Start with the work, not the headcount
Before asking how many people you need, describe the work they will do. Map your inquiry types, channels, volumes, peaks, and escalation paths. Identify which tasks are repeatable and which require specialist judgement.
Make responsibilities explicit
Ask who owns knowledge updates, account access, quality reviews, and unresolved cases. A useful proposal distinguishes the provider’s work from the responsibilities that remain with your internal team.
Discuss access and information handling
Document the systems involved, the minimum permissions required, and how access will be approved and removed. Review data-handling terms with the appropriate internal specialists before sharing personal or sensitive information.
Plan the transition
Agree on knowledge preparation, training, readiness checks, and a practical launch sequence. Ask how exceptions will be handled during the first weeks and who can make decisions when the process does not fit a real case.
Measure what the customer experiences
Response speed can be useful, but it should sit alongside accuracy, resolution, and the quality of communication. Choose a small set of measures that reflect the service in scope. Define each measure so both teams interpret the numbers consistently.
Leave room to improve
A review cadence should lead to actions. Record the issue, the next step, its owner, and a review date. The most useful partnership makes it easier to learn from recurring questions and improve the process behind them.