Pranav Dalal is the CEO and founder of Office Beacon, a global outsourcing firm that serves clients in various industries worldwide.
My journey into entrepreneurship began in 2001 (a few days before 9/11) when I packed my bags in Los Angeles, flew to India, rented a small office and hired five employees—all within a week. At the time, I didn’t have partners or venture backing. It was just me, a few dreamers who believed in my vision and a determination to make something meaningful.
Over the years, I steadily expanded into different regions. Today, the business spans multiple countries—including India, South Africa and Mexico—with more than 5,500 full-time employees. I still own the company outright, and I’m grateful to have both of my children now working alongside me as we continue to grow while staying true to our family roots.
From the start, family was at the heart of everything I did. While my parents were not entrepreneurs, my extended family in India has been involved in business for centuries. While I did not grow up with my India-based family, I fortunately inherited the “entrepreneurial gene,” and my parents were encouraging and let me pursue whatever I wanted, both educationally and in business.
This overall sense of collective responsibility is the same spirit I wanted to preserve as I expanded globally.
Building Globally Without Losing The Heart Of Your Family Business
When I first ventured into international hiring, I had the same doubts many family business owners share. Would involving teams from other countries sap the warmth and personal bonds we’d spent years cultivating?
But as I onboarded my first small group in India, these individuals became an extension of our story. They came with unique skill sets and brought fresh perspectives that helped us refine processes, improve client experiences and stay competitive in the markets.
Crucially, the personal touch need not be lost. I’ve found that team members scattered across continents can still share the same values that guided me when I first rented that modest office.
The key is to introduce them to your mission, walk them through how your family approaches business and, most importantly, treat them as if they’re in the next room. If you’re transparent, appreciative and inclusive, you’ll discover a level of loyalty and commitment that transcends distance—a defining reason family-led enterprises often earn the highest level of trust.
Overcoming Challenges In Communication And Coordination Across Borders
Time zone differences may pose challenges to effective collaboration with offshore teams. You can feel those mismatches acutely when a critical project update needs immediate attention, but half of your crew is asleep on the other side of the globe. In a family operation, we’re used to strolling into a relative’s office to solve a pressing problem on the spot. That’s not always feasible with far-flung teams.
My advice is to structure your communication processes with precision. Identify windows that work for all parties, even if they demand some flexibility. Standardize the tools you use so everyone knows where to find updates and documentation. Build habits of regular contact—weekly calls, real-time chat discussions or quick video check-ins—to keep the lines open. Even a simple five-minute conversation can maintain a sense of unity and ensure that small problems don’t balloon.
You’ll also want to factor in cultural differences. When I first expanded into a new region, I noticed that our family’s informal style puzzled some people who came from more hierarchical work environments. A bit of mutual coaching helped. We learned to articulate our expectations more clearly, and in turn, they opened up about their preferred ways of working. Over time, we found a middle ground that enriched our company culture.
Leveraging Offshore Expertise For Strategic Expansion
No matter where you are in the scaling process, offshore professionals can serve as a catalyst for smart, sustainable growth. When I took over facilities abroad in 2012, my goal was to acquire specialized expertise that could strengthen us in areas like customer support, data analytics and process automation.
In one instance, our offshore IT and operations group introduced a new, internally built, paperless workflow for managing client orders, which cut our overhead by 25% in 2019. Those savings meant my local team could spend more time forging deeper relationships with clients—something I firmly believe forms the backbone of any family-run enterprise.
Offshore hiring can also open the door to innovation, especially if your international colleagues feel encouraged to propose novel ideas. Imagine a team of problem solvers who watch your processes from a fresh angle and aren’t weighed down by “how we’ve always done it.” Hearing perspectives from people on different continents has changed the way I think about product launches, service offerings and organizational structure. The fresh insights keep us agile and relevant, ensuring we’re evolving steadily.
Importantly, a family business often envisions a legacy that spans generations. My own children recently came on board, adding yet another layer of personal commitment to our venture.
Global Growth With A Family Heartbeat
The essence of a family-run company lies in the relationships that bind everyone together—both relatives and colleagues who become an extended family over time. In today’s global landscape, offshore hiring can broaden that circle and offer new capabilities and fresh ways of thinking. It’s an approach that has powered my journey from a scrappy five-person outfit to a flourishing enterprise with thousands of employees across multiple continents.
You don’t have to choose between growth and genuine connection. You can have both—an expanding global presence and a company that upholds the familial bonds that started it all. Let that be your guiding thought as you explore the transformative potential of offshore talent. It worked for my company, and I believe it can help you continue your own legacy with heart and purpose.
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