A dedicated team in the Philippines is a whole function, from five to fifty people, with its own team leader and targets, working only for your business.
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A dedicated team comes with its own team leader, shared KPIs, a quarterly review cadence and a scaling plan, and is run as a single function. Individual placements report into your existing managers one by one. Many clients begin with a few individuals and convert to a team structure around five to eight people.
A dedicated team engagement in the Philippines with ProVizion gives you a whole function, from five to fifty people, with its own leader, its own targets and its own place in your organisation chart, rather than a series of individual placements you have to stitch together. It suits businesses that want to move an entire workload offshore, such as a claims processing unit, a support desk or an order management team, and run it as one operation across two countries.
Alibaba Group, USHEALTH Group and Acrisure are among the clients for whom ProVizion Outsourcing has built teams of this kind since 2011, recruited from a Filipino talent network more than 10,000 professionals strong. Teams up to about twenty people are delivered directly from our own operation; larger programmes are delivered with partner facilities of over a thousand seats. This page explains the leadership structure, how targets are shared, how culture is built across the distance and what a quarterly review and a site visit involve.
The difference between a team and a group of hires is accountability. With individual offshore staff, each person reports to someone on your side and you carry the coordination. With a dedicated team, a team leader in Manila owns the roster, the daily huddle, quality review and first-line coaching, and reports a single set of numbers to your function head. You can still choose to manage the team directly, and some clients do for the first few months, but most hand day-to-day supervision to the team leader once the operating rhythm is stable.
"Very professional group, highly recommend their services!"
A team of five to eight typically has one team leader, who also takes a share of the work. From roughly ten seats the leader becomes a full-time supervisor and a QA or senior specialist is added. At twenty, a second team leader comes in and a dedicated trainer often makes sense, particularly for support desks where product changes are frequent. By fifty, the structure looks like a small department: two to four team leaders, an operations manager, QA, training and a workforce planner who keeps rosters aligned to volume forecasts. The exact shape depends on the work; a back-office processing team needs fewer supervisors than a live voice queue.
A dedicated team measures what your onshore team measures. If your Brisbane claims unit tracks cycle time, accuracy and backlog age, the Manila unit tracks the same three and reports them on the same dashboard. Where a target has not been set before, we agree one during the first month from observed performance rather than guessing. Weekly reporting goes to your function head, with variances explained rather than buried. Bonuses and recognition on the Manila side are tied to the same outcomes, so the incentives point the same direction on both sides of the water.
"Great team that performs for us. Game changer."
ProVizion delivers teams up to about twenty people from its own operation. When a programme needs more, we bring in partner facilities with over a thousand seats, which gives you enterprise-grade floor space, redundancy and shift infrastructure without changing who you deal with. Your team leaders, your processes and your account management stay with ProVizion; the partner provides the building and the scale. This is how a contact centre programme can grow from a pilot of twelve to a floor of eighty without a re-tender. Complex programmes of fifty or more seats typically take a few weeks to stand up, compared with days for a small team.
Culture does not transfer by accident. The teams that work best are the ones where the Manila group is treated as a branch, not a supplier: included in all-hands meetings, given the same onboarding videos, sent the same merchandise, told the same bad news. Practical steps that help include a named sponsor on your executive team, a shared social channel, rotating a Manila team member into each onshore team meeting, and celebrating Philippine holidays alongside your own. ProVizion invests in the working environment, pay, health cover and career paths on the ground, which is why retention across our teams sits well below the industry norm.
Every dedicated team runs a quarterly business review with your function head, the ProVizion account lead and the team leaders. The agenda is fixed: performance against KPIs, attrition and hiring pipeline, process changes, risks and the plan for the next quarter. At least once a year we encourage a visit. Meeting the team in person, sitting in on a huddle and taking them to dinner does more for engagement than any amount of video calls, and it gives you a clear picture of the environment your people work in. We arrange the itinerary; the engagement overview describes what to expect.
A dedicated team comes with its own team leader, shared KPIs, a quarterly review cadence and a scaling plan, and is run as a single function. Individual placements report into your existing managers one by one. Many clients begin with a few individuals and convert to a team structure around five to eight people.
Your choice. A ProVizion team leader can own rosters, huddles, quality review and coaching and report to your function head, or you can manage the team directly using our team leader as a coordinator. Clients can change the arrangement as the team matures.
We deliver the additional capacity through partner facilities with over a thousand seats, while your team leaders, processes and account management stay with ProVizion. Programmes of fifty or more seats typically take a few weeks to establish, with hiring waves planned around your training capacity.
Yes, and we encourage it. Most clients visit at least once a year to meet the team, sit in on huddles and see the working environment. ProVizion arranges the itinerary. Between visits, quarterly reviews and shared channels keep the relationship close.
Typically three to twelve months depending on the size and complexity of the programme, with renewals agreed at the quarterly review. Smaller teams tend toward shorter initial terms; larger programmes with partner facilities usually run on longer terms to justify the setup.
Two ways to start. Book a short call, or request a proposal and we'll come back with a recommended team structure.