
President, Accelerance, Inc.
Member of the Technology Council
Andy Hilliard is President of Accelerance, a firm which provides operational and business development consulting services to offshore IT service firms and companies looking to leverage offshore IT services. He is also Director, Co-Founder, and Chief Business Development Officer of IsThmus, an offshore technology services provider based in Costa Rica. He specializes in global technology outsourcing, competitive positioning among offshore providers, and tradeoffs between global offshore outsourcing destinations. Mr. Hilliard is knowledgeable in models and differentiation for tier one companies such as Cognizant, TCS, Infosys, Wipro, HCL, Satyam, IBM, Accenture, EDS, CSC, and Capgemini as well as emerging offshore models and trends. Previously, he was a Division Manager at Cognizant Technology Solutions; Regional Manager at Siebel; Director of Latin America at YOUcentric; and the Vice President at Bank of America. (This is me - Update Profile)
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IBM's got the right idea..so do others
August 18, 2006
IBM's Insider in Outsourcing | www.businessweek.com
There is a global gold rush for talent. “Talent” being the key word with “Cost” an always important component, but as the author says and when you speak to and understand the needs of the MNC and Indian service leaders…the stress is foremost on talent and “value”
Outsourcing is stronger than ever
August 9, 2006
Is Offshore IT Outsourcing Losing Its Luster? | www.optimizemagazine.com
Not only has Outsourcing not lost it’s luster,it is at the forefront of fundamentally changing the way companies run the business and interact with markets. Offshore outsourcing is not only worth it, it’s requirement to stay competitive. Not without pitfalls, a poorly run [offshore] relationship can prove costly and a well run relationship can return dividends. No one said it was easy.
Cognizant makes the right moves
August 9, 2006
Cognizant Continues to Weather its Potential Risks Well | software.seekingalpha.com
Cognizant continues to outperform the sector by blocking and tackling well: knowing what they do well, sticking to core competencies, pursuing select complimentary, value-added initiatives and services and then doing it well. Recent management changes, resulting in both improvement and consistency, will ensure that this continues.
August 1, 2006
Call Center? That's So 2004 | www.businessweek.com
With outsourcing becoming mainstream, the logical path is to continually deepen relationships and move away from services that are high cost/low value and into areas of services that are higher value and higher profit.
| Study Group Name | No. Members |
|---|---|
| TMT Council Members in Member Programs | 18330 |
| Technology Council Members in Member Programs | 9594 |
| Business Process Outsourcing Experts | 1767 |
| ERP Software Experts | 462 |
| Business Intelligence Software Experts | 313 |
October 7, 2008 | New York
GLG Symposium: (NYC) Seminar on Outsourcing: Beyond BRICMarch 1, 2007 | New York
GLGi: IT Outsourcing and BPO Trends