a mention in a channel.
- Definition of Done alignment. Write it before sprint one, reference it in every story, and revisit it when work is rejected at review.
- Sprint zero investment. Spend the first sprint on environment setup, access, tooling, and rituals, not features. Skipping this is the most common cause of slow ramp.
- Tooling standardisation. One board, one standup tool, one wiki, recordings on by default. Tool sprawl across a time gap creates information silos.
- Velocity tracking and benchmarking. Measure trend, not a single number, and compare the team to its own trajectory before comparing it to onshore.
- Team ritual consistency. Run the same ceremonies at the same cadence every sprint. Predictability is what makes a distributed team feel like a team.
- Escalation path clarity. Everyone knows who to contact, through which channel, and within what response time when something is genuinely blocked.
Tools That Keep Offshore Agile Teams Aligned Without Killing Async Productivity
The right offshore Agile toolchain combines a sprint board (Jira, Linear), an async standup tool (Geekbot, Standuply), an async retro board (EasyRetro, Parabol), a documentation wiki (Confluence, Notion), disciplined Slack with Loom for video, and CI/CD visibility (GitHub Actions, GitLab CI). Recordings on by default is the rule that ties it together.
Tool category | Recommended options | Primary use in offshore Agile | Async or sync | Key consideration |
Sprint management | Jira, Linear, Shortcut | Single source of truth for the board | Async | One board only; avoid duplicate trackers |
Async standup | Geekbot, Standuply, Slack workflow | Structured daily written updates | Async | Someone must read and act on blockers |
Async retro | EasyRetro, FunRetro, Parabol | Collect retro input across time zones | Async | Track whether actions get done |
Documentation | Confluence, Notion | Decisions, DoD, onboarding | Async | Searchable beats verbal across a gap |
Communication | Slack with channel discipline, Loom | Discussion plus async video context | Both | Loom replaces many would-be calls |
CI/CD and DevOps | GitHub Actions, Jenkins, GitLab CI | Pipeline visibility for offshore team | Async | Both sides see build and deploy status |
Video ceremonies | Zoom, Google Meet | Live planning and review | Sync | Recording on by default, not by exception |
Atlassian and GitLab research on distributed work consistently points to the same pattern: teams that document decisions in writing and reduce dependence on synchronous meetings outperform teams that try to replicate the office over video. For a cross-timezone offshore team, that finding is not optional, it is the operating principle.
Offshore Agile Velocity: What to Expect and How to Benchmark It
A new offshore India Agile team typically ramps over the first four weeks, stabilises by weeks five to eight, and reaches target velocity around weeks nine to sixteen. Expecting full velocity in sprint one is the most common planning error. Skipping sprint zero is the single biggest cause of slow ramp.
The realistic trajectory looks like this. Weeks 1 to 4 (ramp): the team learns the codebase, sets up environments, and absorbs context. Velocity is low and variable, and that is normal, not a warning sign. Weeks 5 to 8 (stabilisation): estimates become more accurate, blockers fall, and velocity starts to settle into a band. Weeks 9 to 16 (target): the team reaches sustainable velocity that you can plan against with confidence.
What suppresses velocity in the first 60 days is predictable: under-specified backlogs, a missing Product Owner proxy, environment and access delays, an unsettled Definition of Done, and the time lost to a poorly designed standup. Each of these is fixable, and most trace back to a skipped or rushed sprint zero. Investing properly in sprint zero, including setting up a structured offshore development centre environment, is the highest-leverage decision in the whole engagement.
Benchmark the team against itself first. Compare its current velocity to its own four-sprint trend before you ever compare it to an onshore team. When you do compare across teams, normalise for codebase familiarity and tenure, because comparing a six-week offshore team to a two-year onshore team produces a number that is unfair and useless. India’s deep engineering talent pool, well documented in NASSCOM’s annual technology sector data, means the ceiling on offshore velocity is high. Reaching it is a function of operating model, not capability.
Agile Offshore Development Team vs BOT Model: Which Is Right for Long-Term Delivery
A dedicated Agile offshore team gives you sprint-by-sprint delivery with full operational control from day one. A Build-Operate-Transfer (BOT) model builds a team you eventually own outright. Choose the dedicated Agile team for ongoing product delivery, and the BOT model when you intend to absorb the team into your own entity within two to three years.
The core difference is ownership horizon. A dedicated Agile offshore team is a long-running delivery unit operated by a provider, embedded in your sprints, accountable to your KPIs. Running Agile here is straightforward because the team is structured around your ceremonies from the start.
A BOT model is built to be transferred. The provider sets up, staffs, and operates the team, then hands it over to you as a wholly owned entity at a pre-agreed point. Running Agile in a BOT context works well when you want long-term continuity and eventual control, because the team is built with your culture and processes in mind from the beginning.
Both differ sharply from a traditional outsourced project team, where the vendor delivers against a fixed spec with milestone handoffs and little ongoing Agile integration. That model struggles with Agile precisely because it is built for spec-complete delivery, not iterative feedback. If you are weighing these options and want speed, the ability to hire an offshore development team in 30 days on a dedicated Agile basis often beats the longer setup curve of a full BOT arrangement, unless eventual ownership is a firm strategic requirement.
The BOT model creates a more sustainable Agile environment when you have a multi-year roadmap and intend to internalise the team. It is overkill when you need flexible, ongoing delivery capacity without the overhead of eventually running an India entity yourself.
Common Mistakes Engineering Teams Make When Running Agile Offshore
The most common offshore Agile mistakes are forcing co-located ceremonies onto a time-gapped team, skipping sprint zero, running standups live across an unworkable gap, leaving the Product Owner onshore with no proxy, scheduling reviews for offshore convenience, and dropping retrospectives under pressure. Each one is structural and avoidable.
A first-person observation from setting up sprint cadences for India-based teams serving US and UK clients: the failure is almost never visible in sprint one. It shows up around the 60-day mark, when the initial energy fades and the team falls back on whatever the time gap makes easiest. The standup becomes a thread. The retro gets skipped. Velocity plateaus below potential. By the time a CTO notices, the team has spent six weeks operating in a degraded mode that nobody designed and nobody chose.
The second pattern worth naming: leaders treat low early velocity as a performance problem and apply pressure, which accelerates the exact ceremony collapse that caused the low velocity. The team drops the retrospective to “make time for delivery,” loses its self-correction mechanism, and the problem compounds. The fix is counterintuitive but reliable: under pressure, protect the ceremonies harder, do not loosen them.
Other recurring mistakes include tool sprawl that fragments information, no written Definition of Done so work is rejected at review, and treating async communication as a downgrade rather than the primary operating mode. None of these are India-specific or Agile-specific. They are distributed-team failures that a co-located mental model fails to anticipate.
Diagnose it with evidence, not guesswork.
If your offshore velocity has plateaued and you are not sure why, our advisors will map your ceremony setup against the failure patterns above and show you exactly where delivery is leaking. Book an offshore Agile readiness review.
Offshore Agile Checklist: Sprint Zero to First Delivery
Before sprint one, complete environment and access setup, agree a written Definition of Done, calculate your overlap window, choose your standup and retro tools, install a Product Owner proxy if the gap exceeds eight hours, and set your escalation path. This sprint-zero checklist prevents most early velocity loss.
Sprint zero
- Environments, repository access, and credentials provisioned and tested.
- Written Definition of Done agreed and pinned in the wiki.
- Overlap window calculated and ceremony times locked.
- Sprint board, async standup tool, retro board, and wiki chosen and configured.
- Product Owner proxy named and the daily handoff defined (if the gap exceeds eight hours).
- Escalation path documented: who, which channel, what response time.
Sprint one
- Async standup live from day one in the three-question format.
- Backlog refined and estimated before planning.
- First retrospective held, even if attendance is partial.
- Recorded review delivered to onshore stakeholders.
By sprint four
- Velocity trend tracked across four sprints, not judged on one number.
- Definition of Done revisited if any work was rejected at review.
- Retrospective actions checked for completion.
Setting all of this up cleanly is far easier inside a structured environment. A provider experienced in how to set up an offshore development center in India will have these foundations ready before sprint zero, which is the difference between a fast ramp and a frustrating one.
FAQ
What is the best way to manage an offshore Agile development team?
The best way is to engineer around the time gap rather than push through it. Protect a defined overlap window, run standups and retros async, install a Product Owner proxy for large gaps, align on Definition of Done early, and benchmark velocity against the team’s own trend. These practices produce predictable delivery instead of erratic delivery.
What breaks first when running Agile with an offshore team?
The daily standup breaks first. A live standup across a nine-hour gap forces one side to attend outside working hours, so it degrades into a Slack thread no one reads. Sprint planning, sprint review attendance, and the retrospective follow, in that order, each for a structural reason tied to the time gap.
How do you run sprint planning with an offshore development team across time zones?
Do the refinement async before the live call. The team refines and estimates stories ahead of time, so the live planning session inside your overlap window is for confirmation and commitment, not first-time discussion. This keeps planning efficient even when both sides share only ninety minutes of overlap.
Which Agile ceremonies work best for offshore teams and which need to be adapted?
Sprint planning and review work well live inside the overlap window. The daily standup and retrospective need adaptation to async formats, because they fail most reliably across a time gap. Backlog refinement should run continuously through a Product Owner proxy rather than as a single weekly meeting.
How do you handle retrospectives with a distributed offshore team?
Use an async retro board such as EasyRetro, FunRetro, or Parabol to collect input over 24 to 48 hours, then hold a short live or recorded synthesis to agree actions. Track whether last retro’s actions actually happened, which keeps the ceremony corrective rather than performative. Never cancel it under pressure.
What is the Product Owner proxy model and when should you use it?
A Product Owner proxy is an offshore team member who carries the onshore Product Owner’s decisions and priorities into the India working day, clarifying stories and unblocking the team. They do not own the roadmap. Use the model whenever the time gap exceeds about eight hours, as with both US coasts.
How long does it take for an offshore India Agile team to reach full sprint velocity?
Typically nine to sixteen weeks. The team ramps over weeks one to four, stabilises by weeks five to eight, and reaches sustainable target velocity by weeks nine to sixteen. Expecting full velocity in sprint one is the most common planning error, and skipping sprint zero is the biggest cause of a slow ramp.
How do you choose between Scrum and Kanban for an offshore development team?
Choose Scrum when work fits planned sprints and you want predictable cadence, which suits feature delivery. Choose Kanban when work is continuous and reactive, such as support, maintenance, or unpredictable inflow, because it removes the coordination cost of sprint ceremonies across a time gap. Many offshore teams run a Scrumban hybrid for this reason.
What tools keep offshore Agile teams aligned without killing async productivity?
A sprint board (Jira or Linear), an async standup tool (Geekbot or Standuply), an async retro board (EasyRetro or Parabol), a wiki (Confluence or Notion), disciplined Slack with Loom for video context, and CI/CD visibility through GitHub Actions or GitLab CI. The unifying rule is to make recordings the default, not the exception.
Recent Post
How to Hire a DevOps Engineer: Skills, Cost & Interview Checklist
Learn how to hire a DevOps engineer in 2026, with...
How to Hire Remote Software Engineers in India: Cost, Process, and Hiring Models for 2026
Compare costs, hiring models, and a step-by-step process to hire...
iValuePlus Services
iValuePlus is a one-stop solution to address all your needs to access, build and grow your business in the Indian market which is cost-effective & has a huge talent pool. Established in 2019 as a ‘Business Solution provider', our team has delivered successful growth projects in the international market.
Our services include setting up ODC (offshore development center), Staff Augmentation, Talent Acquisition, Digital Marketing, in the IT/ITES domain.
