The situation
The company's shared-services cost base had grown with the business but had never been structurally rethought — and the biggest levers weren't tweaks, they were location and ownership decisions.
What we did
- 01Ran a multifaceted cost-optimization program across the shared-services levers.
- 02Designed and stood up an offshore captive center in India for IT.
- 03Designed and stood up a captive contact center in the Philippines.
- 04Chose captive over outsourced deliberately — keeping institutional knowledge and quality control in-house at offshore economics.
The outcome
- A structurally lower shared-services cost base, anchored by the two captive centers.
- Capabilities the company owns — not a vendor contract to renegotiate every three years.
Engagement delivered by Avirso leadership during their tenure at a global management consultancy, prior to founding Avirso.