I walked out of that meeting determined that the company I led, Liveops, was going to be on the forefront of providing real work opportunities to wounded veterans and their families. Our business model makes it possible to work from home, whenever and wherever. Our online education modules mean that workers can choose the certifications they want to pursue and the clients they want to serve.
Our company combines the virtues of new economy flexibility and technological sophistication with old economy values of trust and integrity.
We nurture our at home agents’ desire to connect with one another and are proud of the “Liveops Nation” we have built.
My industry is just coming out of its “offshoring haze”—a decade during which companies were convinced they could cut costs by enlisting customer service teams overseas in the hope of capitalizing on cheaper labor. Companies that hired US citizens to care for their customers were now hiring citizens of Bangalore, Manila, and Tegucigalpa.
Companies found out the hard way that the money saved by offshoring paled in comparison to the declining levels of customer satisfaction. From language barriers to lack of shared cultural understanding, the offshoring of American call center work created frustration, friction, and fractured customer relationships.