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Featured

The Ultimate CEO Guide to Offshoring Teams in 2026

Introduction: Why UK CEOs Are Shifting Offshoring Strategy The offshore conversation has shifted in UK boardrooms. Offshoring used to mean cost cutting. Today, in our conversations with UK mid-market CEOs, speed to scale comes up as the primary driver more often than cost, with cost reduction a secondary benefit. This reframing from defensive tactic to strategic growth lever is reshaping how founders, CEOs, and CFOs approach talent strategy.
Diverse software development team collaborating in a modern Cape Town tech office with Table Mountain visible through the windows
IT & Software

How Aluminati Built an Integrated UK and Cape Town Development Team

How Aluminati Built an Integrated UK and Cape Town Development Team When Daniel Watts, Managing Director of Aluminati, needed to scale the company's development team, he faced a familiar dilemma. Aluminati builds online communities for organisations and their alumni, and its close-knit development team, with its culture, quality and control, was central to the business. Previous offshoring experiences had left him hesitant, above all about communication and
UK manufacturing facility customer service centre with professional representatives at modern workstations
Sales & Customer Service

How an international manufacturer achieved a 94% customer service rating with their offshore team

When Kane International needed to grow its customer service team without sacrificing the service it is known for after sixty years in its market, it faced a challenge familiar to UK SMEs: how do you compete for talent against London salaries while keeping world-class service standards? Our answer was a two-person pilot in Cape Town that has grown into nine roles across customer service, procurement and finance. Kane has a 94% success
Scandinavian technology office with software developers working on ERP systems at modern workstations
IT & Software

How a Danish company scaled their software development team with offshoring

When an established ERP consultancy cannot hire experienced developers in its home market, the talent crisis stops being theoretical. Our client, a Danish ERP consultancy serving the food sector, struggled to recruit developers with five to ten years' experience or more, a shortage that COVID-19 made worse, and found it harder and harder to meet project demand and timelines in a market where senior software engineers are expensive and true ERP experts scarcer still. Its answer was a structured offshore partnership with us and a dedicated development team in
Illustrative image of two company founders in conversation at a boardroom table in a bright office
Energy Consulting

How a CEO Saved Over £20m and Built Towards an Exit to Accenture With Offshore Teams

Key Takeaway Our Founder-Directors, Christopher Lydiard-Wilson (EnergyQuote JHA's founder and CEO) and Charles Fenton (its Director International), built EnergyQuote before founding Potentiam in 2017. Embedding offshore teams into its core business model saved EnergyQuote over £20 million over nine years before its acquisition by Accenture in 2015. The offshore
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Our Locations

Our head office is in London, and we build embedded offshore teams in five hubs across four countries. We build teams in Cape Town and Johannesburg (South Africa), Iași (Romania), Bengaluru (India) and São Paulo (Brazil). The right hub depends on the roles you need and on when the work has to happen, so as part of the service we advise on the location, cost and availability that suit your team. Head office: London (UK) Our hubs, with a 9 to 6 local working day shown in UK time: