Service models

Dedicated employee and managed offshore team models.

Every role we recruit is full-time and dedicated to one client. The management layer changes with team size, risk and the amount of coordination you need.

Discuss your team How it works

Choose the support layer

Client-directed One dedicated employee Added management Coordination or QA

Direct model

Client-directed dedicated employee

Your manager sets daily priorities, provides technical guidance and reviews the work. We remain the Philippine employer and support HR, payroll, benefits and the agreed service cadence.

Often suited to

One to three employees
Strong client-side supervision
Well-documented workflows
Direct integration into an existing team

Managed model

Added client/project management

A senior Jade manager adds coordination, accountability, quality oversight and continuous-improvement support around the dedicated team, while you retain technical authority and approvals.

How it applies

Dedicated management for teams of four or more
Shared management available by request for smaller teams
Scope and commercial terms agreed in the proposal
Responsibilities mapped to the client’s own managers

Compare responsibilities

Management support does not replace client accountability.

Responsibility	Direct model	Managed model
Daily technical direction	Client	Client, coordinated with Jade manager
Work review and approval	Client	Client; Jade QA as specifically agreed
Philippine employment and HR	Jade	Jade
Work allocation and capacity visibility	Client	Shared under the agreed cadence
Process improvement	Client-led	Jointly identified and prioritised
Commercial structure	Confirmed in the engagement proposal

A deliberate choice

Consider coordination load, not just headcount.

A smaller team working in sensitive or fast-changing processes may benefit from shared management. A larger, mature finance function may already have strong client-side leadership. We will discuss reporting lines, time zones, QA, escalation, backup planning and change management before recommending a structure.

There is no promise that a manager is free or included in every engagement. Scope, seniority, availability and commercial terms are stated in the proposal.

What the manager actually does

Coordination, quality and the early conversations.

A client/project manager is not a second layer of email. The role exists to absorb coordination that would otherwise land on your finance lead, and to catch quality problems before they reach you.

In practice that means holding the operating cadence and the escalation path, running quality checks on output before release where that is the agreed scope, tracking workload and capacity across the team, driving process improvement rather than waiting to be asked, and raising performance or capability concerns early. These managers have deeper experience of Australian client expectations than a typical junior employee, which is what makes those early conversations useful rather than uncomfortable.

What does not move is your authority. Technical direction, review and approval stay with your business under both models.

Signs you want the managed model

Four or more dedicated employees, where it applies by default
Your finance lead has become the bottleneck for questions
Processes are changing faster than they are documented
The work is sensitive enough to want a second check
Nobody in your business has time to notice a capability gap early

Choosing well

Match the structure to your coordination load.

The direct model suits a business with a strong finance lead, documented workflows and genuine capacity to review. One to three dedicated employees integrated into an existing team is where it works best, and adding a management layer there means paying for coordination you already do well.

The managed model earns its place when coordination is the constraint rather than capability. A three-person team working across a fast-changing process with a stretched Australian manager usually benefits more than a six-person team supporting a mature, well-documented function.

Neither model removes client responsibility, and management is not included by default in every engagement. Scope, seniority, availability and commercial terms are set out in the proposal so you can see exactly what you are choosing.

Choosing between offshore models more broadly, including a dedicated employee, freelancer or fully managed provider, is covered in our comparison guide. For who sits behind these structures, see about the company.

Questions and answers

Practical details

Is the client/project manager included in the price?

Not automatically, and we will not pretend otherwise. Dedicated management applies to teams of four or more; smaller teams may request shared management. The structure and its commercial terms are stated in the proposal for your engagement.

Can we start direct and add management later?

Yes, and that is a common path. It is worth agreeing in advance what would trigger the change, such as team size, error rate, turnaround or the capacity of your own manager, so the conversation happens before the strain shows up in the work.

Does a Jade manager review our technical work?

Only where quality assurance is specifically agreed as part of the scope. Even then, accountable review and approval remain with your business. A Jade manager checking output does not replace your review; it reduces how often your review finds something.

Next step

Choose a structure that fits the team.

Discuss team size, client-side capacity, risk, QA and the operating cadence you want.

Start the conversation