ProServe, Offshore Delivery for UK Healthcare & Staffing

About ProServe

We run the work that keeps a staffing business moving.

ProServe is an offshore delivery business built for UK healthcare and staffing companies. We put skilled teams in India against the processes that consume your people's time, and we either run those teams for you, or build them into a centre you own outright.

Founded by an operator rather than a salesperson, on a simple premise: the delivery model that transformed cost bases for the largest agencies has never been packaged for the businesses that need it most.

Front office

Where your people meet the market

Candidate sourcing and research, pipeline building, first-stage screening and interview coordination. Work that touches candidates directly and feeds your consultants a warm desk every morning.

Middle office

Where the operation is actually run

Compliance and credentialing, rostering and scheduling, availability management, escalation handling and exception resolution. The layer that decides whether a placement holds.

Back office

Where the money moves

Timesheets, payroll, invoicing, credit control, reconciliations and reporting. High volume, unforgiving on accuracy, and the first thing to break when you grow.

We are not a back-office provider. That framing understates most of what we do and undersells what it is worth to you. Front, middle and back office are one continuous operation, and the money is usually lost in the seams between them, not inside any one of the three.

The problem

Offshore was built for enterprise.

Mid-market healthcare and staffing businesses get priced out before the conversation starts, then default to onshore hiring at four times the cost and accept it as unavoidable.

Minimum seat commitments

Large BPOs want fifty seats from day one. Most agencies need ten.

Enterprise set-up fees

Six-figure build costs that assume a budget line which does not exist.

Rent, never own

You fund someone else's asset indefinitely and hold nothing at the end of it.

Management layers you pay for

Account structures built to service clients many times your size.

How this works

Start small. Prove it. Then decide how far to take it.

Nobody should commit to building an offshore centre before they have seen the model work on their own numbers. So we have sequenced it deliberately, each step earns the next, and you can stop at any of them.

Start

One function, one small team, live in weeks. No build phase, no set-up fee, no systems to replace.

Commitment, thirty days notice

Prove

Ninety days of weekly reporting against agreed measures. You see the quality and the economics on your own data, not ours.

Decision point, continue or stop

Scale

Add headcount, add functions, or both. The team you have already trained becomes the core of a larger operation.

Still a managed service, still no lock-in

Own

When scale justifies it, we convert what we have built into a captive centre and transfer it to you. Your entity, your people, your asset.

Optional, and only when it pays

Most clients never start at step four, and some never reach it. That is the point. Build-Operate-Transfer is where this can go, not what you have to sign up to on day one.

How we engage

Begin as a service. Own it later, if it makes sense.

Almost every client starts on the left. The same delivery team and governance sit behind both, so moving from one to the other is a commercial decision rather than a change of supplier.

Start here, managed service

We run it for you

A dedicated offshore team operating as an extension of yours, on a monthly retainer. No recruitment, no management overhead, no fixed cost base.

Live in weeks, not quarters, with no build phase to fund
Scale up or down as volumes move
All outreach under your brand and email domain
Weekly reporting, monthly performance review
Thirty days notice. We earn the renewal each month

Where almost everyone begins, and where many sensibly stay. No build cost, no minimum term, nothing to unwind if it is not right.

When you are ready, Build-Operate-Transfer

We build it, you own it

Your own centre in India, covering entity, premises, people and processes, stood up and run to full productivity, then transferred to you as an owned asset.

Entity, premises, IT and recruitment handled end to end
Operated by people who have built these centres before
Transfer trigger and terms agreed before build starts
Your people, your processes, your balance sheet
Part-funded by referral credits as we grow together

A later conversation, worth having once you are running enough headcount that owning beats renting. Never a day-one ask.

What we run

Recruitment and healthcare operations first.

Sourcing, compliance and rostering are what we are built for. Finance, payroll and credit control sit alongside them, often the easiest place to start, and always available as the operation grows.

Recruitment sourcing & screening

Candidate research, pipeline building, CV screening, first-stage qualification and interview coordination, freeing your consultants to spend their time on relationships and placements.

Our core capability, nursing, AHP, locum and specialist pipelines

Compliance & credentialing

DBS processing, right-to-work verification, reference chasing, revalidation tracking and framework audit trails. Documented, evidenced and ready for inspection.

Final sign-off always stays with you in the UK

Payroll & workforce administration

Timesheet collection and validation, query resolution, onboarding administration, worker records and availability management, the volume work that scales with headcount.

Timezone advantage on overnight processing

Credit control & collections

The full AR follow-up cycle, structured reminders, chasing calls, escalation handling and dispute triage. Conducted under your brand, from your email domain, to scripts you approve.

A common first engagement, self-contained and quick to prove

Finance & accounting operations

Invoicing, reconciliations, purchase ledger, month-end support and management reporting. Run to your close calendar and your controls.

Works alongside your existing finance team

Reporting, MI & analytics

Dashboards, exception reporting and the operational data your leadership team needs weekly rather than monthly. Built once, maintained by us.

Included as standard across every engagement

Not on the list? If it is process-driven, documented, and does not require UK-based registration or regulated judgement, it can almost certainly be run offshore. Ask.

Who we work with

Deep in a few sectors, rather than shallow across many.

We are built for mid-market UK recruitment, staffing and healthcare businesses, the ones that know offshore would help, but have held back because of cost, risk or the sheer complexity of setting it up. Everything below shares the same operational DNA: high volume, compliance-heavy, and margin under constant pressure.

Healthcare staffing

Nursing, AHP, locum and complex care agencies. Heavy compliance burden, high placement volumes, and rostering that never stops.

Care providers

Domiciliary, complex and high-dependency care groups. Back-office headcount grows in lockstep with frontline staff.

General recruitment

Contract and permanent agencies where consultant time is the constraint and admin quietly eats the margin.

Umbrella & payroll providers

High-volume timesheet, payment and query processing where accuracy and turnaround are the whole product.

Why the focus matters. A generalist provider learns your sector on your time. We already know what a framework audit looks like, why a DBS delay costs you a placement, and what happens to cash when timesheets land late.

Why we are different

Specialists set the standard. Not generalists.

Most offshore providers hire generalists and train them on your process. It is cheaper to staff, and it shows, in the exceptions, the rework and the escalations that come back to your desk.

The usual model

Generalist recruiters redeployed from whatever account closed last
Sector knowledge learned on your time, at your cost
Process documented once, then drifts
Quality issues surface as escalations rather than being prevented

How we staff it

Subject-matter experts who have run these functions in UK healthcare and staffing
SMEs set the standards, build the SOPs, train the team and audit the output
Delivery staff recruited against your specialism, not against a job title
Quality designed in at process level, not inspected at the end

To be straight about how this works. Our subject-matter experts sit across the delivery floor rather than being assigned one per client, that is what keeps specialist rigour affordable at mid-market scale. You get their standards, their training and their oversight on your team. What you are not paying for is a dedicated specialist head sitting idle on your account.

Automation & transformation

Offshore is the start, not the destination.

Labour arbitrage alone stops paying you back once the initial saving lands. We operationalise the workflow first, then increase automation intensity year on year, so cost per transaction keeps falling after the headcount saving has been banked.

Phase 1

Structured operations

Human-led delivery to documented SOPs. Standardised, repeatable, measured. This is where the cost saving lands.

Outcome, a reliable delivery foundation

Phase 2

Workflow automation

Task routing, follow-up sequencing, reminder scheduling, escalation triggers and SLA monitoring take the manual coordination out.

Outcome, the same team handles more

Phase 3

Operational intelligence

Prioritisation by risk and likelihood, exception surfacing, and analytics that tell you where to intervene rather than reporting what happened.

Outcome, better decisions, earlier

Phase 4

Integrated platform

Integration with your ATS, ERP or accounting stack, self-service onboarding and automated reporting across the operation.

Outcome, scale without proportional cost

Why we sequence it this way. Automating a process that is not yet standardised just makes the inconsistency faster. We operationalise first, then automate what has proven stable, which is also why the early phases are deliberately human-led.

Step four, if you get there

Build, operate, transfer.

If and when the numbers justify owning the capability, this is how the transition works. It is a decision for year two or three, not for the first conversation.

Weeks 1–6

Build

Entity, premises, IT, recruitment and SOP design run in parallel.

Weeks 7–10

Ramp

Training to your processes, shadowing, then supervised live work.

Month 3

Operate

Team running to agreed service levels with weekly reporting.

On your terms

Transfer

The centre becomes yours. Your people, your processes, your asset.

The cost gap

The same work, three price points.

A sourcing, compliance or finance operations seat, fully loaded, per month.

UK in-house

£4,000

Salary, NI, pension, desk and the management time to run it.

Large BPO

£2,400

Offshore capacity rented at enterprise rates. You own nothing at the end.

ProServe

A fraction

Founder-led delivery without the account layers. And with Pro-BOT, the centre is yours.

What the £4,000 is made of

Salary, a resourcing, compliance or finance operations role at UK market rate
Employer costs, National Insurance, pension, holiday and sick cover
Desk and systems, floor space, equipment, licences
Management time, recruiting, training, supervising and replacing them

Salary alone is roughly two thirds of it. The rest is what people forget to count.

Where the saving actually comes from

Wage differential, the largest single component, and the obvious one
No recruitment or attrition cost to you, replacing a leaver is our problem, not yours
No management overhead, supervision and QA sit inside our rate
No account layers, founder-led delivery, not a structure built to service enterprise clients

That last point is why we sit below the large BPOs, not just below UK cost.

Being precise about the claim. The 70–80% is the difference between a UK fully loaded seat and the same seat delivered by us, not a reduction in your total cost base. It applies to the roles that actually transfer, and Year One will be lower than the run rate because of ramp-up. If the functions you want to move are small, the saving will be modest and I will say so on the first call rather than the third.

Scope

What moves, and what should not.

The offshore projects that fail are the ones that moved work which was never suited to moving. We are straight about the boundary from the first conversation.

Transfers well

Candidate sourcing and screening · compliance and DBS administration · rostering and scheduling support · payroll and invoicing · credit control and collections · reporting and MI.

Stays in the UK

Clinical governance and judgement · regulated decision-making · client and candidate relationships · anything requiring UK-based registration · final compliance sign-off.

Security, data & trust

The question nobody asks first, and everybody asks second.

Handing candidate, patient-adjacent or payroll data to an offshore team is the part that keeps finance and compliance leaders awake. Here is exactly how it is handled.

UK GDPR throughout Data processed for the agreed purpose only, under a written processing agreement, with your lawful basis documented before anything moves.

Your systems, not ours Wherever possible the team works inside your ATS, CRM or finance platform under named user accounts you control and can revoke instantly.

Controlled environment Access on a least-privilege basis, no removable media, no personal devices, and activity logged and auditable on request.

Named, vetted people You know who is on your team. Background-checked, individually accountable, and bound by confidentiality obligations that survive the engagement.

Clean exit by design On termination, all data returned or destroyed within fourteen days, with written confirmation. Documented from day one, not negotiated at the end.

Certification roadmap Controls are built to ISO 27001 principles from the outset, with formal certification planned as the delivery centre scales. We will tell you plainly where we are rather than imply more.

Being straight with you. We are a young business and do not yet hold the accreditations the large providers display. What we can offer instead is a smaller attack surface, named people rather than a rotating pool, and a founder who is personally accountable for every control on this list. If formal certification is a procurement requirement today, tell me early and I will say so honestly rather than waste your time.

Commercials

How we price.

Every engagement is scoped and quoted against your volumes, your processes and your compliance requirements. What does not change are the principles behind the number.

A flat fee, never a percentage

We are not paid on what we recover or what you place. Our fee does not rise because you had a good month, and we are never incentivised to push a customer relationship further than you would.

One rate, everything included

Recruitment, training, supervision, QA, workspace, systems and attrition cover all sit inside the rate. No per-item charges, no separate management fee, no surprises at month three.

Scope agreed in writing first

Every function is documented before the build or the first month starts. Anything outside that scope is quoted separately rather than quietly absorbed or quietly dropped.

No lock-in on managed services

Thirty days notice, and no long-term contract. Build-Operate-Transfer carries a minimum term because a build has to pay back, but the transfer terms are agreed at the start, not negotiated later.

Founder engagements, the first clients through the door get founder pricing and direct access to me throughout. In exchange I ask to use the results as a reference once they speak for themselves.

Insights

Thinking out loud, in public.

I write regularly about offshore delivery, operating models and what actually goes wrong when businesses try this, including the parts other providers would rather not discuss. No gated whitepapers, no lead capture.

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Who you are working with

You are not buying a brand.
You are buying twenty years of doing this.

Vimal Joshi

Founder & Managing Director

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I have spent my career on the delivery side of this industry, building and running offshore centres for staffing and healthcare businesses across the UK, US, Europe and Australasia. At the largest, I was accountable for more than seven hundred people across sourcing, compliance, rostering, payroll and finance operations.

That work was almost always for enterprise clients. The model plainly works, but it has been packaged, priced and sold as though only the largest businesses deserve access to it. Meanwhile the agencies that would benefit most are told to come back when they are bigger.

I know which parts of this are genuinely difficult and which parts are just how it has always been done. Most of it is the second one. ProServe exists to prove that.

20+ yearsOffshore delivery and business process management

700+Largest team built and run end to end

4 regionsUK, US, Europe and ANZ, with deep UK healthcare exposure

NHS-facingDelivery into regulated healthcare environments

Every client I take on in the first year works directly with me. Not an account manager, not a delivery lead reporting upward, me. That is the advantage of being small, and I intend to use it for as long as I credibly can.

Common questions

The things everyone asks.

Will your team contact our customers directly?

On credit control work, yes, but under your brand, from your email domain, using scripts you approve. Your customers never know a third party is involved, and we never negotiate terms or settle disputes on your behalf.

We already use automated reminders.

Those work on customers who simply forgot. We work the 60–90 day accounts that are ignoring them, the ones your software can flag but cannot close.

How do we know an offshore team will do this well?

Start small. A managed service engagement can be running in a week, scoped to a single function, and stopped on thirty days notice. You do not have to take our word for it.

Managed service or build our own centre?

A managed service is quicker, carries no build cost and can be stopped on thirty days notice. Build-Operate-Transfer costs more upfront and takes ten weeks to stand up, but you end up with an asset you own rather than a contract you renew. Most clients start with the first and grow into the second once the model is proven.

What happens to our data?

Processed under UK GDPR for the agreed purpose only, never shared with third parties, and returned or destroyed within 14 days of termination.

Getting started

Start with one thing.
Scale only if it works.

Pick the function your team likes least, the one that eats hours and creates no value. We will run it, report on it weekly, and you decide after ninety days whether anything else follows.

One function to start Scoped to a single process, so there is very little to go wrong

Live within weeks No integration project, no implementation fee, no systems to replace

Thirty days notice No long-term contract on managed services. We earn the renewal

Founder-led throughout Early clients get preferential terms and work with me directly

Book a 20-minute call Request the deck

No pitch on the first call, just what you spend onshore today, and whether any of it should be somewhere else.