Hand a business process to a team that runs it.
Move a defined business process to a managed RightBPO team with documented workflows, clear ownership, quality checks, and reporting.
Some processes cost more attention than they return.
Recurring processes tend to grow until they consume management time that the business would rather spend elsewhere.
- 01
Work depends on individuals
Knowledge lives in a few people’s heads, so absences and turnover disrupt delivery.
- 02
Capacity is uneven
Workloads rise and fall, and hiring for the peak leaves capacity idle the rest of the time.
- 03
Quality is hard to see
Without agreed checks and reporting, it is difficult to know how well the process is performing.
- 04
Improvement never gets time
Day-to-day delivery crowds out the work of making the process better.
A managed process turns an ongoing burden into a defined service with an owner.
Processes we can take on.
- 01
Process documentation
Mapping and documenting how the process works today and how it should work.
- 02
Transition planning
Moving knowledge, access, and responsibilities into the new operating model.
- 03
Managed delivery
Running the process day to day through an assigned team with supervision.
- 04
Quality assurance
Agreed checks and review steps so output meets the required standard.
- 05
Performance reporting
Regular reporting on volume, turnaround, quality, and issues.
- 06
Continuous improvement
Reviewing bottlenecks and refining the process over time.
How business Process Outsourcing is delivered.
Six stages from first conversation to ongoing improvement, each mapped to the RightBPO Build · Operate · Automate · Grow framework.
Operate. Run the process day to day with management oversight and escalation paths.
Operate- 01
Discover
BuildUnderstand the process, its inputs and outputs, systems, volumes, and pain points.
- 02
Define
BuildDocument the workflow, responsibilities, quality criteria, and communication model.
- 03
Transition
BuildTransfer knowledge, set up access and tools, and train the assigned team.
- 04
Operate
OperateRun the process day to day with management oversight and escalation paths.
- 05
Measure
OperateTrack agreed indicators and review quality with you on a regular cadence.
- 06
Improve
AutomateRemove bottlenecks, automate repetitive steps, and refine the workflow.
The tools should fit the work.
Your documented workflow comes first and the tools follow it. We work inside the systems you already use where we can.
Workflow
- Process maps
- SOPs
- Escalation paths
- Quality criteria
Team
- Assigned team
- Team lead
- Training
- Backup coverage
Systems
- Your existing tools
- Ticketing
- CRM
- Shared workspaces
Reporting
- Dashboards
- Periodic reviews
- Issue logs
We start with the process, not the headcount.
Outsourcing works when a process is understood before it is transferred. We define the workflow, responsibilities, and quality expectations first, then run it.
- 01Document the process before transferring it.
- 02Name one owner on each side.
- 03Agree what “done correctly” means.
- 04Report volume, turnaround and exceptions.
- 05Automate only what is stable.
- 06Review the process on a fixed cadence.
A well-run process often needs less manual effort over time.
Once a process is documented and running, its repetitive steps become visible, and some can be handled by automation or integrations. We review that after the process is stable, not before.
- 01Identify
- 02Simplify
- 03Connect
- 04Automate
- 05Optimize
- Intake routing
- Status notifications
- Standard reports
- Data validation
- Recurring task scheduling
- Hand-off tracking
Who hands over a whole process.
Growing businesses
Need more operational capacity without building every function internally.
Established businesses
Want to outsource a defined function and refocus internal teams.
Lean teams
Have recurring processes that consume management attention.
Digital businesses
Need structured operational support around customers, data, and systems.
Choose how much of the process you hand over.
- 01
Single Process
Outsource one clearly defined process to a managed team.
- 02
Dedicated Team
A team dedicated to your workflows and tools.
- 03
Multi-Function
Several connected processes managed under one engagement.
- 04
Managed Operations
Ongoing responsibility for an agreed function with regular reviews.
Operations are one part of the model.
Build.
Document the business Process Outsourcing workflow, set up tooling, and prepare the team before the work starts.
Operate.
Run the transferred process day to day through an assigned team, with a named owner and an escalation path.
Automate.
After the process is stable, review which repetitive steps could be automated or integrated.
Grow.
Add volume, extend to adjacent processes, or revise the process as the business changes.
More than completed tasks.
What’s included depends on the scope you agree. A typical engagement can cover some or all of the following.
Setup
- Process documentation
- Access plan
- Training plan
Delivery
- Assigned team
- Daily operation
- Escalation handling
Quality
- Review steps
- Error tracking
- Corrective actions
Reporting
- Agreed reports
- Review meetings
- Improvement log
Frequently asked questions.
Repeatable, definable processes such as support handling, data work, administration, and scheduling. We assess each process to confirm it is a good fit before committing.
No. Workflows, quality criteria, and reporting are agreed with you, and you keep visibility through regular reviews.
We document the process, transfer knowledge, set up access, train the team, and agree a launch plan before taking over day-to-day running.
Yes. Many engagements begin with a single process and expand only if it makes sense.
Through documented procedures, review steps, agreed quality criteria, and reporting. The specific checks are defined for each process.
Work that depends heavily on undocumented judgement, or that cannot be defined well enough to hand over. We say so during Discover rather than take it on.
A short description of the process, roughly how often it runs, the tools involved, who does it today and where it goes wrong. Rough notes are enough; we document it properly in Discover.