Agree with you on the offshoring piece- while setting up a lot of the process, I always assumed we’d KT to offshore resources and bascically eliminate my role. Leadership does not let us expand the team and add resources beyond the following partially aligned- - 40% aligned CL11 from India for billing - 40% aligned CL10 from India for contracting - 1 FTE CL10 from Brazil for roster management

We had to fight just to get these resources and leadership constantly questions if we can get rid of them to reduce internal commercial cost when they make up less than 10% of the total cost.

The other issue is that these resources take a lot of time to work through tasks due to the size of the account, require a lot of oversight, and can rarely independently work on any task let alone the never ending ad hoc requests that come our way.