The right outsourcing partner is about more than price, location or technology. It takes an honest understanding of the business, clear expectations and a reason for both parties to succeed.
A real conversation with Dave. You don’t need a perfectly formed brief.
I have seen outstanding outsourcing partnerships deliver remarkable results. I have also seen relationships that looked fantastic in the sales presentation fall apart once the contract was signed.
The difference is rarely just price, location or technology. It is understanding each other’s business, being honest about expectations and creating a relationship in which both parties have a reason to succeed.
That is why I call this relationship curation. An introduction can be useful. Understanding the business on each side, challenging assumptions and staying interested in what happens afterwards is rather more useful.
“They’re considerably cheaper.”
The commercial model, operational capability, quality and transition all matter. Savings on a proposal are not the same as a relationship that makes commercial sense in delivery.
“We need more prospects.”
For a BPO, a polished pitch is only part of the picture. I want to understand the people, capabilities, culture and readiness to deliver the promise.
“The partnership isn’t working.”
Expectations, incentives, capability and ownership can drift apart. Understanding both sides is a better starting point than finding someone to blame.
There are thousands of providers offering apparently similar capabilities and promises. The right partner for one business can be completely wrong for another.
I help you understand the requirements, evaluate operational capability and culture, support commercial discussions and think through transition. The objective is a relationship that improves performance, supports growth and makes commercial sense.
Discuss outsourcingBuyers need confidence that you can deliver what you promise. A competitive price, an impressive facility and a polished presentation are only part of that.
I work with selected providers to understand their operation, strengthen the proposition, improve market readiness and develop meaningful commercial relationships. This starts with the business, not a list of email addresses.
Explore becoming a BPO partner“Dave contributed to increasing our brand awareness, conducting market research, and carrying out in-depth studies focused on customer acquisition.”
The relationship starts with understanding your business and where it can contribute. We develop conversations within relevant sectors and make introductions when there is a genuine need and fit.
£900 per month + 5% commission
This is a provider partner arrangement. It is not a fee for businesses exploring outsourcing, a purchased list of leads or a guaranteed monthly lead quota.
Dave is not VAT registered, so VAT is not charged. The commission basis and duration are agreed in the partner agreement before the engagement begins.
Our CX Networks bring sector conversations into relationship curation. We listen to the challenges businesses face, understand where support could help and develop relevant relationships over time.
Where a need emerges, that understanding can inform introductions to outsourcing or software partners. A network membership is not a sales lead or a promise of an introduction.
Explore the CX Networks on LinkedIn.
You don’t need another list of prospects. You need relationships that lead somewhere.
For a buyer, that means confidence in the right partner. For a provider, it means a proposition and a relationship you can actually deliver on.
For buyers and selected providers, the work connects operational understanding with commercial judgement. The emphasis depends on where you are starting.
What the buyer needs to achieve, what the provider can do well and the practical implications for customer experience, performance and delivery.
The people, leadership and ways of working behind the sales presentation. The right partner for one business can be wrong for another.
For selected BPOs, a closer look at the strengths, gaps and commercial story that should underpin meaningful conversations with prospective clients.
Support in developing realistic expectations, examining commercial fit and keeping the relationship connected to delivery after agreement.
We discuss the business, the intended outcome and what is happening today. For a provider, this includes the operation and its readiness. For a buyer, it includes requirements and the reasons for considering outsourcing.
I help assess capability and fit, challenge assumptions and support the conversations that establish whether there is a sound operational and commercial reason to work together.
Commercial discussions and transition planning are not the finish line. I can remain involved in supporting the relationship as expectations become everyday delivery.
The work is shaped around whether you are buying outsourcing, developing a BPO or trying to improve an existing relationship.
I work with a carefully selected portfolio of BPO partners. Where I have a commercial relationship with a provider, I’m open about that relationship. My priority remains finding the right operational, cultural and commercial fit.
An impressive facility and a competitive rate do not tell you everything you need to know. I want to understand the business, how people work and what it will take to make the relationship succeed.
I have seen businesses chase lower outsourcing costs only to discover that they were paying more for poorer outcomes. That is a good reason to ask a few awkward questions before the contract, rather than a great many afterwards.
My approach is to understand both sides, challenge either when necessary and keep the focus on sustainable outcomes. There needs to be a genuine fit. Not every conversation should turn into a partnership.
A bit more about the person you’ll be working withScope and commercial arrangements are agreed before paid work begins.
If there’s something else you’d like to know, ask me. You’ll be talking to Dave.
Ask Dave a questionBoth, with distinct starting points. I help businesses assess outsourcing partners and work with selected providers on their proposition, market readiness and meaningful commercial relationships.
No. An introduction is a starting point. The work can include understanding requirements and capabilities, assessing fit, supporting commercial discussions and transition planning, and developing the relationship afterwards.
Yes. I work with a selected portfolio of BPO partners. Where I have a commercial relationship with a provider, I am open about that relationship. Operational, cultural and commercial fit remain central to the decision.
No. Meaningful opportunities depend on the business, its readiness and a genuine fit with a buyer. This is not a promise of a prospect list or guaranteed sales.
Yes. Understanding both sides, challenging assumptions and looking at operational and commercial expectations can provide a more useful starting point than simply replacing a provider. We first discuss the circumstances.
The starting point is understanding the business and its requirements or capabilities. Evaluation considers operational fit, culture and commercial expectations rather than choosing on price or location alone.
Choose the buyer or provider enquiry route and tell me what you are considering. We discuss the situation, whether there is a useful role for me and the scope and commercial arrangements before work begins.
A problem to solve? An opportunity to explore?
You don’t need a formal brief.
Tell me what’s on your mind.
