Here is how we charge. Rates are quoted per scope.
We publish the models and what each is billed on. We don't publish a rate card, because the honest rate depends on role, seniority and volume — the same reason no serious staffing partner publishes one either.
Choose the one that matches your demand shape
| Model | Best for | Billing basis | Minimum | Notice period | Price |
|---|---|---|---|---|---|
| DEDDedicated team | Predictable, ongoing volume where continuity matters more than elasticity | Per full-time equivalent, per month | Three months | Thirty days after the first term | Enquire |
| HRLHourly | Variable or seasonal load, and work that has not settled into a predictable shape yet | Per hour worked, billed monthly in arrears | A monthly minimum agreed at scoping | Fifteen days | Enquire |
| TRXPer transaction | Work with a countable, well-defined unit — a ticket, an invoice, a record, a document | Per completed unit, against an agreed definition of complete | A monthly volume floor agreed at scoping | Thirty days | Enquire |
| PRJProject | A defined outcome with a defined end — a build, a migration, a clean-up, a backlog | Fixed price against a written scope, billed on milestones | The project | Per the change-control terms in the statement of work | Enquire |
A short decision guide
Dedicated team
Predictable, ongoing volume where continuity matters more than elasticity
Hourly
Variable or seasonal load, and work that has not settled into a predictable shape yet
Per transaction
Work with a countable, well-defined unit — a ticket, an invoice, a record, a document
Project
A defined outcome with a defined end — a build, a migration, a clean-up, a backlog
What's always included
- A named account owner, reachable directly
- A written scope, agreed before work starts
- An SLA with a written remediation path
- Weekly operational reporting in a format you choose
- Recruitment and selection for your account
- Training to your processes and tools
- Quality assurance and coaching
- A documented transition-out plan
What's never charged extra
- Recruitment fees. Finding, assessing and hiring the people on your account is our cost, not a line on your invoice.
- Training to your process. Ramp-up time is ours to absorb. You are not billed for the weeks in which someone is still learning.
- Replacing someone who does not work out. If an agent has to be replaced for performance, the re-hire and re-train are at our cost.
- Quality assurance. The QA function is priced into the engagement. Charging separately for checking our own work would be an odd thing to do.
- Licences you already own. We work inside your tools under your seats. Where a seat is genuinely additional, it is agreed in advance and passed through at cost.
- Reporting. Weekly, monthly and quarterly reporting is part of the engagement, not a premium tier.
In-house US staffing versus Shoora Global
| Dimension | In-house (US) | Shoora Global |
|---|---|---|
| Cost structure | Salary, benefits, office space, hiring overhead | up to 70–80% lower, versus equivalent in-house US staffing costs |
| Hiring timeline | Weeks to months per role | Two to four weeks to a trained team |
| Coverage | Limited to your local working hours without a shift premium | Shifted to your timezone as standard |
| Scaling up or down | Hire/lay-off cycle, notice periods, severance | 30 days’ notice, no exit fee, no severance exposure |
| Quality control | Built and owned internally | Sampled weekly, calibrated monthly, reported to you |
| Management overhead | You manage every hire directly | A named account owner manages the team for you |
A small first step, not a leap of faith
Step 1: Start with a paid pilot
A defined scope, a small team and a fixed period — typically one month — with success criteria written down before it starts. You end it at the end of the pilot with no further obligation if it has not met them.
Step 2: A short first term
Three months, not a year. Long lock-ins exist to protect the vendor from its own churn, and we would rather earn the renewal.
Step 3: Thirty days’ notice, no exit fee
After the first term, thirty days in writing. There is no penalty for leaving and no charge for the transition-out work.
Step 4: A written transition-out plan
Agreed at the start, not negotiated at the end. Knowledge transfer, documentation handover, data return and deletion, and access revocation, each with an owner and a deadline.
The commercial terms a procurement review will ask for
- Contracting entity
- Shoora Global, Nagpur, India
- Currency
- USD, GBP or CAD, chosen at contracting
- Invoicing
- Monthly, in arrears
- Payment terms
- Agreed at contracting
- Contract structure
- Master services agreement plus a statement of work per engagement
- Confidentiality
- Mutual NDA, signed before scoping details are exchanged
- Data protection
- Data processing agreement with standard contractual clauses where applicable
Engagement Models FAQ
How much does outsourcing to Shoora Global save us?
Up to 70–80% versus equivalent in-house US staffing costs, depending on role, seniority and engagement model. The figure covers salary, benefits, office space and hiring overhead that a locally-employed equivalent would carry.
Do we get a dedicated team or a shared pool?
Dedicated by default. The people on your account work only on your account — that is what the Dedicated Team engagement model means. Hourly and per-transaction models can draw on a trained pool for elasticity, and that trade-off is explained on the engagement models page.
What is the minimum engagement size?
It depends on the service. Support and virtual assistance can start with a single dedicated person; development is not realistically viable below two engineers; sales and accounting depend on volume. This is a scoping-call question, not a fixed rule.
What if we want to leave?
Thirty days’ notice after the first term, no exit fee. A written transition-out plan — agreed at the start of the engagement, not negotiated at the end — covers knowledge transfer, data return and deletion, and access revocation.