How I Run a UK Accounting Firm with a 100% Owned Subsidiary Offshore Team

Hi everyone,    

One of the questions I get asked often is: How do I run my UK firm with an offshore team, through a 100% owned satellite subsidiary? 

It’s a fair question. The global outsourcing model isn’t new but building it right—now that’s a challenge. For me, the solution was setting up a satellite office in India that aligns with UK standards while embracing local efficiencies. 

Let me tell you, I spent years struggling with third-party outsourcing firms that didn’t quite “get” the needs of a UK accountancy firm. None of them truly understood the nuances of our clients, and that was frustrating.  

So, I took a bold step and set up my own team. Game changer? Absolutely. But was it easy? Not by a long shot. 

Setting up our fully owned Indian company subsidiary in India meant working within local laws and regulations—a challenge, but essential for building a stable, reliable structure. In fact, businesses that fully own their offshore operations are 48% more likely to see sustainable growth than those relying solely on third-party providers.  

That was my motivation: owning the process, and by extension, the results. 

In the UK, I still keep a small team of accountants and client managers. But in India, I went with a remote and flexible work approach.  

Why? Because I wanted the best talent from across the country—not just one city. With remote options, I could bring in the right people, from across the country. 

Finding Talent that Works 

Of course, talent alone isn’t enough. It’s about training them in how we do things, and that takes time and commitment. My permanent HR director in India has been instrumental in finding and nurturing the right people, ensuring they’re aligned with our standards and values. 

I’ll admit, I used to be hesitant about letting offshore team members interact directly with UK clients. But now? I encourage it.  

As a result, client relationships have strengthened, with team members building direct rapport that clients value. Communication skills and confidence have soared, and these relationships have brought a level of stability and client trust to our firm that wasn’t possible before. 

A Win-Win for Efficiency and Growth 

Having our India team engage directly with clients has boosted efficiency. Cutting out the middle layer on simpler tasks freed up my UK team’s time—allowing them to focus on developing higher-value services for clients. Deloitte reports that firms that streamline processes through offshore teams see productivity gains of up to 50%. For us, efficiency jumped, and our revenue reflected it.  

Two Paths to Going Global 

If you’re considering this move, I’d say start by choosing between two main paths: 

1. Set Up a Subsidiary 
   Going this route means full ownership and control. Yes, it’s complex, but it’s rewarding. I’d recommend this only if you’ve tried outsourcing before and have growth needs that justify a team of at least 10. 

2. Dedicated Offshore Team Members 
   This is the simpler option—ideal if you’re new to outsourcing or just need a few dedicated team members. You won’t run your own company, but it still yields significant benefits and cost savings. Plus, it’s a great way to “dip your toes” into offshore work. 

If you’d like to discuss either option, we’re here to help—whether you’re considering your own setup or are looking to bring in dedicated team members to work exclusively for your firm. 

For more insights, join me at the Samera Global Summit in Gurgaon this December 2024!  

Until next time,  

Arun