What you’re actually agreeing to.
Subcontracting delivery on a client contract is a real commercial decision, and it deserves a clear answer about how the arrangement works. This page is that answer.
The relationship stays yours.
We’re a delivery partner. You hold the contract with your client, and we supply and help run the team that does the work on it.
The client, the contract, the account strategy, the commercial terms: all yours. How we’re represented is your decision, and we follow it. Agents work to your program requirements, your scripts and your escalation rules, and in your systems where your client’s environment allows. Where it doesn’t, we agree the alternative with your operations team during scoping.
One thing worth raising early rather than assuming away: most enterprise agreements have something to say about subcontracting. Disclosure requirements, security review rights, approved-vendor lists. That’s normal, it’s manageable, and it’s much easier handled at the start than discovered during a client audit. We’ll provide whatever documentation your client’s process asks for.
The precise responsibilities, protections and disclosures are set out in the agreement between us.
The word doing the work in that sentence is “defined.”
A staffing provider helps you fill roles. That’s genuinely useful work, and if what you need is people you’ll manage yourself, it’s the right answer.
A managed delivery partner assembles the team and then takes on defined operational responsibilities for running it. Depending on what we agree, that can include agent sourcing and qualification, program onboarding, training coordination, workforce coordination, quality monitoring, performance management, escalation support and operational reporting.
We don’t take on everything by default, and we don’t leave it vague. What we’re responsible for is written into the program agreement before delivery starts.
The usual starting point. The final version is agreed during scoping.
- 01 The client relationship
- 02 The client contract and commercial terms
- 03 Account strategy and account growth
- 04 Your brand in front of your client
- 05 Final approval of program commitments, scripts and quality standards
- 06 The client-facing governance you’ve agreed with them
- 07 The decision to expand, reduce or end the engagement
- 01 Sourcing and qualifying agents against the requirement
- 02 Program onboarding
- 03 Training coordination against your approved requirements
- 04 Workforce coordination and schedule adherence
- 05 Quality monitoring against agreed criteria
- 06 Performance management and escalation support
- 07 Operational reporting on the agreed cadence
Two things this split is deliberately honest about. Responsibilities on the right sit with us by agreement, not automatically. We scope each one against the program. And anything not listed is a conversation, not an assumption.
A named contact who knows the detail — not someone who forwards the call.
You get a named point of contact who owns your program. Day-to-day issues are handled on our side first: coverage gaps on a shift, individual performance, scheduling problems, quality that needs coaching. What comes to you is what needs your decision or your client’s, on the escalation path we agree during scoping.
Reporting runs on the cadence you set, in a form your team can actually use. If your client holds a monthly review, our reporting should fit into it without your people rebuilding it first.
Six steps, each one protecting both sides.
A conversation about the program
You describe the client environment, the coverage requirement, the timing and the constraints. We give you an honest read on fit. If we’re not right for it, we say so here rather than three meetings later.
A check on what we can support
We look at the specific requirement, from skills and languages to schedule, location and volume, and confirm what we can commit to.
Model and agreement
We settle the engagement model, the responsibility split, quality criteria, reporting and escalation. One agreement covering the program rather than a document per gap.
Building the team
Sourcing and qualification against the requirement, onboarding, and training to your approved program standards. You approve how the team is presented.
Live delivery
Your named contact runs the program to the agreed standards, with reporting and governance on the cadence set in step three.
Growing it, if it works
Additional languages, hours, channels or accounts extend under the same agreement rather than starting over.
Launch timing depends heavily on what the program needs. Roles carrying licensing, credentialing or extended training requirements take considerably longer than general customer-service work, and we’d rather give you a real estimate for your specific program than a number that fits everything.
Asked often, answered straight.
It depends what they take on. If a provider hands you people, your management load grows. Under a managed arrangement, we handle scheduling, quality, performance and first-line escalation on our side and report into your operations function. The overhead should be one relationship rather than one per agent.
Quality criteria and review cadence are agreed before go-live, and results come to you on the schedule we set. Performance management sits with us. The point is that you see it in the reporting rather than hearing about it from your client.
Then that’s the first thing to work through, and it’s better raised in week one. We’ll provide what your client’s process requires. What we won’t do is tell you it isn’t an issue.
Notice periods, transition support and knowledge transfer are part of the agreement, settled at the start rather than negotiated under pressure.
The rest depends on your program.
Every partnership is shaped by the client environment it runs in. The useful next step is a conversation about yours.