An Australian mid-sized financial services provider engaged us to establish a managed services capability that could scale in line with client demand while improving operational consistency. Through a phased offshore build, governance structure, and quality-led processes, the client established a dedicated team of 80+ specialists, achieving low attrition (4%), strong engagement scores of 85%+, and significant efficiency gains across back-office and compliance operations.
About the client
The client is a well-established Australian financial services business supporting both retail and SME customers. Their operations include customer servicing, compliance reporting, and digital support functions. As the company expanded, it became clear that scaling these capabilities locally was both costly and difficult given market competition for talent.
Challenge
The client faced mounting pressure to scale its operations quickly while maintaining compliance and service standards. Key challenges included:
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High cost-to-serve in Australia, particularly for compliance and reporting functions.
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Limited ability to flex capacity during demand spikes.
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Fragmented processes without centralised governance or metrics.
These challenges risked slowing growth and undermining customer satisfaction.
Solution
We worked with the client to establish a dedicated offshore managed services team:
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Launched with a pilot group covering compliance reporting and back-office support.
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Developed metrics, governance frameworks, and policies to embed quality and accountability.
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Expanded the team into additional services including customer analytics, digital support, and document processing.
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Established a dedicated leadership structure offshore, aligned closely with the client’s internal teams.
Outcome
The managed services transition delivered clear, measurable benefits:
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Offshore team scaled to 80+ FTE, supporting multiple functions.
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Attrition sustained at ~4%, ensuring knowledge retention and stability.
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Employee engagement scores consistently above 85%, fostering performance and alignment with client culture.
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Cost savings of 20–25% achieved across core functions.
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Improved service resilience and compliance controls, with standardised processes and real-time reporting.
The engagement transformed the client’s operating model from a cost-constrained structure into a scalable managed services capability. The offshore team is now a strategic extension of the client’s workforce, improving resilience, reducing risk, and creating capacity for innovation and growth in Australia’s competitive financial services landscape.
