Case Study · NBFC / Retail Finance
Managed HR Services During NBFC Hypergrowth
A retail finance company scaled from 140 to 2,600 employees over three years — a pace of growth that outran the organisation's ability to build the HR systems, management depth, and governance structures needed to sustain it.
The Situation
Growth outpaced the organisation's ability to build the systems that sustain it.
A retail finance company in Western India entered a period of rapid expansion, scaling from 140 to 2,600 employees over a three-year period. The growth was driven by branch network expansion, product diversification, and an aggressive hiring programme. The pace was exceptional. The organisational infrastructure was not.
As headcount grew, the HR function was overwhelmed. Recruitment was reactive and inconsistent. Performance processes were informal and unevenly applied. Managers who had been effective leading teams of five were now leading teams of thirty, with no structured support for the transition. The governance structures that would have made the organisation legible to its own leadership — clear reporting lines, defined role accountabilities, consistent people processes — had not been built.
The organisation needed an external partner who could provide managed HR capability at scale — not just advisory support, but operational delivery of the HR systems, processes, and management infrastructure that the business needed to function at its new size.
Kriate's Approach
Managed HR services that built internal capability while delivering operational continuity.
Kriate provided managed HR services throughout the hypergrowth phase — designing and implementing scalable HR systems, supporting recruitment at scale, building performance processes, and providing direct advisory support to managers leading significantly larger teams.
Scalable HR systems design and implementation
Designed and implemented HR systems that could function in a rapidly changing organisation — covering recruitment, onboarding, performance management, and HR governance — built to scale with the business rather than requiring constant redesign.
Recruitment enablement at scale
Supported recruitment operations during the period of most rapid headcount growth — building the sourcing, screening, and onboarding processes needed to bring in large numbers of people without compromising quality or consistency.
Performance process implementation
Built performance processes that could function in a rapidly changing organisation — creating a consistent framework for goal-setting, review, and feedback that worked across a distributed branch network.
Manager advisory and capability building
Provided direct advisory support to managers who were leading teams significantly larger than they had managed before — building the management capability and operating habits that the organisation needed to function at scale.
Outcomes
Internal HR capability and management depth built to operate independently at scale.
The engagement built the internal HR capability and management depth that the organisation needed to operate independently at its new scale — transitioning from external managed services to an internally owned HR function.
The work on middle management was the most impactful. Our senior leaders finally had bandwidth to think strategically because the layer below them knew what they were accountable for.
CEO, NBFC, Western India
Related Solutions
Solutions applied in this engagement.
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