Conversantix is a business process outsourcing company. When you outsource a process to us, we staff it, run it and report on it. Four families of operational work, plus consulting where a process is better kept in-house.
We run outsourced customer support as your front line — inbound voice, email and chat, omnichannel handling, technical support and helpdesk, and customer retention. We recruit and train the team, run the workflow day to day, and report on how it performs.
See Customer Operations →We run outsourced revenue-generating contact: outbound calling and sales, lead qualification against the criteria you set, and appointment setting into your team's calendars. The same quality and workforce discipline applies as on the support side.
See Sales Operations →Not every outsourced process is customer-facing. We run back-office data processing, data entry, order management and document processing — the volume work that quietly determines whether the customer-facing side holds up.
See Back-Office Operations →Quality monitoring and workforce management run inside every operation we take on, and we also run them as standalone services for teams that stay in-house. Calibrated QA scoring, coaching loops, forecasting, scheduling and real-time management.
See Quality and Workforce Management →Moving a process to an outsourcing partner is a project in its own right. This is how we do it — and what you should expect to be involved in at each point.
We work through the process as it runs today — volumes, contact types, systems, handling standards and current performance — and agree exactly what is moving to us and what stays with you.
Process documentation, escalation paths, quality criteria and training material are built and signed off with you, then our team is hired and trained against them before any live work moves across.
Volume moves across in stages rather than all at once, with quality monitored closely through the ramp so problems surface while they are still small and the handover stays reversible.
The operation runs under a regular governance rhythm — quality calibration, workforce planning and performance reporting against the measures agreed at the start, reviewed with you on a set cadence.
Outsourcing is not always the right answer. Where a process should stay in-house, we work as consultants instead — auditing the operation, building the quality and workforce frameworks it is missing, and coaching your own team leads to run it. It is a genuine part of what we do, and a smaller part than the operations we run ourselves.