Sr. Account Development Executive- BPO

Our client is recognized as a Top Tier player in the Business Process Outsourcing marketplace, Their innovative methods and use of the latest technologies deliver real efficiencies and reliability for business processes.


Key Responsibilities:

Strategic/Business Development

Appropriately manage relationship with the client covering all opportunity development aspects of the services provided. Continue reading

Buy Side BPO Management-Cross Tower BPO Transition Leader


Our client has recently entered a BPO Outsourcing deal with a provider. The contract covers three G&A towers-F&A, HR, and indirect procurement.  This scope of BPO services is new to our client and as such needs an experienced, proven successful person to join their team as we embark upon this transformational program.    The ideal candidate will have a functional background in corporate finance and corporate controller duties, as well as 10+ years’ experience working for a tier 1 outsourcing provider. Continue reading

F&A Head of Shared Services, Solutions and Client Engagement

Looking for Experience in:


  •   Running F&A departments (preferably as CFO / Controller) or F&A Shared Services Centers with P&L responsibility for those divisions.
  • Demonstrated ability and maturity to sell and build relationships with C-Level executives (Shared Services Executives, CFO,  CPO divisions)
  • Experience in recommending F&A consulting, solutions, transitions & transformation to CxO clients Continue reading

It’s time to break down the silos

by David Poole

In the BPO industry, there’s a lot of talk about breaking down silos. However, the counter-intuitive truth of it all is that the BPO industry also creates silos.

Traditionally, BPO has been transaction-based, and limited to a specific service offering or function – like Collections or Accounts Receivable. Yet horizontal back office processes such as Finance and Accounting (F&A) and Procurement exist in every customer life cycle. As well, there are also a number of processes and sub-processes that support every customer interaction. Continue reading

Stop Blabbing About Innovation And Start Actually Doing It

By Aaron Shapiro

These days, every established company is at risk of having its industry–and its own business–disrupted by a startup. Cognizant of this, companies devote a lot of time to talking about how important it is to innovate. But here’s the truth: most companies can’t innovate because everyone is paid to maintain the status quo.

This is the single biggest reason companies fail to do anything new or exciting. You and everyone else are maxed out making sure your company is doing what it’s supposed to do; innovation is what the weekends are for. Continue reading