SSutherland provides business process outsourcing that manages the entire customer lifecycle for clients, including customer support, sales, and related operations across multiple industries. It combines process consulting with outsourced delivery, using end-to-end services that mix human agents with digital tools such as AI and analytics across a global delivery network. It differentiates itself through long-term private ownership that supports steady growth and an integrated approach across technology, telecom, financial services, and healthcare. Its goal is to help clients improve the customer experience while lowering operating costs by outsourcing full lifecycle processes and advancing with digital capabilities.
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Company Size
10,001+
Company Stage
Private
Total Funding
$30M
Headquarters
Town of Perinton, New York
Founded
1986
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Total Funding
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University of Madras, Sutherland Global Services to collaborate for setting up an AI lab. Published - November 07, 2026 12:49 am IST - Chennai The Syndicate of University of Madras (UoM) on Friday approved a proposal to sign a Memorandum of Understanding (MoU) with Sutherland Global Services, a digital-driven business transformation company, to set up an AI laboratory at the Department of Women Studies. The company has offered to upgrade its older allocation of ₹50 lakh for a Gender Lab that was set up at the Department following an older MoU signed in April 2019. The lab offered an online course on Gender Sensitisation and Workplace Readiness to students across the four campuses of the University. However, the lockdown led to long closure of the lab that destroyed the digital equipment.
October event insights: what Datalex learned at World Aviation Festival and IATA World Passenger Symposium 2026. 05 Nov 2026 October took Datalex from Lisbon to Macau, where Datalex sponsored both World Aviation Festival and IATA's World Passenger Symposium event. Across the two events, the same ideas kept coming back from airlines and technology providers. Here's what stuck with Datalex. Offer-led retailing is where the commercial value sits. With margins per ticket still razor-thin, airlines are focused on two things: efficient distribution and selling beyond the fare. NDC channel shift is already delivering real cost-of-sale savings, but it's ancillaries, bundles, and smarter offers that make the business case. Modularity is how airlines are transforming. Airlines want flexibility, adopting capabilities incrementally, and working with their existing systems. Modular and open platforms came up in almost every session, and offer optimisation is the next focus for many airlines. It's an approach Datalex put into practice in its winning multi-vendor IATA POC, working alongside partners to bring best-of-breed capabilities together. At IATA's WPS event, Datalex took the stage with partners Ink Innovation, PROS, Sutherland, and Verteil to show best-of-breed in action: one connected customer journey, from shopping and booking through servicing and check-in, to the flight flown and all services delivered. Payments are a big part of the conversation. Payments came up throughout the events. They're easier to tackle than they used to be, with more vendors now offering solutions to help modernise payment infrastructures. Airlines now recognise the role payments play in both customer experience and revenue generation: customers expect more ways to pay and a fast, simple checkout, and failed payments mean lost sales. That's why payments are becoming a central part of roadmaps. In Datalex's research report, The Airline Leadership View 2026, 41% of global airline leaders surveyed said payments are an important differentiator. The top payment opportunities they identified include higher conversion through broader local and alternative payment methods (31%), simpler, faster checkout journeys (30%), and revenue from dynamic currency conversion (26%). Find out more here. AI Agents are helping airlines recover customers during disruption. AI is changing how customers shop, but it's also changing how airlines look after customers when things go wrong. Using AI agents to recover customers during disruption (IROPS) is becoming a customer experience priority. IROPS is also starting to move out of the PSS and become agent-led, enabling airlines to meet tougher regulations such as EU261 compliance. AI search is sending customers to OTAs, not airlines. When a customer searches for a flight using AI assistants, the results often link to OTAs rather than airlines, and airlines risk losing the direct customer relationship. It's tempting to put that down to OTAs integrating better with AI, and they have launched apps within these platforms ahead of airlines. But it's just as much about content, with every airline in one place, OTAs give AI richer information to draw on. Many airlines are starting to respond, for example easyJet and Southwest have both launched ChatGPT plugins this month, embedding their offers in the AI channel and linking customers back to the airline to complete their order. It raises a new question in the industry; if AI is doing the searching, how does an offer get personalised? In short, offers need to be discoverable and readable by AI. Smart bundling comes down to simple tactics. Bundling got plenty of airtime at conferences this year, and the lessons were practical. Products in bundles should stand alone rather than being tied to a fare class, customers need to see the value difference, and airlines should test bundles and iterate quickly where needed. Personalisation is harder than is seems. Contextualising an offer is easier than truly personalising it. It's important to focus on segments, not individuals, and respond to what's driving demand. Airlines must sell the right product at the right moment and keep complex products out of the booking flow. Post-Booking: revenue opportunity. The sale doesn't end at booking. Customers like to self-service and add extras, such as fast-track security or parking, in one simple checkout, and it's a real revenue opportunity for airlines. In summary, it's clear that the future of airline retailing is offer-led, modular and AI-ready. Airlines are focused on selling beyond the fare, and on introducing new capabilities incrementally rather than through big-bang transformation. AI search is already sending customers to OTAs instead of airlines, so offers need to be easy for AI to find and read. AI is also moving into disruption recovery, improving the customer experience and helping airlines meet regulations such as EU261. And in bundling, personalisation and post-booking - simple, well-timed tactics are where the revenue opportunity sits. Datalex's market-leading and modular product suite, Stellex Offer & Order, DLX Pay and Pricing AI, enable airlines to unlock capability by capability, delivering measurable value at every stage. Get in touch today to learn more.
Sutherland named a Challenger in the 2026 Gartner(R) Magic Quadrant(TM) for Finance and Accounting Business Process Outsourcing. Finance is becoming autonomous. Gartner's 2026 Magic Quadrant for Finance and Accounting Business Process Outsourcing serves as a critical marker of where the market stands today. But the more compelling story lies beneath the surface: the evaluation criteria reveal just how rapidly the category itself is transforming. Finance operations are moving away from outsourced execution toward intelligent, AI-enabled ecosystems. While Sutherland's recognition as a Challenger in the 2026 Gartner(R) Magic Quadrant(TM) is an exciting milestone, it reflects a much broader shift. Providers are no longer assessed solely on delivery scale, cost efficiency, and process accuracy. Today, they are evaluated on their ability to embed AI, strengthen governance, accelerate digital transformation, and help CFOs build resilient, technology-led finance organizations. The new era of Finance & Accounting: beyond labor arbitrage. For most of its history, Finance & Accounting (F&A) outsourcing was built on a simple premise: labor arbitrage. The goal was to move transactional work to lower-cost geographies, standardize processes, and pass the savings along to the enterprise. Today, that premise is breaking down. While CFOs still require strict cost discipline and process consistency, their modern needs have expanded significantly. CFOs now demand: * Real-time insights to drive faster corporate decision-making. * Enhanced working capital visibility to optimize cash flow at a board level. * Adaptive operations that scale seamlessly alongside shifting market conditions. * Responsible modernization that delivers measurable productivity gains without introducing unmanaged risk. As a result, the market is rapidly pivoting from a labor-centric setup to a technology-centric operating model where automation, analytics, and advanced controls are natively embedded into daily workflows. Why the Gartner evaluation matters for CFOs. In a crowded market, independent analyst research is more vital than ever. F&A business process providers frequently describe their AI and automation capabilities using the exact same marketing vocabulary, making it difficult for buyers to separate hype from reality. Given that the stakes of choosing a partner for a foundational function like Finance are incredibly high, enterprise leaders look to independent research for clarity. The Gartner Magic Quadrant gives Finance leaders a credible, deeply researched framework to ask sharper questions of potential partners. Sutherland Company believe Sutherland's inclusion as a Challenger demonstrates that Sutherland Company is being evaluated as a serious partner in this autonomous shift, not merely as a transactional processing vendor. Inside the evaluation: what positions Sutherland as a Challenger? A Magic Quadrant position is an independent assessment, not a direct endorsement. However, several core pillars of Sutherland's strategy highlight how Sutherland Company is meeting the demands of modern F&A operations: * Embedded Workflow Intelligence: Rather than bolting AI onto traditional, headcount-heavy delivery models, Sutherland embeds intelligent automation directly inside core financial workflows across Purchase-to-Pay (P2P), Order-to-Cash (O2C), and Record-to-Report (R2R). * Structured, Client-led Innovation: Transformation cannot happen in a silo. Sutherland Company formalize this journey by dedicating Client Success Leaders to orchestrate AI adoption throughout the contract lifecycle. Through collaborative forums like its Joint Innovation Council and internal Think Tank, clients actively co-create their process roadmaps rather than having changes handed down unilaterally. * Outcome-based Accountability: Sutherland features one of the higher adoption rates for outcome-based pricing in this market. Sutherland Company believe investments in AI should be justified by tangible business results - such as reduced cycle times, lower error rates, and working capital improvements - rather than baseline activity or headcount metrics. * Proactive AI Governance: Looking ahead through 2026, Sutherland Company is intentionally strengthening its risk, controls, and compliance frameworks to specifically target data integrity and AI ethics. As automation expands, rigorous governance becomes just as vital as operational speed. "We believe this recognition reflects our commitment to delivering measurable business outcomes through AI-enabled operations, intelligent automation, and continuous innovation that empowers finance leaders to prepare for the future." - Nikhil Anand, Senior Vice President & Global Head, Digital Business Services, Sutherland The roadmap to tomorrow's finance operations. Today, the leading BPaaS providers are constructing sophisticated Human + AI operating models. This transition relies heavily on Agentic AI. Unlike basic bots that merely flag exceptions, AI agents operate under human supervision to autonomously ingest invoices, investigate discrepancies, draft resolutions, and route tasks for approval. Human experts are then freed to focus on exception management, strategic controls, and contextual judgment that technology cannot replicate. As this evolution accelerates, the future of F&A operations will be defined by a few clear trajectories: * From Periodic to Continuous Close: As reconciliation automation matures, the traditional month-end crunch will be replaced by continuous, real-time financial closing. * From Retrospective to Predictive Analytics: Financial decision-making will shift from looking backward to predicting the future, enabling dynamic cash forecasting and optimized collections prioritization. * Governance as a Differentiator: Rigorous guardrails around data security and AI model behavior will become a major competitive advantage, separating true digital leaders from the rest of the pack. Sutherland's combination of AI-enabled execution, collaborative client governance, and clear outcome-based accountability serves as a practical blueprint for what this operational transition looks like in action. Explore how Sutherland Company help finance organizations modernize operations with ai-powered transformation.
U.S. Bancorp India appoints Cynthia O'Connor as CHRO. Discover more Human Resources Management Compensation & Benefits U.S. Bancorp India, an American multinational banking institution, appoints Cynthia O'Connor as Chief Human Resources Officer (CHRO) Human Resources Discover more Labor & Employment Law HR Magazine Based in Chennai, in her new role, she will oversee talent strategy, leadership development, employee engagement and organisational effectiveness, while supporting the company's long-term growth and workforce priorities. Extensive experience. O'Connor brings nearly two decades of experience in human resources across banking, financial services and business process management. Before joining U.S. Bank, she served as Director HR - HR Business Partner, Technology at NatWest Group, where she partnered with technology leaders to drive workforce planning, organisational transformation and people strategy. Human Resources Prior to NatWest Group, she spent more than seven years at Standard Chartered Bank as Vice President - Head HR Technology. She led the HR agenda for the bank's technology function across India, Malaysia, China and Poland, supporting a workforce of approximately 13,000 employees. Earlier in her career, O'Connor worked as Head HR at Diversi Foods - Montana Bakery and Les Artisan Boulangers in the UK, overseeing HR policies, recruitment, compensation, training and employee relations. She also served as Director - Human Resources at Sutherland Global Services, where she managed HR operations for more than 2,300 employees across multiple locations and was recognised with the Platinum Leadership for People Management award. About U.S. Bancorp. U.S. Bancorp is one of the largest financial services holding companies in the United States and the parent company of U.S. Bank. Headquartered in Minneapolis, it provides banking, wealth management, payment services, corporate banking, and investment solutions to millions of customers through an extensive branch network and digital platforms.
QX Global Group names Vijay Pahuja CEO. July 29, 2026 LONDON - Business process management company QX Global Group has named Vijay Pahuja chief executive officer. Pahuja joins the company from Sutherland Global Services. He previously held roles at WNS, Cognizant, IBM and Fidelity Investments. According to the company, London-based QX helps clients - including those in the senior living sector - reduce operating cost, improve efficiency and scale their businesses. Vijay's focus will include implementing artificial intelligence to reduce back-office work for operators, allowing growth without increasing the employee headcount. Pom Chakravarti previously led the company as CEO and will remain on the board as an executive director.
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Industries
Company Size
10,001+
Company Stage
Private
Total Funding
$30M
Headquarters
Town of Perinton, New York
Founded
1986
Find jobs on Simplify and start your career today
Don't see your dream role? Check out thousands of other roles on Simplify.Browse all jobs