We had a group called “market development,” which was pretty much everything other than the direct sales force. The seeds for this were sown during my days at Xerox. In fact, we called ourselves a “customer management company.” We came into being in 1986, when the term “business process outsourcing” was not on the horizon.
Tell us about that decision and how it ties into Sutherland’s history.ĭilip Vellodi: We had been in business for 17 to 18 years before Oak came on board. Unlike companies that traditionally take the IPO route, raising a combination of debt and equity, you organically grew for a long while, and then Oak Partners and Standard Chartered took a venture-capital position in your firm, or a private-equity position. Ravi Aron: One of the interesting things we noticed about Sutherland is your expansion path, which ties into your history. Vellodi, CEO of Sutherland Global Services, about the company’s business model and its future. In the following interview, India Knowledge at Wharton and Ravi Aron, a senior fellow at Wharton’s Mack Center for Emerging Technologies, spoke with Dilip R. Headquartered in Rochester, N.Y., Sutherland Global has 22,000 employees and operations in seven countries, including India, the Philippines, Canada, Mexico and Bulgaria. Sutherland Global Services was involved in business process outsourcing long before the term became widely known.
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