What we solve ·How do I build something that later runs on its own?
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How do you make your center deliver what the business case promised?
We opened the center a year ago and it still does not deliver what we were promised.
The operating model, the technical curriculum and the pipeline of team leads, until the center sustains its service level without us.
Nearshore capability buildSend this page to whoever decides
What you receive
- The operating model with its groups, interfaces and indicators.
- The technical curriculum and the certification scheme by discipline.
- The career paths and the design of the team lead pipeline.
- A center operating with its service level sustained and the exit date met.
The proof that applies here
- Production Operations built from zero to 150 people across eleven teams, in two countries.
- A mainframe team raised from zero to more than twenty people until it became a regional reference.
- 19 years inside critical operations, training people with no prior experience up to operating banking infrastructure.
How we solve it
The method, not the promise.
- What work the center will take on and at what volume gets defined, before talking about headcount.
- The model gets designed: disciplines, groups, interfaces and governance. The interfaces are what breaks if they are done badly.
- The technical curriculum and the certification criterion get written, discipline by discipline.
- The first wave gets trained and certified, and that wave trains the next one. That is where the pipeline starts.
- It gets handed over when the center sustains its service level for a month without us.
Use this today, without hiring anyone
The five questions that predict whether a new center will deliver. They get answered before hiring anyone, and the one that fails is the fourth.
- Which disciplines and how many groups? A center with one large group does not scale; one with too many groups seizes up at the interfaces.
- Who trains the first wave, and with what written curriculum? If the answer is "the people back home, when they can", the center will learn by accident.
- How does someone get certified as able to operate alone? Without a written criterion, certification is the opinion of a manager in a hurry.
- What is the career path for whoever joins today? It is the question that decides year two attrition and it is unanswered on the day the center opens.
- Where do the team leads come from in eighteen months? If the answer is "we bring them in from outside", the center will never be autonomous.
This sounds like you if
- You are opening an operation in the region, where the operating model weighs more than the hiring.
- The center has high attrition and the maturity curve restarts with every departure.
- The center's indicators still fall short of what the business case promised.
Before you hire
The firm designs, trains and accompanies up to the handover; it does not recruit for you and does not operate the center after the exit date.
What gets published about service centers in the region are articles about their advantages. Turning people with no experience into operators of banking infrastructure has been done twice, right here, with verifiable names and dates.
Of the people who joined your center this year, how many could operate alone today, and who certified that?
If the problem is a different one
The person who knows retires in eighteen months and there is nobody to replace them.
Mainframe succession program
Everything escalates, nothing gets resolved at the front line and the internal customers have already complained upstairs.
Service operation turnaround
We know that if it goes down, it goes down. No one has wanted to write what happens next.
Operational readiness diagnostic