In an industry marked by rapid transformation and innovation, the role of talent acquisition has never been more critical. We had the opportunity to sit down with Anand Rao, the Director of Talent Acquisition at Avalara, who shared his insights on the ever-changing landscape of Global Capability Centers (GCCs) in India. With over two decades of experience across engineering, consulting, and entrepreneurship, Anand is a seasoned professional and a thought leader driving strategic talent initiatives. Known for his engaging job postings and signature hashtag #RotiKapdaIdea, which encapsulates his philosophy of learning and unlearning, Anand’s approach reflects a deep understanding of the evolving talent market. Our conversation explored the growing significance of AI and ML roles, the potential of tier 2 and tier 3 cities in talent sourcing, and his optimistic outlook for the future of Indian talent in a globalised workforce.
Q: The Naukri Job Speak and LinkedIn Workforce Report for 2023 highlighted a significant rise in demand for AI and ML roles. How has Avalara responded to this shift?
Anand: Well, Avalara has been in India for 19 years, and in the last 12 to 18 months, we’ve seen some pretty rapid growth. Over the years, we always believed India had incredible talent, but it wasn’t until about two years ago that Avalara started leveraging India to be a major centre for development. There was a paradigm shift in the thinking patterns of all the stakeholders across the US and India.
India is now set to be one of the biggest hubs for us, not just in terms of development but also in talent. What we’re looking for today goes beyond just technical expertise. We’re focused on three key qualities: strong technical skills, deep functional knowledge, and most importantly, a global mindset. Today’s world demands professionals who can think beyond local markets, especially in a company like Avalara, where we serve global needs.
Q: How does Avalara approach work policies and employee wellness?
Anand: Our policies are designed to support our employees’ success. We’re not rigid about where people work from—we care more about the quality of their work and the impact they have. For example, our engineering team works 100% remotely, while our marketing and customer compliance teams in Pune follow a hybrid model.
We also offer wellness programs and maternity benefits as part of our commitment to our employees. These aren’t perks—they’re essential. In today’s world, if a company isn’t offering these benefits, it’s surprising.
Q: How has the importance of a global mindset affected your team structure, especially when it comes to hiring AI and ML talent?
Anand: Technology has always been a big part of what we do. It helps us make better products and offer faster, more accurate services. And AI and ML aren’t new to us—we’ve been leveraging them for years. But lately, it feels like everyone is jumping on the AI bandwagon. Whether you’re in HR, operations, or engineering, there’s a piece of AI in almost everything we do. We encourage all our employees to use these technologies in their daily work, and that’s only creating more opportunities, not less.
When it comes to AI and ML talent, we’re not just looking for technical experts. We need people who can think critically, solve problems, and bring fresh ideas to the table. This shift has impacted how we structure our teams—more collaboration, more interdisciplinary work, and a stronger focus on innovation.
The younger generation today is all about global experiences—they want to travel, make an impact, and be part of something bigger than just their job. They don’t just want to work for a company that’s based in the U.S. or Europe—they want to work alongside people from all over the world, with different perspectives. It’s about collaboration and influence, not just executing orders.
Working in a product company like ours means your role is often global from the start. For example, our tax solutions aren’t one-size-fits-all—they differ across countries. If you want to understand how taxes work in Italy or Portugal, you can’t just read a manual. You need to have that experience or work with people from those regions. And that’s where the global mindset comes into play—our teams are building products with a global audience in mind, and they need to understand the nuances of different markets.
Q: People are looking up to the evolution of AI and ML roles. Do you think every role will require some level of data expertise?
Anand: Yes. AI is becoming as essential as Roti, Kapda aur Makaan. I call it- Roti, Kapda aur AI. It’s not just for specialised roles anymore—it’s going to be part of every job. The future is all about data, and everyone will need some level of understanding in this space to stay relevant.
Q: With the mix of generations in GCCs today, how do you manage collaboration across such diverse age groups?
Anand: The first step is recognising that there’s a big generational gap in the workplace. As leaders, we need to be aware of it and, more importantly, make sure the culture fosters collaboration. At Avalara, everyone’s ideas matter, no matter their age or position. We also believe in bringing our authentic selves to work, and that includes being open to different viewpoints.
When we hire, we look for people who can think beyond their immediate roles. We want people who are willing to experiment, push boundaries, and take risks—especially in areas like AI and ML, where things are constantly evolving. We encourage our younger employees to be bold, to ask questions, and to challenge the status quo. That’s how innovation happens.
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Q: You mentioned being open to people experimenting and taking risks. Do you think cross-disciplinary roles are becoming more important? Are traditional roles becoming less relevant?
Anand: The world is changing so quickly—economic shifts, geopolitical changes, new technologies—that the old rules just don’t apply anymore. It’s all about adaptability and continuous learning. (Only for example sake) Java might be the go-to language today, but who knows what will be in demand tomorrow? So, it’s no longer enough to just have technical expertise in one area—you need to be able to pivot and learn new things.
At Avalara, we look for people who can blend technical skills with functional knowledge. It’s not enough to just be an expert in one thing anymore. You need to be flexible, learn new skills, and bring new ideas to the table. Roles are becoming much more fluid, and that’s where cross-disciplinary skills shine.
Q: How do you think the temperament of today’s talent influences your hiring strategy?
Anand: At Avalara, we focus a lot on problem-solving abilities. During interviews, we give candidates real-world problems to solve and let them use whatever technology they’re most comfortable with. The goal isn’t to see if they know a specific tool—it’s about how they approach the problem, how they think through solutions, and how they adapt to new challenges.
This approach means that we’re not just looking for specialists in one particular technology. We want people, who are willing to learn, and who can solve problems creatively. That’s how we hire across all our teams, and it’s a big part of how we’ve adapted to the changing talent landscape.
Q: Do you think India is facing a significant gap in talent and skills within its workforce?
Anand: Not at all. I think India has some of the best talent in the world. You can go to the smallest village, and you’ll see incredible problem-solving ability. It’s not the talent that’s the issue—it’s more about the education system. Our educational framework needs to evolve to better nurture this raw talent and prepare people for the modern workforce.
That’s why we’re working with students early on, even in their first or second year, to help bridge this gap. We want to invest in talent from the ground up and make sure they’re ready for the challenges of tomorrow.
Q: What about talent from tier-two and tier-three cities? Have you seen growth there?
Anand: Absolutely. There’s incredible talent in tier-two and tier-three cities, but a lot of GCCs don’t know where to look. For example, you’ll find automotive experts in specific areas of NCR or Chennai, and tax experts in parts of Maharashtra. The key is for companies like Avalara to go to these places, recognise the expertise, and tap into these underutilized talent pools.
As the talent ecosystem matures, tier-two and tier-three cities will play a bigger role in the next phase of growth. We’re already focusing on these regions and looking for ways to connect with this talent.
Q: What is your perspective on the future growth and evolution of Global Capability Centers (GCCs) in India, particularly in terms of their strategic role and impact on the country’s economy?
Anand: The future is really exciting. Indian GCCs are in phase one, where we’re making strategic decisions that impact businesses globally. But phase two is even more exciting—that’s when Indian teams will start creating products for the world. We’re seeing Indian leaders rise in global organisations, and I’m confident that we’ll see similar leadership develop here in India.
Anand concluded the conversation on an optimistic note. “India’s future is incredibly bright. We have some of the best talent in the world, and considering the age demographics of this talent, I am confident that we will make a significant impact on a global scale. We should take pride in ourselves and make the most of our talent.”
