How do we maximize our enterprise value?
You know where your investors want the business to end up. What's missing is the route. Two BPOs with the same revenue can sell for very different prices, and growing revenue alone doesn't close that gap.
Advisory for BPOs
Evostr helps BPOs build and sell specialized solutions, not just seats.
We train the people who sell and run your accounts to lead with a point of view instead of a price. If you don't have a specialized solution for them to sell yet, we help you build one, one step at a time.
ICMI 2026 Top 25Thought Leaders in Customer Experience
Independent analystFourcasters
2,000+BPO executives read the Evostr newsletter
Build a Better BPOThe podcast, latest episodes on Insights
“Most consultants give you the plan and the playbook, put it in your hands, and walk away. You make it actionable.”
What We Hear
The three questions we get asked most
Your investors want higher enterprise value, and they want you to hit this year's revenue target. Selling the same seats as every competitor won't get you either one.
How do we stand out in the market?
Same services, same locations, same AI slide as every competitor. When buyers can't tell you apart, they compare on price, and your sales team is the one in the room when they do. A new message won't change that if the team delivering it still sells the same way.
How do we grow revenue as we introduce AI?
You're paid by the seat and the hour, and AI takes hours out of the work. Automate without changing how you charge and you shrink your own revenue. Don't automate, and someone else will, and the account goes with them.
Our Perspective
Most BPOs are still selling capacity. The market has stopped paying a premium for it.
Capacity is people and hours, available for whatever the client asks for, priced by the seat. For forty years that was the business. Now it's what every competitor sells, what AI does most cheaply, and what investors pay the least for.
The alternative is a specialized solution: a defined offering built for one market and one problem, delivered by your people and technology together, and priced on what it's worth to the client. That isn't becoming a software company. It's deciding what you sell instead of waiting to be told.
Priced that way, the economics flip. Every hour technology saves stays with you as margin, instead of coming off the client's bill.
The people selling it matter as much as what's being sold.
A new offer, sold by a team that learned to sell seats, gets priced like seats.
The Market
What the public market pays for
“The traditional 'cost-saving only' outsourcing proposition is losing relevance.”
Specializing is worth about two turns of EBITDA. Selling solutions on top of it is worth several more. These are public-market prices, not a promise.
EV / TTM EBITDA. Source: Public BPO Tracker, retrieved October 14, 2026 (Concentrix) and August 12, 2026 (Maximus, EXL).The three questions, answered
The business is worth more,
because investors pay a premium for higher margin, real expertise, and revenue that grows without adding headcount.
You stand out,
because you're selling something a buyer can't get from the next BPO.
AI grows your revenue instead of shrinking it,
because you're paid for the result, not the hours.
We map this climb as the BPO Evolution Ladder™: as a BPO moves up the Ladder, it becomes a more valuable company. See the seven rungs
What We Do
We work with the people who sell and run your accounts, and with what they sell.
We train the people closest to your buyers and clients. If there isn't a differentiated offer for them to sell yet, we help you build one. We reposition the firm once there's something real to say.
Train your sales and client services teams
The people who sell and run your accounts lead with a point of view instead of a price.
One curriculum, from the first call to growing accounts, built around your offer and your clients.
How the training worksBuild specialized solutions
One solution built for a market you choose, proven with a real client before it scales.
Four steps: focus, prove, build, take to market. You decide after each one whether to continue. Your team builds and runs it, so it stays when we step back.
How building a specialized solution worksReposition your firm
Your differentiation is clear to the market.
The corporate story, the messaging and the market presence to carry it. We do this after the build, not instead of it.
How repositioning worksThe Principals
We come from this industry.
Our partners have built new solutions inside the largest BPOs. We track how the public market prices BPOs every quarter, and we know what moves those prices.
Amanda Quinn
Principal
Amanda Quinn is a Principal at Evostr. She is an independent analyst for Fourcasters, was named to ICMI's 2026 Top 25 Thought Leaders in Customer Experience, spoke at and judged awards at Matchboard BPO Exchange 2026, and co-hosts the Build a Better BPO podcast.
Paul Smith
Principal
Paul Smith is a Principal at Evostr, bringing direct operating experience to the firm's work: he built and sold a contact center, founded InfinitAI, an AI technology company for contact-center operations, and has closed enterprise deals with Google, Microsoft, and BMW.
“Amanda is saying the things that NO ONE else will say in BPO... one of the only ones with a solid grasp on where the industry is heading.”
Next Step
Your BPO doesn't need to look different. It needs to be different.
In the meeting we talk through where you're taking the business, what stands in the way, how your sales and client services teams work today, and your appetite to change what you sell.
Insights
How we think about it
Is Your BPO Actually Differentiated?
BPOs that all claim to be different in the same way aren't different. Real differentiation comes from owning one problem for one market and showing buyers you understand it.
Why Your BPO's Growth Is Stalled
Rungs 2 through 5 of the BPO Evolution Ladder™ are where BPOs misjudge their position. Here is where growth stalls and what Rung 3, domain specialization, requires.
Your QBR Is Where Clients Decide Whether You're a Partner
Clients use your quarterly business review to decide whether you're a strategic partner. The fix is account teams trained to lead the conversation instead of reporting on it.
FAQ
Common questions
Who is Evostr for?
Mid-size BPOs with outside investors, where ownership has already decided that selling capacity alone won't carry the business forward. If you're still growing fine on headcount, you don't need us yet.
Isn't this just sales training?
No. Most sales training is generic content, an event instead of a habit, and follow-up that lands on a leader with no time. This is tailor-made for the BPO industry: built on BPO buyers, metrics and deals, and customized to what you sell and who you sell it to. It adds AI role play, scored on your managers' standard, and ongoing coaching for reinforcement. If you don't have a differentiated offer yet, we help you build one, so your team is trained on something worth selling.
What does an engagement cost?
There's no single number, and quoting one before we know your situation would be guesswork. Each step is scoped before it starts, and you decide after each one whether to continue.
How long before we see anything?
The first step ends with an answer, not a finished build: which market to focus on, with a business case behind the choice, and what clients say the problem costs them and what they'd pay. Each step is scoped before it starts, so you know how long the next one runs before you commit to it.
Do I need to be personally involved as CEO?
Not for the training. For building a specialized solution and for repositioning the firm, yes. We coach the work and lead parts of it, but it needs an executive owner: someone with real authority to move budget and headcount, an explicit timeline, and board-level visibility. That owner can report to you, but the work has to be your visible top priority, because the decisions it produces sit above any one function: trading revenue for retention, moving your best people, funding a build.
Who actually does the work?
We do. Where the work needs capability we don't have in house, we bring in a specialist partner under our contract: one agreement, and we stay your point of contact. A partner never fronts an engagement.
How do we differentiate when every competitor claims AI?
Differentiation now sits in what the AI is applied to, not whether you have it. A BPO that ties its technology to a named vertical workflow and a repeatable outcome is harder to copy than one that lists AI as a feature. We help you find that specific application and build the commercial case around it, so "we use AI too" stops being a competitor's rebuttal.
Something we didn't answer? Request a meeting and ask.