How it all began…

Remis began life in February 2013. Actually, it was incorporated in 2013, but that was just the year that the spark happened. We secured our first client in 2014.

The founder, Manoj Mistry had built a successful career in customer service for many years and had an instinct for figuring out what it was that delights customers. He had also worked for one of the big consulting firms in London during his formative years.

Having an insatiable passion for creating something innovative, unique and cool in the Customer Experience space (and being an ideas-man above all else), he decided it was time to create a consulting firm dedicated to that ideal. He saw two trends with organisations that wanted to make a real change in the way they engaged and delighted their customers and employed consultants to make that happen for them.

The first was that if you asked stakeholders what they wanted, they were more likely to ask, ‘What do you think we should want?’ The second was that these companies spent a huge amount of money bringing in big consulting firms, only to sit through hours of endless PowerPoint slides of prefabricated Target Operating Models which needed them to change their organisation to fit that model.

When he did this for the first time, he noticed that his audience were not engaged with him. Some stared at the presentation, whilst others caught up with emails. There were very few questions or discussions; it was all focused on getting through the deck (some as long as 60-70 slides). And it struck him that there was no real engagement in the room for the majority of the valuable time he had with the client.

What he really wanted to do, was sit down with the client over a coffee and simply ask “What do you think is hurting your business?” He wanted to get into a real conversation about the things that really mattered to his client. Sure, they wanted to be better than their competitors where customer experience was concerned, but what else? Questions like “What worries you when you finish your day?”, “Which competitor really impresses you and why?”, “Do you think your direct reports are competent? How do you know?” and even “What’s going to get you promoted?” He knew that you don’t need PowerPoint to do that. You just need to understand how your client thinks and what he/she wants. And to do that, you let them talk. You listen to them and understand them.

That’s the start.

Those pesky TOMs…

There’s nothing wrong with a Target Operating Model (TOM). It’s a great way of turning a strategy into a tangible way of working. But Manoj didn’t believe that moulding a client’s organisation into a tried and tested TOM was the right thing to do. That didn’t feel like ‘best practice’ to him. Every client’s business is unique, and every client wants to differentiate themselves in the market. Why then, would you ask the client to mould their organisation to a TOM that has been applied to other clients; perhaps a competitive client? How is that going to differentiate this client from the other?

If every client’s business is unique, then surely a TOM must be custom built for them and them alone. That seemed logical. You don’t mould an organisation to a pre-existing TOM, you create a TOM to the uniqueness of the organisation.

This is where Remis consulting is different to most.


So, Remis combines a different way of consulting with an insatiable passion for creating innovative, unique and cool ideas for Customer Experience, Contact Centre Transformation, CX Technology and Outsourcing Strategy. You can find more information on these disciplines by clicking on the 4 core services on the home page.

Your first contact with us, could very likely be our founder, Manoj Mistry (take a look at his bragging rights below). If you like what you hear and agree to our proposal, we will allocate some of the best Associates that it has been our pleasure to work with. And we only use Associates that we have worked with for many years; people we trust to be just as passionate and innovative as our founder.

We believe in the foundational principles of Empowerment, Accountability and Enforcement. And we have found, that if you get the first two right, you rarely have any need for the third. For that to work, you select only the best. You never compromise the hiring bar. We adopt this attitude at Remis, and we recommend it to our clients. If the pace of your business growth means that you need to compromise your hiring bar to get people in faster, then manage the pace of growth – don’t compromise the quality of people you bring into your organisation. That’s what we do…and we do it very well.

[Note: here I would like to add the What We Do infographic]

Come and talk to us…

If you’re interested in talking to us, hit the Contact Us section on the right and let’s have that coffee, so you can tell us what you think is hurting your business. If you have the time to read a little more and want to know more about our founder, scroll down before you Contact Us. We look forward to hearing from you.

Our founder…in his own words…

When I first came out of University and started my first job, I worked very hard. That was the strong work ethic that has shaped my family for generations. But I was also naïve. I worked very hard for 6 months and waited for the success to come. At that time, more money and a promotion! And when they didn’t come, I stopped working hard, because I didn’t feel that my hard work had been noticed. And when the frustration died, I started to work hard again for another 6 months and expected the promotion and the money and got frustrated when they didn’t come. And so on…

I came across a Manager who noticed this trend and he spent some time with me to explain the value of working hard, for the sake of working hard. He taught me that it is only when you work hard, every day, for your own satisfaction in achieving something for yourself, that success will come. That is, work hard so you can look in the mirror and know that you did something good or made a difference to a customer or a colleague. Not just for money or promotions, but just for the satisfaction of doing a honest day’s work.

I decided to listen to him and that is exactly what I did. After 8 months, I did get that promotion and more money. The Director of the company I worked with noticed what I was doing and sponsored my promotion.

That life experience has remained with me ever since…and it’s been 27 years!

That is the work ethic you will find at Remis. It comes from a passion for doing something great, creating something meaningful for our clients and their customers. It goes above and beyond the granular activities that form the 4 core services that we provide. In everything we do, we want to have someone say “Wow! That is amazing.” Being able to create something that elicits that statement is what we live for.

Over the years, I have worked with some of the world’s most well known brands and advised the most notable consultancies. And in that time, putting those principles at the centre of everything I do is the key to my (and Remis’) success.

Work hard | Challenge when needed | Create something amazing | Attract the best

On our client’s page, you will see the brands that I (and Remis) have worked with over the years and I hope you will agree that the stature of those brands illustrate our success.

But there’s more to me than just work.

First in my life is my family. I live in the Midlands with my wife and daughter and spend most of my limited time away from work with them. I spent 4 years living and working in Canada and as a (nice) consequence of that, I became a huge fan of ice hockey – I am a die hard Toronto Maple Leafs fan. Since the age of 13, I have always wanted to be a writer and work on various pieces when I have the time. Most are unfinished and I like to think that this is just fodder for my retirement. I am a voracious reader and usually buy more books than I have time to read – more fodder I think! I love to travel and have been fortunate enough to be able to travel around the world for my work. The analytical and aspects of my nature come in handy when I play poker – a keen tournament player, I love the game and play in UK tournaments from time to time, racking up a few very nice victories in the past 3 years.

Where do I see Remis going?

I firmly believe that the future of Remis is in working with clients to figure out the holistic nature of Customer Experience Strategy for their business. The infographic above gives you an idea of what we do. We hold to our core values; to be a partner to our clients and employ the best capabilities to deliver. We want to be trusted advisors; not just delivery partners. To do that, we strive to engage at the C-level. Buy in at the board means we can drive those decisions down to the rest of the organisation. That senior level sponsorship is very important, because the changes we advocate are significant to the way people have worked before. Their buy in is critical.

Our people are at the centre of everything we do. We allocate absolute experts that not only embody the principles we work by, but who are leading experts in their discipline. How do we know they are experts? We only allocate people who we have worked with before over many years and have succeeded with before. If we need to ramp up a team, we rely on the people we trust with our clients, to recommend people that they trust equally. An absolute commitment to quality is non-negotiable.


Fiege Logistics

Design & implementation of a customer service capability for Fiege’s largest logistics clients.

Capital One

Outsourcing strategy for North America geographies

Singapore Post

Outsourcing & Customer Experience Strategy in a deregulated market

Next Directory

Contact Centre Transformation and Outsourcing Strategy

McKinsey & Co

Outsourcing Strategy for APAC, LATAM and Americas

Intersoft Europe

Customer Satisfaction & Product Development

Bain & Company

Outsourcing Strategy for global geographies (EMEA, North America & APAC)

HMCTS (Her Majesty’s Courts & Tribunals Service)

Service Design and Transformation for HMCTS Reform Program. Digital Experience Design.


Outsourcing Strategy and Customer Experience Strategy

West Midlands Police

Customer Contact Strategy


IT Outsourcing Vendor Management and Technology Design

Samsung Electronics

Outsourcing Strategy and Customer Experience Strategy


B2B Sales Strategy & Outsourcing Strategy


Contact Centre Operational Management/Transformation & Outsourcing Strategy

Bell Canada

B2B/B2C Contact Centre Sales Operations and Key Account Management
Case Studies

Our Case Studies

Header description: With extensive experience in our core services over many years working with some of the leading brands in the world today, we believe it is important for us to share some of the overarching concepts in those disciplines with our existing and potential clients. Below, you will find some case studies that we hope you will find useful and prompts you to consider how they apply to your business. For a deeper discussion of how you can apply these concepts to the context of your business, click Contact Us on the right and get in touch. New case studies will be uploaded here shortly. Please come back regularly to view them. We are sure you will find them useful.
Contact Us

Get in touch with us

Company Phone: 0845 460 9333

Company Email: info@remisltd.com

Company Address: 71-75 Shelton Street, Covent Garden, London, WC2H 9JQ

Customer Experience Strategy
Differentiate yourself from your competitors by designing a market-leading CX Strategy. Translate that strategy into an Organisational Design, Operating Model and Concept of Operations.
We conduct a full audit of the service you currently provide to your customers. From the buying experience (for your product or service), to fulfilment of the order, logistics, customer support, returns, complaints and retention, we assume the role of the customer and mystery shop every part of their experience. We will identify where the pain points are, where inefficiencies cause customer effort, erode the experience and increase the cost to serve. We will assess the competitor landscape and tell you how they are positioned in relation to your service proposition and conduct research into how that translates into market share and share of wallet.
Knowing what your competitors are doing to increase their market share, places your organisation in a position to develop your CX proposition. Do you want to lead the market or follow market leaders? What does your service budget allow you to do? How much value can we build from that budget? We will look at ways in which we can get the most out of your service budget to make your organisation as customer obsessive as possible…and place you on the path to become the service leaders in your market.
Mapping your existing customer journey and its multiple touchpoints is key to understanding how we can align the transformation to your CX proposition. Organisations are now looking deeper than just making sure the contact centre service is a good experience. Every business unit in your organisation contributes to the need for customers to contact you. The best customer experience is one in which the customer never needs to contact you for support. So, we must also look at the buying experience, how your product or service is fulfilled and the delivery process to understand the drivers of customer contact as well the experience of customers who do contact you for help.
Creating a rich picture of how your customer’s experience works seamlessly across multiple touchpoints and channels of support, will define how customer-centric and omni-channel your organisation will be. Across the buying process, order fulfilment and delivery and customer support, we will create an integrated design, identify key enablers of that design (technology, process, people) and help your organisation visualise how it all works together. ‘Lean’ will be key to this design – we want to create innovation that leads the market, but this must embrace lean principles. Creating cost efficiency benefits throughout the design ensures C-level buy in to that design. We cannot create something new and innovative if it means significantly increasing the cost to serve.
Creating a robust Target Operating Model and Concept of Operations is important to take a lean CX Design and make it real from the perspective of how your organisation should deliver it. Organising how your business units work together, allows us to remove overlaps, overcome bottlenecks and streamline the interoperability of those business units to deliver on the CX Design. We will work with you to define core functions, enabling services, cross- cutting services and which business units supply others. We will help you to define the hierarchy, where organisational leaders interact and how important components (like communication, reporting lines, governance etc) drive the cogs in the machine.
Once we have a clear picture of where you are and where you are going, (the as-is and the to-be), we will create a change program that will deliver that transformation. We have worked with experts in Program Management for many years, whose core competencies are grounded in creating robust program management methodologies. These methodologies will embed processes for making sure the transformation program drives empowerment and accountability. It will begin with structuring the program along a defined program plan with individual projects and workstreams, all coordinated with defined dependencies. The plan will then assign resources and responsibilities in a program RACI. Risks and Issues will be fully documented, and a governance model will ensure that all program issues are addressed in a timely manner that keeps the program on track. Steering groups and program board mechanisms will ensure that any decisions points are conducted on time and signed off and a robust communication plan will ensure that those decisions are adopted by everyone and people are accountable for their adoption.
Contact Centre Transformation
Evolve from a volume-management Cost Centre, to an Omni Channel Customer-Centric Engagement Centre.
Your contact centre organisation must work holistically to the same delivery outcomes. From senior stakeholders to operational managers and front and back office staff, every level of the organisation must interact and collaborate to ensure that the customer is at the heart of everything they do. Enabling support teams must work across all reporting lines to provide the foundational capabilities and continuous improvement initiatives. This becomes significantly important as single site contact centres grow into multi-site operations. A well designed organisation, with direct and indirect reporting lines that complement holistic collaboration and common goals is essential to the evolution of contact centre operations.
A Capacity Planning Model (CPM) is the lifeblood of any contact centre operations. Even the best CX strategy and most innovative and lean operations will fail if customer demand is not forecasted or forecasted inaccurately. As forecasting variance increases, service levels are compromised or cost of service increases. We can custom build a CPM that is based on the true drivers of demand and apply historical trend analysis to refine that baseline forecast. We will overlay the events that impact the baseline forecast and apply best practice workforce management methodology to calculate staffing required to meet service levels and optimise the scheduling of those resources.
Find the optimal location for your contact centre, by assessing the criteria that will attract the best staff to support your customers. Not only will the profile and expertise of your staff matter, the ability to scale and sustain the volume of staff will depend on multiple factors specific to the locations that we will look at for you. Our Location Assessment Process will analyse all of the important factors that you need to consider when selecting the right location. We will assign balanced weightings to those factors and prioritise those factors that are most important to your business and your customers. We also partner with organisations who are experts at standing up a contact centre operation, once a location has been selected.
Whilst our CX Technology core service will define the detailed technology components for service support (UC, CRM, WFM etc), here we will work with you to define the minimum viable product (MVP) that your organisation will need to deliver the customer experience that your CX Aspirations demand. We will work with your IT and Facilities teams to determine the infrastructure requirements to accommodate these technologies and propose a buy or build approach. We partner with world-class technology suppliers and can also help to lead an RFP/ITT process to source and engage the best technology suppliers for your needs and within your budget.
One of the most important aspects of any transformation program is embedding the customer-centric culture and the reasons for the change. Your people are your greatest asset to being able to delight your customers. The adage, ‘Happy Staff = Happy Customers’ has been proven for many years. People are happiest when they understand the purpose, buy into it and have a passion for it. And that takes communication and engagement. We build strong communication strategies and educate your operations in how best to utilise empowerment and accountability tools so that staff not only buy into the culture, but understand where they fit into the strategy, what they are empowered to do and what they are accountable for. An important aspect of this, is to help your staff forge a career in your organisation; so, career pathing and succession planning is an intrinsic part of what we help you to build.
Achieved by robust performance management and quality assurance frameworks and bolstered by continuous improvement mechanisms, operational efficiency is all about delighting customers by providing multiple ways in which to get support and doing this in a way that reduces cost to serve. We can design and implement core processes and evolve them over time to ensure customers get the support they want, when and how they want it, whilst making sure your costs are not increasing. Our approach is not focused on getting more and more out of your staff or compromising choice and quality of service to your customers. Our approach is about finding ways in which the customer never needs to contact you for support at all.
In many organisations, contact centre operational costs are seen as a necessary evil. Much better that contact centres become profit centres. And in an organisation that actively sell products and services, engaging contact centre operations to enhance sales is a viable strategy. However, the cost to serve can mitigate profit centre activities and in many organisations (public sector for example), there is no opportunity to generate sales and revenue at all. Contact centres are a direct cost line item. In both cases however, taking a Value for Money approach can provide a different way to manage the cost vs profit centre conundrum. In the former case, value for money can mean engaging customers who want support in a way that helps them to find alternative products and services that better meet their needs. It might also mean identifying ways in which we can avoid needing to provide customer support altogether (through proactive “presumptive support processes”. That in itself could increase share of wallet and brand loyalty. In the latter case, adopting an educational support methodology drives a lower propensity for the customer needing to contact you again in the future and this drives value for money and a lower cost to serve. We can fully assess the nature of your customer enquiries and design a customer contact strategy that delivers Value for Money.
CX Technology
Employ the right technologies to enhance the Customer Experience, reduce Customer Effort and raise Customer Perception.

Service Support Technology

Planning to interaction management and analytics – technology support

Beginning with a Capacity Planning Model, which forms the foundation and lifeblood of a service organisation, we partner with many of the industry’s leading technology companies to recommend, source, procure, implement and embed Unified Communications, WFM, CRM, KMS, Analytical and MI/BI technologies. These enabling technologies are the critical path for any organisation seeking to make a step-change in the service/support they provide to their customers. We are experts in formulating a design, requirements and use cases that form the bridge between your business and technology. Technology teams (whether external or internal) need business oversight governed by a clear design and requirements to procure or develop the right technologies that deliver the benefits to your customers and your organisation.

Digital Experience Technology

The growing trend in e-commerce and m-commerce needs technology to drive the experience

The advantages of e-commerce are very clear to most organisations in the world today. The ability to attract a greater number of new customers, no geographical limitations to engage with your customers, greater accessibility to a wider selection of products and services, automation of discounts and offers, lower costs as well as the ability to analyse customer habits are all well documented. M-commerce, as a subset of e-commerce is a growing trend also. With the low cost of entry to the digital marketplace, it is essential for organisations who want to really differentiate themselves from their competitors, to maximise the digital experience. And that encompasses every aspect of the customer life-cycle from product/service sales (the retail end of the relationship) to customer support. Having a digital presence means embracing digital experience technologies. We work with leading technology partners to innovate the digital experience for your customers. We look at the buying experience, fulfilment and logistics to ensure that your customers have a seamless and joined-up experience from the moment they visit you online, to the time they receive their product or service. We also work to ensure that a digital customer can engage with you digitally (if they choose to) when things don’t go quite as smoothly as they should.

AI/RPA Technology

AI/RPA must augment the human experience; not replace it

Artificial Intelligence (AI) and Robotic Process Automation (RPA) are terms that have gained a lot of exposure recently. Quite often, these are tools used to reduce the cost to serve – after all, an automated service process is more cost effective than employing a human being to provide that support. Yet, studies have shown that customers still want the human touch; especially when they have a problem. Whilst AI and RPA can be effective in managing simple, repetitive tasks, they are not yet advanced enough to understand the context of a customer’s problem or intuitively understand a customer’s frustration and apply that to the conversation. This is why, we are proponents of the ethos of AI/RPA augmentation of the human experience, not necessarily the wholesale replacement of the human experience. We have worked with clients to design the efficient hand-offs between AI and human agents. We have identified where AI-only use cases make sense and where AI algorithms must quickly identify when a customer needs to be passed to a human agent. RPA business rules can be designed to help automate the progression of some complex processes so that human agents can be better deployed to help customers who need that human touch. AI and RPA can also be utilised to identify opportunities where proactive messaging and digital interventions can maximise the buying experience. Used holistically with your staff, AI and RPA provide countless opportunities to evolve the experience you want to give to your customers.

Business Intelligence Technology

You need data to make intelligent decisions for your business

The technologies that are employed today to deliver the best experience to your customers generate a wealth of useful data. Using the best business intelligence tools will allow you to see which products or services your customers are looking at and buying, how much effort it takes for your customers to get that product or service, what their experience is and how well you have supported their needs throughout their entire interaction with your organisation. We have worked with some of the world’s largest organisations to design and embed a Management Information Framework that measures the customer experience, performance of your organisation to support them, how much it costs to sell a product or service and support it and how best to interpret that data to continuously improve everything you do. You have a mountain of data that is always expanding – knowing how to mine that data and make intelligent decisions that are significantly representative to the majority of your customers is key.

Analytical Technology

Where BI looks at your data, analytics tells you what that data is saying

When you look at a report or a dashboard that shows you that a certain percentage of your customers are unhappy with your organisation, how do you know why those customers are unhappy and how many reasons they have for being unhappy? Unless you want to look at every interaction from every unhappy customer and dig deep into those questions, analytical technology will do this for you; quickly and with much greater accuracy. This is where analytical technologies (like Speech and Text Analytics) come into their own. Not only can organisations quickly analyse historical data, but they can also be employed to analyse real time data from customers who are interacting with your organisation right now. In today’s online world, where customers can share their experience with hundreds of thousands of potential customers in real time on social media, tapping into and learning from those experiences in real time is critical. We work with our clients to teach analytical technologies the nuances, nomenclature and characteristics that are unique to your organisation, design and create the right queries that will generate the most useful insights and integrate those insights into your MI Framework so that you have your finger on the pulse of what your customers are saying about you, as they share their experiences, This is the capability that will allow you to be agile in your market and proactively respond to the needs of your customers.

Omni-channel Technology

In an online world, the face to face experience is still important

With the rise in e-commerce and m-commerce, studies have consistently shown that people still like to do things in person. Many organisations maintain their bricks and mortar presence in the market, alongside their digital presence. For those organisations that have traditionally provided off-line services, few have deprecated that presence completely. They understand that people still want to go and shop in person or wish to avail themselves of services in person. That fundamental need to interact in person has not gone away. But, people also like to do things online on their PCs or their smartphones as well. Organisations need to embrace the omni-channel experience ethos, where they create a seamless experience for their customers, both on and offline. As is usually the case, technology enables this ethos and we have worked with many clients (retail or otherwise) to help them design their omni-channel strategy and source the best technologies to enable it.
Outsourcing Strategy
Focus on your core competencies and employ CX experts to manage your customers. Turn vendors into business partners.

Is outsourcing right for us?

The 7 steps of successful outsourcing

When we engage with a client who wants help to outsource (business processes or technology), our first question is “Why do you think outsourcing is right for you?” Quite often, cost savings are cited as the main reason for wanting to outsource and this can be a great benefit. However, in our experience, if cost savings is the only reason to outsource, this benefit is often mitigated by other issues, if the outsourcing strategy is not defined and designed correctly. Our first step in consulting with a client for outsourcing strategy is to clearly define why you want to outsource and educate our clients on the 7 steps of successful outsourcing. If you get the fundamentals right, you will outsource the right things and realise the tangible benefits to your organisation…as well as save money.

Sourcing the right partner

We turn vendors into business partners

At Remis, in the context of outsourcing, we do not like to use the word “vendors” We use the term “business partners” Outsourcing is as much about business fit as it is about the ability of the partner to deliver outcomes. Sourcing the right partner is crucial to success of any outsourcing strategy and Remis employ a tested process to measure BPO and ITO organisational fit for your business. Our goal is to find the right business partner who will complement your organisation’s culture and operations and will stand the test of time to build a lasting business partnership that works with you as a business unit within your organisation. We foster a collaborative business spirit and remove any notions of “them and us”. We have a growing network of strong relationships with international partners that have 300+ global sites operating in 63 countries.

Finding the right location

Off-, near- or on-shore. We find right location(s) for you

Many factors will influence the decision to outsource your needs off, near or onshore. Our expertise creates the right balance for your organisation. Offshoring is usually seen as a cost reduction imperative, whilst near-shoring and on-shoring are perceived as the qualitative decision. This is not always true. The balance created in placing the right activities in the right locations can create a quality of service from your partner that can also be very cost effective. Sourcing locations with native and strong near-native language skills is becoming more challenging over time as labour markets become saturated. We provide many years of experience in helping clients to get the best language fit.

Commercial Engagement

Contract and pricing management to deliver Equitable Outsourcing

The Master Service Agreement (MSA) is the overarching document that governs the terms of business between you and your business partner. Remis’ MSAs are adapted to each client and partner’s specific business needs. Our MSAs drive our philosophy of Equitable Outsourcing and delivers the long term partnership that will stand the test of time. Equitable Outsourcing must create value for you and for your partner. The Statement of Work (SOW) defines the service that is to be provided by your partner to defined services levels for a given price. Our approach takes one step further and seeks to understand what your organisation needs your partner to focus on primarily. If your primary focus is cost reduction or speed or quality of service, then the SOW must include service levels, organisational requirements and pricing models that drive the right behaviours from your partner; not inhibit those behaviours. It has been said that negotiation is an art. At Remis, we believe that negotiation is an exercise in creating balance. Too often, clients’ negotiating efforts drive pricing to its lowest possible point, without realising that there is a point below which, the partner’s ability to deliver to their client’s expectations is compromised. Creating the right balance between the partner’s target profitability and your budgetary demands is where we excel.

Organisational Alignment

Connecting your organisation with your business partner

Once engaged, the best way for you to work effectively with your partner is to ensure that your organisations are aligned correctly. From senior stakeholders to front line operational teams and supporting roles, each operational unit must connect to its equivalent in your partner’s organisation. It has been proven that a strong relationship between counterparts delivers positive collaboration to achieve common goals. This is all about removing a “them and us” culture and embracing a “one team” attitude. Remis has worked with many clients and outsource partner organisations to sponsor and embed those cultural philosophies, by creating working practices and processes that demonstrate tangible results. These results can only be realised when all levels of each organisation are aligned. So, we work to ensure that these principles are implemented from the top down. C-level client sponsors are connected with the outsource partner’s boardroom and that relationship is propagated down to every level of the operational delivery organisation on both sides.


Handing over your business unit to your partner requires precision and execution

Migrating your organisation’s activity to your partner requires expertise in project management with a dedicated project team within your and your partner’s organisations. Our seasoned experience in migration of business processes to an outsource partner entails stakeholder management, definition of work streams and milestones, resource allocation, communication and reporting, risk management and cost controls. Managing a project that includes matrix management of internal and outsourced teams requires our expertise that has been developed across multiple migrations over many years. Remis employ best practice processes and vigour to manage complementary teams in your organisation and that of your partner to control every aspect of the implementation. Our methods are tried and tested with global clients and are proven to minimise risk and execute on time.

Partner Management

Delivery to contract with a healthy dose of value add

Remis employ proven methods to ensure your partner deliver to contract. But our approach is not just about making sure your partner delivers to the letter of the contract. After all, you outsource, not only to lower your costs; you outsource because the activities you are outsourcing are not your core competence. So, you need to learn something from the partnership to enhance your organisational capabilities. And that is where Remis’ method will extract value add, where your internal partner management resources may not. Our relationships with most of the world’s largest outsource partners, allows us to leverage the trust and business tenure to achieve buy-in to deliver above and beyond the letter of the contract. If you are outsourcing your contact centre, you should not just expect your service levels to be delivered, you should expect to learn something about your customers, or how best to create a lean customer experience strategy and operational capability. Remis works with the partners you have placed your trust in (and the trust of your customers) to constantly push the boundaries of what you can do for them – and more often that not, we can achieve this at no additional cost to you. If you are outsourcing your technology, Remis will ensure that your partner doesn’t just supply technology. We will help you partner with an organisation that understands how those technologies will deliver the business benefits for your organisation. To do that, Remis facilitates the connectivity between technology and business so that IT staff truly understand your business and add value above and beyond the implementation of systems.