Tag Archives: Business Process Outsourcing

A longer view changes how companies evaluate headcount. A role that looks affordable on salary alone can become much more expensive once recruitment, benefits, software, equipment, manager time, training, and replacement costs are included. Outsourced delivery can also look simple at first, but the real value depends on scope clarity, governance, and service quality. That is why outsourcing vs hiring in-house is not just a staffing choice. It is a cost, speed, utilization, and control decision. The broader market reflects that shift: the global outsourcing services market was estimated at USD 3.8 trillion in 2024 and is projected to reach USD 7.11 trillion by 2030.

How outsourcing vs hiring in-house changes the total cost base

A realistic comparison of outsourcing vs hiring in-house goes beyond salary versus vendor fees. Companies must also account for benefits, payroll taxes, recruitment, training, software, office setup, manager oversight, and idle capacity.

Internal hiring often creates the highest cost burden in the first year because employees require recruitment, onboarding, training, and ramp-up time before reaching full productivity. According to SHRM benchmarks, the average cost to hire one employee in the U.S. is around USD 4,700, excluding training and productivity losses.

In Outsourcing vs hiring in-house, in-house hiring works best when workload demand is stable and utilization remains consistently high. However, many businesses experience fluctuating workloads due to deal flow, reporting cycles, or project-based work. Outsourcing offers greater flexibility because companies pay only for the capacity they need.

Attrition also affects long-term cost. When employees leave, firms incur additional hiring, onboarding, and knowledge-transfer expenses. Outsourcing providers can reduce this dependency through documented processes, backup teams, and cross-trained staff.

What outsourcing vs hiring in-house means for productivity and risk

Cost is not the sole determining factor in outsourcing vs hiring in-house either. There is a need to consider productivity levels, delivery times, and managerial efficiencies. Organizations sometimes find themselves in a situation where there is a need for rapid scaling up that cannot be accommodated within the traditional hiring period, especially for projects like financial modeling, market research, benchmarking, and reports.

There are also costs associated with internal hiring in terms of productivity. The management has to engage in supervision, training, evaluation, and other management activities that may end up distracting the management from making decisions. New hires also take time before they can contribute productively.

This is where outsourcing comes in as a strategy that cuts down on such delays as it provides pre-formed teams with the necessary experience in delivery. Outsourcing also has the advantage of providing access to a more controlled environment regarding culture and information, as well as decision making.

A practical outsourcing vs hiring in-house cost model for finance teams

In outsourcing vs. hiring in-house, a useful three-year model should compare total cost, not visible cost. Finance leaders can build a simple side-by-side view that captures both cash cost and operational friction. reference

A practical outsourcing vs hiring in-house cost model for finance teams

A practical outsourcing vs hiring in-house cost model for finance teams

Illustrative 3-year cost example

In-house hire

Outsourced support model

Base annual labor or service cost

USD 80,000 salary

USD 6,000 per month = USD 72,000 per year

Benefits and payroll burden

20% of salary = USD 16,000 per year

Included in vendor fee

Hiring cost in year one

USD 4,700

Minimal compared with recruiting a full-time employee

Tools, equipment, and software

USD 3,000 per year

Often partly included, plus internal oversight costs

Manager oversight cost

USD 7,500 per year if a manager spends about 3 hours weekly at USD 50 per hour

USD 5,000 per year if oversight is lighter but still required

Estimated 3-year total

About USD 290,200 before raises or attrition

About USD 231,000 before scope changes

These figures are illustrative rather than universal, but they show the logic of a three-year model. In-house cost rises above salary once benefits, hiring expense, tools, and manager time are counted. Outsourcing is not automatically cheaper, yet it can produce a lower three-year total when workload is variable and the provider delivers reliable capacity without heavy rework.

The in-house cost stack

Begin by calculating annual salary. Add benefits, payroll taxes, recruiting cost, onboarding cost, technology cost, workspace rental, training, management cost, and anticipated raises. For specialized positions, also add recruiter cost and vacancy cost. In outsourcing vs hiring in-house, this helps reveal the true internal cost stack.
Here’s what a simplistic in-house three-year model might be expressed in words: annual salary increases yearly; benefits are above salary; recruiting happens first year; tools come annually; while lost productivity happens during ramp-up or replacement.

The outsourced cost stack

A cost stack for outsourcing begins with monthly or project-based fees. You must also calculate transition time, internal review time, communications time, and vendor management time. Models worth their salt should include a contingency budget. In outsourcing vs hiring in-house, these hidden review costs can materially change the decision.
Remember that the comparison between in-house services and outsourcing is an analytical framework, not a marketing buzzword. Even if the outsourcing fee is cheaper but the internal review costs twice as much, you could wipe out any savings. Even if the outsourcing fee is more expensive but the executive saves ten hours per week, you might have a stronger business case.

Example three-year comparison

A financial services role with a USD 80,000 salary can cost much more once benefits, hiring, software, hardware, and management time are added. Over three years, the full cost may reach nearly USD 290,000 before raises or turnover.

By comparison, outsourced support at USD 6,000 per month equals USD 216,000 over three years before oversight costs. This makes outsourcing vs hiring in-house easier to compare, especially when workload varies month to month.

When the in-house model wins

In-house hiring wins when the role needs daily judgment, institutional memory, leadership development, or deep integration with confidential strategy. It also works when utilization is consistently high, and the company can retain talent.

A blended model is often the most effective option: keep client relationships, negotiation, and sensitive judgment in-house, while using outside support for research, presentation production, recurring reporting, and other execution-heavy tasks.

When outsourcing vs hiring in-house delivers better business value

An optimal approach to operations is neither purely internal nor purely outsourced. Most organizations take an approach where the internal team retains control over decision-making while the outsourced partner handles speed, scalability, and repeatability of execution.

When outsourcing vs hiring in-house delivers better business value

When outsourcing vs hiring in-house delivers better business value

Best-fit work for outsourcing

Outsourcing works well for financial research, comparable company analysis, CRM updates, data extraction, presentation support, market mapping, fund reporting, portfolio tracking, and dashboards. The business process outsourcing market was valued at USD 328.37 billion in 2025 and is expected to reach USD 695.77 billion by 2033.

Deloitte’s 2024 survey of 500 plus executives shows outsourcing is no longer just about cost. About 83% use AI in outsourced projects, 25% report lower costs or better service quality, and 70% have selectively brought some processes back in-house.

Best-fit work for in-house hiring

It makes sense to use in-house hiring when you need a job role that will influence the company culture, owns stakeholder relationship management, handles crucial decision-making or requires cross-functional judgment skills. A CFO, investment lead, operating partner, product owner or senior analyst working directly with clients ought to be near the company most times.
It is important to note that senior internal hires will be more effective when routine jobs can be handled by a reliable support team within an organization. This enables the company’s leadership to spend more time on making crucial decisions, managing stakeholders and doing valuable analysis rather than just report writing and process management.

Governance decides the outcome

The right decision in outsourcing vs hiring in-house depends on the company’s governance. It is wise to decide ahead of time about scope, turnaround time, quality, confidentiality requirements, review ownership and how escalation works.

A balanced three-year choice

A balanced choice in outsourcing vs hiring in-house takes into account what the business values most. Outsourcing brings flexibility, quicker access to talent and reduced fixed costs. However, hiring employees in-house helps organizations gain control, consistency and culture. They revisit the model regularly, compare actual cost against output, and adjust the mix as strategy changes.

Magistral’s Outsourcing Services

Magistral Consulting provides operations outsourcing support to private equity firms, venture capital funds, asset managers, lenders, and corporate finance teams. Its services include financial research, company profiling, financial modeling and valuation, due diligence support, portfolio reporting, CRM and data management, presentation support, outsourced CFO services, and preparation of fundraising materials such as pitch decks, CIMs, and PPMs. Magistral typically works as an extension of internal teams, helping firms improve scalability and execution capacity while allowing leadership teams to remain focused on investment decisions, client relationships, and strategic priorities.

About Magistral Consulting

Magistral Consulting has helped multiple funds and companies in outsourcing operations activities. It has service offerings for Private Equity, Venture Capital, Family Offices, Investment Banks, Asset Managers, Hedge Funds, Financial Consultants, Real Estate, REITs, RE funds, Corporates, and Portfolio companies. Its functional expertise is around Deal origination, Deal Execution, Due Diligence, Financial Modelling, Portfolio Management, and Equity Research

For setting up an appointment with a Magistral representative visit www.magistralconsulting.com/contact

About the Author

Prabhash Choudhary is the CEO of Magistral Consulting. He is a Stanford Seed alumnus and mechanical engineer with 20 + years’ leadership at Fortune 500 firms- Accenture Strategy, Deloitte, News Corp, and S&P Global. At Magistral Consulting, he directs global operations and has delivered over $3.5 billion in client impact across finance, research, analytics, and outsourcing. His expertise spans management consulting, investment and strategic research, and operational excellence for 1,200 + clients worldwide

FAQs

Is outsourcing always cheaper than hiring in-house?

No. Outsourcing is not automatically cheaper in every case. It often becomes more cost-effective when workload is uneven, ramp-up speed matters, and the vendor can deliver reliable output with limited rework. In-house hiring can be the better value when the role has consistently high utilization and requires close business integration.

What hidden costs should companies include in an in-house hiring model?

Companies should look beyond salary and include benefits, payroll taxes, recruitment costs, onboarding, software, equipment, manager time, training, productivity loss during ramp-up, and potential replacement costs if attrition occurs. These items often make the true cost of an internal hire much higher than the headline salary.

When does outsourcing make the most sense?

Outsourcing makes the most sense for repeatable, execution-heavy, or variable-demand work such as research support, reporting, data maintenance, CRM updates, and presentation production. It is especially useful when a business needs fast access to capacity without adding permanent fixed costs.

When is hiring in-house the better choice?

Hiring in-house is usually the better choice for roles that require daily judgment, confidential decision-making, stakeholder ownership, leadership development, or deep knowledge of the company. These positions often create more value when they sit close to the business and are managed internally over the long term.

How should finance leaders decide between outsourcing and in-house hiring?

They should compare fully loaded cost over multiple years, not just monthly salary or vendor fees. A strong decision model should include direct cost, utilization, management effort, speed to productivity, attrition risk, and quality control. In many cases, a blended model delivers the best balance of control, flexibility, and cost efficiency.

Introduction

The acquisition of the goods and services required to maintain and expand the organization is the primary function of procurement in every commercial activity. But, procurement can be an expensive, time-consuming, and frequently difficult process to manage well. Businesses may use the technique of procurement cost reduction to save costs while preserving the calibre of the products and services they acquire.

In today’s highly competitive business environment, procurement cost reduction has become a critical factor in achieving profitability and long-term success. The rising cost of raw materials, increasing global competition, and economic uncertainties have made it imperative for businesses to focus on cost-saving measures. As a result, procurement cost reduction has emerged as an essential strategy that can help businesses stay competitive and achieve their financial objectives.

The process of procurement cost reduction entails assessing the procedure, locating inefficiencies, and putting policies in place to expedite, lower expenses, and boost effectiveness. A comprehensive comprehension of the procurement process is necessary, encompassing supplier selection, contract negotiation, purchasing, and payment procedures.

Consolidating suppliers is one of the best strategies to cut procurement costs. Businesses can negotiate lower pricing, expedite the procurement process, and lessen the administrative load of managing several vendors by grouping their suppliers. Procurement cost reduction can also be achieved by optimizing inventory levels. Businesses can minimize expenses associated with handling and storage, prevent stockouts, and save waste by keeping an adequate quantity of inventory.

Utilizing technology can also assist companies in cutting their purchase expenses. Software for procurement automation can increase accuracy, decrease manual error, and streamline the procurement process. Additionally, it can offer real-time analytics and data, which empowers companies to uncover opportunities for additional cost savings and make well-informed decisions.

Procurement Cost Reduction Strategies

Procurement cost reduction strategies are essential for businesses to stay competitive, save expenses, and increase revenues. A few of the intricate steps that comprise the procurement process are choosing suppliers, negotiating contracts, making purchases, and handling payments. Wasteful expenditure can be the outcome of inefficient procurement processes, which can hurt a company’s bottom line. Therefore, businesses must use cost-reduction strategies to improve efficiency, reduce expenses, and streamline their procurement process. In this post, we’ll discuss some of the top strategies for cutting costs associated with procurement.

Procurement Cost Reduction Strategies

Procurement Cost Reduction Strategies

Consolidating Suppliers for Procurement Cost Reduction:

Consolidating suppliers is a popular procurement cost reduction strategy in procurement that involves reducing the number of suppliers a business uses. By consolidating suppliers, businesses can negotiate better prices, reduce administrative burdens, and streamline the procurement process. Consolidating suppliers can also reduce the risk of quality issues and improve supplier relationships.

Implementing a Supplier Management System:

Implementing a supplier management system is an effective procurement cost reduction strategy that enables businesses to manage suppliers effectively. A supplier management system allows businesses to evaluate supplier performance, track delivery times, manage contracts, and identify areas for improvement. By implementing a supplier management system, businesses can reduce the risk of quality issues, optimize supplier relationships, and negotiate better prices.

Optimizing Inventory Levels:

Optimizing inventory levels is another effective cost-reduction strategy in procurement. By maintaining appropriate inventory levels, businesses can avoid stockouts, reduce waste, and minimize storage and handling costs. Businesses can also reduce inventory costs by implementing just-in-time inventory systems, which allow them to order goods only when needed. Optimizing inventory levels can improve cash flow and reduce the cost of carrying inventory.

Leverage Technology:

Leveraging technology is a cost-effective way for businesses to streamline their procurement processes and reduce expenses. Procurement automation software can automate the procurement process, reduce manual errors, and improve accuracy. It can also provide real-time data and analytics, enabling businesses to make informed decisions and identify areas for further cost reduction. E-procurement solutions can also help businesses streamline the procurement process, reduce paperwork, and increase efficiency.

Negotiate Better Terms:

Negotiating better terms with suppliers is an effective cost-reduction strategy in procurement. Businesses can negotiate better prices, payment terms, and delivery times. Negotiating better terms can also improve supplier relationships and increase supplier loyalty.

Implementing Cost-Effective Payment Processing:

Implementing cost-effective payment processing is a critical cost-reduction strategy in procurement. Businesses can reduce payment processing costs by implementing electronic payment systems, which can eliminate manual processing and reduce errors. Electronic payment systems can also streamline the payment process, reduce paperwork, and improve accuracy.

Centralize Procurement:

Centralizing procurement is an effective cost-reduction strategy that involves consolidating procurement activities into a single department or team. It can reduce administrative burden, improve efficiency, and reduce the cost of procurement. Centralizing procurement can also improve supplier relationships, optimize procurement processes, and increase cost savings.

Conduct Market Research:

Conducting market research is an effective cost-reduction strategy that enables businesses to identify cost-saving opportunities. Businesses can research market trends, identify new suppliers, and evaluate pricing options. Conducting market research can also help businesses negotiate better prices and identify areas for further cost reduction.

Magistral’s Services on Procurement Cost Reduction

For companies, procurement is an essential job and a major source of costs. In order to increase their bottom line, companies must therefore find ways to reduce costs associated with procurement. Procurement service providers assist firms in cutting expenses, streamlining operations, and boosting productivity by providing a range of services. We’ll talk about a few essential services for procurement cost reduction in this post.

Magistral's Services on Procurement Cost Reduction

Magistral’s Services on Procurement Cost Reduction

Strategic Sourcing:

This type of procurement entails looking for supply chain possibilities where costs can be reduced. Providers of strategic sourcing assist companies in streamlining procurement procedures, cutting costs, and enhancing supplier relations. They find the finest suppliers and bargain for better terms, prices, and conditions by using data analytics and market intelligence.

Contract Management:

Another procurement service that helps companies cut costs and streamline their procedures is contract management. Contract management companies support companies in managing supplier agreements, finding cost-saving opportunities, and guaranteeing compliance. Additionally, they offer contract drafting and negotiating services, enabling companies to bargain better terms and conditions with suppliers.

Spend Analysis:

This is a procurement service that looks for ways to save costs by examining procurement data. Spend analysis services assist companies in recognizing inefficiencies, comprehending their spending trends, and streamlining their procurement procedures. To find opportunities for cost savings and to offer insights into procurement spend, they employ data analytics technologies.

Supplier Management:

This procurement solution aids companies in efficiently managing their suppliers. Businesses can monitor supplier performance, manage relationships with suppliers, and pinpoint areas for improvement with the assistance of supplier management companies. Additionally, they offer supplier selection services, which help companies find the finest vendors to meet their demands in procurement.

E-Procurement:

This type of procurement service uses digital platforms and tools to expedite the procurement process. Businesses may automate procurement procedures, cut down on paperwork, and work more efficiently with the aid of e-procurement suppliers. Additionally, they offer analytics and reporting solutions, which help companies find areas for additional cost savings and make well-informed decisions.

Outsourcing:

A procurement service that involves outsourcing procurement processes to a third-party provider. Outsourcing providers help businesses reduce costs, increase efficiency, and optimize procurement processes. They also provide specialized expertise and knowledge, enabling businesses to focus on their core competencies.

Payment Processing:

It is a procurement service that helps businesses manage their payment processes effectively. Payment processing providers help businesses reduce payment processing costs, increase accuracy, and improve efficiency. They also provide electronic payment options, enabling businesses to eliminate manual processing and reduce errors.

About Magistral Consulting

Magistral Consulting has helped multiple companies to reduce operations costs through its offerings in Procurement and Supply Chain.

For setting up an appointment with a Magistral representative visit www.magistralconsulting.com/contact

About the Author

The article is Authored by the Marketing Department of Magistral Consulting. For any business inquiries, you could reach out to  prabhash.choudhary@magistralconsulting.com

 

Introduction

Financial process outsourcing has been on the horizon of businesses for over a decade now. But there are a few trends that are making this process all the more strategic. It is not only about cutting costs, but having the right partner who could improve the processes, change culture, bring in the new talent and technology and make finance more predictive and proactive.

When it comes to Financial Process Outsourcing, the following trends are changing the landscape of the industry

Smaller and niche clients

Bigger players with a headcount of hundreds of thousands started taking advantage of outsourcing around a decade back. They are increasing it in terms of scale and complexity, however, the major volume is now going to come from smaller players as small as 1 or 2 men companies. Niche processes that are difficult to deliver on a turnkey basis also show promise.

Technology

Technology impacts all industries all the time. Financial process outsourcing is no exception. It has now moved from process outsourcing to process reengineering to automate steps and bring down the costs further and improve the operational efficiencies

Outcome-based offerings

Outcome-based offerings are still to take off but are on the horizon. It makes the vendor, your business partner where they are accountable for business results and not only delivering on the processes. Metrics related to a reduction in sales outstanding, operations costs, cycle time reductions, liquidity improvements, forecast accuracy are a few related to advisable business outcomes

Strategic importance

Outsourcing started as a low-cost low-value add jobs outsourcing. It still is to some extent. Firms are now outsourcing more strategic and high-value tasks. They actively outsource processes like budgeting, fundraising, and investor communications, in addition to routine accounting jobs.

Advantages of Financial Process Outsourcing

There are multiple reasons why outsourcing the financial processes is the best way of doing it. The reasons not only involve cost savings but a host of others that raise the operational standards of the client, whatever business they are in.

Magistral's Financial Process Outsourcing Advantages

Financial Process Outsourcing Advantages that Magistral Consulting Offers

These advantages are:

Cost

Of course, cost considerations here are tangible and very obvious. One dollar saved is a dollar earned. That is a saving that starts showing in the P&L as soon as you decide to outsource. You can normally expect to save 50–80%, depending on your location and the specific process you choose to outsource.

Flexibility

Apart from the absolute cost savings, there is a further scope of savings due to fractional resources. Fractional resources mean that you are not hiring anyone permanently but are tapping into the skill and experience of the resources only as and when required.

CFO outsourcing

CFO outsourcing or substantial outsourcing of strategic tasks is an emerging trend. This is all the more important for start-ups or funds that are small and can’t afford a full-time CFO.

Focus on core tasks

Outsourcing frees up the management and workforce bandwidth to focus on more strategic aspects of business and operations

Technology

Since the vendor has experience outsourcing similar processes for other clients, it can better recommend and implement technologies that reduce effort or improve turnaround time. The vendor achieves this by automating several tasks using Artificial Intelligence and machine learning algorithms.

Operational efficiency improvements

Outsourcing to an expert improves the operational efficiency of a process by multiple notches. Something like an increase in efficiency due to touchless processing, reductions in operations cost, and reduction in Day Sales Outstanding (DSOs) are very typical operational outcomes of outsourcing

Improved plan compliance and making finance more predictive

With tools like dynamic real-time scenario planning, dashboards, visualization tools, data science and analytics, and on-demand reporting, it’s possible to make the finance function more predictive

Financial Process Outsourcing: What could be outsourced?

Financial processes that are low value add and not strategic could of course be outsourced. Now added onto transactional outsourcing is the strategic outsourcing elements that require specialist interventions. The activities that could be successfully outsourced are:

Bookkeeping and back-office support

Organizations have consistently used activities like account reconciliations, deferred revenues, customer billing and payments, expense processing, managing the general ledger, financial and tax reporting, currency consolidation, payroll services, and vendor invoicing to reduce costs and enhance operational quality.

Controller services

The services like audit reports, auditor facilitation, compliances, MIS, dashboards, etc form the backbone of outsourcing here

Financial Planning and Analysis (FP&A)

This is the bulk of the planning and analysis aspects of the Finance function. This includes acquisition integration support, board reporting, financial data analysis, ratio analysis, comparative analysis with competition, financial research, along with planning, budgeting, and forecasting

Fundraising

This aspect requires a very specialist intervention. Here the offerings include pitch deck content and design support, investor reach-out, modeling and valuation, and investment bank’s selection

Mortgage process outsourcing

This is a specialist process of a lender whose critical elements could be successfully outsourced. These elements are marketing, loan origination data entry and analysis, underwriting documentation, background investigation, property assessment, accounting, financial checking, documentation checking, mortgage underwriting, and every other micro sub-steps required for the evaluation, underwriting, and approval of loans.

Magistral’s tried and tested process for outsourcing

Magistral has helped scores of clients in the financial industry and elsewhere in outsourcing operations. Magistral follows a customized and low-risk process for a smooth transition. The process puts business continuity and risk minimization at the center. Here are the major steps in offshoring that is proprietary and unique to Magistral:

Magistral's Financial Process Outsourcing Steps

The approach followed by Magistral Consulting for outsourcing financial processes

Project Kick-Off

There is a call with all the client stakeholders to understand their challenges and expectations from offshoring a process. Once the business imperative of offshoring is understood, a proposal for services is prepared. The proposal carries in detail the commercials, methodologies, KRAs and KPIs, project plans, and other details required for client management to take a call. Once the proposal is signed off the action begins.

SOP preparation

Before taking any project for delivery Magistral invests a great deal of time and expertise in preparing Standard Operating Procedure documents. For preparing SOP a trained analyst gets in touch with the client SPOC (Single Point of Contact) and by his skills in business analysis brings all the knowledge of people onto a process document. We call this “bringing what is between the ears onto the paper”. Every fine detail is captured. A Magistral SOP document would carry lots of process diagrams, tips for analysts, swim-lanes, along with audio and video recording of meetings and training. The whole of this process is done without any cost to the client. Clients first-hand see the expertise that Magistral brings to the table without any investment on their part. Once the SOP document is ready, the signoff about its accuracy is taken from the relevant personnel in management. Till this point client does not spend even a single penny and we are fine about it.

Business Reengineering

Once the detailed SOP is ready, business reengineering opportunities make themselves evident. We identify processes where Artificial Intelligence, Automation, and Machine Learning can reduce costs or improve turnaround time, and we share and validate these opportunities with the client.

Pilot Projects

Our proposals are always signed based on the projects or milestones that we deliver. It is never based on the number of people (FTEs) that we employ to deliver services. Normally vendors will charge for FTEs and then they will sit and undergo process training at the client’s expense. With Magistral, you only pay when we deliver the project or processes that meet your quality standards. We start with low volumes. Trainers get trained in the process. Coordination with the client is very close and done almost daily to fill any gaps in delivery and expectations. For bigger projects, an onsite analyst sits with the client for weeks and is responsible for business analysis and knowledge transfer.

SLA finalization

Many times, there are no Service Level Agreements decided for internal teams. We make sure we are accountable for everything we deliver and decide the SLAs of every process. These SLAs can be in terms of improvement in quality, turnaround time, analyst’s availability, prompt acknowledgment of requests, etc. With Magistral, if you have internal SLAs, we promise to beat that further with at least 20% improvements.

Process Stabilization

With SLA compliances meeting standards, we increase the scope and volume of work offshored.

The phased approach ensures the client is never too invested to back off. The process is also designed to give enough confidence to the clients to trust the expertise of Magistral.

About Magistral

Magistral Consulting has helped multiple funds and companies in outsourcing operations activities. It has service offerings for Private Equity, Venture Capital, Family Offices, Investment Banks, Asset Managers, Hedge Funds, Financial Consultants, Real Estate, REITs, RE funds, Corporates and Portfolio companies. Its functional expertise is around Deal origination, Deal Execution, Due Diligence, Financial Modeling, Portfolio Management and Equity Research

For setting up an appointment with a Magistral representative visit www.magistralconsulting.com/contact

About the Author

The Author, Prabhash Choudhary is the CEO of Magistral Consulting and can be reached at Prabhash.choudhary@magistralconsutling.com for any queries or business inquiries.