Running a business successfully is a challenging task. Many businessmen, especially those just starting out, face several difficulties in their journey. Having less knowledge about the market, a lack of advanced technology, or skilled personnel can increase the risk of failure. This is where outsourcing comes into the equation.
Outsourcing provides great assistance to businesses with low cost and high efficiency. Hence, most companies tend to opt outsourcing as a go-to option for the smooth execution of certain processes. On that note, one leading name in the outsourcing industry is Opus Growth Partners, which assists businesses to harness growth and increase revenues.
In an interview with Insights Success, Hugo Stride, the CEO of Opus Growth Partners sheds light on the company’s journey, its unique solutions, and the importance of outsourcing. Below are the highlights of the interview:
Please brief our audience about Opus Growth Partners, its USPs, and how it is currently positioned as a trusted outsourcing partner.
Opus Growth Partners is a sales specialization and direct response marketing company. We are primarily focused on the top end of the market, with clients across technology, professional services, and eCommerce. We work with entrepreneur owned businesses to drive sales growth and optimize customer retention. We have a five-star rating on Clutch and are highly rated internationally.
Shed some light on your company’s offerings and how they impact the industry and your clients?
Opus offer a range of sales focused services – emphasizing specialization within teams. We provide our clients with both inside and outside sales support, data enrichment, aftersales customer care, and ad buying services. All of these roles are performed by specialists. Unlike many traditional sales teams, where sales representatives may have to source data, prospect, and manage some or all of the deal cycle, including after the point of sale, our teams are totally built out to optimize the activities of each individual component.
The impact for our clients is measured in ROI for a business like ours. Because of the projects we tend to work on, which include fundraising, it is typical for customers to see anything from 10-100X from an engagement with us.
Hugo, please brief us about yourself, your journey in the industry and how you have contributed to Opus Growth Partners’ success.
My own background combines time in a diplomatic role overseas with the British Government, with more than a decade now spent as an entrepreneur. Originally a lawyer by training, my first brush with outsourcing was as the founder of a technology company, manufacturing sensors and software for customers like Toyota (Europe), The UK Government, and The Olympics.
I had a number of unsatisfactory experiences with trying to outsource everything from development to sales and marketing. It was a major pain point as a sole founder when it came time to scale. While I was in Ukraine with the UK Foreign and Commonwealth Office, I was struck by the quality of education and level of English.
I saw the opportunity to solve a problem that had plagued me years earlier and provide a high-quality outsourced service within a European country. I do some contract work as a sales and marketing consultant for leading private equity firms, and technology companies, and the chance to match talent to the kinds of systems I had been building for clients, was one I couldn’t pass up.
Being an experienced leader, share your opinion on the impact of adopting modern technologies within the business outsourcing space and what more could be expected in the future?
One of the key areas where vast improvements have been made in recent years is in process automation. It has transformed the scope of what is possible in terms of performance. There has been a great deal of debate at the political level in recent years about the Rise of the Machines, and automation taking away jobs.
However, a closer look shows that across domains – and nowhere is this truer than outsourcing – what automation has really done is to liberate workers from monotony. There is plenty more to be done there, but automation allows our team to double their output on their highest impact tasks – automating downstream activities and removing much of the dullness from the working day.
This has two key advantages for a business like ours. First, we are able to deliver more than twice the results for our customers for the same price than would have been possible even two years ago. Second, our team retention in a typically high churn industry is excellent, allowing previously mundane work to become significantly more stimulating.
Considering the current pandemic, what initial challenges did you face and how did you drive Opus Growth Partners to sustain operations while ensuring the safety of your employees at the same time?
The pandemic was a blessing for us, as a startup. It forced us to prioritize a ‘remote-first’ business model and optimize our processes and systems to run under those conditions. That has been instrumental in how we’ve managed to consistently deliver industry beating results for our customers. We were able to put the right systems in place from the start, choosing software that maximized outcomes for clients and employees, without having to fit into pre-defined legacy workflows.
What would be your advice to budding entrepreneurs who aspire to venture into the business outsourcing services market?
Spend some time working for one first. These types of businesses are operations heavy, and less forgiving of startup culture than many other types of company. It is important to do your learning at someone else’s expense, then take those lessons and build something better yourself.
It is a good first business to start in many respects, because the time to cash flow positivity is relatively short. Unless you have deep pockets, or ready access to significant capital that initial sprint to profitability can be painful in non-service businesses.
How do you envision scaling Opus Growth Partners’ operations and offerings in 2022 and further?
We have two primary strategies for the next twelve months:
The first is to consolidate operationally – prioritizing not just customer retention, but growth from within those existing accounts. We’ve seen significant internal growth already, but we have clear ideas on how operational improvement can deliver ever greater performance for clients.
The second is to test and introduce new channels for acquiring customers. We have relied heavily on our own sales model for growth – putting our money where our mouth is. This has been very successful for us. Recently, we have started to work more with organic channels, as well as experimenting with various forms of paid acquisition. We have identified several avenues that are proving profitable and will be scaling those out over the coming months.
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