We’re based in Boston, Lincolnshire.
We’re a tech company set up to improve the performance of receivables for its partners.
We started process serving as a complimentary function of the receivables management work we were doing.
We realised, pretty quickly, that process serving is a commoditised proposition and that there was actually very little one could do to differentiate between different suppliers.
For sure, some suppliers will say that they provide XY and maybe even Z. They might align to an innovative approach or a technological USP.
The reality is that law firms, private individuals and corporate recovery teams deserve the XY and Z treatment at all times. Their service expectations don’t care about how many trusted agents we have; how our system integrate with theirs or how many visits we can guarantee within a certain timescale. This SLA mentality makes things complicated.
It makes us focus on avoiding breaches rather than improving and delivering. It limits us and binds us in the worst possible way in that it introduces an extra level of complexity in a relationship that should be mutually beneficial.
We should be focusing on doing the job right and not letting anyone down. We should be striving to improve that expectation even further.
So we got thinking, and we decided to keep things simple.