Fractional CFO for call centers and BPO: financial leadership for complex, high-volume operations
I help call centers and BPO firms connect program economics, workforce design, service quality, payment risk, and cross-border operations so growth remains profitable and controlled. I built and ran one: a 600-employee, four-center operation that reached 20% EBITDA at peak.
30+ years
as a CFO
MBA
in Marketing
CPA
Georgia State Board of Accountancy License #CPA012637 (inact)
Trusted by leaders at
Labor cost is only one part of the model
Call center and BPO economics depend on program mix, staffing, utilization, service quality, refunds, chargebacks, payment processing, currency exposure, and cross-border accountability.
A lower labor rate does not create durable profit when these elements are managed separately.
What I can support for call centers and BPO firms
Center, program, client, and service-line profitability.
Workforce mix, scheduling assumptions, utilization, and delivery capacity.
Pricing, contract economics, and contribution margin.
Service-quality cost, refunds, credits, and customer-retention trends.
Chargebacks, payment risk, processor cost, and PCI-related financial controls.
Cross-border entity, currency, tax-advisor coordination, and cash planning.
Scenario models for scaling, restructuring, combination, or exit.
Recommended starting point
CFO Decision Diagnostic
The CFO Decision Diagnostic establishes a usable baseline for program economics, workforce cost, payment risk, and cash. It produces a focused decision model and a 90-day action plan before a broader retainer is considered.
6 onshore employees ran 600 offshore to 20% EBITDA at peak
At Baywalk Media, the company I co-founded, B2C technical support became our largest campaign. We liked the value proposition, saw a fragmented market, and moved from being the agency to owning the product.
We combined with Quatrro, an India-based B2B outsourcing firm, to launch Quatrro Direct as its U.S. B2C business - serving English-speaking consumers worldwide on high-risk, high-volume international payments, where refunds and chargebacks could sink the business overnight.
~600
offshore employees across four global centers, with six onshore in the U.S.
~$60M
annual processing capacity for five consecutive years
~$35M
peak revenue at 20% EBITDA
1.2M
consumers served over a decade
What I led
Designed the delivery model
I engineered the operation around India’s deep pool of highly skilled, lower-cost technical talent. At scale, approximately 600 offshore employees worked across four global centers, with six onshore in the U.S.
Held quality at the source
I paired the payment operation with service-quality monitoring. We held refunds below 15% and chargebacks below 3%.
Matched the sourcing to the customer
For inbound billing customer service, we strategically outsourced to a US call center rather than India, for a better native English-speaking experience. That choice helped keep refunds and chargebacks down.
Controlled the payment engine
I set up and oversaw PCI-compliant, high-risk, multi-currency processing. We kept processing cost below 4% of gross and maintained approximately $60M in annual processing capacity for five consecutive years.
Built the combined company
I architected the cross-border combination with Quatrro and built the financial and legal framework for the U.S. B2C operation.
The result: approximately $35M in peak revenue at 20% EBITDA, averaging roughly $25M a year over a decade, serving 1.2 million consumers. The B2C proof of concept later led Quatrro to acquire the business.
The takeaway: lean offshore delivery created the cost advantage. Service-quality and payment controls protected the margin. Disciplined finance and operations made the business durable.
This describes Bob’s role as co-founder, CFO and COO of Baywalk Media / Quatrro Direct (2005-2017), not a Fractional CFO client engagement. Names, dates, and results are published with permission.
Is this the right fit for your call center or BPO?
Best fit
Call center, customer-support, technical-support, and BPO companies with approximately $5 million to $50 million in annual revenue.
Founder-led or executive-led organizations that need senior financial leadership but not a full-time CFO.
Businesses facing margin pressure, workforce decisions, payment risk, cross-border complexity, scaling, restructuring, or transaction preparation.
When it’s not the right fit
Bookkeeping cleanup, tax preparation, or a generic cost-cutting exercise without reliable operating and financial data.
Frequently asked questions
What does a Fractional CFO examine first in a call center?
Program and client profitability, workforce assumptions, quality-related costs, payment risk, cash timing, and the reliability of management reporting.
Can this work with offshore or multi-center operations?
Yes. I’ve run a four-center, cross-border operation myself. The model connects center-level economics, currency and cash exposure, shared services, quality measures, and accountability across entities and locations.
Does this replace the controller, accountant, or tax advisor?
No. I use their information, define decision-ready reporting, and coordinate financial priorities while specialist compliance work remains with the appropriate professional.
Connect workforce decisions, program economics, payment risk, and cash before the next major commitment
Or text me directly at (727) 455-9905.