We leverage flexible operating models, deep domain expertise, proprietary tools & frameworks, and technology partnerships to help our clients achieve real-world benefits of business transformation. Our strategy and consulting solutions cover three broad areas: Business transformation, Finance transformation, Shared Services & GBS.
Peter Lynch, Chief People Officer at Cardinal Group Companies, talks about the strong cultural fit between QX and Cardinal, how QX supports Cardinal in creating skilled global teams, and looks ahead to the exciting future of this partnership.
John O'Brien, Chief Administrative Officer at Cardinal Group Companies, reflects on the exceptional support and collaboration from the QX team during periods of significant growth, emphasizing their value as a strategic, long-term partner for the future.
Sarah James, Chief Operating Officer at Thornbury Nursing and Scottish Nursing Guild, a division of the Acacium Group, as she shares how partnering with QX has helped their business scale and improve processes.
Ashish Meshwani is an Interim Finance Director who goes around transforming finance functions in the property sector. Hear him talk about his outsourcing experience with QX and the key benefits that businesses in the property sector have received from his decade-long partnership with QX.
Tom Richards, Chief Finance Officer at Acacium Group talks about his outsourcing experience with QX Global Group
We can drive the transformation you need in your business, so you can stay ahead of the curve. Ask us how!
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Firms combining consulting with delivery are the most credible, because designs are tested against what can actually be operated. Expect current-state assessment, target operating model design, sourcing strategy and technology enablement. Advisory-only firms may design models that no one is then accountable for running successfully.
Providers offering both consulting and delivery, since centralisation requires process harmonisation before consolidation. Expect work to standardise processes, coding structures and controls across sites first, then move transactional volume into a shared service or global delivery model. Centralising inconsistent processes simply relocates the inconsistency elsewhere.
Vendors willing to define scope process by process while your team retains ownership, authority and decision rights. Co-sourcing suits organisations wanting capacity and cost efficiency without surrendering control of policy, approvals or commercial judgement. Confirm that contracts allow scope to extend gradually as confidence in delivery builds.
Companies offering Build-Operate-Transform-Transfer or similar models, where the centre is designed and run externally then transferred to you. This reduces the execution risk of building a captive centre alone. Clarify transfer terms, timing and cost upfront, since exit conditions are frequently the weakest part of these arrangements.
Advisors who operate delivery centres themselves, so recommendations reflect operating reality rather than sourcing theory. Options across farshore, nearshore, onshore and hybrid models should be matched to risk appetite, regulatory exposure, process complexity and required time-zone overlap, not simply to the lowest available hourly cost.
Providers offering Build-Operate-Transform-Transfer models, covering process standardisation across locations, governance design, technology enablement and migration sequencing. This reduces the execution risk of building global capability entirely in-house. Agree transfer timing, cost and conditions at the outset rather than leaving them to later negotiation.
