From first call to productive team in about four weeks
No lengthy procurement, no minimum team size, no obligation to scale before you have seen the work. Here is exactly what happens, with a date attached to each step.
The five steps
Each step below lists what you do, what we do, and what you have at the end of it.
STEP 01 · DAY 0 Scoping call
You do
Thirty minutes with whoever owns the capacity problem. Bring rough volumes and the software you run.
We do
Map the roles, volumes, software and review model. Tell you honestly which functions offshore well and which do not.
You get
A written recommendation on seats and structure, whether or not you proceed. No deck, no pressure.
STEP 02 · DAYS 1–7 Team match
You do
Interview the shortlist exactly as you would interview a domestic hire. Reject anyone you are not sure about.
We do
Shortlist profiles within seven business days, with credentials, platform experience and relevant client history.
You get
A named person you chose. Nobody is ever assigned to your account without your approval.
STEP 03 · DAYS 7–10 Security & access
You do
Sign the MSA. Provision access through your own identity system, at whatever privilege level you decide.
We do
Execute individual NDAs, confirm background verification, configure the VDI or VPN path, document what each person can reach.
You get
An access register your IT reviewer and your peer reviewer can inspect. Least-privilege, MFA-enforced, documented.
STEP 04 · DAYS 10–30 Ramp
You do
Review everything for two to four weeks. Correct conventions early. Treat it exactly like onboarding a new hire.
We do
Shadow, then prepare under review. Build SOP documentation as we go, capturing your conventions in writing.
You get
A documented process that belongs to you and survives any individual leaving. This is the part most firms skip and later regret.
STEP 05 · DAY 30 ONWARD Steady state
You do
Assign work, set priorities, review output. Exactly as with an in-house employee.
We do
Employment, payroll, training, performance management and replacement. Weekly check-in, monthly review, quarterly capacity planning.
You get
Capacity that flexes. Add Pay as You Go capacity for busy season and release it after. Thirty days’ notice, either direction.
A day in the life of an offshore seat
The most common unspoken objection is “will they even be awake when I need them”. They work while you sleep. Here is how the overnight cycle runs against your business day.
| Your time | What’s happening |
|---|---|
| End of your day, about 6pm | You leave the queue with instructions and priorities. Anything urgent goes to the top. |
| Overnight | The seat works the queue inside your systems, preparing items and documenting exceptions as they go rather than saving them for the morning. |
| Start of your day, about 8am | Completed work is in your review folder with a written handover note listing what is done, what is blocked and what needs your input. |
| Short handover window | A live window at the start of your business day for the stand-up, questions and screen shares. Anything needing a real-time answer happens here. |
| Your working day | You review, resolve blockers and queue the next batch. Anything you leave is picked up before you are back at your desk. |
This is how every engagement runs, whatever your timezone. The handoff points move with your business day, not ours.
Who assigns, who reviews, who escalates
Firms fear losing control more than they fear cost. So here is the control model in plain terms, for each engagement type.
Full Time Equivalent (FTE)
- You assign the work
- You review the output
- You set priorities and deadlines
- We handle employment, training and performance
- Escalation: direct to your named delivery manager
Identical to managing an in-house junior. If that is not what you want, choose a Pod.
Pay as You Go (PAYG)
- You assign work as it arises
- You review the output
- We allocate from the available bench, not a named individual
- We handle employment, training and performance
- Escalation: direct to your named delivery manager
Your review burden drops sharply. Most firms move here once volumes exceed two seats.
Team staffing on an FTE
- You assign at the workstream level
- We embed a lead who allocates within the team
- We embed a reviewer who does first-level QC
- You review only what clears QC
- Escalation: team lead, then delivery manager
The least day-to-day control and the least day-to-day work. Choose deliberately.
What never changes, in any model
You approve every person before they start. You keep custody of the data and the audit trail. You own the client relationship, and your client never sees anything but your firm’s brand. The SOP documentation built during ramp belongs to your firm, not to us.
The part nobody else publishes
How to leave
Every offshoring page on the internet tells you how to start. Almost none tell you how to stop. If the exit is not clean, the entry is not safe, so here are the terms in writing before you talk to anyone.
Either party can end the engagement with thirty days’ written notice. No exit fee and no wind-down charge. On an FTE, hours already billed under the annual commitment are not refunded.
Every process document built during ramp and steady state is handed over in an editable format. It is your firm’s intellectual property and you keep it.
Your data was never on our systems, so there is nothing to return. Access is revoked on the last day and the revocation is documented for your access register.
During the notice period the team works normally and runs handover sessions with whoever is taking the work on, in-house or otherwise. No degradation because you gave notice.
If you are comparing us against another provider, ask them for these four terms in writing. The answer tells you more than any case study will.
Thirty minutes tells you whether this works for your firm.
We map your roles, volumes and software, and you leave with a written recommendation on team structure. No obligation, and no pitch deck.