One year of MHP India

The management and IT consultancy MHP established a subsidiary in India in 2025, MHP India Private Limited, to provide efficient, needs-based support to customers worldwide and further expand the flexible scalability of the MHP portfolio. On February 1, 2025, Bernd Otto Hörmann took on the role of CEO of the new subsidiary in Bengaluru.

Over the past ten years, Bernd Otto Hörmann successfully managed MHP Consulting Romania, building the subsidiary from the ground up into the largest location of MHP outside Germany, with around 1,000 employees across three sites in Cluj-Napoca, Timișoara, and Bucharest. With strong ties to academic institutions and a highly skilled team, the Romanian organization became a key pillar of the global delivery model of MHP.

Bringing this experience to India, Bernd Otto Hörmann has spent the past year establishing the new location, building a local team, and laying the foundations for sustainable growth. How did his first days at MHP India go? In this edition of “7 Questions, 7 Answers,” Bernd Otto Hörmann shares his personal impressions of his journey so far and of his new home.

You have been the CEO of MHP India since February 2025. How did you find getting started? Did you already have previous experience with the country, its people, and its culture? 
The opening of our subsidiary in India is a clear part of our strategic direction – it is a meaningful step in bringing our Strategy 2030 to life. India plays a key role in our ambition to grow sustainably, strengthen our global presence, and further enhance the scalability and efficiency of our delivery model. For us, this expansion is not only about structures and processes, but about people and shared aspirations. Although I had previous professional experience in India, building a local organization from the ground up has given me a far deeper understanding of the market and of the people and their working culture. From the beginning, I was impressed by the professionalism, dedication, and openness I encountered. There is a strong spirit of collaboration and ambition that creates real momentum. This energy and commitment have laid a powerful foundation for establishing our organization – and for shaping a successful future together.

Was there already a team in India that you could start with, or did you build the MHP subsidiary in India from scratch?
MHP India was built almost entirely from the ground up. Setting up the legal entity, defining structures and processes, and aligning everything with the global standards of MHP was both a challenge and an exciting opportunity. It meant creating something new while staying true to who we are as an organization. From day one, we were driven by the ambition to establish not just a subsidiary, but a fully integrated and trusted part of the global MHP network.

At the same time, building a strong core team was our top priority. Bringing the right people on board early made all the difference. We were looking for more than technical excellence – we were looking for team spirit, ownership, and the willingness to shape something new together. This foundation has proven invaluable and continues to fuel our growth.

Around 200 colleagues work at and for MHP India now. How have you perceived your team so far? Are there any differences in everyday working life between Germany, Romania, and India?
The team in India has developed very well within a brief period. Our colleagues combine deep technical expertise with strong motivation and a clear sense of responsibility. What stands out most is their drive to contribute and make an impact. Across all our locations, the culture of MHP provides a strong common framework for collaboration. Shared values, clear quality standards, and a strong customer focus guide our daily work and decisions. This common cultural foundation enables effective cooperation and creates a unified way of working across Germany, Romania, and India.

How do you approach the challenge of leading a company in a new cultural environment? What do you particularly value in collaboration?
Leading in a new environment requires more than strategy; it requires listening, openness, and adaptability. Understanding local perspectives while providing clarity through shared goals and values has been essential.

In India, this is further strengthened by constructive collaboration with local stakeholders – from industry bodies and partners to relevant public institutions. Transparent communication and trust-based relationships are central to how we operate. They create alignment and allow teams to work effectively across cultural and geographical boundaries.

What does international collaboration mean to you, and how do you live it as a CEO?
International collaboration is at the heart of the operating model of MHP. Our clients benefit directly from the close cooperation of teams across regions and disciplines.
As CEO, I actively support this by encouraging cross-border exchange, joint initiatives, and structured communication. My role is to connect local organizations with the broader MHP Group, ensure alignment, and create an environment where collaboration thrives naturally.

India is a dynamic market with strong growth, a high level of digitalization, and a skilled workforce, but it also faces challenges in terms of infrastructure and bureaucracy. Which developments are you currently watching particularly closely – and what do they mean for MHP?
India offers tremendous potential for MHP. The country’s highly skilled workforce and vibrant digital ecosystem significantly strengthen our global delivery capabilities. They enable us to meet the growing demand for services in areas such as cloud technologies, digital security, and high availability solutions.
At the same time, we remain attentive to developments in infrastructure and administrative processes. Overall, India is not just an additional location – it is a strategically important market for MHP that will play an increasing role in our international growth and portfolio development.

What are your key priorities for MHP India in the coming year?
Looking ahead, our focus in the coming year will be on consolidating what we have built and preparing the organization for sustainable growth. This means expanding our team in line with clients’ demands, deepening our integration into the global delivery network of MHP, and further strengthening specialized capabilities that are strongly represented in the Indian market.

India’s depth of expertise in key technology and consulting domains allow us to deliver complex, scalable solutions with high efficiency. At the same time, we will continue to prioritize organizational stability, quality standards, and cultural development. Our goal is clear: to establish MHP India as a reliable, scalable, and long-term contributor to the MHP Group – supporting clients worldwide while offering meaningful growth and development opportunities for our colleagues in India.