What is Fully Managed Outsourcing?
Fully Managed OutsourcingFully managed outsourcing is a model where the vendor owns the whole engagement: the people, the process, the tools, the quality checks, and the results. You set the goals. You buy a working team with one owner, not a seat count.
The seat-only model leaves you in charge of ramp, attrition, training, quality assurance (QA), and reporting. Fully managed flips that. The provider carries the operations burden and reports on outcomes, not hours logged.
Those outcomes are business metrics: first contact resolution (FCR), cost per contact, and customer satisfaction (CSAT).
It fits when you lack deep Business Process Outsourcing (BPO) know-how in-house, when the function isn't core, or when your hiring plan moves faster than HR can fill it.
Marketing operations, finance and accounting, and customer service are the usual candidates. Contracts commonly run 24 to 36 months, long enough for the provider to earn back its ramp cost.
Key takeaways Vendor owns people, process, tools, quality assurance, and reporting; you own the outcomes.
Typical savings run 40–70% versus onshore in-house builds.
Best for non-core functions with clear service level agreements (SLAs): customer experience (CX), finance and accounting, and back office.
The vendor bills for outcomes or an all-in monthly fee tied to service levels.
Governance still matters: SLAs, quarterly business reviews (QBRs), and clean data escrow keep control with you. How it worksFully managed outsourcing is a turnkey operation. The provider designs the workflow, hires and trains the team, builds the quality layer, runs daily operations, and reports against agreed key performance indicators (KPIs). You review results; you don't run the floor.
The split of responsibility is the whole point. Here is how the two most common commercial shapes compare in practice:
Function
Seat-only vendor
Fully managed vendor Recruitment
Shared
Vendor Training and QA
Client
Vendor Tools and tech stack
Client
Vendor Workforce planning
Client
Vendor Attrition backfill
Client request
Vendor, inside the SLA Reporting cadence
Ad hoc
Contracted SLA Escalation path
Client defines
Vendor runs, client signs off KPI ownership
Client
Vendor delivers, client sets Commercial basis
Hourly seat rate
Outcome or all-in monthly feeWhat sits behind the SLA is the operating model. The provider maps workflow states, sets a QA cadence, picks a workforce management tool, and defines escalation paths. You get a runbook — not a staff list.
If a process step needs redesign mid-contract, the provider proposes it and you sign off. That is the difference between renting labour and buying an operation.
Team shape is one visible tell. Most fully managed floors land between 8 and 12 agents per team leader, with one quality analyst covering 15 to 25 agents and a site lead who answers to your account manager.
Governance is where these contracts live or die. Put the reporting cadence in the SLA, agree which data you receive raw rather than summarised, and name the people who must join each review.
Commercials follow the same logic. You pay for outcomes — per resolved ticket, per closed book, per compliant filing — or a fixed monthly fee tied to service levels.
Precedence Research valued the global BPO market at USD 347.95 billion in 2025 and projects USD 906.27 billion by 2035, a 10.05% compound annual growth rate from 2026 to 2035.
ExamplesReal fully managed engagements show up across customer experience, back office, and knowledge work. The vendor's name is on the operation — not just the invoice. The providers below run it at scale, with dates you can check.
Teleperformance posted EUR 8.3 billion in 2023 revenue running fully managed CX for banks, telcos, and e-commerce brands. Clients hand over the customer contact function; Teleperformance owns hiring, training, tech, and SLAs, and reports on CSAT and FCR.
Concentrix runs 440,000 agents across 70 countries. When a US retailer moves its returns operation there, the retailer signs an SLA and reviews a monthly scorecard. Concentrix decides the operating model, the roster, and the escalation ladder.
Deals of that size rarely flip overnight. Expect a transition of 6 to 12 weeks, a parallel run while both teams work the same queue, then a cutover date written into the contract.
Accenture Operations delivers fully managed finance, procurement, and marketing operations for Fortune 500 clients.
A typical engagement replaces a captive shared-services centre with an Accenture-run team on Accenture tools, priced against transactions closed and cycle-time targets rather than headcount.
The Philippine information technology and business process management (IT-BPM) sector runs on this model at scale.
IBPAP, the trade association for that sector, publishes headline figures of roughly 1.9 million workers and USD 40 billion in yearly revenue.
Fully managed CX and finance and accounting are its two biggest lines, serving US, UK, and Australian clients.
Alorica runs fully managed CX across the Philippines, India, and Latin America. A retail client typically hands over 200–500 seats and holds Alorica to contracted first contact resolution targets.
ContactBabel, which publishes the annual UK and US Contact Centre Decision-Makers' Guides, put top-quartile first contact resolution at 78% in its 2024 benchmarking.
Its 2026 UK guide is the 23rd annual edition, drawn from interviews with over 200 contact centres, so the benchmark rests on a long run of comparable data.
Related termsFully managed outsourcing sits inside a wider outsourcing vocabulary. The entries below mark its boundaries: who owns the work, where the work sits, what the contract enforces, and which single functions you can buy on their own without a managed wrapper.
Business Process Outsourcing: the parent category, with fully managed as its deepest tier. Offshoring: a location choice rather than an ownership choice. Service Level Agreement: the contract terms that make a fully managed promise enforceable. Back Office: the function set most often bought fully managed. Virtual Assistant: a single remote seat you manage yourself, at the opposite end of the spectrum. FAQThese are the questions buyers ask before signing a fully managed contract. The short answers below cover scope, savings, the functions that suit the model, who carries the KPI risk, and the failure modes worth writing into the exit clause.
Is fully managed outsourcing the same as BPO?No. BPO is the parent category, and fully managed is its deepest tier. The vendor owns process, staff, tools, and outcomes, not just the seats you rent.
How much can fully managed outsourcing save?Onshore-to-offshore fully managed engagements typically cut cost 40–70%, depending on function and geography. Savings move with wage arbitrage, tool licensing, and QA overhead you used to carry. Count the manager time you stop spending too.
What functions work best fully managed?Customer service, finance and accounting, IT helpdesk, back office data work, and content moderation are the usual fits. They share repeatable workflows, clear SLAs, and outcome metrics you can audit. Judgement-heavy work with no stable process resists the model.
Who owns the KPIs?The vendor owns delivery against contracted KPIs, and you own which KPIs matter. Reviews usually run monthly at the operations level, with a quarterly business review for commercial and roadmap decisions. Keep the raw data feed so you can check the numbers yourself.
What are the biggest risks?Vendor lock-in, opaque quality data, and data-portability gaps at the end of the relationship are the three that bite, so guard against them with SLA teeth, quarterly QBRs, and an exit clause that returns process documentation and clean data.
Compare fully managed providers side by side in the Outsource Accelerator hubs directory.
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Offshore outsourcing definition
Offshore OutsourcingOffshore outsourcing is the practice of contracting business functions to a third-party provider in a distant country to cut labour costs, tap specialised talent, or extend operating hours around the clock — a geographic gap that often spans continents and time zones.
Key takeaways Offshore outsourcing sends specific business functions abroad, most often to lower-cost hubs in Asia, Latin America, or Eastern Europe.
Labour arbitrage still drives the model, but talent depth and 24-hour coverage now rival cost as the main draws.
Common engagement shapes include project outsourcing, managed services, and staff leasing under buyer direction.
The Philippines and India dominate the sector, together handling most global voice, back-office, and IT delivery.
Risks include time-zone friction, data-security exposure, and cultural gaps, but clear governance keeps them manageable.The term separates offshore work from nearshore (a neighbouring country) and onshore (the same country). Buyers pick offshore when the cost gap or skill pool outweighs the coordination tax of a distant time zone.
The model matured in the 1990s with India's IT-services boom and has since spread to voice support, finance and accounting, engineering, and creative work delivered from hubs across Asia, Latin America, and Eastern Europe.
Buyers today range from Fortune 500 banks to Series A start-ups. Small firms increasingly access offshore talent through seat-based staff leasing arrangements, while enterprises still favour managed services or captive delivery centres for scale and control.
How it worksOffshore outsourcing works through a contract that hands defined tasks — like customer support, accounting, or software development — to a vendor overseas. The buyer sets outcomes and service levels; the vendor recruits, houses, and manages the offshore workforce.
Buyers usually pick one of three engagement shapes, each trading control for scale.
Model
What the buyer rents
Best for Project outsourcing
Fixed-scope deliverable
One-off builds, migrations Managed services
Team plus the process
Long-running functions like payroll Staff leasing Named seats under buyer direction
Embedded teams, gradual scale-upBeyond cost, offshore contracts unlock three levers: 24-hour delivery through time-zone stacking, access to skill pools too thin at home, and rapid team scale-up without hiring onshore. Each lever justifies a different engagement shape.
Pricing follows the same split. Project work bills against a milestone; managed services carry a monthly fee tied to output; staff leasing charges a seat rate that mirrors offshore payroll plus vendor margin.
Governance sits on top of every model. Most buyers embed a small onshore programme team to run vendor management, quality assurance, and change control, keeping strategic decisions inside the parent company.
Data-security posture and privacy compliance ride the same team. Frameworks like ISO 27001 certification and GDPR alignment are now table stakes for most offshore providers serving Western buyers.
The offshore BPO sector employed roughly 1.8 million Filipinos in 2024, per the IBPAP industry roadmap, generating close to $38 billion in revenue and cementing the Philippines as the world's top voice-services hub.
India's IT and business-services exports topped $250 billion in the 2024 fiscal year according to industry group NASSCOM, with offshore delivery to United States, United Kingdom, and Australian buyers still driving most of the volume.
ExamplesOffshore outsourcing shows up across finance, tech, and customer service. Named examples below illustrate how large buyers and their offshore partners split work between headquarters onshore and delivery centres in Manila, Bengaluru, and Warsaw.
JPMorgan Chase. The bank runs one of the largest captive centers in India, staffing more than 55,000 people across Mumbai, Bengaluru, and Hyderabad for technology, analytics, and back-office roles as of 2024.
Concentrix in the Philippines. The Fremont-based CX firm operates dozens of Manila and Cebu sites, delivering English-language voice support for Fortune 500 clients, a use case anchored by the country's high EF EPI 2024 English proficiency score.
American Express and Genpact. Amex offshored large parts of its finance-and-accounting back office to Genpact in India starting in the mid-2000s, and the arrangement now covers analytics, procurement, and risk operations across Gurgaon and Hyderabad.
Deloitte in Poland. The consulting firm runs delivery hubs in Warsaw and Wroclaw that serve Western European clients with tax, audit-support, and technology work, showing how offshore lines blur into nearshore for an EU buyer.
GE Aviation and HCL Technologies. GE Aviation offshored engineering-services work to HCL in Bengaluru starting in the late 1990s, and the partnership now covers aircraft component design, embedded software, and analytics for jet engines and avionics.
WNS and Aviva. UK insurer Aviva runs multi-year finance-and-accounting outsourcing with WNS from Pune and Chennai, covering claims processing, actuarial support, and policy servicing at scale below UK unit-cost levels.
Related terms Business process outsourcing (BPO): the umbrella category covering any function contracted to an external provider. Nearshoring: the same delivery model but to a neighbouring country instead of a distant one. Onshoring: contracting work to a provider inside the buyer's own country. Reshoring: bringing previously offshored work back to the home country. Captive center: a wholly-owned offshore delivery unit run by the buyer, not a third party. Staff leasing: a seat-based offshore model where the buyer directs the team day-to-day. Knowledge process outsourcing (KPO): higher-skill offshore work like research, legal review, or analytics. FAQ What countries dominate offshore outsourcing?The Philippines leads voice and CX work; India dominates IT, engineering, and knowledge work. Eastern Europe (Poland, Romania) and Latin America (Colombia, Mexico) serve buyers who want tighter time-zone overlap. Emerging hubs include Vietnam and South Africa.
How does offshore outsourcing differ from nearshoring?Offshore outsourcing spans continents; nearshoring stays within a few time zones. A US buyer contracting to Manila is offshoring, while a US buyer contracting to Mexico City is nearshoring. Costs are usually lower offshore, but nearshore reduces coordination friction.
Is offshore outsourcing still cheaper than onshore work?Yes — the labour arbitrage typically runs 40-70% on fully-loaded cost for equivalent roles. The gap narrows for senior talent and specialised skills, and rising offshore wages have trimmed it in mature hubs like Bengaluru and Manila.
What functions offshore best?Rules-based and language-heavy work moves offshore well: customer support, accounting, payroll, IT helpdesk, data entry, and software development.
Judgment-heavy or client-facing roles are harder to shift. Hybrid models keep sensitive judgment onshore while running execution offshore.
What are the main risks?Data security, time-zone friction, cultural misalignment, and vendor lock-in top the list. Buyers mitigate them with service-level agreements, hybrid governance, and staged transitions rather than lift-and-shift moves. GDPR still applies across borders.
Where can buyers find qualified offshore providers?Global directories like OA's BPO companies listing rank verified vendors by function, size, and market. The World Bank also publishes country-level digital-economy data useful for shortlist decisions.
Explore more OA terms and guidance at Outsource Accelerator
Nearshore outsourcing definition
Nearshore OutsourcingNearshore outsourcing means hiring an external team in a country within two or three time zones — usually a neighbour or regional partner — so you get offshore cost savings without losing same-day collaboration. Proximity plus price is the whole pitch for buyers.
Key takeaways Nearshore outsourcing sits between fully offshore (10+ hour lag) and onshore (same country), delivering cost cuts plus real-time collaboration during shared business hours.
Typical hourly rates land at USD 30–65, roughly half onshore US pricing and about double offshore pricing from India or the Philippines.
Latin America serves North American buyers; Central and Eastern Europe serves Western Europe; North Africa serves the Gulf and Southern Europe.
Softtek coined the term in 1997; USMCA (in force since 2020) formalised North American supply-chain integration and boosted Mexican capacity.
Nearshore wins when the work demands daily meetings, live customer contact, or fast design iteration; offshore still wins on pure cost.The model surged after 2020 as buyers grew tired of overnight ticket queues and slow handoffs from distant offshore centres. Companies wanted developers, designers, and support agents online during their own morning stand-ups, not eight hours behind schedule.
Post-pandemic remote-work habits accelerated the shift by normalising cross-border delivery pods. Video-first workflows meant an engineer in Guadalajara felt no less remote to a US client than one in Denver.
Wikipedia's nearshoring entry traces the term to Softtek's 1997 pitch to US clients. Since USMCA came into force in 2020, Mexican nearshore capacity has grown, and the World Bank tracks steady FDI flows into the country's services corridors.
How it worksNearshore outsourcing pairs you with a delivery partner inside a two-to-four-hour flight — and a two-to-three-hour clock offset. That geography lets teams share stand-ups, run same-day design reviews, and iterate without the async ceremony offshore work needs.
Buyers choose a hub by three levers: talent pool depth, target-language fluency, and industry certifications like SOC 2, HIPAA, or GDPR alignment. Costa Rica leads on English fluency; Argentina leads on senior engineering; Mexico leads on scale.
Most engagements start with a discovery week, move to a two-to-three-person pilot pod, and then scale by seat count as trust builds. Contracts run monthly for staff augmentation or milestone-based for project work, and providers commonly blend both.
Model
Typical hubs (for US buyers)
Hourly rate (USD)
Time-zone overlap
Travel time Onshore
US metros (Austin, Denver, Raleigh)
80–200
Full
2–6 h Nearshore
Mexico, Costa Rica, Colombia, Argentina
30–65
4–8 h
3–6 h Offshore
Philippines, India, Vietnam
12–28
0–3 h
15–24 hProvider footprints matter as much as the country. A hub with 50,000 developers behaves differently from one with 500: you can burst capacity in the first, while specific skills in the second may need weeks of sourcing lead-time.
ExamplesFour deployments show how nearshore plays out for global buyers. Each pairs a client with a regional operation, using shared morning hours to trim iteration cycles and cut handoff drag.
Softtek and Mexico's IT corridor. The Mexican IT firm coined "nearshoring" in 1997 and now runs delivery centres in Aguascalientes, Guadalajara, and Monterrey for banking and manufacturing clients across the Americas.
Intel's Costa Rica presence. Intel ran an assembly plant near San José from 1997 to 2014, then returned in 2021 with an engineering and design centre serving US product teams during shared Pacific working hours.
Globant's Argentine footprint. Founded in Buenos Aires in 2003 and now listed on the NYSE, Globant builds software for Disney, Google, and Rockwell using engineers based across Latin America — a scale case for the model.
Poland's IT services corridor for EU buyers. Warsaw and Kraków hubs like Comarch, Asseco, and Netguru serve UK, German, and Nordic clients with a one-hour clock offset, backed by Poland's EU membership and GDPR-compliant data infrastructure.
Regional research bodies like ECLAC note the pattern extends beyond IT into finance operations, health support, and creative production, with Bogotá and San José emerging as multi-vertical hubs alongside Mexico.
Related termsNearshore outsourcing sits next to a small vocabulary of related delivery models. These terms come up in every buyer conversation and often overlap in practice.
Offshoring: sending work to a distant country with a 10+ hour lag, the cost-first alternative to nearshore. Onshoring: keeping the work inside your own country, the compliance-first alternative when data residency matters. Outsourcing: the umbrella practice of hiring an external provider for any business function. BPO: business process outsourcing, when whole functions (not just staff) sit with the provider. Staff augmentation: plugging external individuals into your existing team, the most common contract shape in nearshore engagements. Time zone advantage: the strategic value of working-hours overlap, the mechanism nearshore relies on. Reshoring: pulling work back home, sometimes replacing offshore setups with nearshore or onshore alternatives. FAQCommon buyer questions cluster around cost, geography, and fit. Answers below use current market rates and reflect the trade-offs North American and European clients weigh before signing.
What's the difference between nearshore and offshore outsourcing?Nearshore keeps the provider within two or three time zones of your office, while offshore places them eight or more hours away. You pay more nearshore (USD 30–65 versus USD 12–28) for real-time overlap and shorter travel.
How much does nearshore outsourcing cost?Hourly rates typically land at USD 30–65 for engineers, designers, and senior support staff. That is roughly half US onshore pricing and about double offshore rates from the Philippines or India. Fully-loaded seat costs rise with management and infrastructure.
Which countries are the top nearshore destinations?For US buyers, Mexico, Costa Rica, Colombia, and Argentina lead. For Western European buyers, Poland, Romania, and Ukraine dominate. Gulf and North African arrangements typically pair Saudi and UAE firms with Egyptian, Moroccan, or Tunisian talent.
Is nearshore outsourcing only for IT?No. IT started the trend, but nearshore now covers finance operations, customer support, medical coding, creative production, and legal process work. Softtek and Globant stay IT-anchored, while Sutherland and TaskUs run multi-service nearshore desks.
When should I pick nearshore over offshore?Pick nearshore when the work demands daily meetings, live customer contact, or fast design iteration. Offshore still wins on pure cost and 24-hour follow-the-sun coverage. Split-shore setups pairing one nearshore team with one offshore team are common at scale.
Does nearshore reduce regulatory risk?Often yes, since data-residency and trade rules like USMCA make Mexican or Canadian delivery cleaner for US clients than distant offshore jurisdictions. Always check your industry's data-handling rules before signing.
Explore more OA terms and guidance at Outsource Accelerator.
What is What is business process outsourcing??
What is business process outsourcing?Business process outsourcing (BPO) is hiring a third-party provider to run a defined business function like customer support, payroll, or IT helpdesk. The provider takes ownership of the people, process, and technology, and bills per seat, transaction, or fixed fee.
BPO is a subset of outsourcing that focuses on repeatable, high-volume work. When those functions move to a lower-cost country, the setup is called offshoring.
Common categories include customer support, finance and accounting, HR, IT helpdesk, and other back-office work — plus higher-value knowledge processes like analytics or research.
Key takeaways BPO shifts a defined function to an external provider under a written contract.
Pricing models fall into per-FTE, per-transaction, outcome-based, or hybrid buckets.
The Philippines and India lead global BPO delivery through 2025.
Cost drives many deals, but access to talent and 24/7 coverage matter just as much.
A service level agreement sets the quality bar and remedies for the relationship. How it worksBPO works by transferring a defined process to a specialized vendor under a written contract. You keep strategic control; the provider owns staffing, tools, and daily execution.
Pricing usually follows one of four models — per-seat, per-transaction, outcome-based, or a hybrid mix.
Companies choose BPO for three reasons: lower cost, access to specialized talent, and the ability to convert fixed headcount into variable operating expense. Most enterprise buyers combine two or three of these goals in the same contract.
Most engagements start with discovery. The client documents the process, sets KPIs, and defines escalation paths. The provider then hires, trains, and shadows before going live — typically 6 to 12 weeks.
The pricing model shapes risk. Per-seat fees favor steady work; outcome-based fees push accountability onto the provider. Most contracts also include a service level agreement that ties bonuses or penalties to defined performance targets.
Model
How you pay
Best for Per FTE (seat)
Fixed monthly rate per agent
Steady-volume work like inbound support Per transaction
Set fee per call, ticket, or invoice
Variable-volume back-office tasks Outcome-based
Tied to a KPI like CSAT or collections
Mature processes with clean metrics Hybrid
Base FTE rate plus variable bonus
Long-term partnershipsContracts usually run 2 to 5 years with annual price adjustments. Buyers should build off-boarding clauses upfront so the process can move back in-house or to another vendor if performance slips.
The upside is clear: cost reduction of 30-60%, faster staffing, and 24/7 coverage using follow-the-sun teams. The trade-off is management overhead, cultural distance, and dependency on a single provider for critical work.
Provider selection now weighs security posture and data residency more than a decade ago.
GDPR, HIPAA, and PCI-DSS obligations flow from the client to the provider. Contracts spell out audit rights, penalty clauses, and breach reporting windows.
Location choice matters. Providers in the Philippines and India deliver English-language support at 40-70% below onshore rates, while nearshoring to Mexico or Colombia buys time-zone alignment. Onshoring stays domestic but costs the most.
ExamplesBPO delivery clusters into three archetypes — call center hubs, knowledge process shops, and nearshore bilingual centers. Global BPO revenue reached USD 347.95 billion in 2024 with a projected 10.05% CAGR through 2035, per Precedence Research.
Buyers often start in the Philippines. English fluency, Filipino traits and values, and Western-facing culture reduce onboarding friction. It remains the top outsourcing destination for voice work heading into 2025.
Philippines call centers. The Philippines IT-BPM sector booked around USD 40 billion in 2024 with about 1.9 million employees, targeting 2.5 million by 2028.
Concentrix, Teleperformance, and TDCX all run major Manila and Cebu call center campuses. See the Top 40 BPO companies in the Philippines and this guide to call centers for hire.
India knowledge process outsourcing. Knowledge process outsourcing firms in Bengaluru and Gurgaon handle equity research, legal review, and analytics for Wall Street. WNS, Genpact, and EXL all posted multi-billion-dollar revenues in 2024.
Latin America customer support. Colombia, Mexico, and Costa Rica attract US fintechs and SaaS platforms wanting Spanish-English bilingual agents. Rankings on Clutch show Bogotá firms among the fastest-growing between 2022 and 2024.
Global finance and IT support. Accenture, IBM, and Cognizant deliver ERP support, cloud operations, and finance-and-accounting from delivery hubs in Poland, Ireland, and India. Their contracts often span 5 to 10 years and blend BPO with technology services.
Enterprise BPO deals are becoming more outcome-linked. Rather than paying per seat, buyers in 2024 increasingly pay for defined KPIs like first-call resolution or completed orders, which pushes performance risk back to the provider.
Related terms Offshoring: the practice of moving business functions to distant, lower-cost countries. Nearshoring: outsourcing to a country in a similar time zone, often for language or cultural fit. Onshoring: keeping outsourced work inside the client's home country. Knowledge Process Outsourcing: outsourcing of higher-value analytical or specialist work such as research or legal review. Call Center: a facility built to handle inbound or outbound customer calls at scale. Back-Office: the non-customer-facing operations that support day-to-day business functions. Service Level Agreement: the contract clause that defines performance targets and remedies for a BPO deal. FAQ What is BPO in simple terms?BPO is when a company hires another business to run a specific function like customer service or payroll. The client sets the outcomes; the provider handles the day-to-day work.
What is the difference between BPO and outsourcing?Outsourcing is the umbrella term for contracting any external provider. BPO is the subset that covers full business functions like call centers, HR, or accounting, usually delivered offshore at scale.
Is BPO only about cost savings?No. Cost is the entry point, but most mature buyers cite access to specialized talent, 24/7 coverage, and scalability as the bigger long-term wins. Cost-only deals tend to churn within 18 months.
Which countries dominate BPO?The Philippines leads voice and English-language customer support. India dominates IT and knowledge process work. Mexico, Colombia, and Costa Rica anchor Latin America's nearshore market for US clients.
What functions do companies outsource most often?Customer support, IT helpdesk, finance and accounting, HR administration, and content moderation lead the pack. Higher-value work like data analytics and legal review is growing fastest.
How do I choose a BPO provider?Match the provider's specialization to your function, check industry references, and shortlist candidates using the Ultimate Guide to Outsourcing.
Explore vetted providers at Outsource Accelerator's BPO Directory
Independent
