We are pleased to feature an interview with Mr. Dennis Sholl, CEO of Global Vantedge, a provider of BPO services to the collection industry in the US. Global Vantedge offers the entire gamut of offshore call center services with special focus on the financial services vertical. We thank Mr. Sholl for sharing his insights on the BPO industry.

Dennis has over 25 years experience in financial services, 15 in the credit and collections sectors alone. He is a proven leader with substantial know how in guiding companies through the business lifecycle from startup, rapid growth and mergers to reengineering, downsizing and disposition. Most recently, Dennis was CEO of ExTerra Credit Recovery Inc., a credit card collections company, where he was instrumental in restructuring the debt portfolio and renegotiating obligations, building a new management team, right-sizing the organization, improving operating efficiencies and developing new revenue streams. As a former principal of Sholl & Associates Management Consulting, his clients included Wells Fargo Bank, Finova, Signet Bank, Bank Austria, Ernst & Young, Japan Leasing Corporation, Cisco Systems Capital, Ernst & Young, Sun Microsystems Financial and Sullivan Kelly Insurance Brokerage.

Prior to his consulting practice, Dennis spent four years as president and director of LB Credit Corporation, where he repositioned the company and doubled the volume of new business to upwards of $200M the first year. He also served for four years as president of the equipment finance division of Signal Capital Corporation. Dennis has a bachelor's degree in Marketing and Management from University of Texas, Arlington, and has done post graduate work at University of Dallas & Southern Methodist University.

1. Mr.Sholl, BPO has become the buzz word for the outsourcing world today. Initially, it started out with outsourcing of contact centers and now the trend is moving towards higher end services. Can you comment on these trends? 

As markets grow, segmentation and specialization evolve. Today, as call center agents become more experienced the tasks that are outsourcing are more advanced. Also, progressing technology compounds the ability to move to processes previously considered to complex to outsource.  

2. Can you share your thoughts on how the offshore contact center industry will evolve?

I see growth, specialization and consolidation. The offshore BPO market appears poised for rapid growth over the next few years.  As competition heats up and niches develop you will see more and more specialization. Concurrent with all of this will be accelerated consolidation in the market.

3. Global Vantedge has leveraged the offshoring model early by setting up operations in Gurgaon, near New Delhi .  How do you see the market for offshored BPO services moving in India ?

Like every other hot market, the competition for good people will heat up. More and more you will see operations centers pop up in more remote locations. This will be possible for three reasons: 1) demand for untapped labor pool, 2) infrastructure within India will expand outward from the major cities, 3) current facilities will mature and take on more complex tasks while the tasks requiring less skill can be accommodated in the outlying areas.  

4. What do you perceive to be the India advantage and what prompted Global Vantegde to set up shop in India ?

Large pool of well educated, English speaking workers. Plus, the BPO activities are not a dot.com fad or boom. The services being outsourced are not new ideas but in fact basic work every company has been doing for years. We simply are mapping the processes and moving them offshore to gain efficiencies and effectiveness.  

5. What are the challenges in working with an offshore model, and how would you recommend that these be addressed?

Without question the number one issue is timely and accurate communications.  An ambiguity of expectations between clients and service providers is an accident waiting to happen.  The key to success in this market is a clear vision of what is to be accomplished, commitment from the senior  management of both the client and servicer, sound communications for mapping the transition of duties, quantified metrics and closed feedback  loops on a regular basis. This is why I believe specialization in niche markets will propel BPO to the next level.  A call center that feels it can  successfully deliver on expectations by assuming that if their employees follow the rule based activities outlined by the client is sufficient is going to run into to trouble.  Someone needs to bring the subject matter expertise to the equation. Otherwise, all you have to offer is your price and that is not a sustainable advantage.  

6. Can you tell our readers a little bit about Global Vantedge, its value proposition, and what is special about the company?

GVI operates in the Credit and Receivables Management space.  We feel we bring more experience to the credit services and collections market than anyone else currently out there. We do one thing and we do it extremely well.  Everyone of our agents has experience in this niche.  

Even though we consider ourselves as specialist, the niche is very large. One of our biggest areas is consumer credit and that market continues to grow worldwide.  Every call center teaches their agents the processes, systems, accent etc.  We have taken the subject matter training to a whole new level.  We have subject matter experts teaching advanced techniques and skill sets that a generalist call center does not offer.  Our customers benefit with better via our improved performance.

7. Based on your experience, what are the critical success factors for a BPO service?

        ·      Integrity with your partners and employees
·         Advancement opportunities for your employees
·         Narrow focus / specialization / niche
·         Subject Matter Experience by the servicer
·         Scale
·         Business Continuity and Disaster Recovery Plans/capability
·         Knowledge of and compliance with US regulatory environment
·         Internal quality control programs

8. What in your opinion are the issues in marketing a BPO service?

Credibility - While the offshore BPO market is hot right now, many skeptics exist. Unfortunately part of this problem is self inflicted by some of the BPO wanna-be’s that feel all that is needed is a building, some phones and some agents.  Many of these type companies are being washed out of the system, but the poor results they delivered have soured many on the offshore concept.

Viability - Many of the companies in this space were not here 3 years ago will they still be here 3 years from now? Clearly, as this market grows, those that show the ability to ensure their incumbency will gain the credibility and market share the fastest.  

Marketplace Noise - Because it is currently a hot market, it is difficult to escape the shadows of the dot.com failures. So many new entrants to the BPO market show up everyday that it is extremely confusing to the US buyer. I see that they sometimes have difficulty distinguishing which companies have quality offerings.  

9. Who are the decision makers and from your earlier and current experiences, can you share some best practices in ramping up business?

Decision makers are always high up in the client’s organization. The sales cycle is typically long. Look for the client’s commitment. Is this a strategic  initiative from the top of the organization or merely a business unit leader attempting to cut cost. If you do not have strategic partners you will not succeed.

10. Can you elaborate a bit on the importance of the sales force and the top management like the CEO being close to the client for e.g. in GVI’s case you are based in the US. What advantages does that give Global Vantedge? 

Yes, the world is getting smaller and it is truly a global economy.  But at the end of the day there are differences in styles.  Succeeding in business today is difficult enough without compounding issues surrounding communication, expectations, negotiation styles etc. Having a US presence is crucial.  Having the CEO domiciled in the US helps because our business is a senior level sell and decision makers want to be able to pick up the phone and speak directly with other decision makers vs. a sales representative.