Back-office outsourcing
We build back-office teams from a global network of 43 contact centre partners, sized to the volume and complexity of the work you need handled.
Every operation generates a steady stream of work that has to get done but does not need your best person doing it: data entry, order processing, account updates, claims. When there's nobody else to hand it to, it lands on whoever's capable, usually someone whose time is worth more spent growing the business. The strategic project, the process improvement, the client relationship: all of it waits behind the queue.
Volume rarely arrives evenly. It builds at month-end and at renewal season, and the backlog grows faster than anyone can clear it. Work done under pressure carries more errors. Those mistakes tend to surface later, as a customer complaint, a reconciliation gap or a compliance question, not at the point they were made.
Add to that the processes nobody has ever written down, steps done a particular way because that's how they've always been done. Moving the work gets harder than it should be. Not every process is ready to move, and outsourcing back-office work is not an automatic fix for a team under pressure. Where a process is a genuine fit, we build a team from a global network of 43 contact centre partners spanning the Caribbean, North America, the United Kingdom, South Africa and international markets. The team is sized and skilled to the volume, complexity and standards the work needs.
These patterns show up across finance, operations, HR and customer administration, and they cost you the time of your best people.
Data entry, updates and processing pull skilled people away from the judgement calls and relationships only they can handle.
Volume spikes at month-end, renewal season or a busy period. The queue grows faster than anyone can clear it before the next peak arrives.
Processing done under pressure produces more mistakes, and they surface downstream, in a complaint, a reconciliation or an audit.
Process improvement, analysis and the work that grows the business waits behind whatever landed in the queue first.
Steps done a particular way because that is how they have always been done, with nothing written down for anyone else to follow.
Without documentation to train from, ramping up a new team member depends entirely on someone experienced finding the time to show them.
Skilled people doing the same manual steps for months at a time tend not to stay, and the process leaves with them.
When every hour goes into keeping the queue moving, nobody is left to monitor accuracy or work out why the same mistakes keep happening.
Processes are combined to match your workload. What follows are the building blocks, shaped around what you need covered.
Who this is built for
Every one of these gets assessed per process rather than for the business as a whole. Some are ready. Some aren't.
Work that follows the same steps every time moves cleanly. Work that changes case by case needs more thought before it goes anywhere.
How much work is needed before a new team can run a process properly depends on what exists today: a full process map, a rough guide, or nothing at all.
What information the process touches, and what access, handling and storage that information requires, gets assessed before anyone outside your business sees it.
Steady, predictable volume is straightforward to resource. Low, irregular volume can be harder to justify moving than keeping in-house.
A single, contained task hands over cleanly. A multi-step process with several dependencies takes longer to transfer properly.
Work with a clear right answer transfers well. Work that depends on interpreting a situation needs more structure and training, or needs to stay in-house.
How quickly a process has to complete shapes the model needed to support it: same-day processing is a different proposition to weekly batches.
What systems the process runs in, and what access an external team can reasonably be given, is worked through early rather than discovered at go-live.
Processes touching regulated data or activity carry requirements that shape what can move, how it can move, and what oversight has to stay in place.
Some work is ready to hand over quickly. Some needs work first. Being honest about which is which matters more than speed.
Doing the same steps the same way every time is what makes a process straightforward to document, train and hand over cleanly.
A rough guide is enough to start from. Building that documentation from nothing first takes longer than most businesses expect.
A known volume and an agreed standard for "done correctly" make it straightforward to monitor quality once the process has moved.
A process that is mostly exceptions resists documentation by nature, and moving it without a clear structure just relocates the risk.
If nobody has ever written it down, the honest first step is capturing it properly. Moving it first and hoping the knowledge comes along is how process knowledge gets lost in the handover.
Straight answers, and a discovery call for everything else.
Data handling requirements are assessed for each engagement on its own terms. What the process touches, what access is needed and what controls apply are worked through in discovery and built into partner selection. We do not claim a certification or compliance credential we have not verified; where a process needs a specific standard, that requirement shapes how the partner is chosen.
That's common, and it does not rule a process out. Capturing how the work gets done, rather than how it is supposed to get done, can be part of implementation itself, usually by working alongside whoever currently owns the process before responsibility transfers.
It depends on the process. A standardised, well-documented task with straightforward system access can move faster than one that needs documentation built from scratch or more complex access arrangements. Timelines are sized during discovery, once we know what's involved, rather than quoted upfront.
Processes change: a system update, a policy shift, a new form. How changes get communicated and retrained is agreed as part of the operating model, so a change on your side does not quietly turn into drift on theirs.
Yes, and starting with a single well-suited process is often the sensible way in. It gives both sides a working relationship and a track record before deciding what else, if anything, makes sense to move.
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Tell Oliver what's piling up in processing, and find out honestly which parts are ready to move and which need work first. Whatever we build together is sized and shaped after discovery, not sold as a fixed package.
