Absolutely not.
Mass hiring at scale in offshore markets does not yield elite engineering or business talent. India produces roughly 1.5 million engineering graduates annually, but studies from industry analysts, including a widely cited McKinsey report (the irony??), found that only 25% of Indian engineering graduates are considered employable by multinational standards without significant additional training. For a large financial institution requiring engineers who understand complex, legacy financial systems, regulatory constraints, and high-availability architecture, the realistic hiring pool narrows considerably.
Bulk hiring under cost-cutting pressure compounds this, organizations default toward quantity over quality, producing exactly the C-tier workforce concern raised here.
Teams that have previously worked with India-based engineers, product managers, and UX talent have absorbed the friction quietly and locally. The difference now is scale. What were isolated incidents become systemic patterns. What were manageable team-level slowdowns become enterprise-wide delays. And critically, employees and customers who were previously insulated from these dynamics will now experience them firsthand, creating a reputational and morale problem that compounds the operational one.
Offshoring at this scale, under this level of scrutiny, in a domain this regulated and complex, has a poor historical track record even under favorable conditions.
The data on talent quality, code defect rates, communication failure, and distributed team performance all point in the same direction and this time, there's nowhere to hide when it goes wrong