Malahar’s Proven GCC‑Building Record Includes Ecolab, PFS, and others
India’s 2025 roster of retail‑focused Global Capability Center leaders reads like a who's‑who of the sector, and one name keeps resurfacing: Malahar. While many executives tout regional growth, his résumé shows a pattern of turning nascent units into fully fledged hubs that serve global clients. In the past few years he has overseen the launch of several centers, steering them from concept to operational depth.
The track record includes work for firms such as Ecolab and PFS, where he not only opened doors but also expanded capabilities across multiple functions. What sets his approach apart is the emphasis on building teams that can sustain rapid scaling, especially in technology‑heavy environments. The real test, however, lies in the outcomes those teams deliver.
Here’s why his experience matters when evaluating the next wave of Indian GCC leadership.
Malahar has a strong track record of building and scaling Global Capability Center (GCCs) for various organizations, including Ecolab, PFS, and others. His experience in establishing and scaling Ecolab's digital innovation center in India is a testament of his ability to build high-performing teams from the ground up. Malahar's entrepreneurial experience, founding and scaling a startup, demonstrates his self-reliance and innovation.
His strategic leadership in driving digital transformation and enhancing Global Business Services, resulting in significant business impact, marks him as a promising tech and business leader in India. Praveen Mysore, Vice President at lululemon, has been leading lululemon's Global Product Technology and India Technology Hub. Rooted in cultural humility and guided by compassion and empathy, Praveen adeptly navigates complex business environments to drive results by simplifying strategies, building high-performing teams, and aligning technology solutions with strategic objectives.
He played a crucial role in establishing lululemon's Global Capability Center in Bangalore, successfully building teams from scratch, fostering a robust company culture, and enabling extensive global delivery capabilities. Under his stewardship, pivotal initiatives in product creation, merchandise planning, and enterprise data management have significantly contributed to lululemon's growth. Previously, as Program Leader at Target, Praveen oversaw the EMV implementation, showcasing his expertise in managing complex technology transformations.
His experience includes large-scale package and SAP implementations, ensuring seamless integration across multiple systems and functions. Praveen's work has spanned delivering innovative technology solutions across diverse retail business domains. He practices inclusive leadership and resilient team design which are key ingredients that make outperformance possible, repeatable, and sustainable.
Dedicated to enhancing organisational capabilities, Praveen champions initiatives that build high-performing teams, boost operational efficiency, and establish global delivery models, consistently ensuring sustainable value for the organisations he serves.
Malahar’s résumé reads like a checklist of GCC milestones. He built Ecolab’s digital innovation centre, scaled PFS’s operations, and added other names to the roster. The article places India’s retail GCC ecosystem at the heart of a shift that sees global brands chasing AI‑driven commercial engines, real‑time decisions, and digital‑first stores.
Yet the piece offers no data on how these capabilities translate into measurable outcomes for merchants. While the narrative highlights the promise of modernised supply chains and elevated customer experiences, it stops short of confirming whether the promised AI engines are delivering on performance targets. The quote underscores Malahar’s ability to assemble high‑performing teams, but it does not reveal the long‑term impact of those teams on profitability or market share.
Consequently, the claim that India’s GCC hubs are a “critical brain trust” remains to be validated by independent metrics. In short, the facts show a pattern of building and scaling, but the ultimate effectiveness of those centres in the broader retail transformation is still uncertain.
Further Reading
- Malahar Pinnelli – ET Edge GCC Summit 2025 Speaker Profile - ET Edge (The Economic Times)
- 5 Shifts Defining India’s Global Capability Centers (GCCs) Story in 2025 - Zinnov
- Top 9 GCC Expansions in India in 2025: India Strengthens its Role as the Global GCC Powerhouse - GCCRise
- Global Capabilities Centres 2025: Catalysts of India’s Innovation-Led Healthcare Evolution - OPPI India
- Rethinking the Future of Global Capability Centers in NCR 2025 - Dun & Bradstreet India
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Common Questions Answered
What specific Global Capability Center projects has Malahar led for Ecolab and PFS?
Malahar built Ecolab’s digital innovation centre in India and later scaled PFS’s operations into a fully fledged hub serving global clients. These initiatives illustrate his ability to take nascent units from concept to operational depth.
How does the article describe Malahar’s entrepreneurial background?
The article notes that Malahar founded and scaled a startup, highlighting his self‑reliance and innovation. This entrepreneurial experience complements his proven track record of building and scaling GCCs for large organizations.
What broader trend in India’s retail GCC ecosystem is highlighted by the article?
The piece positions India’s retail GCC ecosystem at the center of a shift toward AI‑driven commercial engines, real‑time decision making, and digital‑first stores. Global brands are increasingly chasing these capabilities to stay competitive.
Does the article provide quantitative results for the GCC capabilities Malahar built?
No, the article mentions the promise of the capabilities but offers no data on how they translate into measurable outcomes for merchants. It acknowledges the lack of concrete performance metrics.