A case study on hiring offshore A-players who take ownership and unlock higher-value work
About FLLR Consulting
FLLR Consulting is a technology consulting firm working at the intersection of privacy, technology, and operations. Their work requires focus, precision, and reliable internal systems to support client delivery.
For a consulting business like FLLR, backend operations are not background work. When systems break or workflows stall, senior consultants get pulled away from client work, and growth slows.
The Situation
As FLLR Consulting grew, internal complexity grew with it.
More clients meant:
- more internal processes
- more operational coordination
- more automation needs
Without dedicated team ownership, these responsibilities naturally drifted upward. Senior consultants and leadership started absorbing operational work simply because someone had to.
That is manageable for a while. It does not scale.
What They Needed
FLLR Consulting was not looking for general support.
They needed people who could own key parts of the business, specifically:
- An Operations Manager to take responsibility for backend admin processes
- Automation Engineers who could build and maintain internal systems properly
The requirement was not task execution.
It was accountability.
They needed hires who could make decisions, improve systems, and reduce reliance on senior staff.
The Hiring Decision
Rather than limiting hiring to a local market, FLLR Consulting partnered with Pavago.
The focus was clear:
- Find people capable of independent ownership
- Hire for reliability, judgment, and communication
- Build a team that integrates cleanly into a consulting business
Geography was not the deciding factor. Capability was.
The Team They Built
Through Pavago, FLLR Consulting hired three offshore team members:
- One Operations Manager
- Two Automation Engineers
These were full-time, ongoing roles. The intent was not short-term help, but long-term ownership of core internal functions.
Each hire was vetted for both technical skill and the ability to operate without constant oversight.
What Changed
The immediate change was not speed. It was clarity.
Ownership moved down into the organization instead of up.
Operational decisions no longer defaulted to senior automation consultants. Automation work did not stall waiting for attention. Internal requests stopped interrupting high-value client work.
Work moved forward because someone owned it.
ROI in Practical Terms
The real return did not come from decreased recruitment costs.
It came from leverage.
By placing ownership with the Operations Manager and Automation Engineers, FLLR Consulting removed a hidden tax on its most valuable people.
Senior team members spent less time:
- handling operational questions
- fixing broken workflows
- context-switching between client delivery and internal issues
- acting as the glue between systems
They spent more time:
- working directly with clients
- improving service quality
- expanding and deepening client relationships
- focusing on strategic work that actually grows the firm
The hires did not just support the business.
They ran important parts of it.
As client demand increased, operations and automation scaled with it instead of becoming bottlenecks. The business could take on more work without adding chaos or burning out leadership.
That is the kind of ROI that compounds.
Why This Worked
This worked because FLLR Consulting hired for ownership, not coverage.
Each role had a clear responsibility. Expectations were set early. The hires were trusted to run their domains instead of waiting for instructions.
Hiring employees from abroad was not an advantage by itself.
Hiring people capable of owning outcomes was.
Pavago’s Role
Pavago did not manage operations or build automations for FLLR Consulting.
Our role was to:
- Identify candidates capable of independent ownership
- screen for reliability and judgment, not just skill
- Support FLLR Consulting through hiring and onboarding
The value was not in filling roles quickly.
It was in filling them correctly.
The Takeaway
FLLR Consulting did not hire offshore to save money.
They hired offshore to build a stronger operating foundation that lets senior people focus on high-value work.
By putting ownership in the right places, they made the business easier to run and easier to scale.
Hire Offshore A-Players Who Take Ownership
