A firm wants help managing a growing workload. India looks promising. Perhaps there are several providers offering contract review, document support or legal operations capacity.
The first question is often: What will this cost?
That's understandable, but it isn't the question to start with. A low price is not much use if the wrong work gets moved, clients are unhappy or supervision becomes harder.
Before comparing providers, ask these nine questions.
1. What problem are we trying to solve?
Do you need extra capacity for a predictable workload, better cover during busy periods, specialist skills or shorter turnaround times? These lead to different solutions. Be precise about the problem before deciding where the work should happen.
2. Which activities are actually suitable for external support?
Separate repeatable, clearly described tasks from work that needs close client contact, sensitive judgement or regulated professional decisions. A useful starting exercise is to list tasks, not job titles, and note their complexity, sensitivity and review needs.
3. What must stay under our control?
Who is responsible for the client relationship, legal judgement, approvals and final sign-off? Working with an external provider does not automatically transfer your firm's professional or regulatory responsibilities. For SRA-regulated practices, the regulator's outsourcing and confidentiality expectations are particularly relevant.
4. What information would the provider see?
Map the documents, systems and personal information the provider would access. Consider confidentiality, access permissions, retention, subcontractors and incident reporting. A remote login can still raise important data-handling questions.
5. Does the arrangement involve an international transfer of personal data?
Do not assume every overseas access arrangement is treated the same way. The UK's Information Commissioner's Office sets out a three-step test for identifying restricted transfers, including whether information is made available to a separate organisation outside the UK. The transfer mechanism, risk assessment and contracts may require specialist review. This article is not a substitute for that review.
6. How will quality be checked?
Decide what good work looks like, who reviews it, how errors are handled and when work must be escalated. Make these expectations specific enough to test, not just promises of 'high quality'.
7. Who will supervise the day-to-day work?
A workable model needs named owners on both sides, agreed communication channels and a clear way to resolve questions. Time-zone differences can help with coverage, but they can also create delays if no one knows who decides.
8. What happens if demand changes, or the provider doesn't work out?
Ask how work will be moved in or out, what happens to access rights and documents, and whether knowledge and records can be returned in a usable form. An exit plan is part of making a considered choice, not a sign of distrust.
9. What would make us choose this provider?
Write your decision criteria before reading sales proposals. They might include relevant work experience, supervision arrangements, information security, communication, transition planning and total cost, not price alone.
Start with one page, not a large transformation project
A simple decision brief can list the tasks being considered, the information involved, the accountable people, the standards needed and the questions still open. It helps a firm have a better conversation with prospective providers.
Evolut's focus is that early decision: understanding the options, thinking through an appropriate delivery approach and helping clients evaluate specialist partners where relevant. Implementation and ongoing delivery are provided by the partners a client chooses to engage.
Further reading: original sources
This article offers general information and is not legal or regulatory advice. Requirements depend on your organisation and circumstances.