Sourcing & Strategy
Outsourcing decisions, defended.
- BPO partner assessment
- BPO stress-testing — pre-RFP and site-visit readiness
- Site selection and multi-market strategy
Shoreline works through four practices. Each is scoped one engagement at a time, each produces something written, and each is grounded in the same diagnostic instrument rather than in generic best practice.
Advisory and diagnostic work is available now. The products still in pre-launch — Shoreline Assess™ and the Talent Exchange™ — run through the waitlist instead.
One firm, three audiences, one standard of rigor.
Operations and customer-experience leaders, finance, and procurement teams managing an offshore footprint. We put a dollar figure on the friction inside those operations and identify the policy and contract changes that recover it.
Leaders of domestic teams who suspect something is costing them and cannot name it. No vendor relationship required — friction inside a single organization has the same shape, and shows up as attrition, missed targets, and capable people quietly carrying more than the role was designed for.
Labor ministries, central banks, and multilateral institutions shaping the rules of inbound outsourcing. We assess incoming deals against fairness standards and provide evidence that is comparable across operators.
Outsourcing decisions, defended.
Cultural fluency, in both directions.
AI deployment without the avoidable cost.
Industry-agnostic. Specialists are brought in alongside the engagement where technical depth is needed.
US HR strategy where the regulatory load is heaviest.
For organizations scaling internal HR down, startups standing it up, and multi-state operators in high-complexity states. Sold and delivered as its own engagement.
Shoreline HR™ →Four examples of what an engagement returns. Reports are built to the question in front of them rather than issued from a catalogue, so treat these as illustrations of form rather than a menu.
Where friction sits inside an operation, what it is costing, and which piece to move first.
Findings, a cost attached to each, a prioritized sequence, and the evidence behind every finding.
Where the work should sit, given language, team size, timezone overlap, budget ceiling, and compliance requirements.
A ranked shortlist from a wide market screen, with a profile for each leading candidate.
Between the markets already under consideration, which carries the least friction once the full cost is counted.
A side-by-side read across friction, risk, true cost, and leadership representation, with a stated recommendation.
Whether a specific contract should be signed, and what has to change before it is.
An assessment across each area reviewed, the annual value at risk, and the terms worth putting on the table.
A conversation about what prompted the question, which parts of the operation are in scope, and who needs to be spoken with. Scope, duration, and cost are agreed here, before anything starts.
Friction is identified through a series of conversations held across the organization, at every level the work touches — not through a survey sent to a distribution list. People describe what actually happens in the seat they occupy.
What comes out of those conversations is read through the COFI diagnostic, which is what turns a set of separate accounts into a pattern with a cost attached. The methodology stays internal; the findings are what you receive.
A written report and a session to walk through it. Findings are stated with the evidence supporting them, so the decisions that follow can be defended later by someone who was not in the room.
Conversations with site directors matter as much as conversations with executives in their boardrooms.
Recommendations land differently when they come from someone who has been in the room rather than on the call. Recent in-market work spans eight countries across three continents.
Length follows the size of the organization and the scope agreed, not a fixed package.
A single contract assessment is a short piece of work. A friction read across a multi-site operation with several partner relationships is not. Both are quoted after scoping, once it is clear how many conversations the question actually requires.
Cost is set the same way and is not published here. It is given in writing before any work begins, and it does not change unless the scope does.
Access to the people whose work the question touches, and enough sponsorship that speaking candidly carries no cost for them. Where the engagement concerns a contract or a market, the relevant documents and requirements.
Participants are unattributed in the report. Findings belong to the organization that commissioned them and are not published. Anything that appears publicly is anonymized past the point of identification, and only with permission.
A short conversation is usually enough to tell whether a diagnostic is the right next step. We will say so either way.