Submitted by: Rakesh Sangani

In recent months, a number of organisations have announced new business process outsourcing contracts, new set up of captive shared service models, and acquisitions of either BPO firms or shared service centres. According to latest Everest research, BPO activity has increased by 15% in transaction volumes, and 33% in contract values. The captive market announced 38 new set ups, and M&A activity increased with 12 acquisitions (compared to 9 in the previous quarter).

This signals the turnaround is gaining momentum in shared services and outsourcing, and in a disparate market the competition is as intense as ever before. In particular, the banking and financial services is particularly active with a 41% increase in transactions (largely in banking). This coincides with the iGate CEO Phaneesh Murthy stating that while banking customers plan to increase offshoring, a lot of them will set up their own captive back office centres instead of working with a BPO provider.

i>Rakesh is a strategic advisor, solution architect and implementer of transitions and transformations. With a specialism in BPO, Shared Services and Offshoring, Rakesh has worked with CFOs, FDs and senior client executives in the private sector (including at Ernst & Young, Pitney Bowes, Orange, Barclays and RBS) and the public sector (across Health, Police and Government markets) in improving efficiency, effectiveness, cycle times and profitability.

Rakesh is a qualified chartered accountant, holds practitioner status in Prince 2 and MSP and is certified Lean Six Sigma. He was trained by Andersen, Deloitte and Accenture and is now a partner at a social enterprise management consultancy Proservartner providing strategic advice and focusing on operational solutions for leading FTSE 100 and Professional Services firms.

Proservartner is a social enterprise management consultancy that partners with organisations to provide independent advice, discovery, guidance and implementation support.

Our brand is excellence and our value is our people. We hire capable talent, we have significant investments in training, and we ensure that excellence is delivered to all our clients we are even willing to risk revenues based on achievement of excellent outcomes!

We are unique in our social enterprise nature, having both a corporate and social objective:

Our Corporate Objective is to be the consultancy of choice for strategic advice, solution architecture, transitions and transformations in our chosen markets

Our Social Objective is to improve the lives of children in poverty areas through the provision of sustainable education and welfare.

Our focus is in Outsourcing, Offshoring, Shared Services and Transformation of Corporate Services. We deliver on these areas utilising experienced, qualified and passionate programme managers with experience across Lean and Six Sigma.

We provide a range of solutions to the market from transition management, process transformation, project & programme management and middle and back office strategy and optimisation. We also provide point solutions to provide timely benefit to our clients.

Our Core Values shape the character and personality of our company, guiding how we behave and make decisions. We have identified five key concepts which shape how we as a company treat our clients, operate internally, position ourselves in the industry. At Proservartner, we do not just aim to be trusted advisors to our clients but more than that, to develop friendships based on trust, excellence, and straight talking.

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For more details on Rakesh Sangani: www.proservartner.co.uk

About the Author: Rakesh has a specialism in BPO, Shared Services and Offshoring.A qualified chartered accountant, practitioner status in Prince 2 and MSP and certified Lean Six Sigma. He is now a partner at a social enterprise management consultancy Proservartner.More details on Rakesh

proservartner.co.uk

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