Like several other players in the BPO space, TELUS International (a Nexus Illuminate Award winner) is going through a period of change that has the potential to transform not only the company, but the industry as a whole.
Nearshore Americas had the opportunity to speak with José-Luis García, TELUS International’s recently appointed COO, about his arrival at TELUS International and what comes next for the company in the near to medium term.
Professionally, Garcia has stuck mostly to the IT and telecommunications sectors, a fact that sheds light on the expectations for his new role, the company’s strategy from today onwards and the paths that BPO players are charting as they launch into another age of technological adoption and innovation.
In the following interview, García addresses what he envisions for his new role, the company’s approach to M&As and recent experiences with ESG compliance in service contracts coming from the US.
NSAM: Your professional profile seems more geared towards the telecom and IT industries. Why accept a top executive position in BPO?
José-Luis García: Although it’s only been a couple of months since I joined the TELUS International team, I already feel at home and I’m excited about how my particular experience and knowledge will help our team and company execute our strategy in the months and years ahead.
Although my background working with telcos and technology may not be as obvious a choice for this role as someone with direct BPO experience, I believe my expertise leading complex global digital transformations from within is a unique perspective to bring to the table.
The BPO business model continues to be rooted in bringing specialized skills and increased speed and efficiency to companies, and enabling them to focus on their core competencies. However, what has changed tremendously over the last five-plus years, and what factored significantly into my decision to accept the role with TELUS International, is the sophistication of technologies being used today to achieve those same core outcomes in real time and with more rapid benefits. These technologies include AI, ML, Edge computing, 5G, big data and that is precisely where my expertise in telecommunications, technology and transformation come together.
By leveraging the synergies between generative AI, ML, CX and Trust & Safety, TELUS International is uniquely positioned to partner with customers in the design, build and delivery of innovative end-to-end solutions that differentiate them in the market place and drive customer loyalty and share of wallet in an increasingly competitive environment.
It’s an exciting time for the industry overall and in TELUS International’s journey.
NSAM: TELUS International has acquired several companies over the past two years, noticeably integrating more digital and technology capabilities into its portfolio. Does the company have plans to continue with this strategy?
José-Luis García: Alongside organic growth and the establishment of strategic partnerships, acquisitions have been part of our company’s growth strategy over the past 18 years and will continue to play a very important role in the years ahead.
When evaluating potential M&A opportunities, our goal is to further strengthen our existing portfolio of services and add new complementary high-value capabilities. This enables our company to be increasingly agile in how we are able to meet the end-to-end needs of our clients with best in class services and support related to CX, trust & safety and AI services, including generative AI.
Earlier this year, we acquired WillowTree. With the addition of WillowTree, we have further strengthened our robust digital competencies, augmenting our digital design and build capabilities and deepening our end-to-end portfolio of solutions.
M&A activities also support TELUS International’s ability to more quickly augment our robust global footprint across time zones and regions. One key element of our approach to M&A is how we place great emphasis on leveraging the expertise of the local leaders and team members in the regions where we expand. Evaluating their knowledge and experience is a critical aspect of our due diligence activities that enable us to navigate the intricacies of different markets effectively.
For example, through our recent expansion into Africa –in Morocco and South Africa specifically–, we’ve found great partners in Humania BPO and Intersect-HP, both now rebranded as TELUS International Companies. This not only allows us to answer near-term client demand, but also provides a solid foundation for longer-term growth.
NSAM: How do your clients, particularly those based in the US, affect your location and sourcing strategy?
José-Luis García: Through regular touch points with our clients, we are able to better understand both their near-term and long-term goals in order to advise them on all aspects of their CX strategy, including discussions about nearshore and offshore options.
Our US clients in particular appreciate the benefits of nearshore locations, including strong English and Spanish language capabilities, which align well with their customer base.TELUS International already has talented team members in over 30 countries around the world as well as a global AI Community of more than one million data annotators and linguists.
We offer our clients a differentiated ‘glocal’ approach which leverages the expertise of team members who possess in-depth knowledge of local culture, politics and customer preferences in the regions where we operate. This deep understanding of the local markets and cultures, enables us to quickly respond to immediate client demands with bespoke solutions that are specifically tailored to their unique customer base.
NSAM: Several CX providers have a strong presence in South America, with Colombia being a major destination. TELUS International seems to be more focused in Central America, with a less diversified footprint down south. Why is that?
José-Luis García: TELUS International established a strong presence in Central America, specifically in Guatemala and El Salvador, where we have been operating since the 90’s.
Over the years we have also diversified our operations in Central and into South America in a couple of ways. We remotely employ team members in Mexico, the Dominican Republic, Colombia, Uruguay and many other countries in Latin America. This remote expansion has allowed us to extend our reach and strengthen our brand across the region without the need for physical facility expansion. It provides a flexible, nimble and modern service delivery architecture that would serve as a valuable foundation should we decide to pursue future expansion plans into these or neighboring countries.
Additionally, through our acquisition of WillowTree, we also expanded our presence into Brazil.
NSAM: Compliance is becoming more present in the public conversation about global business. Have you noticed increased interest (or even concern) among your clients over compliance-related topics, such as ESG, social responsibility, gender parity, etc?
José-Luis García: In recent years, we’ve seen a significant increase in questions from existing and prospective clients not only during informal conversations but also in RFPs and RFIs including a number of environmental, social and governance [ESG] related topics. Our clients are more focused than ever on those topics, and that reflects in the rigorous questions we get about diversity, equity, and inclusion [DEI] programs, including details about our company’s goals, the metrics we track and our progress in achieving them.
Clients are increasingly recognizing the impact that companies can have on society and the environment, and they want to partner with organizations that share their commitment to social responsibility, gender parity, and other critical ESG initiatives. They seek transparency and accountability, wanting to ensure that their partners align with their own values and standards.
As brands face heightened expectations from customers, investors, and regulators, those with robust ESG practices are better positioned to attract and retain customers, enhance their reputation, and foster long-term sustainable growth.
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