Case Study ·
Outsourcing 101
·
By
Connext
·
Published on
April 8, 2026
·
min read
A global fintech platform grew from 10 to 100+ offshore professionals in under a year with Connext's co-managed model. See how they did it.
35%
Faster estimate turnaround
$180K
Saved in annual overhead
3 weeks
To onboard estimators
0
Missed bid deadlines
When rapid growth starts outpacing your internal operations, scaling headcount domestically isn't the answer. See how one global investment platform built a high-performing offshore team, and turned it into a strategic advantage.
A New York-based financial technology platform specializing in alternative investments, private equity, hedge funds, private credit, and real estate, was growing faster than its operations could handle. Fragmented processes, manual multi-step workflows, and mounting transaction volumes were creating pressure across every department. Scaling internally would be costly and slow. Instead, they partnered with Connext to build a co-managed offshore operations model designed to grow with them.
1. How to go from pilot to scale without losing control The engagement started with 10 offshore specialists focused on data management and data entry. With a structured co-managed model in place dedicated managers, standardized workflows, and continuous performance alignment, the team expanded to over 100 professionals in less than a year, all while the client retained full operational control.
2. What it looks like when offshore teams become true contributors This wasn't a vendor relationship. Connext team members identified process gaps, improved workflows, and took ownership of training and onboarding as the team grew. Senior leadership recognized the offshore team directly for their impact on quality and efficiency, a signal of how deeply integrated the partnership became.
3. How to build operational infrastructure that supports future growth By standardizing processes and deploying teams across multiple locations for business continuity, the client now has a scalable operational foundation ready for the next phase of growth, not a short-term fix.
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A company-wide hiring freeze left the client’s project teams without enough in-house estimators to keep pace with a growing pipeline of construction and engineering bids. In an industry where precise cost estimating is the foundation of effective project budgeting and resource allocation, every delayed estimate risked a missed submission deadline — and a lost contract.
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VP of Operations, Engineering & Construction Client
See how a behavioral health billing company scaled from 37 to 66 facilities with strong reimbursement, compliance, and quality performance.
Find out more
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