How it works, in detail.
This is the whole process — how we scope the work, recruit for it, onboard into your tools, manage the person day to day, check the quality, cover absence, scale the team and end the engagement if you want to. No vague promises, just the mechanics.
The discovery call
Thirty minutes, no deck, no pressure. The goal is to work out whether outsourcing this work makes sense at all — and if it does, exactly what the role should be. You'll leave the call knowing the likely cost and timeline.
If we don't think we're the right answer, we'll say so on the call rather than send a proposal.
What we'll ask you
- What work do you want to hand over, and what does a normal week of it look like?
- Which tools does that work live in — inbox, CRM, helpdesk, accounting, phone?
- What hours does it need to be covered, in which time zones and which languages?
- How much of it is routine versus judgment, and where can mistakes actually hurt?
- Who on your side will answer questions in the first two weeks?
- How will you know in 90 days that this worked?
How we recruit and match
We hire for your role specifically. We don't keep a bench of generic assistants and assign whoever is free.
We write the role against your week
Not a generic job ad. We turn the discovery notes into a role profile: tasks, tools, hours, language level and the kind of temperament the work needs.
Sourcing in Sri Lanka and Madagascar
We recruit from our own pipeline in both delivery locations, plus referrals from existing team members. Madagascar covers French-first roles; Sri Lanka covers English-first roles.
Screening and testing
Structured interview, written and spoken language assessment, and a practical task modelled on your real work — not a puzzle. We also check references.
You meet the shortlist
You interview the one or two people we believe fit. You can say no. Nobody is placed on your account without your yes.
Onboarding into your tools and your SOPs
Most outsourcing fails here. We treat the first month as a documentation exercise as much as a training one — because written procedures are what make cover, scaling and replacement survivable later.
- Before day 1
Access and paperwork
You grant tool access at the permission level you choose. We handle contracts, confidentiality agreements and equipment on our side.
- Day 1
Kick-off call
You, your Beacon manager and your new teammate. You explain the business in your own words; we take notes and turn them into the first SOPs.
- Days 2–5
Shadow, then do
They start with low-risk tasks while your Beacon manager reviews every output before it reaches you or your customers.
- Week 2
SOPs written down
Each recurring task becomes a short written procedure in a shared handbook we own and maintain. This is what makes cover and replacement painless later.
- Weeks 3–4
Handing over the reins
Review frequency drops as accuracy holds. By the end of the month you are approving exceptions, not checking work.
Who manages the person day to day
We do. This is the line that separates Beacon from a marketplace hire.
A named Beacon manager
One person on our side owns your account. They run the daily check-in with your teammate, set priorities against your brief, handle performance conversations and are the person you message when something is off.
Your teammate reports to us
You direct the work; we manage the person. Attendance, coaching, appraisals, discipline, payroll and career development are ours. That is the whole point — you never become their line manager.
A fixed rhythm
Daily internal check-in, a weekly written summary to you, and a monthly review call covering output, quality trend and what should change next month.
How quality is checked
Quality that isn't measured drifts. Every account has a written standard and a weekly review against it.
What gets checked
A sample of real work each week — emails and tickets for accuracy, tone and policy; admin tasks for completeness and data quality. Reviewers use the same scorecard so results are comparable over time.
What gets reported
Volume handled, quality score against the scorecard, response and turnaround times where they apply, and an honest note on anything that slipped.
What happens when a score drops
Coaching first, with the manager reviewing outputs more closely for a period. If it doesn't recover, we replace the person and re-onboard from the SOPs.
Sickness, holiday and turnover
People get ill and people move on. The difference is whose problem that is.
Planned holiday
Agreed in advance and shared with you. A briefed backup covers the essentials from the written SOPs; anything that can wait is queued and flagged.
Sickness and unplanned absence
Your Beacon manager tells you the same morning and arranges cover from the team already familiar with your account. You do not manage the gap.
Someone leaves
We recruit the replacement, run the same screening, and re-onboard against your existing SOPs so the new person starts from documented knowledge instead of zero. Handover overlaps where notice allows.
Changing and ending the engagement
Scaling up or down
Adding capacity uses the same recruit-and-onboard path, and it's faster the second time because your SOPs already exist. For support teams we plan ramp-ups around your known peaks — seasonal, launch or campaign — and agree the trigger and lead time in advance.
Scaling down is a conversation with your manager and takes effect at the notice point in your agreement. Your named manager and your documentation stay the same through both directions, so the team's knowledge doesn't reset.
Ending the engagement
Written notice to your Beacon manager is all it takes. We then run a structured offboarding: a handover of open work, your SOPs and documentation exported to you, every account and tool access revoked and confirmed in writing, and a final invoice to the end of the notice period.
There is no exit fee and no recruitment fee at any point. If you later want to hire the person directly, talk to us — we'd rather have that conversation openly.
Notice period and minimum term pending confirmation.
Practical questions
The details buyers ask before signing anything.
Consider it handled.
Thirty minutes is usually enough to tell you whether this works for your business — and what it would cost.