About
Who Corpshore Portugal is
The Portuguese and Lusophone operation of a BPO, IT outsourcing and AI group founded in 2015 and present in more than twenty countries. A division, not a Portuguese company, and we say so upfront.
The contracting entity
- Name
- Corpshore Solutions Corporation
- Registration
- Ontario Corporation No. 5017380
- Registered office
- 130 King Street West, Toronto, ON M5X 2A2
- Founded
- 20 January 2015
- Founder
- Frank B. Prempeh II
Why a division rather than a Portuguese company?
Because it is what exists today, and because the alternative would be writing one thing here and signing another in the contract. Corpshore operates in Portugal through the group's Canadian entity, which employs the people and is contractually answerable to you.
For the buyer the practical consequence is favourable: you do not need a Portuguese company to have a team here, and the contract is single. The consequence to watch is that if your procedure requires a counterparty established in Portugal, that is a conversation to have at the start rather than at the end.
If and when a Portuguese entity exists, its registration number will appear in the footer and the legal notice. Until then the space stays empty rather than being filled with something approximate.
What the Corpshore group is
Four divisions sharing management and infrastructure. Corpshore Solutions does BPO and IT outsourcing. Corpshore AI does training data, annotation, evaluation and AI managed services. Corpshore Talent does recruitment, staffing and RPO. Corpshore Exams does proctoring and test administration.
For you that means a request that starts in customer support and ends in recruitment does not change supplier halfway. It also means that when work clearly belongs to another division we say which and route it, rather than doing it badly.
Group figures
- Countries with operations
- 20+Countries with operations
- Languages available across the network
- 35+Languages available across the network
- Client satisfaction across the group
- 97 %Client satisfaction across the group
- Commitment to respond to an enquiry
- 6 hCommitment to respond to an enquiry
Frequently asked questions
Who signs the contract?
Corpshore Solutions Corporation, Ontario Corporation No. 5017380, based in Toronto.
Is there a Portuguese tax number?
Not at present. When one exists it will appear in the footer and the legal notice.
Are the people in Portugal your employees?
They are. Performance management, training and retention are our responsibility.
When was the group founded?
On 20 January 2015, in Toronto, by Frank B. Prempeh II.
How large is it?
Between five and ten thousand people, across more than twenty countries and more than thirty-five languages.
Can you bid for Portuguese public tenders?
Yes, under the Código dos Contratos Públicos. If the procedure requires a counterparty established in Portugal, we flag that at the outset.
Do you have a Lisbon office?
We provide workspace and equipment to the teams. We do not display a Portuguese registered address because no Portuguese entity exists.
How is the group financed?
It is privately held by the founder. We do not publish revenue figures on this site.
How an operation gets started
Seven phases, from first conversation to steady state. Each shows what we do, what we need from you, what has to be true to move on, and what most often goes wrong there.
Weeks 1–2
Discovery
Understand the work as it is, not as it is documented.
On our side
- Observation of the current operation, with the people doing it, across full working days.
- Capture of real volumes by channel, hour and case type.
- Identification of the exceptions, which is where most of the time goes.
On your side
- Access to the people doing the work, not only to those managing it.
- Historical volume and quality data, imperfect as it may be.
Exit criterion
An operating design with volumes, case types and exceptions that both sides recognise as accurate.
What usually goes wrong
Describing the process from the manual rather than the floor. The manual describes the normal case, and the normal case is not what consumes the team.
Weeks 2–4
Design and compliance
Fix the delivery model, the data boundary and the service levels before anyone is hired.
On our side
- Proposed model and location, with the cost and data residency of each option.
- Definition of the data boundary by category, and the transfer instruments it requires.
- Service levels proposed from real volumes rather than round numbers.
On your side
- The decision on the model, which is yours rather than ours.
- Legal validation of the data boundary with your data protection officer.
Exit criterion
Contract, data processing agreement and, where applicable, standard contractual clauses and impact assessment signed.
What usually goes wrong
Deferring compliance until after launch. Reopening the data boundary with the operation already running costs weeks and forces whole queues to stop.
Weeks 3–6
Knowledge capture
Write down what lives in people's heads before they stop being available.
On our side
- Recorded sessions with the outgoing team, case by case, including the cases nobody documented.
- Building the knowledge base from those sessions rather than from the old manual.
- Written validation of each procedure by whoever performs it today.
On your side
- Protected time from the current team, scheduled and recognised as work.
- A counterpart with authority to decide when procedures disagree.
Exit criterion
A knowledge base complete on the cases representing ninety per cent of volume, and an owned list of what was not covered.
What usually goes wrong
This is the phase that decides whether the transition works, and the one most often compressed. Knowledge that was not written down leaves through the door with the person who held it.
Weeks 4–8
Hiring and training
Have the team hired and trained before the first real case, not during it.
On our side
- Recruiting against the designed profile, with methodical language assessment.
- Initial training on the knowledge base built in the previous phase.
- Simulated cases with correction before any contact with a real customer.
On your side
- Validation of the profile and participation in final interviews, if you wish.
- Subject specialists available for product training sessions.
Exit criterion
A team passing assessment on simulated cases, with the scores shared.
What usually goes wrong
Training on incomplete documentation. Delaying launch by two weeks is cheaper than training a hundred people on the wrong procedure.
Weeks 8–12
Pilot
Run real work at limited volume, with the outgoing team still available.
On our side
- Take a slice of the volume, typically between ten and twenty per cent.
- Quality review on every case, not on a sample.
- A daily report with what failed and the correction applied.
On your side
- Keep the outgoing team available to escalate questions to.
- Decide on volume transfer based on the pilot's numbers.
Exit criterion
Service levels met for two consecutive weeks at pilot volume.
What usually goes wrong
Calling the pilot good after one good week. One good week is noise; two are a signal.
Weeks 12–20
Volume transfer
Transfer volume in stages, with a way back at each one.
On our side
- Increase in agreed stages, each with criteria to advance and to step back.
- Temporary supervision reinforcement during each increase.
On your side
- Keep origin capacity until the following stage is stable.
Exit criterion
Full volume transferred with service levels met for a month.
What usually goes wrong
Standing the outgoing team down too early. Without a way back, a problem at one stage becomes a problem for the end customer.
Weeks 20+
Steady state
Improve the process rather than merely maintaining it.
On our side
- A monthly report with numbers and with the causes behind them.
- Process change proposals from the patterns the operation sees.
- Quarterly review of the design, including whether the delivery model is still right.
On your side
- A counterpart with authority to approve process changes.
Exit criterion
There is no exit. This is where the operation lives, and the question becomes whether it is better than last quarter.
What usually goes wrong
Stabilising and stopping. An operation hitting the same numbers for two years is not stable, it is ageing.
Let us look at the numbers for your case
Tell us which processes you want to outsource, in which languages and at what volume. We come back with a euro estimate and an operating design, with no commitment.
We reply within 6 hours on working days. If you would rather write: info@corpshore.solutions