We run defined business processes to agreed service levels — customer operations, back-office processing, finance support and data operations — with reporting that shows attainment against the measures rather than a summary of activity.
Each is scoped as a defined process with an owner, a set of measures and an agreed reporting cycle — never as an open-ended pool of hours.
Inbound and outbound voice, email, chat and ticket handling, including first-line technical support and escalation management.
Transactional finance processes run to a defined calendar with reconciliation and exception handling built into the process.
Rules-based administrative processing where accuracy and turnaround time are the measures that matter.
The data preparation work that sits underneath analytics and AI programs, run as a managed process rather than an ad-hoc effort.
The measures below are the ones we typically build a service level around. The specific target for each is set during scoping against your process, your volumes and your quality bar — not copied from a template.
| Measure | What it tells you | How it is set |
|---|---|---|
| Response time | How quickly a contact or item is picked up | Against your volume profile and peak pattern |
| Resolution time | How long an item takes to close, end to end | By work type, with complex cases separated out |
| First-contact resolution | How often an issue is closed without a hand-off | Against a baseline measured during transition |
| Quality score | Accuracy against your defined criteria | From a sampled audit at an agreed sample rate |
| Customer satisfaction | How the end customer rates the interaction | Using your survey instrument where one exists |
| Schedule adherence | Whether agreed capacity was actually available | Against the staffing plan agreed for the period |
Transition is where outsourcing usually goes wrong. It is planned as a phase with its own milestones and exit criteria.
We document the process as it actually runs today, including the exceptions and workarounds that are not in the written procedure.
We measure current volumes, turnaround and quality so there is an agreed starting point to improve from.
Your team trains ours, against a documented plan with competency sign-off before any live work moves.
We run alongside your team at agreed volumes until quality and turnaround meet the exit criteria.
Full handover, with the governance and reporting cycle live from day one of steady state.
Tell us what the process does, what goes wrong with it today, and how you measure it. That is enough for us to give you a realistic answer.
