Outsource Partners International

Outsource Partners International (OPI) is a leading global provider of high-end, complex finance &
accounting outsourcing, analytics services, and consulting & advisory services.
History
OPI was founded in 2002 through the merger of a big four accounting firm's business process
outsourcing (BPO) division and itAccounts, an innovative finance and accounting business process
outsourcing company that had an established offshore service center in Bangalore, India.
Culture
Our professional services firm heritage remains a guiding part of who we are. We seek to develop a
partnership-like relationship with each client and put service and quality first.
Services
OPI provides a full range of customized Finance & Accounting Business Process
Outsourcing,Research & Analytics, and Consulting & Advisory Services. While some clients choose
to outsource only one or two discrete functions, such as accounts payable, tax compliance, credit
analytics, or ad-hoc business research – others choose to outsource their entire accounting
department.
Finance & Accounting Analytics Consulting & Advisory

• Source to Pay • Credit Analytics • Process Reengineering &
• Order to Cash • Procurement Analytics Transformation
• Hire to Retire • Business and Market • Outsourcing Due Diligence
• Record to Report Research • Risk & Compliance
• Financial Data
Modeling • Statutory Accounting
• Control and Risk
Management
• Investment Research
Processes
Our highly-skilled professionals currently manage more than 2,000 unique processes that touch more
than 70 countries.
Operations
Our global footprint has grown to include 15 offices and service centers across the United States,
United Kingdom, India, Bulgaria, and Malaysia. Today, our 3,300 professional employees occupy
more than 500,000 square feet of office space.
Language Capabilities
Our global delivery locations enable us to provide services in a number of languages, including, but
not limited to English, Bulgarian, Cantonese, Danish, Dutch, Flemish, French, German, Hindi, Italian,
Malay, Mandarin, Polish, Portuguese, Russian, Spanish, and Swedish.
Approach
All aspects of our approach and technology are designed to best meet the objectives and
requirements of each client. Both scope and scale are customized, and many clients take a phased
approach, gradually expanding scope as their comfort with outsourcing grows. Our delivery staffing
models range from onshore, to nearshore, to offshore, or any combination therein, and we
generally leverage our client’s technology platforms in order to minimize disruptions or CAPEX write-
offs. Continuous improvement is central to our approach and we draw upon best-in-class processes
and enabling technologies in order to optimize and transform client operations.
Clients
Placing service and quality first has enabled us to build an extensive portfolio of satisfied clients who
serve as examples of the benefits of outsourcing. Today, OPI provides services to more than 90
companies located across 9 countries. While our clients range in size from US$100 million to multi-
billion dollar organizations, they average US$2.5 billion in annual revenues. Our clients are both
publicly-traded and privately-owned. Clients span cross-industry, including:
• Agriculture • Hotels & Motels

• Business Services • Manufacturing
• Consumer Products • Media
• Consumer Services • Not For Profit
• Education Products & Services • Real Estate
• Energy & Utilities • Retail
• Entertainment & Leisure • Technology
• Financial Services • Telecommunications
• Healthcare • Transportation & Logistics

Results
We deliver value by both enhancing existing operations and enabling strategic goals. While cost
savings typically amount to 40-60%, the business impact of outsourcing extends well beyond that to
include improved efficiency, effectiveness, flexibility, quality, and compliance.
Management Team
Clarence Schmitz Kishore Mirchandani Glen Baker Terry Balzanella
Chairman & CEO President Chief Information Managing Director,
Officer Europe
Judith Coufal George Evans Reid Evers Bryan MacQuarrie

Executive Director, Senior Managing General Counsel Managing Director
Bulgaria Director,
Business
Development
Brad Prock Vince Sparrow

Senior Managing Senior Managing
Director Director
Clarence Schmitz, Chairman & CEO
Clarence T. Schmitz has served as Chairman and Chief Executive Officer of Outsource Partners
International since 2002. He has extensive Finance and Accounting experience and an established
track record in building and operating professional service businesses. In addition, his background
includes considerable expertise in M&A and private equity transactions.
He was a co-founder of Golenberg Schmitz Capital Partners, a Los Angeles merchant banking firm
that focused on early stage businesses and technologies with investments and strategic counsel.
From 1995 to 2000, he served as Executive Vice President and CFO of Jefferies Group, Inc. He also
was a Director of Jefferies & Company, Inc. and chaired the credit committee. His responsibilities also
Board of Directors
Clarence Schmitz Kishore Mirchandani Venetia Kontogouris Deepak Malik
Clarence Schmitz, Chairman & CEO
Clarence T. Schmitz has served as Chairman and Chief Executive Officer of Outsource Partners
International since 2002. He has extensive Finance and Accounting experience and an established
track record in building and operating professional service businesses. In addition, his background
includes considerable expertise in M&A and private equity transactions.
He was a co-founder of Golenberg Schmitz Capital Partners, a Los Angeles merchant banking firm
that focused on early stage businesses and technologies with investments and strategic counsel.
From 1995 to 2000, he served as Executive Vice President and CFO of Jefferies Group, Inc. He also
was a Director of Jefferies & Company, Inc. and chaired the credit committee. His responsibilities also
included serving on the executive committee and the underwriting approval committee.
His career includes 25 years with KPMG, with numerous leadership positions in the United States
and overseas, as well as serving on the board of directors and the management committee. Among
his many responsibilities at KPMG, he was national Managing Partner of the Manufacturing, Retailing
and Distribution line of business and chaired the International Manufacturing Committee from 1993-
95. He was Managing Partner of the Los Angeles Business Unit from 1990-93, and Chairman of
KPMG's International M&A Consulting Group from 1987-90.
He has a Bachelor of Science degree in accounting from Case Western Reserve University and was
elected Alumnus of the Year. He is actively involved in civic activities, including having served as
Chairman of the Board of Trustees of the National Childhood Cancer Foundation.
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Kishore Mirchandani, President
Based in New York, Kishore Mirchandani is President of Outsource Partners International and one of
the founders of the company. He has more than 25 years of Finance and Accounting experience,
which includes serving as Chief Financial Officer of a multinational apparel and textile company and
as a partner with a large public accounting firm. He was a partner with MLZ Partners LLP, a
Manhattan based accounting and management consulting firm, and also served with Deloitte &
Touché, London.
He is a recognized expert on international trade issues and taxation, frequently speaking at

international conferences on these topics.
He is an active member of American Institute of CPAs and the New York Society of CPAs.
Kishore has a Bachelor of Science degree in Industrial Chemistry from City University, London (UK),
and is a Fellow of the Institute of Chartered Accountants of England & Wales.
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Venetia Kontogouris
Venetia Kontogouris joined Trident Capital in 1999 as a Managing Director. Before joining Trident,
Venetia was an executive from 1983 to 1995 of Dun & Bradstreet Corporation and related entities
including IMS Health Incorporated and Cognizant Corporation. She was also President of Enterprise
Associates, LLC, the venture capital division of IMS Health Incorporated. Prior to that, Venetia was
Senior Vice President, Venture Development, at Cognizant Corporation, where she represented
Cognizant in the Information Partners Capital Fund formed by Dun & Bradstreet and Bain Capital.
Venetia has held executive positions in new product development and marketing at D&B and sales
management positions at AT&T and IBM. She has also launched her own start-up
telecommunications company.
Venetia also serves on the boards of Advantec, Cognizant Technology Solutions (CTSH), Invention
Machine Corporation, Microland, Odyssey Logistics & Technologies, People Business Network,
Questra Corporation, Sphere, Teranode Corporation, Vidavee and WhenU, Inc.
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Deepak Malik
Deepak Malik is a Managing Director of Black River Asset Management based in New Delhi, India.
Deepak has broad global operational and strategy experience. Previously, Deepak was co-founder &
Managing Director of Cargill Ventures, a venture capital firm associated with Cargill Inc. Deepak led
the investment strategy around software and business process services. Prior to joining Cargill
Ventures, he worked in Cargill's Strategy and Business Development Group where he managed
corporate strategies and mergers and acquisition, following a year as an international merchant for
phosphates. Before joining Cargill, he worked with the Tata Group managing export operations and
was an investment associate for Merrill Lynch.
Deepak also serves on the Boards of KPIT Cummins (KPIT), OB10, and Microland. In addition, he led
the investments in Intalio and Informance and remains on those Boards. He also led and oversees
Cargill Ventures' investments in Sequoia Capital India and GEM Investment Advisors.
Investors
Outsource Partners International is a privately held company and has been financed at various
stages by the following venture capital firms:
Cargill, Incorporated
Cargill, Incorporated is an international producer and marketer of food, agricultural, financial and
industrial products and services. Founded in 1865, Cargill is a privately held company and employs
159,000 people in 68 countries. Cargill helps customers succeed through collaboration and
innovation, and is committed to sharing global knowledge and experience to help meet economic,
environmental and social challenges.
Deepak Malik represents Cargill on the Board of OPI, and is an employee of Black River Asset
Management LLC, an independently managed affiliate of Cargill.
Trident Capital
Founded in 1993, Trident Capital is a leading venture capital firm with over US$1.2 billion under
management in five separate funds. Trident invests primarily in companies providing business
services (including business process outsourcing and financial services), marketing services,
software, security and network infrastructure. By consistently helping entrepreneurs build industry
leading technology and services businesses, Trident has become one of the most successful
private equity firms in the country. The firm leverages a partnership that has invested in more than
150 companies and has held senior operating, consulting and investment banking roles at
organizations such as AT&T, IBM, Dun & Bradstreet, Morgan Stanley and Bain.
Trident invests principally in the following sectors:
• Business Process Outsourcing

• Marketing Services
• Security Software and Services
• Financial Services
• Health Care Technology Services
• Communications
• Innovation
The firm operates out of offices in Palo Alto, CA; Westport, CT; Los Angeles, CA and Lake Forest,
IL.
Venetia Kontogouris represents Trident Capital on the Board of OPI.
Winston LP
Winston, L.P. is a private equity fund managed by The Chatterjee Group, one of India’s premier
investment firms. Operating out of offices in the US and India, the activities of the Group extend
over a number of key areas, including services, healthcare, technology, engineering,
petrochemicals and real estate.
Business Impact
Operational excellence and transformation
are leading priorities for companies today.
Whether working to improve transaction
efficiency, increase data accuracy, gain
better access to information, manage
compliance, or trim costs, companies must
work to ensure their business models remain competitive and agile.
Outsource Partners International enables global companies, large and
small, across a range of industries, to realize these goals.
Beyond Cost Reduction

True to outsourcing, our solutions deliver compelling cost savings – typically in the range of 40-
60%. However, our clients find the real value of our offerings lie in our ability to bring about a
number of more intangible and often strategic benefits.
Through the adoption of an outsourcing strategy, leading companies are building efficient, effective,
flexible, and transparent operations that not only support the business, but help the business to
grow. These operations readily offer the necessary talent, delivery quality, and flexibility to meet
today’s increasingly arduous demands of regulatory requirements, technologies, risk management,
global expansion, economic fluctuations, and so on. Importantly, they also bring the foresight and
direction needed to proactively manage and lead business growth.
These far-reaching benefits are the impact of much more than labor arbitrage. Instead, they are the
results of optimized operations including an outsourced workforce, process re-engineering, enabling
technologies, and quality & risk management techniques.
The business impact of outsourcing with OPI includes:

• Cost Reduction – Our clients typically realize cost savings in the range of 40-60%
depending upon the scope of their optimization activities.
• Talent & Skills - OPI’s highly-skilled, multi-lingual professionals ease the difficulties of
workforce management and offer ready access to necessary talent and skill sets.
• Data-Driven Intelligence - Timely access to transaction detail and performance results

allows for proactive management of the business.
• Metrics - Key process metrics and performance data offer insight into the health of the
process for operational management and continuous improvement.
• Business Process Redesign - Ongoing assessment and holistic renewal of people,

process, and technology facilitates the journey to best-in-class operations.
• Service Quality - Service levels guarantee high-quality delivery and performance, which
can significantly impact employee, vendor, client, and internal stakeholder satisfaction.
• Compliance & Risk Management - Documentation, testing, and rigorous adherence to

Sarbanes Oxley, ISO 9001, ISO 27001, BS 25999, and SAS 70 removes variability,
manages risk, and drives stable, predictable, and reliable operation in compliance with
internal and regulatory requirements.
• Growth Enabler - Outsourced resources can quickly ramp up or down to flex with business
cycles and strategic direction, while internal resources are able to focus on higher value,
strategic activities including proactive management of performance and long-term
planning.
• Catalyst for Change - Outsourcing delivers best-in-class operations and change

management expertise which encourages and supports organizational renewal.
Cost Reduction
Cost savings are one of the most recognized benefits of outsourcing. Savings
originate across a number of activities - from labor arbitrage and the rightsizing
of an employee base, to process re-engineering and Lean Six Sigma
streamlining.
OPI’s clients begin to realize cost savings almost immediately upon transition to
an outsourced model, especially when adopting offshore delivery. However,
these employee-based savings are only one small portion of the cost savings opportunities offered
through outsourcing.
Our clients also realize significant cost savings due to the flexibility outsourcing offers. By
essentially converting the cost structure of the accounting department from a fixed cost to a variable
cost, the business can flex with the business cycles. OPI's clients benefit by being able to more
easily ramp operations up and down to accommodate seasonality, downturns, and growth.
Typically, OPI clients continue to realize additional incremental cost savings throughout the life of
outsourcing. As operations are optimized with the introduction of best practices, organizational
consolidation, process standardization, and reengineering, clients reap the benefits of increased
efficiency and effectiveness. Even after process excellence is achieved, clients can capture
additional incremental cost savings through Lean Six Sigma based projects and continuous
improvement efforts.
Depending upon the scope of services and optimization, our clients regularly realize cost savings in
the range of 40-60%. Clients are then able to redirect this capital into growth and other more
valuable business priorities.
Talent & Skills

Outsourcing significantly eases the time, effort, and costs associated with
recruiting, training, and retention of qualified employees. With ready-access to a
pool of skilled, talented, multi-lingual employees, OPI’s clients reap the benefits
of experience and training, without the costs and time associated with building
and managing a workforce internally.
As finance & accounting and analytics departments take on increasingly complex responsibilities,
recruiting and training have required increasing time and resources. By partnering with OPI, our
clients gain access to our organization of experienced talent with specialized skill sets including
Certified Public Accountant (CPA) and Chartered Accountant (CA) licenses, multi-lingual
capabilities, and expertise in optimizing financial operations.
Our clients further benefit from our ongoing workforce management, training, and career
development programs. By providing our employees increasingly complex client work assignments,
and ongoing training, we have a high employee satisfaction rate. This manifests itself in our low
annual attrition ratewhich allows for continuity of client teams and client-specific learning.
While these benefits prove valuable in day to day operations, clients are also able to utilize OPI
resources to quickly enter new markets, address new business requirements, take on additional
responsibilities, and ramp up or down with the business cycles.
Data-Driven Intelligence
Outsourcing helps companies to better utilize and analyze data which can result
in more informed decision-making.
Most companies find it difficult to make full use of their operational data. For
some companies, this is because data is stored in incompatible, disparate
systems where consolidation is a time-consuming manual process. For others,
consolidated data may be readily available, however, analysis of detailed line items calls for an
unpractical amount of time and resources. Or, still yet, other companies may be able to run analysis
each month, but struggle to get the trends and insight into managements’ hands in a timely
manner.
Outsourcing helps companies to overcome the hindrances of incompatible systems, delays in

processing, manual and resource consuming analysis, and timely delivery of findings. By
eliminating non-value added processes, automating calculations and entries, and providing
increased resources as needed in support of the business, OPI clients benefit from virtually real-
time access to data trends and performance analysis. This can manifest itself in a faster financial
close and quicker publishing of management reports, however, it can also provide management
with new sources of information and insight upon which they can base day-to-day operational and
strategic decisions.
Armed with timely, data-driven intelligence, outsourcing helps management decision-making take
on new relevance.
Metrics
Outsourcing allows for and encourages the monitoring, measuring, and
reporting of process metrics. With transparency into process health, clients gain
an understanding of performance levels. In turn, newfound knowledge
encourages the optimization of operations toward best-in-class benchmarks.
As companies seek to maximize efficiency, many find themselves foregoing analysis of the process
in trade for simply completing the process. Collection of process metrics can seem like a low value-
add activity, especially if ample resources are not available to analyze and act on the data.
However, without insight into the process, it proves difficult for leadership to positively impact the
process in any way. With outsourcing, OPI clients gain access to process data as metrics
monitoring and analysis is a critical part of every solution.
OPI clients benefit from access to our proprietary Client Dashboards which provide real-time
monitoring and reporting on the quality and efficiency of outsourced processes. The collection of
some metrics - like transactions processed per employee, time per transaction, error rate, and
exception rate - are industry standard, while others are fully customized to each client’s goals and
requirements. With this performance data, both the client and OPI are now able to evaluate the
ongoing efficiency and effectiveness of the process, compare performance to best-in-class, and
identify areas that may benefit from reengineering and improvement.
Business Process Redesign
Outsourcing offers a unique combination of capabilities – including functional
expertise, process improvement experience, and change management
knowledge – that provides the necessary skills and tools for business process
redesign.
Business process redesign is a key lever for companies on the journey to best-
in-class operations. Companies with well functioning processes may simply be looking for
incremental process improvements – such as redistributing work to eliminate bottlenecks, or
developing new instructions for common exceptions. For these companies, business process
redesign can result in real and significant gains in efficiency and effectiveness.
However, such incremental adjustments may not be enough for companies that are struggling to
support the changing needs of the business. These companies can leverage business process
redesign as a way to introduce significant and structural operational improvements – such as the
geographical consolidation and adoption of a shared services model, or the standardization of a
process across multiple, newly-acquired business lines.
No matter the scope or scale of reengineering, OPI clients benefit from our customized and
measured approach to business process redesign. Our methodology, which is based in Lean Six
Sigma, works to both integrate best practices and effectuate ongoing, incremental improvements.
We thoroughly consider the upstream and downstream impact on people, process, and technology,
and manage the change process to both mitigate risk and ensure coordination throughout the client
organization.
The end results are finance, accounting, and analytics functions that not only operate more
efficiently and effectively, but that are able to meet the changing demands of the business.
Service Quality
By formalizing process flow, actively monitoring service levels, and continuously
introducing improvements, outsourcing promises functions are operating at or
moving towards the highest levels of quality and consistency. Not only are the
benefits of high quality delivery apparent to internal process stakeholders, but
the value of accurate and effective operations extends to employees, clients,
vendors, and shareholders alike.
Quality - measured in terms of both efficiency and effectiveness - is an integral benefit of OPI’s
solutions.
Outsourcing enables improved quality in efficiency, but realizes it is only valuable if processes are
also functioning effectively. By clearly delineating process roles and responsibilities, regularly
measuring key performance indicators (KPIs) as well as service level agreements (SLAs), and
implementing Six Sigma-based improvement efforts, clients benefits from consistent operations.
The impact of quality services on the business can be far reaching given the sensitivity and
importance of financial and analytics data. By making certain that outsourced processes achieve
what they are meant to do, accurately and on time, outsourcing can positively impact relations with
employees, clients, vendors, and shareholders.
The end results can manifest themselves in a number of benefits ranging from improved employee
loyalty, to more competitive terms with client and suppliers, to enhanced confidence from
shareholders.
Compliance & Risk Management

Outsourcing introduces a high level of rigor, process structure, and contingency
planning to operations. Together these qualities work to increase control,
efficiently manage risk, and drive compliance with both internal and regulatory
requirements.
Throughout all aspects of outsourcing – from planning, to transition, to service

delivery – OPI clients benefit from improved control and process stability. Process flows are
formalized through extensive documentation of manual and automated activities. Duties are
segregated to ensure proper checks and balances. Functions are managed according to strict
guidelines prescribed by situational business rules. Historical process data is made available for
audits. Disaster recovery plans are tested regularly to guarantee data availability and business
continuity. These examples are just a few of the many controls put in place to build operations in
adherence with the requirements of Sarbanes Oxley, ISO 9001, ISO 27001, BS 25999, and SAS 70
Type II.
In addition to enhanced control of outsourced processes, OPI clients also benefit from outsourcing
risk management functions. Our clients leverage OPI’s skilled professionals for risk analysis and
SOX support activities. These can range from extensive accounts reconciliation projects, to
customer credit analytics reports, to fraud monitoring, to SOX testing support - all of which deliver
insightful analysis to assist in decision-making.
Whether working to drive stable, predictable, and reliable operations or looking to more efficiently
monitor financial and operational risk, outsourcing works to improve compliance and risk
management.
Growth Enabler
While growth is rarely looked upon as a problem, it can present growing pains.
Outsourcing helps to ease these pains by offering ready-access to talent,
expertise in business process design, and reduced operational costs.
Growth can bring with it a number of challenges. Not only can it prove difficult to
hire and train talent to meet the growing business needs, but additional skills
and effort are often required to design and implement new business process. This operational
stress is further compounded by the fact that working capital is likely scarce.
OPI’s clients have found that outsourcing helps to ease the pains of growth and enable more rapid
expansion. First, clients gain ready-access to highly-skilled, multi-lingual professionals. Not only is
client management freed from the recruiting and training process, but OPI professionals
Catalyst for Change

Far-reaching change can appear daunting for companies with complex and
deep-rooted processes. OPI’s approach to outsourcing, however, allows
companies to begin slowly, and gradually increase the scope of outsourced
processes as they feel comfortable doing so. This incremental change often
acts a catalyst for long-term, large-scale reengineering.
Continuous improvement is difficult to achieve in-house. Internal resources are often stretched thin
with day-to-day operational responsibilities and offer a different perspective than what is necessary
for effective business process reengineering. Outsourcing, however, offers companies a framework
for methodical, systematic change where ROI is measured and risk is managed.
OPI never asks its clients to outsource all of a function or process at once. Instead, we work closely
with each client to understand both their goals and their appetite for change. Many choose a menu-
driven adoption approach, whereby they may begin by outsourcing one or several functions, and
then gradually increase scope in terms of scale and volume as their comfort level grows.
Even while a project’s scope may be small, OPI clients still benefit from outsourcing’s focus on
continuous process improvement. Change is not always sweeping, but even smaller incremental
changes can bring about sizeable business impact. As the benefits of such improvements are felt
across the company, both up and downstream, it creates a compounding effect and acts as a
catalyst for positive business change.
ase Studies
Below is a sampling of our client success stories:
Finance and Accounting Outsourcing (FAO) Case Studies
> Source to Pay – Accounts Payable
Company Profile: Business Services Industry

>US$5 billion Annual Revenues
Publicly Traded
Function: Source to Pay > Accounts Payable
Business Impact: Metrics
Catalyst for Change
Challenges
The client was experiencing rapid growth through numerous acquisitions,
however, the client’s existing domestic shared service center lacked the
scalability to take on the associated increase in work volume. The increase
in paper-intensive, widely-divergent processes utilizing numerous legacy
ERP systems was leading to a large backlog of work, cost-inefficiency, and
decreasing service levels.
Solution
OPI took on the goal of renewing the client’s Accounts Payable shared
service center. Given a high exception rate, OPI and the client worked
together to standardize the processes across BUs and implement a workflow
tool for AP. 50 OPI professionals located both onsite and offshore allowed
the client to gain scale and efficiency from offshore operations, yet still
have significant onsite presence in order to research and resolve exceptions.
Rigorous measurements and metrics were collected around volumes,
processing rates, and exceptions which were used to focus ongoing business
process redesign efforts.
Results
OPI offerings cataloged exception types into nine different groups which
helped to identify and explain the root cause of the exceptions. Six Sigma
based projects then focused on reducing exceptions such that employees
dedicated to exception resolution decreased by 15%, troublesome backlogs
were eliminated, and costs reduced by as much as 50%. Most importantly,
however, OPI’s outsourcing solution proved the positive impact of strategic
sourcing and acted as a catalyst for change within the company. The
company recently began an assessment to identify opportunities for the
integration of third-party offshore outsourcing across all functions managed
by its shared service center.
> Record to Report – Accounting Bank Reconciliations
Company Profile: Consumer Services Industry

Publicly Traded
Function: Record to Report > Bank Reconciliations
Business Impact: Business Process Redesign
Cost Reduction
Challenges
Employees utilize a check-free reconciliations tool to match and reconcile
thousands of complicated accounting reconciliations every month. OPI’s
Quality team sought to increase the efficiency of the auto-matching process
and reduce process time by eliminating ineffective steps.
Solution
OPI’s Quality team assessed the reconciliation process, the quality of the
auto-matches, and all exceptions to the process. We worked to redesign the
process by eliminating non value-add process steps, specify more detailed
matching criteria for the check-free tool, and automate report generation
and formatting.
Results
Reengineering improved the quality of automated matching and both
eliminated and automated non-value added steps. These changes resulted in
a decrease in average processing time per reconciliation of 35%. Even while
the number of reconciliations managed by the team increased by 30% over
time, we were able to decrease the number of employees deployed to
reconciliations by 24%. The business impact amounted to $300K of annual
cost savings.
> Record to Report – General Ledger

US$1 billion Annual Revenues
Privately Owned
Function: Record to Report > General Ledger
Access to Information
Challenges
Monthly closing activities were taking 15 days, on average, due to
consistent delays in receiving information for journal entries, accruals, and
other necessary information. OPI’s Quality team set out to decrease the days
for monthly close.
Solution
OPI’s Quality team worked closely with the Company to analyze the
financial close process and identify root causes of the delays. We studied
the feasibility for automating additional entries, accruals, payroll, prepaid
expenses, and depreciation, worked to set up standardized, formula-driven
templates, and established communication procedures that together worked
to streamline the process.
Results
Reengineering amounted to timely submissions, and increased automation
such that the month end close went from 15 days to 5 days in one month’s
time. With improved transparency, management is now able to make more
timely decisions about the business.
> Full Service FAO
Company Profile: Manufacturing Industry

US$3-5 billion Annual Revenues
Publicly Traded
Function: - Source to Pay, Hire to Retire, Record to
Full Service FAO
Report, & Compliance and Risk Management
Business Impact: Catalyst for Change
Cost Reduction
Challenges
A number of historical acquisitions had created a complex, decentralized
finance and accounting function including more than 30 disparate legacy
financial systems. The client sought to simultaneously implement a new
ERP system and adopt an outsourced delivery model.
Solution
Working in conjunction with a third-party application integration company,
OPI participated in the strategic redesign of the finance and accounting
function. In addition to the implementation of a new ERP system, the new
model centralized the F&A function within an OPI staffed shared services
center (SSC), and standardized processes across business units. OPI
deployed 55 people onsite, supplemented by 40 people in India. OPI
worked closely with company leadership to institute a formal governance
program and carefully manage the change process. Ongoing service
delivery allowed for the collection of process metrics and movement toward
best-in-class operations.
Results
Outsourcing allowed for the adoption of a centralized SSC strategy, and
brought focus to process reengineering and ongoing improvement.
Operations which had previously gone unmeasured now rank in the top
decile of benchmarked performance. Even while company revenue has
more than doubled since adopting outsourcing, F&A headcount has
decreased by 45%. Results include annual cost savings in excess of $2 US
Million.
Analytics Case Studies
> Business Research - Valuation
Company Profile: Financial Services Industry

>US$10 billion in Assets
Publicly Traded
Function: Business Research > Valuations
Business Impact: Service Quality
Compliance and Risk Management
Challenges
A financial services provider serving thousands of emerging and growing
firms regularly provided private company valuations for IRC409a
“nonqualified deferred compensation” compliance. This service was not
only time consuming, but volumes were steadily increasing. The company
sought to develop a new delivery model for this service.
Solution
OPI Analytics professionals developed a custom valuation model and report
template that could be leveraged for the private company valuation and
IRC409a requirements. Focus was placed on both decreasing the cost per
valuation and also improving the efficiency of each valuation in order to
accommodate the increasing volume.
Results
By reengineering the processes and adopting an offshore outsourced
delivery model, OPI and the company have worked together to improve
service quality, reduce costs, and ensure ongoing compliance with
regulatory requirements. OPI Analytics offshore professionals worked to
improve the valuation model such that average touch time per valuation
decreased by 50%, to 40 hours. To date, OPI has completed more than
1,200 company valuations, and our project scope has grown to also include
FAS 141 valuation services.
> Credit Analytics
Company Profile: Manufacturing Industry

Publicly Traded
Function: Credit Analytics
Business Impact: Talent & Skills

Compliance and Risk Management
Challenges
A leading Electronics Manufacturing Services provider was challenged by
the task of monitoring changing credit situations on a timely basis for their
large customer base.
Solution
OPI Analytics professionals worked to design outsourced processes for the
effective and efficient delivery of customer credit portfolio reporting,
business and financial risk assessment, and internal credit rating. The
reengineered process leveraged a custom-developed underwriting credit
template to spread and analyze multiple years of key financial information.
This data was then paired with in-depth sector / industry analysis which
when taken together provided company management with the necessary
information to recommend or reaffirm the credit rating and net exposure
limits for their customers.
Results
The company gained access to informative credit analysis that previously
had proven too timely and costly to maintain on an ongoing basis. In
addition to meeting the demands of the US operations, the company
leveraged OPI’s skill sets to expand its credit monitoring to its other
operations across North America, Europe, and Asia Pacific. OPI’s services
not only improved the efficiency of the company’s credit analysis function,
but the company was now armed with more information which enabled
them to make strategic decisions regarding their exposure and credit risk.
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Who We Serve
On the surface, Outsource Partners International’s
clients look far from similar. They range in size from
US$100 million to more than US$100 billion. Many are
publicly traded, others are privately owned. Some
conduct business locally, while most operate nationally
and globally. They extend across a range of industries,
from manufacturing to financial services to hotels to
telecommunications. However, what they all share in
common is a passion to operate at the highest levels of efficiency and
effectiveness.
Toward Best-In-Class Operations

OPI clients are driven by the desire to “do more with less” and to develop finance and accounting
operations that not only support the business, but help to grow the business. With that, they also
understand that achieving best-in-class operations is not an easy feat. It requires a dedication to
continuous evaluation of an organization and ongoing renewal.
With these goals, our clients have turned to finance & accounting outsourcing (FAO), analytics
outsourcing, and to OPI. Our clients acknowledge that outsourcing is much bigger than offshoring.
By drawing upon metrics-driven operations, process re-design, Lean Six Sigma methodologies,
automating technologies, and other enabling tools, our clients find their organizations better poised
to meet the growing demands placed upon them.
Our clients also appreciate the importance of collaborating and developing business partnerships
with others that can deliver the necessary focus, expertise, and skill-sets to accomplish these goals.
By actively partnering with OPI in the success of their finance, accounting, and analytics, our clients
are able to focus on strategic activities while we focus on optimizing oper
Business Services
Business and professional services organizations are unique in that people and knowledge are the
core service offerings. With a business revenue model largely based on time and expense (T&E)
billings, accounts receivables (AR) make up the bulk of corporate assets. Actively managing T&E
based billing, AR, and credit are critical focus areas for this industry, as a well managed Order to
Cash function can improve revenue recognition, collection rates, cash flow, and liquidity.
Just as important as top line revenue in the business services industry are bottom line cost savings.
By focusing OPI’s offerings to include procurement services for indirect goods, companies further
stand to decrease expenses and improve purchasing power.
These functions are central to the industry business model, but companies also can benefit from
outsourcing other functions including document / contract management and analytics services. By
partnering with OPI Analytics for business intelligence, companies can gain timely, efficient access
to competitor information, industry research, and even client-project related research. These
services can pave the way for improved competitive differentiation or even a more cost-efficient
client project delivery business model.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s Business
Services focused solutions include:
• Order to Cash Management - T&E based bill preparation, T&E audits, AR age reporting,
cash applications, collections - results in timely revenue recognition and improved cash
flow.
• Credit Risk Management - credit analytics - proactively controls credit exposure,

minimizes risk of bad debt, and rightsizes reserves.
• Purchase to Pay - PO and non-PO invoice management including scanning, workflow,

matching, reconciliation, exception resolution, payment and internal cost allocations -
optimizes invoice processing, validation, and cash management.
• Procurement - spend analysis, indirect goods procurement research, vendor contract

administration, RFI management - provides better insight into expenses and can lead to
improved supplier pricing arrangements and streamlined sourcing.
• Document / Contract Management - electronic imaging, indexing, storage of contracts and

documents, contract details monitoring and compliance - automates document storage
and allows for superior compliance with contract details and document retention policies.
• OPI Analytics - competitor monitoring, industry research, project research, and

customized analytics - provides timely access to knowledge and data for more informed
strategic decision-making or a more efficient project delivery model.
Energy & Utilities

All energy & utilities companies - whether part of the electricity or the oil & gas industries, or
whether wholesale or consumer focused - must manage the complexities of continuously meeting
delivery expectations. Customer service is central to the business and includes not only such
administrative aspects as customer account, pricing, credit, and accounts receivables (AR)
management, but also production and delivery aspects such as demand forecasting and planning
with regard to future technologies.
Meeting customer expectations begins with customer service. By outsourcing supporting functions
such as data maintenance, consolidated billing, AR ageing, and collections, companies are able to
efficiently manage high-volume administrative processes, thereby allowing their own employees to
focus on service delivery.
Outsourcing, however, also has proven beneficial in support of actual service delivery. OPI’s
Analytics services provide companies with efficient, high-end analysis that can be used to monitor
utility performance, asset efficiency, and maintenance trends. Or, OPI Analytics can further be
leveraged for planning purposes including pricing, demand pattern modeling around such scenarios
as weather, public events, and green technologies, or to evaluate return on investment (ROI) for
proposed projects.
OPI’s services also have been tailored to improve relations with downstream and upstream
suppliers and providers. By monitoring contracts, ensuring compliance with agreement terms, and
properly accounting for rights and interest payments, companies are able to impact efficiency even
within their own production.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s Energy &
Utilities focused solutions include:
• Order to Cash Management - high volume billing, consolidated billing, cash applications,
reconciliations, exception resolution, AR age reporting, and collections - resulting in timely
revenue recognition and improved cash flow.
• Credit Risk Management - customer and counterparty credit analytics - proactively

controls credit exposure, minimizes risk of bad debt, and rightsizes reserves.
• Customer Account Management - customer data maintenance including new account set-
up, transfers / address changes, credit management, and usage analysis - delivers
efficient customer account management and high-quality customer service.
• Fixed Assets - fixed asset valuation, depreciation, maintenance accounting, reinvestment -

efficiently manages asset accounting.
• Rights and Interest Accounting - rights / lease contract compliance, expense allocation,
payments, production analysis - provides efficient, streamlined accounting for joint-
interest, exploration, and production accounting.
• Forecasting - customer data maintenance including new account set-up, transfers /

address changes, credit management, and usage analysis - allows for efficient, accurate
forecasting for planning and production.
• Support “Ratemaking” Process - pricing analytics, cross-subsidization modeling, and

documentation requirements - delivers support for the ratemaking process including
compliance requirements.
• Analytics - utility performance, asset efficiency, maintenance trends, proposed

infrastructure ROI - provides increased transparency into performance as well as data for
strategic decision-making.
Financial Services
Financial Services companies have long been challenged by the combination of transaction and
analytics heavy operations. Companies must hire, manage, and develop a workforce tooled to
deliver high-volume transaction based process, as well as high-end, complex analytics services.
Efficient management of operations is only compounded by ever-increasing regulatory and risk
management requirements, as well as wild demand fluctuations.
OPI’s Financial Services focused solutions address the industry’s need for streamlined, compliant
operations. Our solutions are, by design, process-based and adhere to strict protocols which ensure
compliance with necessary regulatory requirements. However, our people offer a variety of skill-
sets, so that companies can leverage our offerings for a range of services. These may include file
set-up and data management, on through to custom, complex analytics services like equity
research and mark-to-market valuations.
Likewise, outsourcing also provides financial services companies with a degree of flexibility. While
the financial services business is undoubtedly transaction-heavy, it is also subject to significant
demand fluctuations. As volumes increase and decrease, companies can reap the efficiency
benefits of outsourcing’s scalable cost structure. By employing this model, companies are finding
themselves able to adjust the scale of operations and access globally-based, multi-lingual talent.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s Financial
Services focused solutions include:
• Banking - settlement reconciliation, load file set-up, underwriting, application verification,

loan covenant tracking, document management, post-closing - resulting in improved
account accuracy and compliance.
• Insurance - underwriting, new policy set-up, policy data changes, renewals, billing, cash
applications, account reconciliations, refunds, audit claims processing - proactively
manages cash flow and improves account data management.
• Tax - high net-worth individual, trust, corporate federal, state, payroll, property, sales &
use, international, real estate, ad valorem, and VAT tax preparation - resulting in efficient
preparation of returns.
• Brokerage - account set-up, portfolio administration, valuation and mark-to-market,
investment research - offers a source for efficient access to customized research and
analytics, allowing individuals to focus on core activities.
• Investment - financial analysis, company profiles, portfolio tracking, equity research,

financial modeling, forecasting, M&A analysis, fund accounting - provides customized
research and analytics that aid in strategic decision-making.
Manufacturing
Today’s manufacturing companies find themselves managing the competing priorities of efficiency
and quality within the context of truly global operations. Pressure for low-cost manufacturing has
directed focus to global sourcing and low-cost production. At the same time, demands for high-
quality products require research and development, product innovation, and Six Sigma
improvements.
Experience has shown that many manufacturing companies have developed their global
procurement, production, and distribution operations through mergers and acquisition, and are left
managing disparate and often incompatible systems. This not only adds a layer of difficulty to an
already complex financial and management reporting process, but it also threatens visibility into
performance and results in duplication of processes.
OPI’s finance, accounting, and analytics services for manufacturing companies have been
developed to best help companies overcome this situation. OPI’s specialization in process re-
engineering allow for centralization and standardization of data and process, allowing for efficient,
accurate consolidation of data from disparate systems.
OPI’s manufacturing focused solutions also have been refined to help manufacturing companies
manage both cash flow and expenses. By improving the efficiency of the purchase to pay function,
ensuring compliance with supplier and freight contracts, and enabling efficient demand / sales
forecasting, our clients benefit from an improved cash positions which allows for reinvestment of
resources into R&D and other advancements.
Outsourcing is also providing leading manufacturing companies with a certain level of flexibility. As
operations shift global locations, or volumes increase and decrease, manufacturing companies are
reaping the efficiency benefits of outsourcing’s scalable cost structure. By employing this model,
companies are finding themselves able to adjust the scale of operations and access globally-based,
multi-lingual talent.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s
Manufacturing focused solutions include:
• Financial Consolidation - consolidation of information and financial results from disparate

accounting systems - results in centralization and standardization of data for improved
transparency into operations and performance.
• Purchase to Pay - PO, non-PO, and freight invoice processing, new vendor set-up,
scanning, workflow, matching, reconciliation, exception resolution, payment and internal
cost allocations including GL and SKU coding - results in centralization and
standardization of data for improved transparency into operations and performance.
• Contract Compliance - freight payment pre- and post-audits, supplier agreement audits,
channel agreement audits - increases compliance with freight and supplier contract terms.
• OPI Analytics - demand forecasting, modeling, pricing sensitivity analysis, product

profitability scenarios, competitor positioning, and so on - provides informed, efficient
analytics for forecasting and modeling that can trim inventory holding costs, impact
pricing, and drive margin.
• Investment - financial analysis, company profiles, portfolio tracking, equity research,

financial modeling, forecasting, M&A analysis, fund accounting - provides customized
research and analytics that aid in strategic decision-making.
Media
Rapid technological advancements have significantly altered the media industry landscape. Just as
digitized content and advertising have threatened traditional revenue sources, it has also created
upside and potential with new and even greater potential revenue sources. Harnessing that
opportunity, however, requires that media companies adopt new models and develop different skill
sets.
OPI’s Media focused solutions have been designed with an understanding of these critical issues
and priorities that media companies are facing today. While companies must manage both
subscriber and advertiser accounts and accounts receivables, they also must manage and report on
digital advertising performance. Similarly, digital asset rights management has garnered significant
attention and remains a leading concern. By outsourcing contract compliance, reporting, and
analytics related to digital assets, companies have found an efficient way to manage these new
business demands.
By partnering with OPI for finance, accounting, and analytics, leading media companies are
realizing cost savings in as little as 90 days, as well as enhanced revenue recognition. Benefits are
also extending beyond bottom line performance, as outsourcing is also helping companies to better
serve the needs of their customers and maintain compliance with agreements.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s Media
focused solutions include:
• Circulation / Subscription Management - order processing, customer data management,

billing, collections, returns, renewals - allows for improved customer service and timely
revenue recognition.
• Advertising Performance Reporting - click-through rates, impression rates, traffic,

conversion rates, and other related reporting and analytics - allows for improved customer
service and enhanced insight into performance.
• Order to Cash Management - performance based advertising billing, allowances,

discounts, adjustments, cash application, reconciliation, ageing, and collections - resulting
in timely revenue recognition and improved cash flow.
• Digital Asset Rights Compliance - digital assets contract audits, reporting, and accounting
for rights, royalties, and licensing agreements - increases compliance with digital asset
agreements and payments.
• OPI Analytics - Nielsen data, industry research, advertising effectiveness, traffic /

circulation, pricing - provides informed, efficient analytics for forecasting and modeling that
can impact pricing and drive margin.
Real Estate
No matter if the real estate industry is experiencing growth, or in the midst of a downturn,
companies must contend with the document and regulation intensive nature of the industry. Lease
management is time consuming and customized for every tenant such that audits of Common Area
Maintenance (CAM) fees and percentage rent payments require analysis on a case by case basis.
Document management of these leases is a related priority and one that entails compliance with a
number of regulatory requirements.
Furthermore, companies must manage a high level of transaction activity that is regionally disparate
and generally not standardized. Property locations are dispersed, suppliers are local, and tenants
regional. It is not surprising that real estate companies have historically struggled to achieve the
scale necessary for efficient operations.
Outsourcing, however, can provide focus and efficiency to real estate companies. OPI’s solutions
can help companies efficiently manage these customized transaction and lease compliance
activities, allowing companies to maintain positive supplier and tenant relationships while minimizing
time and resources expended. By improving the efficiency of the lease function, both in payment
application and contract compliance, OPI’s clients stand to realize benefits across their business.
Outsourcing is also providing leading real estate companies with a certain level of flexibility. As
operations shift locations, or volumes increase and decrease, real estate companies are reaping the
efficiency benefits of outsourcing’s scalable cost structure. By employing this model, companies are
finding themselves able to adjust the scale of operations and access globally-based, multi-lingual
talent.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s Real
Estate focused solutions include:
• Accounts Receivable (AR) Management - lease payment application, reconciliations, and

collections - resulting in timely revenue recognition and improved cash flow.
• Contract / Lease Compliance - lease administration, CAM, property tax, and insurance
reconciliations, tenant sales audits, renewal monitoring - ensures compliance with lease
agreement terms as well as accurate revenues.
• Forecasting - forecasting models based on historical trends, tenant sales, and macro-
economic sensitivities - allows for detailed forecasting of revenue streams for improved
planning, budgeting, and property renewal / reinvestment projects.
• Tax - REIT and other tax preparation - allows for efficiency preparation of real estate
related tax filings.
• Fixed Assets - fixed asset valuation, depreciation, maintenance accounting, reinvestment -

efficiently manages assets accounting.
Retail & Consumer Product Goods

Retail and consumer product goods (CPG) companies understand the importance of freeing-up
working capital and directing cash and other assets into core business efforts. Store expansions,
remodels, new product lines, and ample inventory always occupy a top strategic priority and can
determine success.
However, retail and CPG companies also must manage rising SG&A costs, decreasing margins,
global competition, diminishing customer loyalty, and fluctuations in credit accessibility and
consumer spending. Given these ever-increasing pressures, successful companies must find ways
to improve the value and efficiency of their resources and maintain focus on innovation and growth.
OPI’s Retail and CPG services have been tailored to help companies drive down SG&A costs and
improve efficiency and effectiveness even beyond cost savings. Companies stand to benefit by
leveraging outsourcing to consolidate regionally fragmented operations, manage compliance with
real estate lease terms, model pricing and promotions returns, or even manage customer loyalty
program data.
Outsourcing also offers companies a scaleable platform that can quickly ramp up or down in terms
of scope and volume in order to flex with the business cycles, and to accommodate growth into new
geographies with multi-lingual business processes.
In addition to the full suite of finance & accounting and analytics services, some of OPI’s Retail and
CPG focused solutions include:
• Purchase to Pay - PO and non-PO invoice management including scanning, workflow,

matching, reconciliation, exception resolution, and payment, as well as deduction
management resolution - optimizes invoice processing, validation, and cash management.
• Order to Cash Management - order management, billing, AR age reporting, cash

applications, collections - results in timely revenue recognition and improved cash flow.
• Contract / Lease Compliance - real estate lease audits, common area maintenance
(CAM) reconciliation, channel pricing agreements, freight payment pre- and post-audits,
vendor SLA management - allows for superior compliance with contract details as well as
improved relations with vendors, suppliers, and distributors.
• OPI Analytics - product / market planning research, inventory forecasting, pricing /

promotions / channel analytics, ROI models - provides timely access to knowledge and
data for more informed product planning and inventory forecasting, as well as improved
analytics in support of pricing models and promotions.

• Financial Consolidation - consolidation of information and financial results from disparate

accounting systems - results in centralization and standardization of data for improved
transparency into operations and performance.
• Data Management - employee data management, customer data management, loyalty

program data maintenance and analytics - provides efficient data management for high-
turnover workforces as well as improved access to customer loyalty program data and
reporting.
Technology
Technology companies – ranging from software developers, to contract manufacturers, to OEMs, to
VARs – all must focus on timely development and delivery of product and services. The technology
industry has and continues to experience rapid material, product, and service innovation, such that
companies find themselves challenged to manage their products’ lifecycles.
These continual advancements require technology companies to operate with a certain level of
flexibility and urgency. In order to meet consumer demand for the latest technologies, companies
must manage their forecasting to ensure inventories do not become obsolete. Likewise, they must
work to develop positive supplier relationships while avoiding long-term supplier contracts which
might limit their ability to source the latest and greatest parts and equipment.
OPI’s Technology focused offerings have been developed to help companies achieve a high level of
flexibility and efficiency in operations. By adopting an outsourced strategy for forecasting, supplier
contract compliance, purchase-to-pay, and order-to-cash functions, companies are able to realize
efficiencies in supply chain, production, inventory, and distribution which allow for improved
management of fluctuating consumer demand. At the same time, these efficiencies drive cost
savings and improved control over cash flow, which works to free up resources and capital to help
fund ongoing research and development.
Technology focused solutions include:
• Purchase to Pay - PO, non-PO, and freight invoice management including scanning,
workflow, matching, reconciliation, exception resolution, payment, and internal cost
allocation - optimizes invoice processing, validation, and cash management.
• Order to Cash Management - order management, billing, AR age reporting, cash

applications, collections - results in timely revenue recognition and improved cash flow.
• OPI Analytics - forecasting, modeling, product lifecycle pricing, bundles pricing, competitor
research, market penetration studies, technology trends tracking, and so on - provides
timely access to knowledge and data for more informed product planning and inventory
forecasting, as well as improved analytics in support of pricing models.

• Contract Compliance - supplier contract compliance, freight payment pre- and post-
audits - allows for superior compliance with contract details as well as improved relations
with vendors, suppliers, and distributors.
• Tax - import / export taxes, tariffs, VAT - results in efficient preparation and management
of international tax requirements.
• Data Management - customer services request reporting and resolution tracking,

equipment/parts tracking, product defects reporting - provides efficient data management
for managing customer services and product defects reporting.
Telecommunications
As telecommunications companies’ delivery models evolve from circuit-switched networks to VOIP,
the importance of maximizing efficiencies is greater than ever. Companies must continue to focus
on building their customer bases and providing superior service delivery and customer service.
However, revenue assurance programs, including billing and collections, gain greater attention as
they stand to improve profitability and free up critical sources of capital for reinvestment into new
delivery technologies.
OPI’s Telecommunications focused offerings have been developed in support of these goals. OPI’s
services are fully customized to each client’s needs and not only help to improve service across a
large and disperse customer base with multiple revenue billing models, but also to provide a certain
level of adaptability that can ease the transition to new revenue models.
Working together, telecommunications companies can benefit by outsourcing such billing functions
as prepaid and postpaid billings, customer detail record (CDR) and MMS audits, interconnect
carrier-to-carrier billings, as well as dunning and collections. Companies can also benefits by
improving the quality of their receivables through the outsourcing of credit and fraudulent activity
monitoring.
Telecommunications focused solutions include:
• Prepaid and Postpaid Billings Management - prepaid voucher inventory reporting, balance
reporting, balance audits, call detail record (CDR) billings batch-audits, MMS/downloads
reconciliations, billing consolidations - optimizes invoice validation and processing.
• Carrier Accounting - inter-connect / carrier-to-carrier / roaming bill management including

reconciliations, audits, direct and cascade billings / payments, and settlements - provides
exemplary carrier service support throughout all aspects of carrier billing, settlements, and
accounting.
• Dunning and Collections - AR aging, collections, adjustments, credits, exceptions, dispute

resolution support - results in focused collection efforts and rightsizes reserves.
• Credit Risk and Fraud Management - account / fraud management including account set-
up, transfers / address changes, cancellation billing, credit exposure monitoring -
proactively controls credit exposure and minimizes risk of bad debt.
• Analytics - call analytics including CDR analysis, cradle-to-grave analysis, capacity /

bandwidth analytics, network and mediation monitoring, sampling, and verification -
provides timely access to knowledge and data for network/service performance reporting
and more informed strategic decision-making.
Transportation & Logistics

Transportation & logistics companies operating within a global and disparate network of carriers,
partners, and customers understand the importance of coordination and planning. In order to meet
customer demands, providers must manage a sweeping assortment of complex requirements and
service levels, all within a multi-lingual and multi-currency context. Related administration is
transaction heavy and subject to numerous international and regulatory requirements.
OPI’s Transportation & Logistics focused offerings have been developed to address these
challenges. By outsourcing such functions as accounts receivable management, invoice
processing, and contract administration, companies benefit from streamlined transaction
processing, improved contract compliance, and enhanced relations with partners and customers.
Not only can OPI’s solutions impact the efficiency of these back-office functions, but OPI Analytics
services can also be leveraged to provide greater insight and transparency into such key business
aspects as performance levels, service exception levels, and profitability.
Outsourcing also offers companies a scaleable platform that can quickly ramp up or down in terms
of scope and volume in order to flex with the business cycles. Additionally, the business model
easily accommodates growth into new geographies and supports multi-lingual business processes.
Transportation & Logistics focused solutions include:
• Accounts Receivables (AR) Management - freight bill creation, tracking, ageing,

collections - improves timely revenue recognition, manages cash flow, and rightsizes
reserves.
• Accounts Payable (AP) - carrier freight invoice processing, payment, scanning, workflow,
EDI, matching, reconciliation - optimizes invoice processing, validation, and cash
management.
• Contract Administration - freight payment pre- and post- audits including reconciliation
with billing rates in contracts, adjustments for services levels, discounts, price-related
errors - allows for superior compliance with contract / agreement service levels and
pricing.
• Data Management - bill of lading (BOL) data management, export / import manifests
management - provides efficient data management for reconciling manifests and other
required documentation.
• Tax - import / export, tariffs, VAT - results in efficient preparation and management of
international tax requirements.
• Analytics - freight / cargo tracking, carrier performance analytics, routes, timetables,

spend by carrier reports, freight billing exception rates, profitability analysis, and so on -
provides timely access to knowledge and data for planning, performance reporting, and
more informed strategic decision-making.
Our Services
Outsource Partners International provides a full
range of customized, outsourced finance &
accounting, analytics, and consulting & advisory
services to a wide variety of clients and industries.
From our global service centers, OPI professionals
leverage the power of outsourced operations,
process reengineering, and enabling technologies to
help clients realize improved cost savings,
efficiency, transparency, flexibility, control, and risk
management.
“Best of Breed” Offerings

OPI stands apart from most business process outsourcing (BPO) or knowledge process outsourcing
(KPO) providers for its “best of breed” finance and accounting focus.
Our unique heritage and functional specialization has allowed us to develop specific qualities in our
approach that maximize the value of outsourced finance & accounting, analytics, and consulting &
advisory. We carry with us a professional services firm culture and work closely with our clients to
develop integrated operations and a trusted advisor status.
We place significant emphasis on technical accounting and analytics skills, as well as industry
experience, in order to innovate and introduce best practices. To this end, most of our management
team members are former big four accounting firm partners and managers, while our professionals
– both onshore and offshore – are specialists in their fields.
With this focus and expertise, as well as the control, security, and process excellence of Lean Six
Sigma, ISO 9001:2000, ISO 27001, and SAS 70 certified outsourcing, our clients are able to
capture both the tactical and strategic opportunities offered by global sourcing.
Our scope of services include:
Scope of Services
Finance & Accounting OPI Analytics Consulting &

Outsourcing Advisory
> Source to Pay > Credit Analytics > Process Reengineering

& Transformation
> Order to Cash > Procurement Analytics
> Outsourcing Due
> Hire to Retire > Business & Market Diligence
Research
> Record to Report > Risk & Compliance
> Control & Risk Management > Statutory Accounting
> For more information, download the OPI Overview flyer.
Source to Pay
Outsource Partners International’s Source to Pay solution integrates our Procurement
Analytics offering with our Accounts Payable (AP) FAO offering to deliver effective spend
management in conjunction with operational efficiency and cost reduction. Our clients can chose to
begin on either end of the Source to Pay function, focusing efforts on sourcing or AP invoice
management.
With our Procurement Analytics offering, we take an enterprise view of an organization’s indirect
spend and take a consultative approach to assess and categorize spend, analyze suppliers, monitor
agreements and terms, and manage compliance throughout the organization. While these strategic
procurement outsourcing activities will result in decreased spend, successful and efficient tactical
execution of accounts payable is critical to ensure an optimized function.
OPI’s Accounts Payable Outsourcing solution optimizes operations through a combination of

automation and process excellence. By deploying both enabling technologies – including document
imaging, workflow, and e-Invoicing technologies – and skilled offshore resources, OPI’s solution
helps companies to centralize and streamline the payable process, capture supplier discounts,
improve cash management, and realize savings that fall directly to the bottom-line.
Be it spend data analysis, supplier contract management, or invoice processing, our Source to Pay
solution leverages our unique combination of skilled resources, world-class tools, and global
infrastructure to deliver measurable and sustainable benefits.
Our Source to Pay offerings include:
Scope of Services
Procurement Analytics
Research & Analysis Strategy Strategic Sourcing
> Data Collection / > Best Practices Review > Gather & Confirm End User
Normalization / Requirements
Enrichment > Category Management
> Supplier Discovery /
> Spend Categorization / > Supplier Relationship Selection / Rationalization
Mapping Management
> RFI / RFQ / RFP Creation &
> Spend Data Analysis > Sourcing Program Design Execution
> Sourcing Opportunity > Strategy Articulation & Rollout > RFX Scorecarding
Identification
> Online Auction / Sourcing
> Low Cost Country Event Development &
(LCC) Sourcing Execution
Research
> Contract Support
> Competitive
Landscape Research
Accounts Payable Feedback
Contract & Daily Invoicing & Payment Measure & Improve

Operations
> Purchase Order Management > Savings Calculations
> Requisition Review
> Invoice Receipt & > Compliance Management
> Purchase Order Reconciliation
Creation > Change Management
& Placement > Imaging / Invoice Conversion Planning
> Policy Enforcement > Approval Routing > Training Development &
Delivery
> Order Expediting > Electronic Invoice Presentment
& Payment > Process Benchmarking
> End User Assistance
> Exception Handling > eProcurement Readiness
> Spot Sourcing Assessment
> Cash Disbursement
> Contract Management > Electronic Catalog Creation
> T&E Processing
> Catalog Content
Management > Reconciliations
> PCard Program Management
Procurement Services
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qu
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d
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Ca
tal
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de
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n
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nti
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Or
ga
niz
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s
be
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fit
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t
on
ly
fro
m
bo
tto
m-
lin
e
sa
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bu
t
als
o
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m
im
pr
ov
ed
se
rvi
ce
lev
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,
str
on
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r
su
pp
lie
r
rel
ati
on
shi
ps
,
an
d
im
pr
ov
ed
eff
ici
en
cy
of
pe
op
le
an
d
re
so
ur
ce
s.
O
ur
Pr
oc
ur
e
m
en
t
se
rvi
ce
s
inc
lu
de
:
Scope of Services
Research & Analysis
>
Normalization / Enrichment
>
Mapping
>
>
Identification
>
Sourcing Research
>
Research
Accounts Payable
Outsource Partners International’s Accounts Payable (AP) outsourcing solution works to transform
the AP function from a paper based, labor intensive process into an efficient, automated function
that can be used by leadership to better manage the business.
Our skilled professionals optimize AP by deploying a combination of process best practices in

conjunction with enabling technologies. We draw upon document imaging and/or eInvoicing to
digitize invoice data before routing information through workflow. Our flexible and configurable web-
enabled workflow application then automates and manages the invoice coding and approval
process, before exporting completed invoice data to our client’s ERP systems for payment. All the
while, OPI’s highly skilled professional accounting staff work to centralize, standardize, streamline
process flows, and reduce exception rates.
Most importantly, our outsourcing solution offers increased visibility and transparency into the AP
function. With reporting at your fingertips, client management gains important intelligence that can
be used within the larger source to pay cycle to manage terms with vendors, forecast cash flow,
better manage profitability, improve compliance, and monitor customer service levels.
As with all of our services, our AP outsourcing offerings are entirely customized to each client’s
needs.
Typical benefits include:
• Quick forecasting of daily cash outflow
• Real time invoice visibility from receipt to payment
• Easy retrieval of historical invoice payment and approval details – for research or audit
purposes
• Identification of invoice/payment discrepancies and approval bottlenecks before they

result in late payment penalties
• Improved and measurable productivity
• Guarantee that payment approval level policies are in place and followed
• Improved financial compliance and Sarbanes-Oxley controls
• Reduced processing management and oversight
• Savings of 30-60% over current AP costs
• Enhanced profitability
Order to Cash
Outsource Partners International’s Order to Cash solution seeks to optimize the Accounts
Receivable (AR) process such that the Order to Cash cycle is shortened and collections improve.
We introduce AR best practices that encourage automation, flexibility, improved communication,
and frequent analysis. OPI’s professionals deliver the tools and resources necessary for our clients
to more actively manage their customer portfolios and to maintain closer, more flexible relationships
with their customers. This can range from customized paper-based and electronic billing
procedures, to individualized management of contracts and payment terms, to cash receipts and
applications, on through to credit and collections.
Throughout the order to cash process, our clients benefit from frequent analysis and reconciliation
reporting that works to keep our clients informed and up-to-date on their receivable assets and
customer relationships. This is further supplemented by our continuous improvement efforts which
are focused on both identifying and resolving the root cause of problems that may impact timely
payment.
Risk management also plays a significant role in our solution, as we introduce controls meant to
more closely monitor exposure or problem accounts. Some clients have chosen to supplement their
AR operations with OPI’s Credit Analytics offering which provides insight into the credit worthiness
and capabilities of their customer. This has proven valuable as client seeks to more actively
manage their customer credit limits and payment terms.
With our focused efforts on Order to Cash, our clients benefit from an AR function that drives more
profitable relationships with their customers.
Our suite of Order to Cash offerings include:
Scope of Services
Order to Cash
> Order Management
> Billing
> Accounts Receivable
> Receipts and Applications
> Credit and Collections
> Customer Management
> Bank Reconciliations
Hire to Retire
Outsource Partners International’s Hire to Retire solutions address the finance and accounting related
aspects of managing an organization’s workforce – including payroll, compensation accounting,
benefits administration, and employee data administration.
OPI’s solutions optimize the finance and accounting related Human Resources (HR) functions
through process reengineering, automation, and the appropriate segregation of duties. We work to
deliver solutions that minimize the inter-company handoffs between HR, Finance & Accounting, and
Legal Counsel and implement the necessary procedures and policies to ensure management of risk.
At the same time, we take steps to simplify the process for the employee and make employee data
and information more readily available without compromising security and privacy.
Many clients leverage our knowledge and experience to outsource payroll administration and other
compensation programs, including stock option equity compensation and FAS 123R valuation. We
are skilled in a range of ERP employee data management and payroll modules, as well as payroll
systems such as ADP or Ceridian.
Our Hire to Retire offerings include:
Scope of Services
Hire to Retire
Compensation Benefits Employee Data

Administration Administration Administration
> Payroll > Carrier Enrollment > Document Imaging
> Payroll Tax Compliance > Benefits Use Analysis > Database Entry & Updates
> Equity Compensation > Leave Administration > Contact Center

Accounting & Compliance
> Contact Center > Reporting
> Analytics
> Reporting
> Contact Center
> Reporting
Record to Report
Outsource Partners International’s Record to Report outsourcing solutions are designed to drive
timely and accurate access to financial information in order to enable strategic decision-making and
in turn build shareholder value.
The accounting and reporting process varies dramatically across industries and individual
companies, and as such, our approach is entirely customized to meet the needs and regulatory
requirements of each business. Across all of our clients, we seek to introduce standards and
controls that work to ensure compliance and improve the speed at which information is available –
be it for financial dashboards for client management use, or for quarterly financial statements for the
SEC. These efforts include standardization, automation, real-time analysis and reconciliation, and
frequent communication.
Our highly-skilled professionals bring significant knowledge and expertise to our client’s operations.
In addition to process optimization, they also maintain focus on risk management and regulatory
compliance. They are experienced in GAAP, as well as Sarbanes-Oxley (SOX) controls
documentation and testing. Thorough analysis and risk management procedures are a central
component of every outsourcing solution.
We understand just how significant the competitive advantage would be for an organization to be
able to close their books and issue results even one day sooner. Our Record to Report solutions
are designed to ensure our clients are always moving closer to this goal of best-in-class operations.
Our Record to Report outsourcing offerings include:
Scope of Services
Record to Report Tax Compliance
> General Accounting > Corporate
> Account Consolidation > Partnership
> Intercompany Allocations > Trust
> Activity Based Costing > International
> Management Reporting > Payroll
> Bank Reconciliations > Individual / High Net Worth
> Trust Accounting > Sales & Use
> Cost Accounting > Property
> Statutory Accounting > Franchise
> Value-Added Tax (VAT)
Tax Compliance
Outsource Partners International’s Tax Compliance outsourcing services provide corporations and
organizations with efficient, high-quality solutions to tax compliance. Clients retain control over the
tax functions while OPI’s offshore accounting professionals assist in accurately preparing data,
calculations, and tax returns.
OPI’s accounting professionals have extensive knowledge of US, UK, Canadian, and Australian tax
laws. Many of our employees hold Certified Public Accountant (CPA) or Chartered Accountant (CA)
licenses and have decades of experience in tax. Accordingly, we are capable of processing and
managing a variety of high net worth individual, trust, and corporate tax compliance needs.
Our tax outsourcing capabilities include:
• Corporate
• Partnership
• Trust
• International
• Payroll
• Individual / High Net-Worth
• Sales & Use
• Property
• Franchise
• Value-Added Tax (VAT)
Control & Risk Management

Outsource Partners International’s Control & Risk Management solution builds upon core financial
management activities to improve control, compliance, and insight into an organization’s financial
well-being.
OPI’s approach to Control & Risk Management is founded in reporting, planning, and analysis. We
seek to increase both the breadth and the depth of information available to management so as to
enable prudent and informed decision-making. The ability to efficiently budget and forecast
according to multiple scenarios provides an advantage internally, and translates into real value for
shareholders.
Our solutions work to build value, but also to manage value. Our professionals bring deep
knowledge in identifying both financial and operational risk. Common services range from credit
monitoring, to fraud reporting, to cash flow analytics, to Sarbanes-Oxley (SOX) compliance
support.
With this focus, our clients benefit from an improved control structure and enhanced compliance
with regulatory requirements.
OPI’s Control & Risk Management offerings include:
Scope of Services
Control & Risk Management
> Cash Management
> Treasury
> Budgeting
> Forecasting
> Regulatory Reporting
> Risk Analysis
> Sarbanes-Oxley Support
Credit Analytics
It is common for companies to conduct lengthy due-diligence and research on suppliers prior to
retaining services or purchasing products, however, suppliers often accept a purchase and extend
credit without fully understanding the credit worthiness of their customers. Given that accounts
receivables make up a significant portion of most company’s assets, it is critical that companies
proactively monitor and manage their financial exposure through credit. Outsource Partners
International’s Credit Analytics delivers the intelligence necessary for companies to effectively and
efficiently manage this customer credit risk.
OPI’s Credit Analytics solutions provide companies with research and insight into the risk ratings
and financial health of their customers, as well as intelligence about the market conditions their
customers may be facing. With this information, our clients are able to proactively manage their
customer accounts to ensure high quality accounts receivables, well managed balance sheets, and
adequate mitigation of financial risk.
In good times, our Credit Analytics intelligence allows our clients to confidently grow by extending
additional credit to qualified customers. In more uncertain times, our research alerts our clients
about the need to restructure financing and repayment terms, retract credit, or focus on collections.
Our research is even used by clients to help track and forecast order and repayment patterns of
clients, allowing for improved demand forecasting and accounts receivable reserve management.
OPI’s Credit Analytics professionals gather information from a range of quantitative and qualitative
sources and consider such topics as international exchange rate, peer group analysis, liquidity, debt
profiles, off balance sheet exposure, diversification, management strength, industry analysis, and so
on.
The scope of our solution is customized to meet the needs of each client, however it generally is
used on an ongoing basis to manage and monitor portfolio credit risk over time.
OPI’s Credit Analytics offerings include:
Scope of Services
Credit Analytics
> Credit Risk Analytics & Modeling
> Fraud Risk Analytics & Modeling
> Portfolio Risk Reporting & Modeling
> Global Currency / Country Risk Assessment
Procurement Services
O
ut
so
ur
ce
Pa
rtn
er
s
Int
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na
tio
na
l’s
Pr
oc
ur
e
m
en
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Se
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to
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off
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s
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dir
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Ca
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n
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d
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y
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ra
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be
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tic
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at
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lp
to
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te
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,
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d
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nti
nu
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sly
pu
sh
da
ta
to
cli
en
t
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ad
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p
so
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su
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ig
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go
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g
sp
en
d.
Or
ga
niz
ati
on
s
be
ne
fit
no
t
on
ly
fro
m
bo
tto
m-
lin
e
sa
vin
gs
,
bu
t
als
o
fro
m
im
pr
ov
ed
se
rvi
ce
lev
els
,
str
on
ge
r
su
pp
lie
r
rel
ati
on
shi
ps
,
an
d
im
pr
ov
ed
eff
ici
en
cy
of
pe
op
le
an
d
re
so
ur
ce
s.
O
ur
Pr
oc
ur
e
m
en
t
se
rvi
ce
s
inc
lu
de
:
Scope of Services
Research & Analysis
>
Normalization / Enrichment
>
Mapping
>
>
Identification
>
Sourcing Research
>
Research
Business Research
Outsource Partners International’s Analytics team delivers high-end and custom Business Research
services to companies worldwide. Our areas of research include:
• Business & Market Research

• Financial Data Modeling
• Investment Research
Our clients leverage our business and market research, financial data modeling, and investment
research capabilities to gain timely intelligence and insight into tough questions facing their
business. Common business problems include:
How big is the market potential for my new product?

What is the future outlook for a company/industry?
How will a drop in price impact the industry dynamics?
How could foreign currency fluctuations impact my business?
Should I invest money in a firm/industry?
What are the current mergers and acquisition trends in the industry?
What is the valuation of a public/private company?
How will the new government regulations impact my business?
and many more….
We are focused on the delivery of insightful information and analysis. To this end, we build cross-
functional research teams that bring together professionals with advanced analytical skills with
those that offer deep functional and business expertise. Many of our Business Research
professionals hold Masters in Business Administration (MBA) degrees, while others offer subject
matter expertise through their backgrounds and experience as Engineers, Chemists, Lawyers,
Accountants, Statisticians, Economists, Biotechnologists, and Medical Doctors. The synergistic,
value-added, qualities achieved through this approach facilitate the development of innovative and
relevant research for our clients.
With OPI’s Business Research, our clients are able to remain focused on their business, while
gaining access to the data and analytics necessary to drive decision-making about their business,
investments, and strategic plans.
Business & Market Research

Our Business & Market Reseach team offers customized research services and in-depth analysis
for consulting firms, advisory firms, and corporations in varied industries. Examples of our Business
Research services include:
Scope of Services
Business & Market Research
Company Reports Competitive Intelligence Industry Analysis
> Company Profiling > Company News and > Industry Overview
Research
> Company & Subsidiary > Industry Trend
News Tracking and Analysis > Market Segment Studies Identification
> Acquisition Target > Benchmarking Studies > Regulatory News &
Research Trends
> Competitor Evolution
> Executive Management Tracking
Research
> Vendor Analysis
List Generation Data Analytics Market Research
> Target Identification > Data Collection, > Research Design

Synthesis, and Analysis
> Competitor Identification > Survey Management
> Statistical Testing
> Vendor Identification > Data Collection
> Forecasting
> Data / Results Processing
> Modeling
> Data Analysis,
> NAV Computation Interpretation, and
Presentation
> Sector and Market
Tracking Newsletter
> Broker Report Summaries
Financial Data Modeling

Our Financial Data Modeling team provides data collection, summation, mining, and modeling
services. We offer end-to-end support of data analytics, from data acquisition and cleansing to data
modeling. Examples of our Financial Data Modeling services include:
Scope of Services
Financial Data Modeling
Forecasting Strategic Planning Pricing Analysis Model Maintenance
> Sector / Company > Price / Volume > Database

> Build Forecast Research for Forecasts Management
Models Planning Models
> Pricing Sensitivity > Data Sets and
> Historical Data > Model Analysis Input Assumption
Trends Development Management
> Statistical
> Sensitivity > Scenario and Analysis
Analysis Sensitivity Analysis
> Actual vs.

Forecast Variance
Analysis
Investment Research
Our Investment Research services offer financial planning and analytics to global investment banks,
asset management firms, consultants, financial advisory firms and other financial institutions. Key
services include:
Scope of Services
Investment Research
Investment Banking Equity Research Financial Markets
> Comparable Company > Financial Models > Securities

Analysis and Precedent
Transaction Analysis > Segment Analysis > Exchanges
> Company Profiling and > Revenue Forecasting > Investment Services
Industry Analysis
> DCF Analysis
- Fixed Income Macro
> Buyer / Target Lists
Strategy
> Company Research
- Fixed Income Modeling
> Sensitivity Analysis
- Risk Modeling
> Internal Research
Summaries
- Index Maintenance
- Derivative Pricing
- Convertibles
Credit Research Asset Management Services Financial Consulting
> Thematic Research and

> Business Analysis and Market Surveys > Sector Identification &
Capital Structure Market Overview
> Stock & Fund Screening
> Debt Maturity Profile & > Company Analysis
Debt Covenant > Portfolio Construction
Analysis > Financial Models
> Ratio Analysis and Peer
Group Analysis > Risk Analysis > Company Comparables
> Legal Structure and Risk > Statistical Modeling > Portfolio Company
Profile Updates
> NAV Computation
> Off Balance Sheet > Acquisition Scans
Exposure and Operating > Sector and Market
Model Tracking Newsletter
> Cash Flow Model and > Broker Report Summaries

Asset Valuation
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Copyright © 2010 Outsource Partners International

Process Reengineering & Transformation
OPI’s Process Reengineering & Transformation services work to advance client functions toward
best-in-class through Lean Six Sigma based process improvements.
We diagnose and evaluate current state processes for efficiency and effectiveness as they relate to
the business’ unique objectives and goals. It is critical to consider each process within the context of
related upstream and downstream functions so as to fully understand the process’ capabilities,
weaknesses, and risks. With this understanding, we further assess current performance against
competitive peer benchmarks to draw focus to those processes in greatest need of reengineering
and optimization.
Before embarking on a process reengineering program, it is also important to develop the

necessary internal change management support. We work closely with clients to guide them in the
process of gaining leadership support, developing cross-functional communication plans, and
training all involved parties as to changes in their responsibilities and roles. We often roll out
organization-wide Lean Six Sigma awareness training to both garner the support and involvement
of the client employees, and to develop internal Lean Six Sigma Yellow Belt and Green Belt
professionals. It is only after this discovery, planning, and training are complete that we initiate
actual process reengineering.
Our process reengineering approach is firmly rooted in Lean Six Sigma and other related or similar
improvement methodologies, including:
• DMAIC • 7 QC Tools
• DMADV • PDSA
• Kaizen • TRIZ
• Lean • Creativity
We leverage our knowledge and experience across these improvement methodologies to
implement both far-reaching structural organizational changes and process-specific enhancements.
Project examples include the consolidation of disparate processes across multiple business units
into a single shared service center, or simply identifying and alleviating the root cause of common
processing or manufacturing errors.
While significant benefits can be achieved through process reengineering, true transformation
requires ongoing improvement efforts. We work with clients and help to lay the organizational
building blocks to encourage this behavior. Such programs differ across clients, but may include the
development of reengineering benefits reporting, rewards and recognition programs, Black Belt
level training opportunities, or training on advanced improvement tools and frameworks.
Some of the benefits that OPI’s Lean Six Sigma projects commonly deliver include:
• Improved Accuracy • Improved Productivity
• Improved Compliance • Improved Utilization
• Cost Savings • Decreased Process Time
• FTE / Employee Reduction • Decreased Turnaround Time
• Improved Cash Flow • Decreased Error Rate
• Improved Process Effectiveness • Decreased Exception / Rework Rate

Strategic Outsourcing Due Diligence
OPI’s Strategic Outsourcing Due Diligence services provide guidance and support to successfully
transition and manage strategic outsourcing - across the entire outsourcing lifecycle.
No matter whether a client is evaluating outsourcing as a potential strategy for the business, or
whether the business is already outsourcing but hoping to find a better way to manage the provider
relationship, OPI’s Strategic Outsourcing Management professionals can provide the necessary
analysis, tools, and guidance to ensure outsourcing’s success.
Our due diligence and outsourcing readiness assessment provides key insights about process
suitability for outsourcing, phasing and roll-out timelines, risk management, and expected value
propositions. We meet with key personnel throughout the organization, collect important metrics
about current state performance, and benchmark key process indicators (KPIs) against peer
performance. Experience shows that in addition to analysis of these efficiency and effectiveness
measurements, a number of more qualitative considerations - such as cultural acceptance of
outsourcing, leadership support, and the strength of existing change management programs - also
factor into outsourcing's value proposition. With this holistic understanding of each client’s business,
unique goals, and culture, we advise on readiness for outsourcing, suggest the ideal scope and
scale for outsourcing, discuss possible phasing consideration, and draw attention to key risks that
must be managed throughout the transition.
Should an organization have already adopted outsourcing, we also work with clients to assess the
health of existing outsourcing relationships and to help them improve upon their current strategies.
Success with outsourcing often correlates with the level of partnership, communication, and trust
that a client has with their provider, and vice versa. There are a number of strategies that can be
worked into the relationship structure, contract, and management activities to better align goals and
incentives. These can include the introduction of key risk tracking and management mechanisms,
gainsharing, or even strengthened governance programs.
No matter what stage you are at in your outsourcing journey, there is always room for improvement.
By working with OPI’s highly-skilled, experienced outsourcing strategy professionals, you can gain
new insight and direction for the future of your business.
Risk & Compliance Consulting

Procedural controls in technology and process related fields are critical for ensuring the stability,
continuity, and quality of services. Compliance with such standards - as ISO - not only ensures
ample policies and procedures are in place for well-functioning operations, but it also instills a
common level of understanding and trust in operations from clients and partners internationally.
OPI’s Risk and Compliance offerings work to ensure adequate policies, procedures, and controls
are integrated into operations so as to provide for proper management of technology and process-
related risks.
Our skilled and experienced risk management and compliance professionals work to build stable,
quality-driven operations. We help our clients gain and maintain compliance with a number of
information technology (IT) and process risk management certifications, protocols, and policies.
These include:
• ITIL Foundation V3 - Training and certification

• Business Continuity Planning (BCP) & Disaster Recovery Planning (DRP) - Review,
design, development and testing of business continuity related activities
• ISO Standards - ISO 9001:2008, ISO 27001, and ISO 20000 end-to-end process design,
as well as development and implementation support
• SAS 70 - Process design and certification support
Efficient use of IT resources, well-protected and secure data maintenance, and the reliability and
response time of IT systems are the key concerns of OPI’s ITIL offerings. These offerings work to
ensure our client IT infrastructures are optimized for efficiency, security, reliability, and continuity,
while also making certain they effectively align to support overall business strategies. We assess
current standards for quality and security across such functions as service desk, security
management, incident and problem management, IT operations, configuration management,
release management, and capacity/availability management, to name a few. We work closely with
our clients to address the root cause of policy breakdowns, outages, and recurring issues. The end
result is an optimized IT infrastructure able to handle the demands of the business with efficiency,
cost effectiveness, and a high level of customer satisfaction.
OPI’s Consulting & Advisory professionals also bring experience and expertise in the ISO family of
standards and SAS 70. Our team works closely with our client organizations to review and highlight
those areas of compliance and non-compliance in preparation for a formal audit and certification.
Our structured approach verifies existence and performance of the controls required for ISO
9001:2008, ISO 27001, and ISO 20000, and SAS 70. We work to identify possible weaknesses
before they impact live operations, and offer recommendations for correction and ongoing
maintenance.
In addition, we are skilled in the design, development, and testing of business continuity and
disaster recovery plans. We work to ensure ample redundancies are in place, and that policies exist
to ensure the security of client data. Should a disaster occur, a tried and tested DCP & DRP
program will ensure the continuity, availability, and reliability of data.
> For more information, download the OPI Information Security Management System (ISMS) flyer.
> For more information, download the OPI IT Service Management (ITSM) flyer.
Statutory Accounting and IFRS

As International Financial Reporting Standards (IFRS) gains precedence as the de facto framework
for statutory and financial reporting globally, businesses not already using IFRS must begin the
transition to IFRS. Even while the adoption date for mandatory compliance with IFRS is still several
years away for many countries, the transition must begin soon as requirements call for two years of
financial reports prior to full adoption. As the US and other countries move away from GAAP and
other standards based reporting frameworks, and in turn adopt IFRS and its more judgment based
methodology, companies must assess their readiness for this transition, develop training plans,
adjust policies, and plan for adoption.
OPI’s Statutory Accounting Consulting and Advisory services are designed to assist companies in
this transition to IFRS. Our professionals, who are Certified Public Accountants, Chartered
Accountants, or the local equivalent, can assess the impact that IFRS will have on client financial
statements, and assist in development of the necessary new documentation, training, and change
management activities. While we customize the diagnostic for each client’s particular business,
some of the common areas of review include revenue recognition, lease arrangements, fair
valuation, depreciation, component accounting, capitalization policy, hedge accounting, treatment of
investment properties, special purpose entities, goodwill, and IFRS disclosure requirements.
For our finance and accounting outsourcing clients, we also can work to implement the new
procedures and policies into our joint processes. This not only involves a full diagnostic of required
changes and future state designs, wide-scale training, and the development of change
management communications, however, with implementation, we also work to test-run financials,
produce opening balance sheets, and restate comparatives.
OPI’s Statutory Accounting IFRS Transition services include:
Diagnostic
• Determine key accounting differences and tax issues
• Identify quantitative and qualitative business impact
• Assess training needs
Design and Planning
• Build policies and financial statements
• Determine future state
• Update process and policy documentation
Implementation
• Deployment across business functions

• Test-run financials
• Produce opening balance sheets
• Restatements
> For more information, download the OPI IFRS Transition flyer.
Optimizing Operations
While most companies are able to process
their finance, accounting, and analytics
operational requirements, few are able to
harness the potential and opportunity that
exist in these functions. Optimized
functions not only support the business, but
they help to grow and differentiate the
business. By taking deliberate steps to engineer processes that create
value, companies can realize far-reaching benefits that increase cash
flow, drive efficiency, improve quality, ensure compliance, enhance
visibility into performance, and even impact strategic-decision making
capabilities.
Outsourcing for Efficiency and Effectiveness

The value of optimized operations should not be underestimated. However, neither should the level
of commitment and vision necessary to achieve it. Realizing effective and efficient operations
requires ongoing assessment and holistic renewal of people, process, and technology.
Outsource Partners International’s approach and methodologies have been developed to facilitate
this journey to best-in-class. We collaborate with our clients and develop relationships that deliver
the expertise, tools, and methodologies necessary to optimize operations. From our global service
centers, OPI’s highly-skilled professionals leverage the power of centralized workforces, best
practices basedprocess reengineering, Lean Six Sigma quality management, automating
technologies, risk managementcontrols, and other enabling tools in order to properly align
operations in support of strategic business goals.
These tools and frameworks have been developed and refined over time in order to best support
our customers. As our approach is customized for each client, so are the best practices and
technologies leveraged. It is not uncommon for clients to begin by outsourcing their workforce with
minimal process change, and then subsequently take on Lean Six Sigma based projects or
enabling technologies to drive efficiency and quality improvement.
By adopting an outsourced strategy and actively partnering with OPI in the success and renewal of
their finance, accounting, and analytics functions, our clients emerge better able to support the
operational and strategic demands of their business.
Outsourced Operations
Outsourced workforces, be they onsite, nearshore, or offshore, have gained favor
as companies look to improve the efficiency of their finance, accounting and
analytics functions. While outsourced workforces are well known for their cost
benefits, they also deliver important efficiencies in talent and operational
organization. OPI’s global, multi-lingual workforce – located across the United
States, United Kingdom, Bulgaria, India, and Malaysia – is designed to capture
these efficiencies and deliver the benefits directly to our clients.
Onsite, Nearshore, and Offshore Delivery Models

Depending upon each client’s goals, requirements, and the complexity of the outsourced functions,
a team of fully-dedicated OPI professionals can be assembled onsite, nearshore, offshore, or in any
combination therein. The chosen delivery model can easily adapt over time, such that a client may
begin with a team of OPI professionals partially located onsite in the client’s offices and partially
located offshore in India, Bulgaria, or Malaysia. Over time, this model can change to fully offshore.
Cost Savings
Cost savings are undeniably a key motivating factor for offshoring and nearshoring. Leading
companies are leveraging OPI’s global workforce of talented professionals to realize immediate cost
savings. Ongoing process optimization and re-engineering can increase total savings to 40-60%.
Access to Talent
Our clients also find that outsourcing eases the difficulties of workforce management and offers
timely access to talent and skill sets. This benefit has proven especially valuable to clients who
have historically struggled to attract employees with the necessary skills, or for clients whose
business has grown and have had to quickly recruit employees with new or unusual skill sets.
OPI’s professionals are highly-skilled in their specialties, be it accounting, tax, analytics, IT,
consulting, human resources, and so on. For example, many of our accounting and tax
professionals hold Certified Public Accountant (CPA) and Chartered Accountant (CA) licenses,
while our process quality improvement team members are Six Sigma Black Belt certified. Their
education and experience have allowed them to acquire significant process expertise, which is
nutured and further developed through OPI’s Towers of Excellence initiative. This specialized
knowledge extends past process efficiency to include a range of regulatory and compliance topics,
including Sarbanes-Oxley (SOX).
OPI professionals also frequently help to support client growth into new geographies. Our
employees offer multi-lingual talent and deliver services in over fifteen languages.
Low Attrition Rates

We offer training and professional career opportunities to our employees that enable us to not only
attract employees with the necessary skill sets, but also to retain them. With recent annual attrition
of less than 10% in India, we have one of the lowest, if not the lowest, attrition rates in the BPO
offshore industry. By providing our employees interesting and challenging work, and substantial
ongoing training opportunities, we have a high employee satisfaction rate. This in turn drives a high
client satisfaction rate, as delivery teams with company-specific learning stay intact.
Operational Flexibility
OPI’s outsourced workforce also provides clients with a high level of organizational flexibility. In
addition to being able to attain talent quickly, outsourcing also provides a variable cost structure.
Operations can quickly ramp up or down and flex with the business cycles.
Focus on Continuous Improvement

Most importantly, our people carry with them a constant focus on continuous improvement. They
are dedicated to making a difference and are skilled in identifying and implementing changes that
can capture value for our clients, be it through process reengineering, enabling technologies, or
quality and risk management practices.
These capabilities are the foundation for our commitment to world-class quality and truly
exceptional service.
Photo Tours of our Offices

We invite you to view photos of OPI’s offices in:
> Bangalore, India
> Kochi, India
> Gurgaon, India
> Sofia, Bulgaria
Process Reengineering
Well designed processes are vital for efficient and compliant operations.
Optimized processes minimize handoffs, ensure the absence of bottlenecks,
enable timely resolution of exceptions, and maintain compliance with policies.
However, most companies do not have the luxury of designing processes from
the ground up. Most companies have grown to their current state through a
number of phases and have made necessary and incremental changes to
processes in order to meet business requirements. So long as the processes
have met the basic business necessities, few companies have evaluated their
processes for efficiency.
OPI helps companies to assess their processes and reengineer their finance, accounting, and
analytics functions for efficiency and effectiveness. Our Quality team draws upon a number of tools
including metrics-based reporting, benchmarking, Lean Six Sigma projects, and best practices.
These efforts are further supported by our Towers of Excellence program which ensures that
outsourced processes are always operating within or working towards the top decile of
benchmarked performance.
Process Performance Reporting

We begin by collecting information about key process metrics. This helps our employees and clients
gain insight and transparency into the process itself. Armed with performance data, as well as
related industry-standard benchmarks, we evaluate the health and efficiency of the process to
identify areas that are working well and areas that may be in need of attention.
Reengineering
OPI’s Quality professionals leverage their experience and specialization to initiate Lean Six
Sigma based quality improvement projects and introduce best practices. In some cases this may
entail the geographical consolidation of a function, or it may require standardization of a process
across multiple business lines, or still yet, it may include automation of certain sub-processes. As
always, we customize all processes to ensure optimal integration with our clients’ people,
processes, and technologies. Throughout, we maintain focus on the specific goals of each company
and ensure efforts create value through incremental savings or risk mitigation.
Change Management
Reengineering typically does not happen all at once, but takes place over time. Efforts are focused
on a project by project basis to effectuate successful and long-lasting change, and to ensure
improvements are realized before moving forward. This not only allows for improvements to build
upon one another, but it also works to minimize risk and disruption. During all transitions, we work
closely with our clients to manage the change process and ensure communication and coordination
throughout the organization.
Continuous Improvement
We never lose sight of best-in-class performance and we continuously work to deliver innovative
solutions for our clients operations. Even after initial improvement projects have been completed,
we continue to report on process performance - via OPI’s client dashboard - which allows our
clients to monitor the ongoing health of the process. Should performance deviate significantly from
historical data, or from benchmarks, we are able to quickly identify and address the issue before it
presents concern for the business.
We view continuous improvement so much an integral part of our unique outsourcing model that we
define a successful client relationship as one in which our annual fees go down – not up – due to
improved efficiencies.
Towers of Excellence
Best-in-class operations not only offer resource efficiency and process effectiveness, but they
deliver real competitive differentiation that can translate to significant business impact. Consider the
accounts payable function and its correlation with business relationships and bottom-line results.
Excellence in accounts payable can ensure a company’s good standing with the best suppliers,
facilitate preferred pricing agreements and early-payment discounts, and allow for proactive
management of cash flow. Likewise, consider the impact of closing the books several days earlier
than the competition. The additional transparency allows leadership to make timely decisions about
the business which can translate directly to shareholder value.
OPI’s Towers of Excellence program ensures that our clients realize the value of best-in-class
operations by making certain that outsourced processes operate within the top decile of
benchmarked performance. Each “Tower” – including Source to Pay, Order to Cash, Record to
Report, Tax Compliance, and Hire to Retire – is made up of a team of functional experts who bring
a combination of process-specific specialization, relevant technology know-how, and change
management experience.
Each Tower of Excellence monitors process metrics and key performance indicators (KPIs) for each
function, across all clients. We then compare this data to best-in-class benchmarks and assess
each process to identify current performance levels and areas for improvement. This analysis not
only allows for continuous monitoring of performance, but it importantly lends focus and direction to
our process reengineering, best practices, and Six Sigma quality initiatives.
OPI’s Towers of Excellence:

Best Practices
While every company is unique in processes, people, and technology, there are a number of
recognized function-specific best practices that all companies stand to benefit from. These practices
are widely acknowledged for their ability to streamline, automate, and optimize functions, thereby
improving efficiency, cutting costs, increasing transparency, and managing risk.
OPI’s Quality team is focused on integrating these best practices into client operations. Even before
a function has fully transitioned to OPI, we assess the function holistically based upon current state
practices, baseline data, and client feedback. We then consider enhancements that will not only
help to improve the process itself, but that will help the process to better support the business and
future growth. These practices range in terms of complexity, ease of implementation, and business
impact and we fully assess the short and long term effort, cost, and risk involved.
Best practices are different for every finance and accounting function, however, they all work toward
achieving best-in-class operations.
A sampling of common best practices include:
Source to Pay - Accounts Payable
• Leverage document imaging at the front end for electronic data capture, improved
controls, and record retention
• Automate using workflow and eliminate steps for routing, approvals, and exception
management
• Work with suppliers to become e-invoicing and EDI compliant, thereby reducing process
cycle times and transaction volumes while improving controls
Order to Cash - Accounts Receivable
• Reduce Days Sales Outstanding by leveraging a network of lockboxes strategically

located near large concentrations of customers, accept early pay discounts, and accept
multiple forms of payments
• Utilize document imaging and workflow to streamline the dispute resolution process,
improve controls, and electronic record retention
• Reduce exceptions by establishing tolerances and thresholds for transactions, including
auto-writeoffs
Hire to Retire - Payroll
• Enable employee self-service using workflow to automate approvals and routing, and to
ensure compliance
• Standardize and minimize by utilizing a single payroll cycle
• Integrate time and attendance tracking and payroll systems
• Maximize use of direct deposit across the employee population and leverage online
paystubs
Record to Report - General Ledger
• Manage functions through Dashboard reporting that includes financial data and
performance metrics
• Publish a close calendar and differentiate between a month-end soft close and quarter-
end hard close
• Establish limits for transaction materiality including adjustments, allocations, and inter-
company charges
Lean Six Sigma

Even the most well-designed processes offer opportunity for improvement. While a function may be
streamlined and incorporate a number of best practices, there often is room for incremental
enhancements to the process. For example, there may be opportunities to decrease the exception rate,
enhance accuracy, or increase productivity per employee. OPI’s Lean Six Sigma program targets these
incremental improvements to both enhance process health and capture bottom-line savings.
Lean Six Sigma has become an integral part of every client engagement at OPI. A member of our
Quality team, each of whom is a skilled and certified Lean Six Sigma professional, works closely with
each Client Delivery team. Beginning as early as the transition phase, our Quality professionals review
processes, analyze performance metrics, and identify sub-processes that could be improved through
Lean Six Sigma review and process reengineering. We partner closely with Client professionals to
understand the upstream and downstream dependencies, evaluate the potential risks and benefits,
validate baseline metrics, and quantify the potential impact of any process changes.
With specific goals in place, and agreement as to the approach, OPI’s 250+ Master Black, Black,
Green, and Yellow Belt Lean Six Sigma professionals work to re-engineer sub-processes, manage
change, and bring about tangible, quantifiable benefits.
Some of the benefits that OPI’s Lean Six Sigma projects commonly deliver include:
• Improved Accuracy • Improved Productivity
• Improved Compliance • Improved Utilization
• Cost Savings • Decreased Process Time
• FTE / Employee Reduction • Decreased Turnaround Time
• Improved Cash Flow • Decreased Error Rate
• Improved Process Effectiveness • Decreased Exception / Rework Rate
Lean Six Sigma In Action

Explore the benefits of Lean Six Sigma in these case studies:
> Bank Reconciliation Transformation
> General Ledger Transformation
ean Six Sigma In Action

Explore the benefits of Lean Six Sigma in these case studies:
> Bank Reconciliation Transformation
Company Profile: Consumer Services Industry

Publicly Traded
Function: Record to Report > Trust Accounting > Bank Reconciliation
Cost Reduction
Challenges
Employees utilize a check-free reconciliations tool to match and reconcile
thousands of complicated accounting reconciliations every month. OPI’s
Quality team sought to increase the efficiency of the auto-matching process
and reduce process time by eliminating ineffective steps.
Solution
OPI’s Quality team assessed the reconciliation process, the quality of the
auto-matches, and all exceptions to the process. We worked to redesign the
process by eliminating non value-add process steps, specify more detailed
matching criteria for the check-free tool, and automate report generation and
formatting.
Results
Reengineering improved the quality of automated matching and both
eliminated and automated non-value added steps. These changes resulted in a
decrease in average processing time per reconciliation of 35%. Even while
the number of reconciliations managed by the team increased by 30% over
time, we were able to decrease the number of employees deployed to
reconciliations by 24%. The business impact amounted to US$300,000 of
annual cost savings.
> General Ledger Transformation

Function: Record to Report > General Accounting > General Ledger
Access to Information
Challenges
Monthly closing activities were taking 15 days, on average, due to consistent
delays in receiving information for journal entries, accruals, and other
necessary information. OPI’s Quality team set out to decrease the days for
monthly close.
Solution
OPI’s Quality team worked closely with the Company to analyze the
financial close process and identify root causes of the delays. We studied the
feasibility for automating additional entries, accruals, payroll, prepaid
expenses, and depreciation, worked to set up standardized, formula-driven
templates, and established communication procedures that together worked to
streamline the process.
Results
Reengineering amounted to timely submissions, and increased automation
such that the month end close went from 15 days to 5 days in one month’s
time. With improved transparency, management is now able to make more
timely decisions about the business.
Enabling Technologies
Automation, above and beyond enterprise-wide systems, has become a key aspect
of outsourced and optimized operations. While the majority of the books and
records are fully maintained within the company ERP system, there are numerous
add-on enabling technology tools that integrate, overlay, and leverage existing
technology investments.
These tools are not meant to replace the existing ERP system and technology
investments, but rather, to complement them. OPI works to identify and introduce
these third-party tools into our clients' functions in order to address gaps in the
current technology, and to improve speed, accuracy, visibility, compliance, and transparency.
Non-Intrusive, By Design
OPI works with a number of third-party technology tools that are designed to automate processes
and introduce best practices into various aspects of the finance, accounting, and analytics
functions. These tools are non-disruptive by design, and overlay and integrate with our clients'
existing systems thereby preserving CAPEX investments in technology.
OPI’s platform independent approach extends to these enabling technologies. We work with each
client to determine which additional tools, if any, will help to deliver the best results. Our
professionals then leverage these client technology investments and work to manage the
performance of these tools within the larger function.
Range of Solutions
Enabling technologies can be leveraged within almost any and all finance and accounting functions
- from Accounts Payable, to Contract Management, to Bank Reconciliations, to Deduction
Management, to Fixed Assets, and on through to Business Planning and Forecasting.
These solutions also range in complexity and offer a number of different approaches. There is no
one size fits all technology, and each client’s goals are fully considered when selecting the
appropriate approach and tools.
Common enabling technologies leveraged by our clients include:
• Document Imaging • Integrated Business Planning

• Workflow • Tax ERP
• eInvoicing • Fixed Asset Tracking
• Automated Reconciliation • FAS 123R Equity Valuation & Tracking
• Chargeback & Deduction Management • eProcurement
The Power of Enabling Technology: Accounts Payable

The impact of enabling technologies is clearly evident in the Accounts Payable approval process.
Many clients opt for document imaging + workflow in order to automate the invoice approval
process. Taken together, the AP process for vendors is largely unchanged, however, internally, the
process becomes virtually paperless as hardcopy invoices are scanned, routed through a rules-
based workflow system for approval, and then delivered to the ERP system. Processing can now be
centralized at an offsite location, while the rules-based nature of workflow ensures compliance with
approval limits, transparency into status of pending invoices, and access to a full audit trail for
reporting. Results typically include decreased payable days outstanding (DSO), improved vendor
relations, and more control over cash management.
Other companies, who are looking for even greater impact and who have more flexibility around
their vendor invoice submission process may instead opt for an eInvoicing solution. Vendors are
directed to submit invoices electronically either through a centralized invoice portal or Electronic
Data Interchange (EDI), and Purchase Order matching is automated. Barring invoices that present
exceptions to these rules, the result is a straight through, fully automated Accounts Payable
process. In addition to the results noted above, clients also realize large efficiency improvements
that can result in significant savings.
Workflow
Centralization and automation of a process within workflow not only enables improved efficiency
and quality, but it adds an important level of rigor, process control, and transparency that enhances
overall management of the process.
OPI offers web-based Workflow technology that enables the automation of important finance and
accounting functions that currently take place outside of a company’s ERP system. By overlaying a
customized rules-based framework atop a process, workflow allows for the end-to-end management
and reporting of functions that require input and processing from multiple people and systems.
While workflow cannot and should not be applied to all finance, accounting, and analytics
processes, there are many functions that greatly benefit. Common applications for workflow range
from invoice approval routing, to collections, to employee data and benefits administration, to tax
compliance preparation.
Customized Automation
Each of our workflow solutions are developed to fit the requirements of the specific client’s people,
processes, and technologies. We designate the desired data validations, process flow routing,
business rules, deadlines, and other variables to ensure timely and appropriate automation of each
process, from beginning to end.
Work items can be configured to trigger secondary processes, to auto-process after a delay, or
automatically escalate for follow-up. Within the workflow system, no work item is ever lost in
processing. The function can be fully managed throughout the lifecycle and reporting can be set-up
to offer insight into work item status and overall process performance.
Compliance and Control

Workflow is rules-based and, by design, it restricts the processing of work items outside of the
system. This improves process control, ensures compliance with all designated SOX and regulatory
requirements, and allows for the full tracking and auditing of all work items.
Company management can rest easy knowing that they are in full compliance with approval limits,
processing authority, and that all duties are appropriately segregated.
Furthermore, management can now easily track and monitor the status of individual work items and
well as the health of the entire process. Dashboard-based reports offer valuable metrics around
costs, cycle times, resource utilization, and can also provide data for other functions such as cash
management.
Exceptions ARE the Rule

There will always be work items that present exceptions to the rule. While workflow is rules-based, it
is also extremely flexible and can be configured to handle a variation of sub-processes within a
single process flow.
We integrate exception handling and resolution mechanisms into every workflow solution.
Exceptions are identified in a timely manner and routed appropriately for resolution. With all
exceptions easily tracked and monitored, management can not only ensure proper and complete
follow-up, but they can also now work to address the root cause of these exceptions.
Technology Integration
Workflow technology is web-based and can be hosted by OPI or by our client. It easily integrates
with most technologies – from document imaging to ERP systems – and data can be delivered to
these systems through full two-way integration or batch data files. For example, many companies
utilize document imaging up front in a process, then route the data through workflow, and finally
deliver it to their ERP system.
Document Imaging
Finance and accounting departments, irrespective of company size, are still pushing paper. The
paper invoice is most common, followed by printed checks, vendor and customer contracts,
employee benefits enrollment forms, and so on. While paper-based processes remain an integral
part of business, they also prove cumbersome, difficult to manage, and expensive. By integrating
document imaging into the finance, accounting, and analytics functions, leading companies are
working to capture business value by moving closer to paperless processes.
Enabling Paperless Processing

OPI offers full-service document imaging and management services that work to digitize documents
and enable paperless processing. Our scanning solutions are entirely web deployable and offer
round-the-clock, secure access to documents via OPI’s online retrieval system. We can centralize
imaging at OPI’s global scan centers in North America and Europe, establish remote scanning
capabilities at client locations, and enable direct fax to image functionality.
Scanned documents can then be integrated with workflow or other technologies, including
document management and storage solutions. We leverage OPI’s professionals for coding or
automate data integration using OCR / ICR technologies. We can also further enrich data via
upload or attachment of supporting documentation.
All aspects of our solution are customized to best integrate with each client’s upstream and
downstream processes, and are fully compliant with SEC, SOX, and GLBA requirements.
Invoicing
Electronic invoicing does away with hard-copy, paper invoices, and streamlines the accounts
payable invoice receipt and validation process. By optimizing and automating this labor-intensive,
exception-heavy process, companies stand to cut their invoice processing costs nearly in half.
OPI professionals can leverage a number of third-party tools that automate the invoice receipt
process - from EDI, to any-to-any data delivery services, to global settlement networks. While some
tools involve technology, others are purely service based offerings that do not require the purchase
of software or hardware. The tool appropriate for each company depends upon a number of client-
specific considerations, most notably each client’s relationship with suppliers, their quantity of
suppliers, percentage of purchase order based invoices, and their existing system capabilities.
Data Delivery Format

With eInvoicing, supplier invoice data is sent from the supplier’s system directly to the client’s ERP
system. Some solutions require pre-determined data formats in order to ensure compatibility,
however, other eInvoicing tools accept data from suppliers in any given format and convert the data
into the necessary format required by each client. Still others deliver invoices via a fully-integrated
global purchase-to-payment portal which manages the process end-to-end.
Invoice Data Validation

Additionally, eInvoicing can be leveraged to ensure received invoices are complete and ready for
processing. These tools can be configured to validate invoice data against pre-set rules and
purchase order details, and either accept the invoice as complete for processing, or reject the
invoice and notify the supplier of missing or inconsistent data. By ensuring that all delivered invoices
are complete upon receipt, clients realize far fewer exceptions, increased accuracy, improved
cycles times, and compliance with all purchasing requirements.
Supplier Participation
The success of eInvoicing is largely dependent upon supplier cooperation. While this may warrant
concern for some companies, eInvoicing delivers significant benefits to the supplier as well. For
example, some solutions provide suppliers with 24-7 web-enabled visibility into the status of their
invoice. Given such benefits, and that the new invoice delivery instruction are streamlined and
painless, most suppliers prove happy and willing to work with their customers.
Direct Business Impact

The business benefits of eInvoicing are far-reaching and go well beyond cost savings. Common
benefits include higher on-time payment rates, greater capture of early-payment and on-time
payment discounts, better control of payment timing, fewer errors and exceptions, enhanced
visibility in supplier spend, compliance with VAT/tax and other regulatory requirements, 24-7
visibility into pending invoices, and improved supplier relations.
Automated Reconciliation
Manual and error-prone account reconciliations are a leading cause of lengthy financial closes.
However, reconciliations are also one of the most critical processes in determining accurate and
risk-managed accounts. While we cannot do away with reconciliations, we can work to streamline
and automate the reconciliation process.
By working with OPI to automate the reconciliation of high-volume, transaction-heavy general

ledger, bank, cash, and payroll accounts, companies stand to realize better use of resources,
improved data accuracy, enhanced risk management, and a faster close.
Flexible, Customized Platform

Automated reconciliation is flexible by design and can be fully customized according to client-
specific business rules and exception handling guidelines. This allows for automated account
matching and template-based assessments and adjustments – by location, account, employee and
more. In addition to reconciliation, additional analysis can be performed to identify trends,
variances, and balance fluctuations. Reconciliation and reporting can take place as often as
desired, or on a scheduled basis, which allows for the timely identification – and resolution – of
exceptions and issues.
Prioritized Exceptions
Companies stand to greatly benefit from automated reconciliation’s fully-integrated exception
management function. As exceptions are identified, they can be flagged, prioritized, and assigned
for review and resolution. Priority can be assigned based upon client-specific guidelines such as
amount, location, accounts, and so on. By receiving this information almost real-time, companies
are able to better manage and mitigate losses due to fraud and error
Consolidated Business Planning

Given the speed at which today’s markets and business conditions change, it is critical that
business planning and forecasting methodologies be flexible and adaptable. A rigid planning
approach, burdened by dozens of independent spreadsheets, poses too much risk for version
inconsistency and is often far too static to adequately react to shifts in the business.
OPI works with third-party, SaaS-based, integrated business planning tools that bring predictability,
consistency, availability, and accuracy to even the most complex budgeting and forecasting
processes.
Consolidated Platform
We work with our clients to select tools that simplify the planning process and offer a single platform
for consolidation of disparate budgets. Consolidated business planning offers consistency in
presentation and data, as well as on-demand access with assurance that users are always viewing
the latest and most up-to-date versions. By leveraging complementary budgeting models across the
organization, roll-up and consolidation take place with greater accuracy and reliability. Management
gains improved visibility and transparency into company-wide forecasts and performance, while
maintaining control, data security, and performance through user-rights based access.
Intelligent Planning
Most importantly the consolidation of consistent data allows for easy, on-demand forecasting,
analysis, and scenario modeling. Automated reporting and dashboard-based scorecards offer
insight into performance by business unit, product or service, or other cross-section, while rolling
forecasts enable more accurate supply chain planning. With such data at management’s fingertips,
companies are able to not only adjust their business for their current environment, but they are also
able to adjust their future plans. The template based structure allows for management to easily
implement enhancements to the model and apply changes company-wide across all budgets.
FAS 123(R) Equity Valuation & Tracking

The adoption of FAS 123(R) introduced a number of challenges for many US GAAP companies and
ongoing compliance has proven to be no less resource consuming. As mandated by FAS 123(R),
effected companies must expense stock options and other forms of equity based employee
compensation. In the process of doing so they are required to, among other things, track all equity
compensation activity, calculate fair value, and adjust employee income tax deductions. Depending
on the number of employees receiving awards, the frequency of grants, and the variability of the
terms – ongoing administration and compliance can pose a significant burden.
OPI’s FAS 123(R) stock option accounting service can answer these complex accounting
challenges in a resource and cost efficient manner. Our professionals deliver efficient tracking,
valuation, reporting and compliance for corporate stock option programs, and can leverage third-
party FAS123(R) tools to further automate administration.
We support your preferred valuation model and provide your FAS 123(R) specified valuation model
inputs. Our client’s benefit from improved visibility into their equity compensation programs with
detailed on-demand reports that can be leveraged for management and audit purposes.
OPI’s approach:
• Delivers a cost-effective solution to FAS 123(R) compliance

• Relieves accounting staff of the ongoing administrative tasks and reporting
• Is compatible with all valuation models
• Improves employee service
Quality & Risk Management

Our clients trust us with complex, critical business processes and we promise
our clients the highest quality processes, service, and results. Central to the
assurance of quality is management of risk. Throughout all aspects of planning,
transition, and ongoing service delivery, we take deliberate steps to remove
variability, manage risk, and drive stable, predictable, and reliable operations.
Our commitment to ensuring quality and consistency is evident in our

adherence to the rigorous standards of ISO 9001, ISO 27001, BS 25999, and
SAS 70 Type II certification. OPTIM, OPI’s proprietary transition and service
delivery methodology, reinforces and builds upon these standards, regulatory
requirements, and our clients’ own internal control structures.
Risk Mitigation
As professional accountants we understand the risks of outsourcing accounting and analytics
functions and have built risk avoidance and mitigation strategies into every aspect of our offering.
Key risk mitigation factors include:
• Technology & Data Security
o Preservation of the IT Platform - Use of client applications ensures integration

with other systems and avoids write-off of investments already made.
o Control of Sensitive Information - Successful completion of our ISO 27001 and

SAS 70 Type II audits stand as a third-party independent validation of the
effectiveness of the design and implementation of data related controls.
o Business Continuity Planning - OPI’s BS 25999 certified disaster recovery /

business continuity programs delivers redundancies throughout people, process,
and technology.
• Transition Methodology
o OPTIM (Outsource Partners Transition Implementation Methodology) - OPI’s

proprietary transition methodology offers structured, well-defined deliverables,
best practices, and controls to ensure accountability, transparency, and risk
management throughout the transition.
o Phased Adoption Approach - Our phased adoption approach effectively

balances short-term savings with long-term value creation.
o Documentation & Parallel Processing - ISO 9001 and SOX compliant

documentation, along with parallel processing are key risk mitigating delivery
features.
o Change Management - We partner with clients in the development of

communication and organizational change management plans that work to
minimize disruptions for customers, providers, employees, and shareholders.
• Dashboard Performance Monitoring
o Dashboard - Dashboard based monitoring and reporting of Service Levels and

Key Performance Indicators (KPIs) offers real-time insight into the health of
operations.
• Integrated Governance Practices
o Governance - Daily, weekly, monthly, and quarterly governance procedures

ensures performance is maintained at the highest levels and properly aligned
with strategic objectives.
Technology & Data Security

We understand the sensitivity and importance of the data our clients have entrusted in us, and we
go to the farthest lengths to protect and ensure availability of that data. Above all else, data
confidentially, privacy, security, and integrity are our top priorities.
All aspects of our technology and security procedures deliberately mitigate risk and introduce
precautionary privacy and data security features.
IT Platform Independence
We do not believe in asking our clients to change or upgrade accounting systems or other
applications in order to outsource. Instead, we take a technology independent approach and
leverage our clients' existing investments in technology. By preserving our clients’ IT platforms we
not only minimize write-offs of investments already made, but we also ensure that the outsourcing
solution completely integrates with our clients technology and security requirements.
All transaction processing by our onsite and offshore professionals is done using our clients'
existing systems. Our professionals connect directly to client applications maintained on our clients'
servers, thus ensuring that data security is not compromised.
Our professionals are skilled in working with a range of technologies and are experienced on most
major and middle-market ERP systems including Oracle, SAP, and Microsoft Dynamics, as well as
complementary enabling technologies.
Privacy and Data Security

We take the greatest precautions to ensure privacy and security of data. Our employees abide by a
number of physical and cyber security policies which work to ensure data is never compromised.
For example, employees are dedicated to a single client, are granted access only to that client’s
information, and are restricted from taking any and all data outside of the OPI-client production
area. Our offshore personnel operate in a paperless work environment and from “dumb terminals”
where web access has been severely limited and often completely disabled. Furthermore, cell
phone, cameras, disk drives and other memory devices are never allowed on the production floor.
This commitment to preserving the confidentiality, integrity, and availability of client information is
further attested to by our ISO 27001 and SAS70 Type II certification. These certifications ensure
that OPI meets high standards in the following important areas:
• Confidentiality - ensuring information is accessible only to those authorized for access

• Integrity - safeguarding the accuracy and completeness of the information processing
methods
• Availability - ensuring that authorized users have access to information and associated
assets when required. All data remains on client servers which allows our clients to
maintain control of sensitive and confidential information
• Control - validates the effectiveness of design and adequacy of implementation for data
related internal controls
Disaster Recovery & Business Continuity

Not only are we committed to ensuring client data is protected and secure, but we also take great
efforts to ensure availability of data and the continuity of client business. OPI’s BS 25999 certified
disaster recovery and business continuity planning procedures outline protocol for ongoing
operations of all devices, services, locations, and personnel. Key components include:
• All of OPI’s network links are protected by redundancies

• We maintain facility redundancy between three global service centers
• All system data is regularly backed up and stored in a remote location
• We regularly run test restorations to validate our data recovery procedures
Additionally, we work to integrate our disaster recovery plans with those of our clients. Our mutual
plans take into account outages on either side, and ensure that communication and organizational
plans are securely in place.
Transition Methodology
We ensure seamless transitions through a structured and well-defined migration methodology that
is aligned with the rigorous standards of ISO 9001:2000. All aspects of our proprietary transition
methodology – from scope determination, to phasing, to documentation, to training, to production –
are designed to bring about high quality operations in a low risk and cost efficient manner.
OPTIM (Outsource Partners Transition Implementation Methodology)

All transitions are managed and governed by OPTIM, OPI’s proprietary transition methodology.
OPTIM acts as a transition “roadmap” and provides structure and transparency around migration
processes, procedures, requirements, roles, and responsibilities. OPTIM outlines the expectations
and deliverables of all involved parties, including client stakeholders, and integrates specific
pass/fail checkpoints that provide internal controls around quality. Our proven methodology ensures
the consistency and competency of all resources and requirements, and works to ensure seamless
delivery with both short and long term business impact.
Phased Adoption
Our phased adoption approach brings stability and balance to the transition. We work with each
client to properly phase the transition so that we maximize both strategic and tactical quality.
Strategically, this approach works to balance short-term savings with long-term value creation. We
begin by outsourcing select services that offer the greatest potential benefit and then gradually
expand scope to optimize operations. Tactically, this ensures that outsourcing progresses at a pace
at which all involved parties are comfortable and able to ensure transition stability. This proves
especially important for companies without ample outsourcing experience as it allows them time to
ramp up for successful outsourcing management.
Documentation & Parallel Process Training

Our detailed documentation, which both adheres to ISO standards and auditor requirements for
Sarbanes-Oxley, provides the foundation for our quality services. We utilize our proprietary
“Documentation from a Distance” approach to gather information from client subject matter experts.
Leveraging video, voice, and imaging technologies, our offshore specialists interview and work with
client subject matter experts, and prepare detailed, keystroke-level process documentation. This
approach not only works to minimize costs associated with documentation, but it also allows the
OPI-client team to develop strong working relationships early on in the partnership.
Our highly detailed process documentation serves as the basis for our training and helps ensure
standardization across processes - regardless of whether they are performed onsite at the client’s
premises or offshore at one of OPI’s global service centers. Working in a test environment, OPI
professionals re-process historical information based upon the guidelines outlined in the process
documentation. This “boot camp” approach makes certain that the process documentation is
accurate and complete, and that OPI professionals have the necessary process familiarity to begin
production.
Taken together, the documentation and training serves to ensure accuracy and quality of our offsite
processing, compliance with our clients’ business rules and practices, and proper processing of
exceptions or unique situations that require non-routine handling. This intensive approach enables
OPI to successfully transition and migrate most processes within 60 days, with more complicated
processes requiring 90 days.
Change Management
Communication and change management are critical aspects of any successful outsourcing
transition. Providers and customers must be notified of new contacts and processes, employees
must understand their changing roles, and shareholders must understand the value offered by
outsourcing.
We work, in partnership, with client leadership to identify the impact of outsourcing on all involved
parties, develop communications, and manage the overall change process. We have tried and
tested communication strategies that address common concerns, and work to demonstrate the
positive value that client constituents can expect from working with OPI.
Our active involvement in change management does not end with transition. OPI remains involved
throughout the lifetime of the client relationship to manage change that occurs from ongoing
continuous improvement and reengineering efforts.
Dashboards
Even while outsourced operations are geographically disparate from other client-company
functions, outsourcing does not compromise control over operations, or insight into those
operations. To the contrary, OPI clients find improved insight, transparency, and access to process
information thanks in part to OPI’s Client Dashboard.
OPI’s proprietary Client Dashboard provides real-time monitoring and reporting on the quality and
efficiency of outsourced processes. Every dashboard is fully customized for each client’s processes
and goals, and can be leveraged to drive and measure business impact of improvement initiatives.
The core features of the dashboard track and measure performance of customized, client-specific
contractual service level agreements (SLAs) and functional key performance indicators (KPIs). This
data allows client management real-time visibility into operational performance.
In addition to monitoring overall performance, the Dashboard also helps to assess process quality
as it relates to best-in-class performance and process improvement initiatives. The dashboard can
be configured to compare actual operations against Six Sigma or best practice targets, as well as
show trends in performance over time. This allows management to pinpoint areas in need of
improvement, but also permits them to track progress made against goals, and to measure the
actual impact of improvement programs.
The Dashboards also plays a central role in managing operational process risk. Incidents are
tracked that may impact performance, and alerts can be configured to report on any significant
changes in process performance levels.
Commonly tracked metrics include:
• FTEs
• Open Items / Backlog
• Cycle Times
• Volumes
• Efficiency Rates per FTE
• Exception Rates
• Error Rates
Governance
Successful outsourcing begins with governance. A strong governance program provides both
strategic leadership and tactical management, and should be a guiding force throughout all aspects
of the outsourcing solution. Only with this leadership, commitment, and company-provider
partnership, can outsourcing work to create long-term, strategic value.
OPI understands the critical importance of a strong governance program, and makes its
development and implementation a priority. Discussions around governance begin well before any
work is transitioned to OPI, and our proven program calls for involvement from all levels within both
the client-company and OPI.
In partnership with each client, we assemble a strategic governance committee made up of key
executive stakeholders of the highest levels from within the client-company and OPI. This
committee is responsible for providing regular and ongoing guidance, sponsorship, and support, as
well as ensuring alignment of the solution with the larger objectives of the company.
This strategic-level vision is supported by management and operational level governance

committees. Management members, directly responsible for operations, meet to discuss account
management topics, provide guidance on production performance levels, and monitor issue
resolution. Meanwhile, client and OPI operational members meet to review production volumes,
service levels, and challenges, and to outline upcoming goals and priorities for production.
OPI’s governance methodology clearly outlines the roles, responsibilities, and expectations of each
group. By providing open, clear channels of communication, with detailed guidelines for project-
level issues escalation and reporting, these committees work together to monitor and manage both
tactical and strategic risk. The result is a client-OPI relationship that functions in the spirit of a
partnership, whereby both parties understand and support the others goals, challenges, and
successes.
Getting Started
Strategic outsourcing consistently delivers business
impact, but the path taken to achieve this value is
unique for each company. Differences is people,
process, technology, and culture, require a high level
of customization throughout all aspects of the
solution. We work hand-in-hand with every
prospective client to guide them through the
consideration process, solution design, and benefits
calculations. The end result is a seamless transition to outsourcing and a
solution that efficiently unlocks the value in each company’s operations.
We encourage you to begin your education on outsourcing by contacting us. No matter your level of
familiarity or past experience with outsourcing, we will take the time to walk you through all of the
considerations and important decisions that you will need to make during your evaluation of
outsourcing.
Consultation
We typically begin by meeting with you, on the phone or in person at your convenience. Much of
outsourcing’s success is dependent upon building a strong provider-client partnership and we set
out to establish this relationship on Day 1. During this discussion, we would hope to hear from you
about the benefits you are seeking with outsourcing, any past experience your company may have
with strategic sourcing, as well as general background about your people and operations.
Similarly, we will share with you the story of OPI, and offer you details about our capabilities,
offerings, and experience. We will explain how other companies, like yours or in similar industries,
have leveraged the opportunities presented by outsourcing to competitively differentiate their
businesses for success. Finally, we will present to you a roadmap for your own adoption of
outsourcing.
This consultation is meant to be a time for you to learn and to ask questions about OPI. We
encourage you to explore the expectations and responsibilities of developing integrated operations
and consider the next steps in forming a partnership.
Discovery
Next, we start down the path of Discovery. Here, we work to further the client-provider relationship
by building a joint understanding of your operations and baseline performance. We will present
scope and scale recommendations, and we will work together to develop a clear, defined
understanding of relevant current processes.
You will be asked to share with us details about your existing operations including information about
volumes, people, technologies, processes, performance metrics, goals, and so on. This can seem
overwhelming, but much of this information can be gathered from existing documentation, such as
Sarbanes-Oxley or internal audit documentation. We ask that you share what you can, and we can
help to fill in any information gaps further along in the process.
Strawman
Throughout Discovery, and upon gathering baseline information about your processes, it will
become evident where the potential process opportunity may lie. This exploration also helps us to
gain a fuller, more complete understanding of your unique operations. Armed with this information,
we then begin our solution design process, known as Strawman.
During Strawman we outline a customized solution designed specifically to address your company’s
unique operations, requirements, and goals. This proposal presents a picture of possibility, and
details what your operations could look like with an outsourced strategy. It also summarizes the
process reengineering, enabling technologies, risk management, and governance practices
inherent to the solution.
Importantly, Strawman also presents the timeline and the cost-benefit analysis for the proposed
solution. We offer transparent pricing details so that you fully understand the source of cost savings
and see the impact that optimizing operations can make in both the short-term and the long-run. We
will outline the roles and responsibilities for all involved parties as well as the next steps.
Due Diligence
With the agreed upon Strawman roadmap in place, we move on to Due Diligence. Generally, OPI
professionals will visit your operations and begin to put in place key tenants for a successful
partnership.
The visiting OPI professionals will gather detailed documentation of your processes and
performance levels. They will also work on forging positive, working relationships throughout your
operations. These visits will begin the transfer and validation of internal process knowledge that are
critical to the overall success of the solution.
Following these site visits, we then review the proposed solution for thoroughness and
completeness. We may adjust our solution as necessary to incorporate any new information
gathered. This completed roadmap will serve as the transition guide going forward and marks the
beginning of your migration to integrated and optimized operations.
Selecting the Right Process

OPI professionals offer the skill set and experience to effectively outsource
almost all finance & accounting and analytics functions. Likewise, our approach
allows you to begin outsourcing along any portion of our spectrum of offerings.
This flexibility enables you to carve out the specific scope and scale that best
suits your company’s process designs, comfort level with outsourcing, and
expected goals.
We find that many of our prospective clients have little past experience with
outsourcing. Often, these companies wish to “pilot” the outsourcing initiative before rolling it out to
their entire user base. These clients typically start by outsourcing a few select processes in order to
gain experience with the outsourcing transition and ongoing governance function. As company
executives gain comfort with outsourcing and strengthen the internal change management focus,
they then gradually expand the scope and scale of outsourcing to include additional functions and
regions.
However, we also have clients that already have significant experience with outsourcing and are
adept at managing change. They often instead decide to outsource all of their in-scope function
simultaneously, big-bang, in order to achieve more immediate benefits.
It is important to remember that the scope and scale that you initially select is only a starting point.
With OPI’s approach, you can always easily increase the functions or volumes outsourced in order
to realize greater and greater benefit.
We welcome a discussion with you about what initial starting scope makes sense for your
organization.
Planning for Change

The journey to optimized operations calls for considerable vision, preparation,
and leadership. You undoubtedly plan to spend time evaluating your
outsourcing provider and planning for the transfer of day-to-day operations to
your new partner. Similarly, it is important that you not overlook the change
management which must take place internally within the organization in order to
realign your resources in support of the new strategy.
Build Internal Consensus & Commitment

Even with a strong business case for outsourcing, outsourcing cannot succeed
without corporate commitment. C-level support and championship are critical for
outsourcing to achieve anticipated ROI and value.
Beginning as early as the provider selection and solution design phases, you want to begin
identifying your “champions” throughout the organization. They will be the agents of change and
must be ready to play an important role in leading the organization through its transformation. It is
only with their buy-in and unwavering commitment that consensus can be earned throughout all
levels of the organization.
Retool Your Team

Even while outsourcing shifts the process delivery responsibilities to the outsourcing provider, it is
important to realize your increased levels of involvement and accountability at the strategic level.
While outsourcing will free up valuable time across your organization, from the lowest to the highest
levels, you must now be ready to champion internal reengineering initiatives, manage the company-
provider relationship, and provide strategic governance.
To address this change in the mix of responsibilities, companies must be ready to rightsize,
reallocate, and retool their employee resources. Outsourcing may call for the elimination of some
jobs, however, for other employees it may translate to career opportunity. High performers should
be retained, trained in new skill sets, and given higher-level responsibilities. For example,
employees who were once responsible for processing transactions may now be focused on review
of daily operations reports and ongoing quality improvements. Planning for this change early will
ensure the smooth transition to outsourcing and the success of strategic optimizing initiatives.
Support Ongoing Change
Change management and communications are important, not only during the transition to
outsourcing, but on an ongoing basis.
Outsourcing welcomes continuous positive change in the form of process reengineering, Lean Six
Sigma projects, and other improvement efforts. It is true that your provider will bring a number of
change management tools to your organization, however, building the structure and skill sets
internally to effectively manage and roll-out this change will help to ensure company-wide
cooperation and flexibility.
The necessary change management support will be unique to each company, however, it might
include hiring Lean Six Sigma professionals, aligning rewards with your strategic change goals, and
creating a culture that is open to new, better ways of doing things.
Partnership Development
The strength and commitment of your relationship with your provider is highly correlated to the
success of your outsourcing strategy. It is therefore critical that you invest time, attention, and
resources early-on to develop open, honest channels of communication and a mutual respect for
and commitment to each other.
You and your selected provider should work together from the start to develop “integrated
operations” whereby your mutual dependency upon each other equally distributes both risk and
reward. Your provider should internalize your viewpoint on topics, and likewise you should
understand theirs, such that decision-making becomes complementary and works toward the
mutual benefit of both parties.
With a solid, trust-worthy working relationship in place, you will have a foundation upon which
operational success can flourish.
> Further Reading

We encourage you to download, “Avoiding Pitfalls that Hinder Return on Investment in F&A
Outsourcing,” which discusses a number of topics that should be addressed before outsourcing
begins in order to make it a strategic success.
Frequently Asked Questions

Here we offer answers to some of the most frequently asked questions about
outsourcing and OPI.
1. What benefits are typical of F&A outsourcing?

Benefits will vary by company depending on a number of different factors
including current efficiency of processes, level of centralization, technology,
internal support for outsourcing, focus on continuous improvement, degree of
partnership with provider, and the list goes on. That said, Outsource Partners International’s client-
partners typically experience benefits such as:
• Cost savings of 40-60%

• Flexibility through a variable cost structure
• Ready-access to talented and skilled professionals
• Improved speed of access to financial information
• Transparency into processes
• Ongoing focus on process improvement
• Superior controls and risk management
2. How long does it take to transition F&A processes to OPI?

OPI’s approach to transitions is methodical and takes into account people, processes, and
technology as well as risks. Transition time will vary depending upon complexity, scope, content,
and timing issues, however, OPI’s detailed documentation and training approach enables OPI to
successfully transition most processes within 60 days, with more complicated processes requiring
90 to 120 days.
3. What can I do to avoid “loss of control” over my processes when outsourcing to OPI?
It is quite common for organizations to initially prefer local onshore support as it is a common
misconception that proximity allows for better oversight and control of outsourced operations.
However, this perception of control comes at the expense of additional costs, longer cycle times,
and less flexibility. OPI’s onsite-offshore delivery model offers the ideal balance of both
connectedness and efficiency. By retaining key employees and locating them on-site at the client’s
office, the client always has a direct contact for communication, updates, questions, and exceptions.
As these OPI onsite employees are generally former employees of the client, they likely have a
relationship with key executives throughout the company, are familiar with company policies and
culture, and can provide the necessary insight to executives. This provides for a strong connection
with the company and avoids any “loss of control” one might experience when simply moving
operations to a shared service center or the like.
4. How does OPI ensure its professional have the necessary language and finance skills?
OPI, at its core, is an organization of highly skilled finance and accounting professionals. Finance
and accounting aptitude is critical and we have established minimum education and related
experience requirements for OPI production professionals in India, Malaysia, and Bulgaria. In India,
for example, at a minimum all professionals have earned a 2 year degree and possess 3 years of
practical experience. A large percentage of our professionals possess a 4 year degree with 3 – 5
years of practical experience and are Chartered Accountants.
Prior to joining OPI, new recruits are subjected to multi-level screening interviews, language and
skills aptitude testing, and extensive background checks. We pay special attention to our
candidates’ communication skills, and in Bulgaria we look for capabilities in English, Bulgarian,
Danish, Dutch, Flemish, French, German, Italian, Polish, Portuguese, Spanish, Swedish and
Russian. Importantly, all employees must embrace OPI’s culture of professionalism, continuous
improvement, and commitment to providing world class client service.
5. What is OPI’s approach to US GAAP, SEC, Sarbanes-Oxley and other regulatory

requirements?
The majority of OPI’s executives are former Big Four accounting firm partners, senior managers
and experienced CFO’s and Controllers. As accountants by training, we appreciate the importance
of internal controls and understand the practical implications they have on our clients’ business
operations. With every client, we work closely to identify and document all regulatory requirements
so that all offshore processes and reporting mechanisms are customized to ensure compliance.
These issues are a regular component of what we do and all professionals working in our Service
Centers are trained in US GAAP, SEC, and Sarbanes-Oxley requirements.
6. How does OPI ensure quality standards?

We strive to deliver the highest quality services and take deliberate measures to meet and exceed
our strict quality standards. Our foundation for ensuring quality and consistent delivery is grounded
in our adherence to the rigorous standards of ISO 9001:2000, ISO 27001, and SAS 70. Additionally,
we regularly report on Service Level Agreements (SLAs) and provide our clients with a performance
dashboard which details key performance statistics, key process indicators, continuous
improvement initiatives, and noteworthy events that may affect processes. This is further
supplemented by ongoing communications as well as regular governance committee meetings and
satisfaction surveys.
7. What is OPI’s employee turnover rate and how does OPI work to minimize turnover?
Our offshore attrition rate has consistently been less than 10%, which we believe to be among the
lowest, if not the lowest, in the offshore BPO industry. We actively work to provide our employees
with interesting and challenging work as well as ongoing training and learning opportunities in order
to drive high employee satisfaction rates. Our low turnover rate provides for smooth operations and
long-term continuity for our clients which is an important driver of our high client satisfaction rate.
8. What is the typical OPI contract length?

Our contracts are flexible in nature and can be drafted to meet your needs. However, there is a
certain amount of time and investment that must be made and change can take time. As such, our
average contract length is 4-6 years.
9. What is OPI’s approach to change orders?

We don't believe in expensive change orders or exorbitant hourly rates for out of scope work that
marginalizes or negates the benefits of outsourcing and more often than not results in a contentious
relationship.
All industries are in constant change and special projects frequently arise. As partners, OPI and its
clients collaborate as unexpected challenges arise to determine the best course of action and most
appropriate use of resources. The usual outcome of these efforts is a re-prioritization of tasks and
re-deployment of personnel, thereby avoiding change orders and associated incremental costs. By
allowing the Statement of Work to be a guide in the relationship and not its definition, our clients are
able to make better business decisions without worrying about contract price escalation and
expensive change orders.
10. How does OPI ensure client data is secure, protected, and kept confidential?
Our commitment to preserving the confidentiality, integrity and availability of client information is
attested to by our ISO 27001 certification. Furthermore, all client data remains on client servers,
which allows our clients to maintain control of sensitive and confidential information. Our offshore
personnel operate in a paperless work environment and from “dumb terminals” where web access
has been severely limited and often completely disabled.
11. What provisions does OPI put in place to ensure continuous operations in the case of
disaster?
OPI has detailed business continuity planning procedures that contribute to our overall disaster
recovery plan. All devices, services, locations, and personnel within the OPI network are taken into
consideration. We also work to integrate our disaster recovery plans with those of our clients and
develop a mutual plan to account for any and all outages.
12. Why is outsourcing sometimes not successful?

Outsourcing is designed to create strategic value beyond cost savings. This may include access to
information, decrease in error rates, better internal controls, elimination of staffing problems,
innovation, and so on. These results can be more difficult to achieve and largely depends on the
client’s relationship with the outsourcing provider and the level of strategic partnership developed.
Therefore, selecting the right provider that delivers the necessary level of communication, change
management, contract flexibility, process knowledge, and partnership is critical to the long-term
success of outsourcing.
13. What if I decide outsourcing is not right for our business and we would like to bring the
function back in-house?
Should you decide to bring outsourced functions back in-house due to a change in corporate
direction or other reason, there are a number of benefits provided by OPI’s methodology. The most
important is our detailed workflow process documentation that is developed at virtually the key-
stroke level. This documentation can be leveraged for training of in-house staff and to ensure all
quality and compliance requirements are achieved during and after the transition.
14. When did Outsource Partners International begin outsourcing and offshoring?
While OPI was formed in 2002 through the merger of a big four accounting firm's business process
outsourcing (BPO) division and itAccounts, OPI predecessors have been delivering outsourcing
services for over a decade. Our predecessor companies began outsourcing finance and accounting
in 1997 and offshore operations began in 1999.
15. What makes OPI different than its competitors?

Outsource Partners International (OPI) is a leading professional services firm that is dedicated to
providing finance & accounting and related outsourcing services such as analytics. Our unique
capabilities allow for the outsourcing of complex functions. These differentiators include:
• Professional services firm heritage

• Skilled professionals, including CPAs and Chartered Accountants
• Our onsite-offshore delivery model
• A commitment to continuous improvement
• Dedication to a developing and nurturing a partnership with each of our clients
• Flexible approach to change orders and transparent pricing
• A personable approach to outsourcing
16. How do I get started with outsourcing?

We invite you Contact Us to learn more about outsourcing and how to get started.
Americas
George Evans
Phone: 646.674.2507
Email: us@opiglobal.com
Europe & Asia Pacific

Kishore Mirchandani
Phone: 646.674.2525
Email: europe@opiglobal.com
Email: asiapac@opiglobal.com

Outsource Partners International

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Outsource Partners International (OPI) is a leading global provider of high-end, complex finance &

accounting outsourcing, analytics services, and consulting & advisory services.

Finance & Accounting Analytics Consulting & Advisory

• Agriculture • Hotels & Motels

• Healthcare • Transportation & Logistics

Judith Coufal George Evans Reid Evers Bryan MacQuarrie

Brad Prock Vince Sparrow

Clarence Schmitz, Chairman & CEO

Clarence Schmitz Kishore Mirchandani Venetia Kontogouris Deepak Malik

Clarence Schmitz, Chairman & CEO

> Top of the Page

He is a recognized expert on international trade issues and taxation, frequently speaking at

> Top of the Page

> Top of the Page

Trident invests principally in the following sectors:

• Business Process Outsourcing

Venetia Kontogouris represents Trident Capital on the Board of OPI.

Beyond Cost Reduction

The business impact of outsourcing with OPI includes:

• Data-Driven Intelligence - Timely access to transaction detail and performance results

• Business Process Redesign - Ongoing assessment and holistic renewal of people,

• Compliance & Risk Management - Documentation, testing, and rigorous adherence to

• Catalyst for Change - Outsourcing delivers best-in-class operations and change

Talent & Skills

Outsourcing helps companies to overcome the hindrances of incompatible systems, delays in

Compliance & Risk Management

Throughout all aspects of outsourcing – from planning, to transition, to service

Catalyst for Change

Finance and Accounting Outsourcing (FAO) Case Studies

> Source to Pay – Accounts Payable

Company Profile: Business Services Industry

Company Profile: Consumer Services Industry

Company Profile: Business Services Industry

Company Profile: Manufacturing Industry

> Business Research - Valuation

Company Profile: Financial Services Industry

Company Profile: Manufacturing Industry

Business Impact: Talent & Skills

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Toward Best-In-Class Operations

• Credit Risk Management - credit analytics - proactively controls credit exposure,

• Purchase to Pay - PO and non-PO invoice management including scanning, workflow,

• Procurement - spend analysis, indirect goods procurement research, vendor contract

• Document / Contract Management - electronic imaging, indexing, storage of contracts and

• OPI Analytics - competitor monitoring, industry research, project research, and

Energy & Utilities

• Credit Risk Management - customer and counterparty credit analytics - proactively

• Fixed Assets - fixed asset valuation, depreciation, maintenance accounting, reinvestment -

• Forecasting - customer data maintenance including new account set-up, transfers /

• Support “Ratemaking” Process - pricing analytics, cross-subsidization modeling, and

• Analytics - utility performance, asset efficiency, maintenance trends, proposed

• Banking - settlement reconciliation, load file set-up, underwriting, application verification,

• Investment - financial analysis, company profiles, portfolio tracking, equity research,

• Financial Consolidation - consolidation of information and financial results from disparate

• OPI Analytics - demand forecasting, modeling, pricing sensitivity analysis, product

• Investment - financial analysis, company profiles, portfolio tracking, equity research,

• Circulation / Subscription Management - order processing, customer data management,

• Advertising Performance Reporting - click-through rates, impression rates, traffic,

• Order to Cash Management - performance based advertising billing, allowances,

• OPI Analytics - Nielsen data, industry research, advertising effectiveness, traffic /

• Accounts Receivable (AR) Management - lease payment application, reconciliations, and

• Fixed Assets - fixed asset valuation, depreciation, maintenance accounting, reinvestment -