Global BPO & Systems Integration Provider, 758-Person CX and RCM Operator

$11.3M

Revenue

$2.1M

SDE

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Full Editorial Writeup

The Company is a global business process outsourcing and systems integration provider spanning five service lines: customer experience (CX), revenue cycle management (RCM), digital experience (DX), seat leasing, and human resource outsourcing (HRO). It supplies the people, process, technology, and infrastructure clients need to run customer support, healthcare billing and administrative workflows, HR functions, and IT, while also standing up CX platforms, enterprise applications, and cybersecurity solutions. The operation is headquartered in the Mid-Atlantic US with delivery facilities across the Middle East, Southeast Asia, and North Africa, staffed by 758 personnel and roughly 700 call center seats.

Revenue reached $11.3M with $2.1M in EBITDA, growing at a 12.0% CAGR from 2023 through the TTM ending June 2026. The business runs on genuinely strong service-firm economics: average gross margin of 51.0% and adjusted EBITDA margin of 21.4% from 2023 to 2025, which is well above typical labor-heavy BPO comps. The clientele is concentrated in US-based accounts across healthcare, ecommerce, education, technology, and business solutions, and 90.3% of 2025 revenue came from repeat clients, a signal of durable, embedded relationships rather than one-off project work.

What makes this notable is the compliance stack and cross-sell design. ISO 9001, ISO 27001, PCI-DSS, HIPAA, and GDPR certifications are meaningful barriers that many small BPOs never clear, and they are precisely what larger healthcare and enterprise clients require. The five-line structure lets clients source multiple functions through a single vendor, which deepens switching costs and gives the buyer a clear organic growth path by selling RCM, DX, HRO, and seat leasing into accounts that today only buy CX.

Why we like it

Earnings quality is strong for a BPO: 51.0% average gross margins and 21.4% adjusted EBITDA margins on $11.3M revenue, producing $2.1M EBITDA. Those margins sit well above commodity call-center comps and suggest pricing power and a favorable offshore labor structure across Southeast Asia and North Africa delivery sites.
Revenue durability is real, not aspirational. Roughly 90.3% of 2025 revenue came from repeat clients, and RCM and CX contracts in healthcare are sticky because switching a billing or support workflow is operationally painful and compliance-sensitive. That retention gives a buyer high visibility into the base before any growth initiatives.
The compliance and certification stack is a genuine moat. ISO 9001, ISO 27001, PCI-DSS, HIPAA, and GDPR compliance is exactly what enterprise and healthcare buyers demand, and building it is slow and expensive. This screens out most sub-scale BPO competitors and lets the Company win regulated work others cannot bid.
Tailwinds favor the model on two fronts. Healthcare RCM demand is structurally growing as providers outsource billing complexity, and the AI tooling already deployed (Krisp accent neutralization, Genesys AI) positions the Company to improve agent productivity rather than be disrupted by automation. The single-vendor, five-service structure creates a natural cross-sell engine inside the existing base.

How to improve it

Attack the cross-sell gap immediately. The listing flags that many clients buy only CX; map every account to the four services they do not yet purchase and build a named-account expansion plan for RCM, DX, HRO, and seat leasing. Expanding wallet share inside a 90% repeat-client base is the cheapest revenue in the business.
Convert idle capacity into revenue with minimal capital. Management notes training space can be converted into production seats within the existing 35,514 sq. ft footprint. Fill available seats and lift utilization before signing new leases, dropping incremental revenue straight to EBITDA given the fixed-cost seat base.
Push RCM into more healthcare accounts through supplemental support services. RCM is the highest-value, stickiest, and most compliance-gated line, and expanding it deepens the moat. Prioritize a dedicated RCM sales and delivery leader to grow this segment faster than the blended 12% CAGR.
Accelerate the Gulf Region DX opportunity. The Company already has government contract experience and technology vendor affiliations in the region. Formalize a partner-led go-to-market for digital experience services there, since government and enterprise digital transformation budgets in the Gulf are large and expanding.
Operationalize the AI tooling as a client-facing product, not just internal efficiency. Package the AI-equipped talent acquisition and quality management applications into a priced offering for clients needing automation and QA. This creates a higher-margin software-adjacent revenue line on top of labor-based services.
Tighten client concentration and contract terms during ownership transition. Codify multi-year agreements and auto-renewals with the largest accounts to lock in the repeat-revenue base. Longer contractual commitments raise the resale multiple and protect the buyer against a post-close client walk.
Build a middle-management bench to de-risk the exit of both owners. With one executive chairman leaving after a negotiable period and the other exiting fully, install and empower operational leaders for each service line before close. This reduces key-person risk that the market will otherwise discount heavily.

Diligence notes

Verify the repeat-client figure at the account level. Confirm how much of the 90.3% is under written contract versus month-to-month, the length of relationships, and revenue concentration in the top five clients. A high repeat rate driven by one or two large accounts is a very different risk profile than a broad base.
Stress-test the margins against labor and FX exposure. Delivery spans Southeast Asia, North Africa, and the Middle East, so currency swings, wage inflation, and geopolitical risk in those regions can compress the 51% gross margin. Understand how much of the cost base is variable and how quickly it flexes if a large client leaves.
Scrutinize the RCM and healthcare compliance exposure. HIPAA and PCI-DSS work carries real liability, so review any past breaches, audit findings, remediation history, and the state of certifications. Confirm the certifications are current and transfer cleanly to new ownership.
Confirm all facility leases are truly assumable and priced at market. The listing says leases across four regions are assumable, but verify landlord consent requirements, remaining terms, renewal options, and whether any are above-market. Lease continuity is essential to seat capacity and delivery.
Probe the reason for a full owner exit and the transition dependency. Both majority owners want out to pursue other ventures, and one is only willing to stay for a negotiable period. Map exactly which client relationships, contracts, and operational knowledge sit with each owner and quantify the risk of their departure.

Source

Originally listed on BizBuySell. View original listing →