Production is going on.
BOT Engagement Reduces Total Cost of Ownership by 40% and Triples Team Size
BCT Consulting built, operated and transferred a multi-functional delivery capability, combining accounting expertise, service governance and audit automation to support the firm’s growth.
Client
Challenge
The firm needed high-quality delivery across audit, tax, advisory, client accounting services, valuation and forensics, alongside the technology and support functions required to sustain these services. Expanding this breadth of capability required coordinated recruitment, operating processes and quality oversight.
The customer also needed a partner that could guide it through an unfamiliar operating model. Beyond meeting immediate staffing requirements, the partner had to support strategic decisions, collaborate on future projects and adapt as the firm’s needs changed.
Long-term ownership was central to the requirement. The firm wanted a mature, self-sufficient operation that could be transferred at the end of the engagement. BCT Consulting therefore needed to build delivery capacity and establish the governance, service management and technology support required for a successful handover.
The customer also needed a partner that could guide it through an unfamiliar operating model. Beyond meeting immediate staffing requirements, the partner had to support strategic decisions, collaborate on future projects and adapt as the firm’s needs changed.
Long-term ownership was central to the requirement. The firm wanted a mature, self-sufficient operation that could be transferred at the end of the engagement. BCT Consulting therefore needed to build delivery capacity and establish the governance, service management and technology support required for a successful handover.
Solution
BCT Consulting built and operated delivery capability across five India locations, providing access to diverse talent pools. Recruitment covered accounting specialists, including professionals with Big Four backgrounds, as well as the support roles needed to keep the operation running. The team tripled in size, with an average onboarding lead time of four weeks.
At the outset, BCT Consulting defined requirements, service-level agreements, key performance indicators, critical service levels, service credits and reporting requirements. This gave both organisations a common framework for tracking delivery and addressing performance gaps.
A dedicated communications team monitored functional teams and maintained regular contact with the customer. Quantitative analysis and root-cause reviews supported service improvements. BCT Consulting also established a technology help desk and a real-time experience analytics dashboard.
DropThought captured feedback before and after each busy season, helping teams assess the service experience and identify improvements. BCT Consulting also developed audit automation tools that the customer piloted: Radar360 for Employee Benefit Plan audits and AIF for Alternative Investment audits.
At the end of the approximately three-year engagement, BCT Consulting transferred the multi-functional operation to the customer. The relationship continued through digital transformation work spanning automation, business intelligence with Anaplan, IT service management with ServiceNow, application development and database administration.
At the outset, BCT Consulting defined requirements, service-level agreements, key performance indicators, critical service levels, service credits and reporting requirements. This gave both organisations a common framework for tracking delivery and addressing performance gaps.
A dedicated communications team monitored functional teams and maintained regular contact with the customer. Quantitative analysis and root-cause reviews supported service improvements. BCT Consulting also established a technology help desk and a real-time experience analytics dashboard.
DropThought captured feedback before and after each busy season, helping teams assess the service experience and identify improvements. BCT Consulting also developed audit automation tools that the customer piloted: Radar360 for Employee Benefit Plan audits and AIF for Alternative Investment audits.
At the end of the approximately three-year engagement, BCT Consulting transferred the multi-functional operation to the customer. The relationship continued through digital transformation work spanning automation, business intelligence with Anaplan, IT service management with ServiceNow, application development and database administration.
Impact
The KPO/BOT model delivered a 40% reduction in total cost of ownership across the firm’s functional areas. Threefold team growth and an average four-week onboarding lead time supported the expansion of delivery capacity across accounting and technology services.
The completed transfer gave the customer ownership of a mature operation spanning audit, tax, advisory, client accounting services, valuation, forensics and technology. Defined governance and service management processes supported the capability developed during the engagement.
Audit automation reduced manual effort, while structured feedback informed service improvements. The customer adopted DropThought in place of its previous feedback platform, demonstrating confidence in the experience management approach.
In the subsequent digital transformation phase, the dedicated BCT Consulting team grew from 15 to nearly 150 professionals within two years. Customer leadership credited BCT Consulting’s ability to attract quality talent, reflecting a relationship that continued to expand after the original operation had been transferred.
The completed transfer gave the customer ownership of a mature operation spanning audit, tax, advisory, client accounting services, valuation, forensics and technology. Defined governance and service management processes supported the capability developed during the engagement.
Audit automation reduced manual effort, while structured feedback informed service improvements. The customer adopted DropThought in place of its previous feedback platform, demonstrating confidence in the experience management approach.
In the subsequent digital transformation phase, the dedicated BCT Consulting team grew from 15 to nearly 150 professionals within two years. Customer leadership credited BCT Consulting’s ability to attract quality talent, reflecting a relationship that continued to expand after the original operation had been transferred.
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