What Our Clients Are Building
Three featured case studies on both levers in production: EBITDA expansion, revenue-multiple lift, and ownership versus dependency. Underneath, the legacy Lever 2 foundation studies on entity standup, talent, and cost are preserved.
What Each Evidence Label Means
Every case below declares what was measured, from what baseline, over what period, and why the client is or is not named. If a page cannot answer those four questions, it says so rather than implying more than it can support.
Realized result
A specific client outcome, measured against a stated baseline over a stated period, with the client named.
Client confidential
A real client outcome where the client cannot be named under a confidentiality agreement. The figures are theirs; the identity is withheld.
Modeled scenario
A composite drawn from engagement patterns rather than one client. Assumptions are stated and it is never presented as a client outcome.
Directional range
A range with the methodology shown. Useful for scoping, not a promise, and not a client result.
Every case study also names the person at Reliable Group who stands behind its numbers. A metric nobody will put their name to is not evidence.
Both Levers in Production
Three composite case studies drawn from real engagements; numbers reflect actual ranges across clients. Two levers in production. EBITDA expansion, multiple expansion, and Enterprise Value uplift across PE-backed mid-market portcos and pre-transaction operators. No firm names.
PE Portfolio Company: 30-Person Backoffice Becomes 6 Humans + 14 Virtual Employees, EBITDA Up 18 to 22% in 8 Months
- Baseline
- Pre-engagement backoffice cost run-rate per portfolio company
- Period
- Eight months from first Virtual Employee in production
- Scope
- Finance, AP/AR and customer operations. Reliable Group designed the org chart, built the Virtual Employees and operated the India team.
A PE-backed mid-market services portfolio consolidated 30-person backoffices into 6 humans plus 14 Virtual Employees per portco. Per-portco EBITDA expanded an estimated 18 to 22 percent over eight months, after netting Reliable’s operating fee.
Services Rollup Repositioned From EBITDA-Multiple to Revenue-Multiple Narrative Inside the Buyer’s Diligence Window
- Baseline
- Pre-process operating documentation and cost structure
- Period
- Across the pre-transaction window
- Scope
- AI-native org chart redesign plus the operating artifacts a buyer diligences.
A mid-market services rollup repositioned from EBITDA-multiple to revenue-multiple narrative ahead of majority recap by redesigning the operating org chart AI-first. Inside the buyer’s diligence window. Specific multiple confidential.
Healthcare RCM Operator Built the AI Layer Inside Its Own COPO Entity. Twelve Months Later, the Institutional Knowledge Compounded.
- Baseline
- Vendor-platform cost per claim and days in AR
- Period
- First operating year
- Scope
- Revenue cycle management inside the client’s own COPO entity.
A healthcare RCM operator chose to build the AI layer inside its own COPO entity rather than rent it from a platform vendor. Twelve months later the institutional knowledge had compounded inside the company, not on someone else’s balance sheet.
The Offshore Team Inside Your Entity
The cost-savings, speed-of-standup, and zero-audit-findings stories that anchored Reliable’s first 55 years. Still valuable. Still in production. Demoted from the top of the page only because the new featured cases lead with both levers.
From Zero to 200+ Professionals: A Healthcare Services COPO That Changed the Company
- Baseline
- Pre-COPO offshore arrangement and headcount cost
- Period
- From entity registration through steady-state operation
- Scope
- Revenue cycle and clinical documentation operations under the client’s entity.
A US-based healthcare services company scaled revenue cycle management, clinical coding, and provider operations using the COPO model with HIPAA-ready infrastructure from day one.
From Vendor-Dependent to Owner-Operated in 18 Months
- Baseline
- Incumbent vendor contract cost and scope
- Period
- Through the transfer to client ownership
- Scope
- Network and back-office operations transferred from a vendor to a client-owned centre.
A major US telecom provider transitioned from a locked-in vendor contract to a fully owned India center with 150+ professionals and 42% cost savings.
A SaaS Company Replaced Vendor Engineering with a 50-Person Captive Team
- Baseline
- Prior contracted-engineering spend through a staffing vendor
- Period
- From first hire through steady-state team
- Scope
- Captive product engineering, QA and application support inside the client’s entity.
A US-based SaaS company moved from $4M in contracted engineering to an owned 50-engineer India team with zero first-year attrition.
A PE-Backed Portfolio Company Built Exit-Ready India Operations in Under a Year
- Baseline
- Pre-deployment operating cost across the portfolio companies in scope
- Period
- From entity setup through exit readiness
- Scope
- Owned India operating capability built for exit-readiness.
A PE-backed US services company deployed India operations under COPO with exit-ready documentation, clean entity structure, and 100+ headcount in 90 days.
A Mid-Market Bank Built a 40-Person Operations Team in 6 Months
- Baseline
- Prior operating arrangement and control environment
- Period
- Through the build and stabilisation period
- Scope
- KYC, AML and reconciliation operations with maker-checker separation.
A US-based commercial bank scaled KYC/AML and loan servicing operations in India with SOX-aligned controls from month one.
Medical Coding Center Built for Audit Readiness
- Baseline
- Pre-engagement coding quality and throughput
- Period
- Through the first external review cycle
- Scope
- Medical coding operations under control design the client’s compliance team specified.
A US healthcare organization built a coding center in Hyderabad with the control evidence produced as the work happens rather than assembled for the audit.
Both levers, scoped together. Start with the Blueprint.
Three to five weeks. Paid engagement. Outcome: the AI-native org chart, the Virtual Employee roster, the offshore team plan, and the joint unit economics.