Output and attendance
Volume handled, backlog position, staff present, any incident from the previous shift.
Method
Fifteen days from signature to output.
The sequence below is the same for a single bookkeeper and for a forty-seat support floor. Only the durations change. Every stage has an owner, an artefact and a decision point you control.
01 — THE SEQUENCE
Seven stages, each with a deliverable.
Discovery call
Forty-five minutes with your operations owner. We cover the work itself, the volumes, the systems, the hours, the quality bar and the constraints you are working against. You get: a written scope note, including what we think will not work.
Proposal and Schedule A
The team shape, the rate per employee per month, the shift pattern, the SLA, the reporting pack, the exclusions and the ramp plan. Commercials are fixed here, before we hire anybody. You get: a costed proposal with a signature block.
Contracting
Master Services Agreement, mutual NDA, information security schedule and the data protection annexure where personal data is in scope. Four named owners are assigned: account, delivery, technical and billing. You get: executed papers and an owner list with direct numbers.
Recruitment and vetting
Sourcing against your brief, skills assessment, communication assessment, reference and background verification. You take the final interview if you want it. You get: profiles, assessment scores and your pick.
Training and certification
Product, process, systems, tone and escalation rules. Mock handling, then a certification your team signs off. Nobody touches live work or live data before that sign-off. You get: a certification record per employee.
Go-live and stabilisation
Supervised first week with daily calibration, sample audits and a shared issue log. Volumes step up on an agreed curve rather than all at once. You get: daily output reporting from day one.
Steady state and governance
Weekly operational review, monthly business review, quarterly commercial review. Quality audits at the agreed sample rate, and a five-level escalation ladder that ends at director level. You get: a standing reporting pack and a named escalation path.
02 — GOVERNANCE
Who owns what,
Who owns what,
written down in advance.
Ambiguity is where outsourcing goes wrong. Every engagement is set up with named owners, published supervision ratios and an escalation ladder that does not dead-end in a shared inbox.
Four named owners
| Owner | Accountable for |
|---|---|
| Account Manager | Commercials, scope changes, the overall relationship |
| Delivery Manager | Daily output, staffing, SLA performance |
| Technical Owner | Systems, access, tooling, integrations, security |
| Billing Owner | Invoices, timesheets, disputes, credits |
Escalation ladder
| Level | Goes to | Response |
|---|---|---|
| L1 | Team Lead | Same shift |
| L2 | Delivery Manager | 4 working hours |
| L3 | Account Manager | 1 working day |
| L4 | Function Head | 2 working days |
| L5 | Director | 3 working days |
1 : 15team lead to professional employees
1 : 30quality analyst to professional employees
1 : 50trainer to employees during ramp
7 daysdeemed acceptance on delivered work
03 — REPORTING
You see the same numbers
DAILY
WEEKLY
MONTHLY
QUARTERLY
You see the same numbers
we manage on.
No curated monthly slide deck. Operational reporting is issued on a fixed rhythm and the underlying data is available to your team on request.
Operational review
Trend against target, quality audit findings, coaching actions, open issues and owners.
Business review
SLA performance, staffing changes, process improvements shipped, next month’s plan.
Commercial review
Rate, headcount, scope drift, forward capacity and anything either side wants to reset.
Controllable · Influenceable · Observable
We measure ourselves only on what we control, report honestly on what we influence, and flag — without owning — what we can merely observe. Response time is controllable. Conversion is influenceable. Your market is observable. Targets are set accordingly, which is why our SLAs are the ones we actually hit.
“A supplier who accepts a target they cannot control has already decided to explain the miss later.”
— Akontec delivery principle, applied on every PES engagement
04 — CONTINUITY
What happens when
What happens when
something goes wrong.
Absence, resignation, a power failure, a sudden volume spike. None of these should become your problem, and the contract says so.
Written into the agreement
- Replacement cost on exits sits with Akontec
- 24-hour resumption target on a material outage
- Same-day disclosure when cover is not possible
- Dual-provider placement considered above 10 seats
Planned absence
Leave is scheduled against a cover roster. On pods, a cross-trained backup is maintained so the desk does not go dark.
Unplanned absence
Floor supervision reallocates within the shift. If cover is not possible, it is reported the same day — not discovered by you in the numbers.
Resignation
Replacement recruitment starts on notice, with overlap training where the notice period allows. Replacement cost is ours.
Facility or link failure
Redundant internet and power backup on site, with a documented resumption target of 24 hours for a material outage.
Volume spike
Short-term overtime or borrowed capacity by agreement, then a conversation about permanent headcount if the spike holds.
Quality slip
Audit trigger, coaching plan, re-certification if needed, and removal from the account if the standard is not recovered.
Next step
Tell us the role. We will send costed options in 48 hours.
Share the job, the volume and the hours you need covered. You get a written proposal with the exact team shape, the monthly figure, the ramp plan and what we will not promise.