At our recent Briefing, “The Future of Call Center Partnerships,” CX leaders and strategic partners came together to discuss how maturing call center outsourcing models are reshaping the way organizations think about delivery models, commercial structures, and cultural alignment.  

The conversations underscored that adaptability, collaboration, and secure data sharing are now foundational to innovation, whether integrating artificial intelligence (AI) into frontline workflows or optimizing global delivery networks. 

The discussions revealed a clear trajectory: the shift toward outcome-based partnerships, expansion into emerging talent markets, and smarter integration of technology that amplifies, not replaces, human capability. The briefing provided a candid look at the strategies and operational realities shaping the next era of call center partnership.  

For executive leaders, these insights are not just best practices; they’re a roadmap for building more resilient, value-driven partnerships in a complex and fast-moving market. 

Let’s dive in. 

Data Access as a Prerequisite for Innovation 

Data emerged as the bedrock of effective call center partnerships. Without secure, timely access to operational data, even the most advanced tools can fail to deliver impact. 

Participants shared cases where structured data sharing with trusted partners enabled AI-powered solutions, such as agent assist systems, that cut handle times and improved first-contact resolution. Yet the true enabler was not the technology itself, but the integration made possible by shared visibility into customer interactions. 

“There is limited capability that us as a partner can provide without… access to data… we need you to trust us with your data… if we can resolve that challenge… we are in a position to drive a lot more value than what we’re driving now,” explained Steve Gush, Senior Vice President, Digital Services  at Foundever, underscoring data’s central role in innovation. 

“From a brand perspective, there’s this desire for us to be more innovative, to bring more technology, to bring more capability, and then from a partner perspective, it’s like we need you to trust us with your data,” said Doug Hoffschwelle, General Manager & Senior Vice President, Hypergrowth CX at ibex. “If we can resolve that challenge, I think we are in a position to drive a lot more value than what we’re driving now.” 

To strike the right balance, leaders emphasized governance frameworks that protect sensitive information while enabling the real-time analytics, predictive modeling, and optimization necessary for modern service delivery. This balance sets the stage for the next challenge: leveraging automation effectively alongside human talent. 

Balancing Automation with Workforce Strategy  

While automation promises efficiency, leaders were unequivocal: people remain central to service excellence. The most effective programs use automation to elevate, not replace, human expertise.  

“We launched AI in March, and we’ve got 1,200 different scenarios… those insights are then informing the copilot… what kind of real-time guidance can you give to the agents? How can you summarize things… optimizing knowledge bases… those are really practical things we’re doing,” described Jason Rosser, Executive Vice President, Solutions & Operations Strategy at IntouchCX. 

One example described AI knowledge systems that freed agents from repetitive tasks, allowing them to focus on complex issues, a shift that boosted both customer outcomes and employee engagement. These gains depended on intentional workforce strategies, including targeted training, clear career pathing, and retention programs. 

In discussing recruitment innovation, Jarrod Johnson, Chief Customer Officer at TaskUs shared, “We ended up deploying AI technology at the front of the recruitment cycle to basically make the onboarding of a viable candidate much easier. We cut the cost to hire by 50 percent in eight out of 12 markets that we’re in around the world.”

“The tools that exist today allow us to really optimize that insights-to-action loop… to elevate that to a place where we’ll be able to partner on automation upstream in the future,” added Rosser, looking ahead to broader AI applications. 

The takeaway was direct: automation and workforce strategy must advance in lockstep. Without a skilled and engaged human layer, technology alone cannot sustain customer trust or loyalty. This interplay also informs the way organizations now measure outsourcing value. 

The Shift Toward Outcome-Based Models 

The move from input-based pricing to outcome-driven models was a recurring theme. Success-based billing and performance-based contracts are aligning vendor incentives with critical business goals, from higher CSAT scores to improved resolution rates and even revenue generation.  

“It’s about being open, about being flexible, to be willing to look at things very differently,” explained Jim Mitchell, Vice President of CX & DX Innovation at TELUS Digital, stressing the importance of mindset in achieving outcomes.

Adopting these models demands rigorous clarity on metrics, definitions, and governance processes. Done well, they enhance collaboration and accountability. Done poorly, they risk misalignment and eroded trust.  

“Trust is so important to me. Are we trusted insights experts for your brand, or do we deeply understand your business, your customer, and your brand? Because if we’re not that, I don’t know how you can trust us and consider us for digital transformation,” added Hoffschwelle. 

These commercial shifts are happening alongside another transformation: the diversification of global delivery. 

Global Delivery Diversification 

“The primary driver we saw initially was the business continuity and diversification of footprint for the English language… that has significantly shifted. Egypt, as a multilingual hub, has a relatively near-term trend that large brands are taking advantage of for cost efficiency and scale,” explained Johnson. 

Emerging markets like Vietnam, Egypt, and Pakistan are gaining traction for their talent depth, cost efficiency, and scalability. Yet leaders cautioned that cost savings alone are not enough to justify market entry. 

Cultural compatibility, language capabilities, infrastructure reliability, and workforce maturity remain decisive factors. This more selective approach reflects a broader shift toward building delivery ecosystems that are both cost-competitive and strategically resilient. 

Demonstrating Measurable Impact 

The day’s discussions underscored the importance of proving value through quantifiable results. Examples included: 

• A 10 percent reduction in contact volume via automation and process redesign. 

• A 20 percent CSAT improvement through targeted training and tech enablement. 

• Faster ramp-up times for new hires with AI-assisted onboarding. 

These successes reinforced the point: measurable performance improvements require precise alignment of strategy, technology, and execution. That alignment often depends on cultural cohesion across organizations.  

Cultural Integration as a Performance Lever 

Cultural misalignment can undermine even technically sound outsourcing programs. One case highlighted operational KPIs being met while customer sentiment declined due to mismatched interaction styles. The solution was targeted cultural training and feedback loops, which improved customer perceptions without major process overhauls. 

This example illustrated that cultural integration, in communication, problem-solving, and service delivery, is not a soft consideration. It is a direct driver of performance and customer loyalty.  

“The way that we live our core values… is the backbone of everything that we do… that culture has been our secret sauce to trying to drive industry best-in-class attrition… low attrition drives operational performance,” added Johnson, connecting culture to performance metrics. 

The same principle applies when scaling programs. 

Scaling Through Collaboration and Adaptability 

As call center partnerships mature, flexibility becomes a competitive advantage. Leaders observed that the most scalable programs are built on joint scenario planning, transparent knowledge-sharing, and a willingness to recalibrate as conditions shift. 

Poor scale planning, whether in tech capacity, workforce supply, or governance, can quickly erode program value. By contrast, proactive adaptation strengthens both operational resilience and partner relationships, paving the way for outsourcing’s evolving role. 

Redefining the Strategic Role of Call Center Partnerships 

Throughout the briefing, a clear shift in mindset emerged: outsourcing is increasingly seen not as a cost-reduction tool but as a strategic platform for innovation, customer engagement, and operational resilience. 

This repositioning changes how leaders select partners, measure performance, and oversee programs at the executive level. Organizations treating outsourcing as a co-creation environment, rather than a transactional service, are better positioned to respond to market shifts and technological advances. 

Conclusion 

The  “The Future of Call Center Partnerships” Briefing confirmed that the industry is in a period of strategic redefinition. Data governance, technology integration, human capital investment, outcome-based models, and cultural alignment are now interdependent levers for success.  

For executives, it’s clear: structure outsourcing relationships as dynamic, trust-based partnerships capable of delivering measurable results today while adapting to the challenges of tomorrow. “I think the big buzzword for our industry over the next few years is really going to be orchestration… the ecosystem of your nearshore, offshore, and AI shore,” added Gush. 

Thank You to Our Host and Partners  

A special thank you to American Airlines for allowing us to host this Execs In The Know event at their headquarters in Fort Worth, Texas, and our business partners, Foundever, ibex, IntouchCX, TaskUs, and TELUS Digital, who joined us as panelists for “The Future of Call Center Partnerships Briefing.” Your thought leadership, perspectives, real-world examples, and candid insights enriched the conversation and helped shape the actionable takeaways shared here. Your commitment to advancing our industry made this discussion both valuable and impactful. 

Stay tuned for details on our next Call Center Partnership Briefing, where CX leaders gather to share insights, spark ideas, and shape the future of outsourcing together. 

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Here are just a few of those findings.

Strategic Objectives: According to survey respondents, the top objectives for outsourcing include reducing costs (30%), meeting staffing requirements (25%), and reducing risk while building redundancies (19%). These objectives underscore the importance of cost-efficiency and operational flexibility in an uncertain economic climate.

Work-from-Home Challenges: The shift to work-from-home has been a significant adaptation, with 48% of respondents expressing concerns about connectivity and internet issues. Agent engagement and supervision (45%) and data security (43%) have also emerged as key challenges in this new working paradigm.

Pricing Dynamics: Thirty-three percent of respondents have reported being asked for price increases by their BPO partners in the past year. This indicates the importance of maintaining a transparent and fair pricing structure and negotiation process.

Cultural Alignment: One of the most vital considerations for survey respondents when selecting a new BPO partner is “cultural alignment.” Building a strong cultural fit with BPO providers ensures that values and ethics are in harmony, essential for seamless collaboration and outstanding customer experiences.

The CX outsourcing industry is constantly evolving, with new destinations, practices, and competition. What remains constant is the need to build strong relationships with providers and prioritize the customer experience. The insights from our recent research reinforce the idea that BPO outsourcing is not merely a cost-saving strategy but a critical tool for adapting to change and building customer loyalty.

Featured Upcoming Event

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During this highly anticipated event, Execs In The Know’s President, Chad McDaniel will be joined by co-host Joy Park, Vice President of Business Partner Strategy and Support at Comcast, and a panel of five industry experts including Kristen Conner (Concentrix), Mary Flynn (24-7 Intouch), Alan Pendleton (ArenaCX), Martin Lehtio (iQor), and Kory Laszewski (TELUS International).

Throughout the two-hour Day 1 agenda, the co-hosts will lead an interactive discussion with the brand practitioners as the panelists share their insights on a variety of

outsourcing-specific topics including tackling new labor market realities, maximizing performance in a work-from-home environment, and the evolution of next-generation agent skillsets. Regardless of where a company is at in its outsourcing journey, the Outsourcing Briefing will offer a bounty of best practices, bright ideas, and actionable takeaways for getting greater value from their outsourcing strategies. The event will conclude with a one-hour Day 2, corporate-only group conversation where participants will debrief and discuss key takeaways from the previous day’s panel.

“Our Outsourcing Briefing events are always an excellent opportunity for connecting our CX leadership community with both the subject experts and the ideas that can make a big difference on how an outsourcing program performs,” said Chad McDaniel. “These events are specially designed for CX end-users, and the agenda is always built around the notion of learning, sharing, actionable ideas, and valuable takeaways.”

Learn more about the Outsourcing Briefing here: https://execsintheknow.com/events/outsourcing-dec2021/

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The event, which was co-hosted by Ebrahim Hyder, Vice President, Customer Service at Michael Kors, and Chad McDaniel, president of Execs In The Know, featured a host of industry experts representing top CX providers, including Conduent, Liveops, Sykes, Concentrix, and NICE, as well as dozens of practitioners from some of the world’s top brands.

Although the conversation ranged across a variety of topics (all related to WFH), the overarching theme was pointed toward identifying the most critical pieces for achieving long-term WFH success. This blog post is dedicated to surfacing four of the most notable ideas from the conversation — call it the four “must-haves” for creating successful WFH programs and partnerships.

#1 — Invest in Essential Technologies

Technology is what makes the modern contact center go vroom, but what about when the contact center is no longer centralized nor office-based? What happens when each workspace is as varied and diverse as each agent’s unique home and specific living situation? This is where technology can level-set conditions and build parity into every customer experience.

Two of the most important types of technology for creating a secure, effective WFH program include Security and Communication Technologies.

Security Technologies  

When we talk security, what we’re really referring to is customer data and information security. Tools for protecting customer data are an important aspect of the contract center, especially when that contact center is dispersed throughout the homes of hundreds or even thousands of individual agents. Here are some of the most widely used security technologies, and what they do:

• Multifactor Authentication — Secures online tools and logins using multiple passwords and/or devices to confirm the identification of a user.
• Biometrics Identifiers — Uses biological identifiers (such as fingerprints, facial, or voice biometrics) to limit access to approved users.
• Masking and Redacting Technologies — Shields sensitive information (such as financial or health information) from frontline workers.
• Virtual Private Networks (VPNs) — VPNs are useful for protecting the flow of data across a network using special encryption, providing security and privacy on both public and private connections.
• Hardware Security — Adds an additional layer of security to prevent unauthorized access to laptop and desktop computers, mobile and other devices; can even include tracking software to protect against theft.

Communication Technologies

Throughout the conversation, communication was mentioned time and again as a critical enabler in a variety of core areas, from program performance to team engagement. Many brands have reinvented not only how they connect, but also how often, in what ways, and with what purpose. Today, great communication starts with great communication tools. Here are the basics:

• Video and Chat Platforms — Platforms like Zoom, Microsoft Teams, Slack, Skype, and others are essential for staying connected, remaining engaged, and managing effectively.
• Content Sharing Tools — Office-based servers have been replaced by cloud services like Dropbox and SharePoint, and these tools are especially useful for dispersed workforces.
• Knowledge Databases — In addition to content sharing tools, agents rely on databases for accurate, up-to-the-minute information; given the remote nature of the workforce, these resources are more important than ever.
• Quality/Coaching Software — Relying on existing programs has been a challenge for some organizations, while others have been able to adapt. Whether your Quality Assurance and coaching tools are purpose-built or not, continuous improvement is crucial to program success.
• Socialization Platforms — Employee engagement is vital for many reasons, including wellness, cultural emersion, and engagement. It’s tough to feel part of a team when working remote but socializing platforms and programs can help build team unity and cohesion.

#2 — Set Expectations, Then Inspect for What’s Expected

With a little over a year’s worth of experience under our belts, we’re all familiar with working from home at this point, including those agents who have been around since the start of the pandemic. Still, setting clear expectations is paramount to creating and sustaining a productive, high-performing WFH program. Things like work schedules, productivity levels, key measurements — even rules for the agent’s workspace — are all important guideposts for maximizing agent value, especially for new hires.

But it’s not enough to set stakes in the ground. If certain goals are in place, if certain rules are to be followed, verification is an important piece of the puzzle. In other words, meeting objectives requires both clear communication of expectation, as well as dedication to putting forth the effort needed to inspect for what’s expected.

#3 — Understand Workforce Transformation

During the discussion, several leaders pointed to disruptions in the labor market as a significant challenge heading into the summer months. Labor shortages are being observed across industries, driven by several factors including worker hesitation due to the pandemic, generous unemployment and stimulus payments, and ongoing childcare challenges.

Adding to this mix, several industries are all trying to staff up at exactly the same time. Industries like travel and hospitality, dining, and entertainment are all reopening and re-ramping concurrently. Even within the CX sector, competition is fierce, pay scales are rapidly rising, and companies are introducing all sort so new incentives and sign-on bonuses to attract the very best workers. Brands should seek to understand what’s being offered by the competition, as well as what’s occurring generally, both within and outside of the CX industry.

On the flip side, the nature of WFH has liberated many programs from the confines of any specific geolocation. This means programs are free to scout in and hire from areas far beyond the traditional boundaries of existing brick-and-mortar locations. The brands and partners that can best capitalize on this fundamental change in recruiting and hiring stand to grab the best and brightest.

#4 — Build Partnerships

If the pandemic showed the CX industry one thing, it was the importance of relationships, specifically the one between BPOs and their clients. It’s no longer enough to find a good vendor. Buyers of BPO services should have the loftier goal of finding a great partner.

What’s the difference between a vendor and a partner? A partner is looking to build and grow something. Often this means establishing practices that benefit not only the BPO, but their client and, most importantly, the customers of their clients. Business partners are also willing to go above and beyond for the good of the program. Innovation, ingenuity, and deployment of a “whatever it takes” approach were some of the hallmarks of success in looking back at the initial pivot to WFH. Such stories were most common among those clients and their BPOs that viewed their working relationship as a partnership.

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Are you a CX leader looking to learn from your peers, as well as top industry experts? We invite you to visit our Events Page to learn more and consider joining us for our next event. Be sure to check back often as new information is constantly being added, including details on our upcoming Outsourcing Briefing, scheduled for December 10, 2021.

Interested in sponsoring an upcoming Briefing? Visit our Supplier Engagement portal to learn how you can participate in our next event.

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The past year has proven optimized work-from-home (WFH) strategies, along with engaged and enabled remote teams, are critical for delivering exceptional CX. Expectations have changed, as have industry solutions. During this special WFH-themed virtual briefing, those in attendance will have the opportunity to tap into the knowledge and expertise of an all-star lineup of solutionists and forward-thinking innovators. The day’s discussion may include such topics as:

• Employee wellness and cultural transference
• Remote recruiting, hiring, training, and coaching best practices
• Striking the right balance between data security, performance monitoring, and maintaining individual privacy

The event will be co-hosted by Ebrahim Hyder, Vice President Customer Service at Michael Kors along with Chad McDaniel, President of Execs In The Know. Process-driven in his delivery of an integrated, multi-channel experience, Ebrahim has been delivering award-winning customer service with Michael Kors since 2013.

“Over the years, I’ve gained a fair amount of insight into how to elevate the customer service experience,” said Ebrahim. “When we improve processes and leverage technology, we’re able to create memorable interactions and deliver on the brand promise. I look forward to this discussion, and I can’t wait to exchange ideas with the CX community.”

“We are excited to cover the hottest challenges of our community and explore related solutions in this special format,” said Chad McDaniel, president of Execs In The Know and co-host of the June 10 Briefing. “A process-focused leader like Ebrahim makes for a perfect co-host, and the challenges of managing an effective work-from-home operation are still very real for our community. Solving for these will unlock a great deal of value for leaders that run and maintain programs utilizing remote teams.”

At this event exclusive to Corporate Brand CX Leaders, Ebrahim and Chad will be joined by a panel of five inspired leaders from the industry’s top partners and solution providers. This panel includes:

Daralee Easter — Global Work At Home Leader, Concentrix

Daralee specializes in solving customer journey challenges, bringing unique insight into optimizing work-at-home and virtual call center environments.

Michaud Ray — Vice President, Business Development and Strategic Accounts, Sykes

Michaud is a goal-oriented veteran of the industry with a deep understanding of operations, operational management, and the value of a win/win relationship.

Hugo Felipe Godoy — Vice President, LACAR Region, Conduent

Hugo has more than 20 years of experience utilizing technology to enable the delivery of better interactions between brands and their customers.

Cheryl Gunn — Senior Vice President of Operations, Liveops

Cheryl brings a wealth of operational insight, paired with a steadfast focus on outcomes and results, and how those match against business needs and customer expectations.

Daniel Borrelli — RPA Solution Engineer, NICE

Daniel thrives on creating innovative IT solutions that enhance customer satisfaction, drive business growth, and creating greater process efficiencies at scale.

Join us on Thursday, June 10, 2021 (11:30 AM – 2:00 PM EDT), and take a look over the horizon at what’s most important for ensuring the long-term viability and the successful management of a remote workforce. Learn about WFH 2.0 best practices and find out what practitioners and industry insiders have to say about today’s most critical initiatives.

Are you a CX leader at an end-user corporate brand, and you’d like to attend this special event? Email Execs In The Know at info@execsintheknow.com to request your private invitation.

About Execs In The Know

Execs In The Know brings together customer experience (CX) leaders from across industries in an effort to advance the conversation and set a new agenda for delivering amazing experiences for consumers. As a global community of the brightest minds in CX, Execs In The Know provides opportunities to learn, share, network, and engage to innovate. Operating under the motto of “Leaders Learning From Leaders,” Execs In The Know facilitates many opportunities for community engagement, such as their bi-annual national event, Customer Response Summit, virtual CX series, CustomerCONNECT, and private, online community, Know It All. There are also exclusive, laser-focused engagements like industry briefings, virtual luncheons, and executive roundtables. Execs In The Know also guides and informs the industry with a rich tapestry of CX-related content that includes CX Insight magazine, CXMB Series research, webinars, podcasts, blogs, and much more.

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