To Sagar Rajgopal, co-founder and COO of Ubiquity, outsourcing isn’t just about arbitrage: It’s about knowledge consolidation and the provision of streamlined solutions, especially in highly complex, compliance-driven environments. Ubiquity, a customer experience outsourcing provider, sees its place in fintech and financial services landscapes as a knowledge-capital platform for fledgling startups focused on growth and customer delight. Now 10 years old, Ubiquity has served some of the largest fintechs and startups, including Robinhood and Marqeta.
In an interview with The Financial Revolutionist, Rajgopal describes the bidirectional benefits of outsourcing, provides examples of the insights customer-experience experts can offer fintechs, and outlines the future of outsourcing in the face of volatility.
This interview has been edited for length and clarity.
The Financial Revolutionist: What compelled Ubiquity’s founding team to start the company?
Sagar Rajgopal: Ubiquity was founded on two primary insights. We saw ourselves as coming in and helping provide not just cost arbitrage, but actual value creation driven by insights and expertise focused on a more complex compliance and heavily regulated environment—fintech and financial services.
The second element was that when we surveyed the outsourcing landscape, which all the founders grew up in, we were seeing a slow and steady industrialization of that sector. In other words, with scale, there was a drive towards efficiencies, processes, and policies at the expense of human interaction. With that move, granular insights that drive interactions at an individual level were getting lost. We realized that outsourcing customer support could be done meaningfully better by bringing humanity back to these conversations, while also doubling down on strategy and data intelligence to actually learn and improve the customer experience—and the bottom line for the company we’re representing.
FR: So Ubiquity sees compliance assistance and driving textured conversations between clients and customers as two USPs. Are there specific use cases or roles where you really add value?
SR: In every single case where we’re coming across clients who want to achieve cost efficiencies or reductions, we make sure that we educate clients about the fact that yes, those measures are important, but additional elements that go into the business are equally important. Looking at things like customer retention, share of wallet, ease of transaction; and identifying potential points of friction whenever a customer reaches out to a client, and then leveraging a partner to help solve for that.
A lot of organizations are in firefighting mode—different fires being fought, and they’re all being fought simultaneously. We act as that first level of interaction directly with the consumer: There are a ton of insights there that either are trapped or are lost, and we come in to help ensure that there are mechanisms put into tapping into that and then feeding insights back—sometimes into product, sometimes into marketing, sometimes into the customer support process itself.