Cold calling is dead?
Mary Pacheco

Cold Calling Is Dead? What’s Actually Working in B2B Sales Pipelines in 2026

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Every quarter someone on the team asks whether cold calling is worth keeping in the mix at all, and every quarter the answer gets treated as a yes-or-no question. It isn’t one. The data on B2B cold calling strategy in 2026 says something more specific: calling alone is dying, and calling as one coordinated piece of a sequence is doing more than it ever has.

Confusing the two leads to the wrong decision either way — killing a channel that still works, or running it the same isolated way it was run five years ago and wondering why it stopped, then blaming the phone instead of the process wrapped around it.

Getting this wrong is expensive in both directions: cut calling entirely and a pipeline that depended on it goes quiet for a quarter before anyone notices why; keep running it the old way and the same reps burn the same hours dialing a list nobody re-qualified, chasing a connect rate that was never going to recover on its own.

Is cold calling actually dead?

No. RAIN Group’s Center for Sales Research surveyed 488 B2B buyers and 489 sellers across 25 industries and found that 82% of buyers accept meetings at least occasionally with sellers who reach out to them cold — a number that has not collapsed the way the “cold calling is dead” narrative implies.

Buyers are not refusing the channel. They are refusing the version of it that shows up as a single, unprepared, unfollowed-up call with nothing behind it.

That distinction matters more than the headline stat. A call that arrives with no context, no prior touch, and no plan for what happens if it goes to voicemail is a different product than a call that arrives as the third touch in a sequence a prospect has already half-recognized.

The gap between those two experiences is entirely within a program’s control, which is the part of this conversation that tends to get skipped in favor of debating the channel itself. Buyers aren’t rejecting the phone. They’re rejecting being treated as a cold list instead of a person worth a coordinated approach.

Part of what makes the “cold calling is dead” narrative so sticky is that it’s measuring the wrong thing. A raw connect rate in the low single digits looks damning in isolation, but it was never the number that mattered on its own — it’s one input into a funnel that also includes list quality, timing, and what happens after the connect.

A team that improves list quality and follow-up discipline without touching the script at all will often see the same “dead” channel start producing again, which suggests the diagnosis was wrong from the start.

What’s actually working: sequencing, not single-channel blasting

The teams still getting results from calling are not the ones dialing harder. They’re the ones who stopped treating the call as a standalone tactic. According to HubSpot’s most recent State of Cold Calling data, 73% of cold callers now combine email with their calling cadence rather than running either channel in isolation — multichannel sequencing has become the default, not the exception, among reps who are still hitting numbers.

That’s the operational shift a partner running outbound needs to be built around: a team running the calls, emails and follow-up as one coordinated sequence, not three disconnected activities reported separately and coordinated by nobody.

The gap between a program that calls and a program that sequences shows up directly in results, and it’s rarely visible from the outside until the numbers are already in.

The same shift shows up in how teams are using AI without replacing the human conversation. Scaling a program with AI support while keeping the actual conversation human is the same design principle whether the team is handling inbound service calls or outbound prospecting — AI does the preparation and the follow-up logistics; a person still has the conversation that gets a buyer to say yes.

Building the pipeline system, not just the call list

A call center is not a pipeline system, and the distinction is where most in-house outbound efforts quietly fail. Before the first dial happens, someone has to identify the right accounts, find the right contact at each one, and confirm that contact still holds the role and the company still fits the target profile — building and qualifying the list itself is a distinct discipline from making the calls, and a program that treats the two as the same job usually does both of them badly. A list built by whoever has spare time between calls is rarely the list a sequence deserves.

The downstream step matters just as much. A connected call that doesn’t convert into a scheduled, confirmed meeting on the buyer’s calendar is a wasted connect, and the handoff between “we got them on the phone” and “there’s a meeting booked” is where a surprising share of otherwise-good outbound programs lose the deal before sales ever sees it. Treating list-building, calling and appointment-setting as three separate jobs owned by three separate teams is usually where that handoff breaks down.

AI adoption inside the call itself is no longer a fringe tactic either. HubSpot’s data shows 23% of daily cold callers use AI tools extensively to prepare for calls, with another 49% using them occasionally — meaning roughly seven in ten reps who are still calling are already using some form of AI-assisted call preparation and scripting to get there, not doing it cold in the literal sense. A partner without that capability is running the version of cold calling buyers are actually tired of.

The takeaway

Cold calling isn’t dead. The version of it that ran alone, with no sequencing, no AI-assisted prep and no dedicated appointment-setting handoff, is the version that’s dying — and it was never the version that worked best in the first place.

The teams still filling pipeline from outbound in 2026 aren’t the ones who dialed the hardest. They’re the ones who rebuilt the process around what the data actually says buyers respond to, and stopped treating the phone as the whole strategy instead of one piece of it.

Talk to a specialist

Outbound built as a sequence, not a call list

Mary Pacheco, Client Services Manager at Redial BPO

Mary Pacheco

Client Services Manager · Outbound Sales

Redial’s outbound teams run calls, email and appointment setting as one coordinated sequence — ask what that looks like for your pipeline.

FAQ: Cold Calling Is Dead?

1. Is cold calling still effective for B2B sales in 2026?

Yes, though its role has shifted. Research from RAIN Group’s Center for Sales Research found that 82% of B2B buyers accept meetings at least occasionally with sellers who reach out cold, and HubSpot’s data shows most active cold callers now run it as one channel within a multichannel sequence rather than as a standalone tactic.

2. What’s the difference between cold calling and a B2B cold calling strategy?

Cold calling is a single tactic — one channel, one touch. A strategy coordinates calling with email, timing, and a clear next step (typically an appointment-setting handoff) so that a connected call has somewhere specific to go instead of ending in a one-off conversation with no follow-up plan.

3. How is AI actually being used in cold calling right now?

Primarily for preparation, not for replacing the conversation. HubSpot’s data shows 23% of daily cold callers use AI tools extensively and another 49% use them occasionally — mostly for call prep, research, and follow-up logistics, while the live conversation with the buyer stays human.

4. What should a B2B company look for in an outbound sales partner?

A partner that treats calling, email and appointment setting as one coordinated sequence rather than three separately managed activities, since the handoff between “connected” and “meeting booked” is where many otherwise-solid outbound programs lose the deal.

How to Choose Nearshore Financial Customer Service
Yessica Peña

How to Choose Nearshore Financial Customer Service

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Most nearshore RFPs still get scored the same way: whichever vendor quotes the lowest hourly rate wins the shortlist. For a financial services contact center, that scoring method misses the variable that actually determines whether the program works — coverage that matches when your customers call, not when the vendor’s office happens to be open.

A nearshore financial customer service program that saves 20% on labor and misses half the after-work call volume has not saved anything. It has moved the cost somewhere the P&L does not show it. The framework below is the one we use internally before recommending any vendor comparison to a client, and it starts by separating what a quote actually prices from what a program actually costs.

The tradeoff most RFPs get backwards

Two things get treated as separate line items in a typical vendor comparison — hourly rate and hours of coverage — when they are really the same decision made twice. A center that only covers 9-to-5 Eastern time forces a bank or lender to either staff the evening and weekend gap internally, at domestic wages, or accept that a meaningful share of billing disputes and fraud alerts sit unanswered until the next business day.

Neither option shows up in the per-hour quote, and both erase the savings the quote implied. The gap is easy to miss in a spreadsheet comparison and expensive to discover after the contract is signed.

Time zone overlap with Latin America solves this in a way offshore locations structurally cannot: agents in Mexico, Colombia or Costa Rica work the same business day as a customer in Chicago or Dallas, which means round-the-clock coverage without a fully domestic headcount becomes a realistic staffing plan rather than an aspiration.

A vendor operating three or four hours behind the customer base it serves is, in practice, running a shortened business day dressed up as full coverage.

The second variable that gets underweighted is language. Nearly 45 million people in the United States speak Spanish at home, according to the Census Bureau’s 2024 American Community Survey — a population no financial institution operating nationally can treat as a rounding error, and one that a nearshore team with genuinely bilingual agents serves without a scripted-translation workaround.

A script translated on the fly is not the same capability as an agent who can handle a dispute conversation natively, and the difference shows up first in resolution time and second in complaint volume.

What actually drives the total cost of a nearshore program

The instinct to shop on hourly rate assumes cost is the whole story, and the data on why companies outsource at all no longer supports that assumption. Deloitte’s most recent Global Outsourcing Survey found that skilled talent and agility have joined cost reduction as primary drivers of outsourcing decisions — cost alone is no longer sufficient to explain why organizations choose one partner over another, and financial services buyers in particular are weighing a partner’s ability to actually run the work, not just staff it cheaply.

That shows up directly in what a financial services program needs day to day: account servicing, billing inquiries, payment arrangements and fraud or dispute handling are not interchangeable skill sets, and a proposal that prices them as if they were is a proposal built on the wrong assumption. Fraud and dispute handling in particular carries a training and escalation-path requirement that a generalist customer service vendor without financial-sector experience will underprice in the proposal and underdeliver in production.

The lowest bid on a financial services RFP is frequently the bid that has not priced in the specialization the work actually requires, and the gap only becomes visible once the program is live and the first escalated fraud call goes to the wrong queue.

Nearshore Financial Customer Service

What to vet before you sign

Coverage and specialization are visible in a proposal. Compliance readiness is not, and it is the item most likely to surface as a problem after the contract is signed rather than before. The federal rule governing how a vendor is required to handle a customer’s financial data — the FTC’s Safeguards Rule under the Gramm-Leach-Bliley Act — puts the obligation on the financial institution to select and retain service providers capable of maintaining appropriate safeguards, and to require those safeguards by contract.

That responsibility does not transfer to the vendor. It stays with the institution regardless of who is answering the phone, which makes vendor vetting a compliance exercise as much as a procurement one.

Three questions belong in every vendor evaluation before a contract is signed: can the vendor produce evidence of a written information security program, not just a claim of compliance; does the vendor’s escalation path for a fraud or dispute call match the institution’s own risk tolerance, not a generic script; and does the vendor’s time zone and language coverage match the customer base being served, not the vendor’s own headcount map.

A partner capable of answering all three is doing more than the narrower band of processes a nearshore vendor without financial-sector depth typically runs — and the reasoning behind that gap, and why banks build dedicated call center infrastructure around it in the first place, is worth understanding before the RFP goes out.

The takeaway

The lowest quote on a nearshore financial customer service RFP is rarely the lowest total cost once coverage gaps, specialization shortfalls and compliance exposure are priced in. A partner evaluated on those three variables together, not on rate alone, is the one that actually protects the number on the business case.

Talk to a specialist

Financial services support, compliance built in

Yessica Peña, Client Services Executive at Redial BPO

Yessica Peña

Client Services Executive · Financial Services & Lending

Redial’s financial services teams handle account servicing, payment processing and arrangements, and fraud and dispute handling — staffed to match your customers’ time zone, not ours.

FAQ: How to Choose Nearshore Financial Customer Service

1. What makes financial customer service outsourcing different from general customer service outsourcing?

Financial customer service work carries regulatory obligations a general customer service program does not — most directly the FTC’s Safeguards Rule under the Gramm-Leach-Bliley Act, which requires the financial institution to vet and contractually bind any vendor handling customer financial data. It also requires fraud and dispute-handling training a generalist vendor is unlikely to have built out.

2. Is nearshore or offshore better for financial services customer service?

Nearshore locations in Latin America offer same-business-day time zone overlap with US customers, which offshore locations in Asia generally cannot match without running overnight shifts. For financial services specifically, that overlap matters more than in other verticals because fraud alerts and billing disputes are time-sensitive in a way a next-business-day response does not resolve well.

3. What should a financial institution ask a nearshore vendor before signing a contract?

Three questions matter most: whether the vendor can produce evidence of a written information security program, whether its escalation path for fraud and dispute calls matches the institution’s own risk tolerance, and whether its time zone and language coverage matches the customer base being served. A quote that does not address these has not priced the actual work.

4. How many bilingual agents does a financial services program actually need?

There is no fixed ratio, and it depends heavily on the geographic footprint of the institution’s customer base.

5. Who is responsible for data security if a nearshore vendor is handling customer information?

Under the FTC’s Safeguards Rule, the financial institution retains responsibility for ensuring its vendors maintain appropriate safeguards, even though the vendor is the one handling the day-to-day work. That responsibility is established by contract, not assumed by outsourcing the function

Eligibility verification denials
Dyamond Dickenson

Why Claim Denials Spike When Eligibility Checks Happen Too Late

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A claim gets denied three weeks after the patient already went home. The billing team pulls the file, and the reason is rarely a coding error — it’s that the patient’s coverage had lapsed, or the plan didn’t cover the service, and nobody confirmed that before the visit happened.

Eligibility verification denials get filed under “billing problem” in most practices’ internal tracking. They are, almost always, a timing problem instead. The check ran too early, too late, or only once, and by the time the claim reaches the payer, the coverage picture it was built on has already changed. The fix isn’t a better billing team. It’s a different point in the calendar.

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Where the delay actually comes from

Most practices run eligibility verification as a same-day or day-before task — sometimes at check-in, sometimes not until the claim is already queued for submission. Both are late. The window that actually prevents a denial closes well before the patient sits in the waiting room, which is why moving verification checks closer to the visit changes the outcome more than any downstream fix can.

A denial caught at submission is already a rework project — someone has to call the payer, pull the original authorization, and resubmit, often weeks after the visit that triggered it. A denial prevented at scheduling never becomes a project at all.

Three points in the scheduling-to-visit window routinely get skipped:

  • At scheduling — coverage confirmed once, weeks before the appointment, and never rechecked
  • Between scheduling and the visit — the point where a plan change, a lapsed policy, or a switched employer most often goes unnoticed
  • At check-in — the last point where a same-day correction is still possible, and the one most practices treat as the first check rather than the last one

Skipping the middle step is the single most common gap, and the national numbers show what that gap costs. Half of providers now name missing or inaccurate intake data as the leading cause of denials, up from the year before, and hospitals and health systems spent an estimated $25.7 billion in 2023 contesting claims that insurers initially denied — of which nearly $18 billion was later judged unnecessary once roughly 70% of those denials were overturned and paid anyway. That’s not a story about claims that shouldn’t have been paid. It’s a story about claims that should have been caught before submission, when the correction is a phone call instead of a three-round appeal.

This is a different failure point from the separate workflow that governs pre-treatment approval. Prior authorization catches whether a service needs pre-approval; eligibility verification catches whether coverage exists at all. Confusing the two, or assuming one covers the other, is its own source of denials — a practice can have a flawless prior authorization process and still lose the claim because nobody rechecked whether the plan was still active.

What changes when verification moves upstream

The industry’s own benchmark on administrative automation — CAQH’s 2025 Index, covering 2024 activity across more than 600 provider organizations and health plans representing 63% of insured lives — found that U.S. healthcare avoided an estimated $258 billion in administrative costs last year through electronic transactions and improved data exchange, with a further $20 billion in savings still available.

Eligibility and benefit verification sits at the center of that opportunity, because it’s the transaction that determines whether every downstream step — authorization, submission, payment — starts from accurate information or from a guess. A verification check that ran three weeks ago answers a question about the past, not about the appointment that’s about to happen.

Moving verification upstream means treating it as a recurring check tied to the appointment lifecycle, not a single task tied to the appointment date. That requires a dedicated front-end verification team with the capacity to recheck coverage between scheduling and the visit, not just at intake — catching the lapsed policy or the changed plan while there’s still time to resolve it with the patient before the appointment, rather than fighting the payer for it afterward. The difference between those two models isn’t technology. It’s whether verification is staffed as a one-time gate or an ongoing check.

Eligibility Verification Denials

What to look for in a verification workflow

The practical question for any practice evaluating its own process is whether verification happens on a schedule the payer landscape actually requires, not one that’s convenient for staffing. A workflow built to catch late-stage coverage changes needs a recheck cadence between scheduling and the visit, a process for surfacing discrepancies to front-desk staff before the patient arrives rather than after the claim is denied, and enough capacity that rechecking doesn’t get quietly dropped when a practice gets busy — which is exactly when it matters most, because busy scheduling weeks are also weeks with the highest volume of plan changes going unnoticed.

The metrics that actually predict a denial are worth tracking separately from general claims KPIs: first-pass eligibility accuracy, the share of appointments rechecked within 72 hours of the visit, and the lag between a coverage change and when it’s caught. A practice that can’t answer those three questions is flying blind on the exact variable that drives its denial rate, no matter how well it performs on coding accuracy or clean-claim submission further down the pipeline.

The takeaway

Denials filed as billing errors are, more often, verification errors — specifically, verification that happened too early or not at all between scheduling and the visit. Providers who move that check into the middle of the scheduling window, instead of treating it as a same-day formality, are the ones keeping their share of that $18 billion out of the wasted column. That shift in timing is close to our work across the insurance sector — building verification into a cadence a practice’s calendar actually supports, not a single checkbox.

Talk to a specialist

Eligibility verification, run as a cadence

Dyamond Dickenson, Client Services Executive at Redial BPO

Dyamond Dickenson

Client Services Executive · Healthcare

Redial’s healthcare teams handle eligibility and benefits verification, prior authorization support, and billing and claims inquiries — rechecking coverage between scheduling and the visit, not just at intake.

FAQ: Eligibility Verification Denials: Why Timing Matters.

1. What is eligibility verification and why does timing matter?

Eligibility verification confirms a patient’s active insurance coverage and benefits before a service is billed. Timing matters because coverage can change between when an appointment is scheduled and when it happens — a single check done too early, or only at check-in, misses that window and leads directly to denials that could have been caught earlier.

2. What causes most healthcare claim denials?

Missing or inaccurate data collected at patient intake is the most commonly cited cause, according to more than half of providers surveyed in Experian Health’s 2025 State of Claims report — ahead of coding errors or documentation issues. A large share of that inaccurate data traces back to coverage that was confirmed too early and never rechecked.

3. How much does claim denial rework actually cost providers?

Hospitals and health systems spent an estimated $25.7 billion in 2023 contesting denied claims, and roughly $18 billion of that was later judged unnecessary because most of those claims were eventually overturned and paid (Premier Inc.). That cost sits almost entirely on the provider side of the ledger.

4. Is eligibility verification the same as prior authorization?

No. Eligibility verification confirms that coverage is active and what it includes; prior authorization is a separate approval a payer requires before certain services are delivered. Both can prevent denials, but they operate at different points in the workflow and fail for different reasons.

5. How often should eligibility be rechecked before a visit?

There is no single mandated cadence, but the practices seeing the fewest denials treat it as at least two checkpoints — once at scheduling and once shortly before the visit — rather than a single check at either end.

Debt Collection Industry Trends 2026
Redialers Insights

Debt Collection Industry Trends 2026: Why $70 of Every $100 Placed Is Never Recovered

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U.S. household debt hit $18.8 trillion in the first quarter of 2026, and the credit card serious-delinquency transition rate climbed to 7.10%, up from 7.04% a year earlier (Federal Reserve Bank of New York). Nearly 2.6 million student loan borrowers more than 120 days past due were transferred to the Department of Education’s Default Resolution Group in that same quarter alone (New York Fed).

On paper, this looks like a debt problem. It isn’t. According to Redial BPO’s newly released The State of Debt Collections 2026, somewhere between $70 and $80 of every $100 in delinquent debt placed with a collector is never recovered — and the report’s core finding is that this gap is overwhelmingly operational, not legal. The accounts are collectible. Most agencies simply aren’t reaching, engaging, or converting the people who owe them fast enough, or in the channel those people actually use.

For credit managers, collections leaders, and anyone evaluating an outsourcing partner right now, that distinction changes the entire conversation — from “how bad is the economy” to “how good is our operation.”

What the delinquency numbers actually mean on a collections floor

Delinquency data gets reported in aggregates, but the operational reality inside a collections floor is much narrower: can we get someone on the phone, and can we get them to commit to a payment before the account ages out of recoverability.

That’s the part breaking down. The average industry recovery rate on placed debt sits at roughly 20–30%, a benchmark that has held steady for years across agencies of every size (Kaplan Group). Meanwhile, the population of accounts flowing into collections keeps growing — not just consumer credit card debt, but federal student loans re-entering active collections, healthcare receivables, subscription and B2B commercial balances, and utility arrears across every major receivables category. Volume is rising while the tools most agencies use to make first contact are becoming less effective by the month. That’s the gap. It isn’t that debt is less legally collectible than it used to be — it’s that the traditional playbook for reaching a debtor no longer works reliably enough to close it.

Three debt collection industry trends widening the gap in 2026

Three forces are compounding at once, and Redial BPO’s State of Debt Collections 2026 report walks through each in detail.

People have stopped answering the phone. Eight in ten Americans say they generally don’t answer a call from an unknown number (Pew Research Center, December 2020), and that instinct has only hardened. In Truecaller’s most recent U.S. survey, 82% of Americans say they’ve ignored an important call or text in the past year for fear it was a scam — up sharply from 59% just two years earlier (Truecaller, 2026).

The FCC logged more than 50 billion robocalls in a single recent year (FCC TRACED Act Annual Report), and every one of them trains consumers to distrust an unfamiliar caller ID — including legitimate collectors calling about a real, owed balance. Redial BPO’s own research on why collection call answer rates have collapsed goes deeper on this dynamic, including how caller ID reputation and channel mix directly move contact rates.

The compliance perimeter is expanding, not simplifying. The FDCPA and Regulation F still govern the baseline, but 2026 stacked new layers on top of it. California’s SB 1286 and AB 1521 tightened state-level obligations for collectors operating there, and the state’s new Business and Consumer Services Agency launched July 1, 2026 under Secretary Rohit Chopra — the former CFPB director.

The agency does not create a state equivalent of the CFPB or expand authority California regulators already held; what it changes is coordination and prioritization across departments, at a moment when the federal footprint is contracting. At the federal level, the CFPB has meaningfully pulled back on enforcement and staffing under Acting Director Russell Vought even as it keeps its authority on the books — a pattern that tends to shift real enforcement risk toward the states and toward plaintiffs’ attorneys rather than eliminate it.

Layer on the FCC’s TCPA “revoke-all” rule, twice delayed and now carrying a January 31, 2027 compliance date, and the message for any collections operation is the same: the rules are not getting simpler, they’re getting more fragmented by jurisdiction. Redial BPO’s compliance guides break down the two rules doing the most day-to-day damage to underprepared agencies — FDCPA obligations and TCPA calling and texting limits.

Most agencies are years behind on the technology that would fix both problems. Only 18% of collection agencies were investing meaningfully in AI/ML as of 2024 — up from just 11% the year before, according to Bridgeforce’s industry survey (Bridgeforce, 2024). That’s real movement, but it means more than four out of five agencies are still running contact strategies built for a decade in which people actually answered unknown numbers. The agencies closing the recovery gap are the ones pairing omnichannel outreach with predictive contact scoring — exactly the kind of model Redial BPO details in its payment propensity scoring research.

Four criteria for choosing a collections partner in 2026

If the recovery gap is operational, the fix is operational too — and it starts with who you choose to run collections on your behalf. The State of Debt Collections 2026 report distils partner evaluation down to four criteria that separate agencies that move the recovery-rate needle from agencies that just add headcount.

1. Time-zone and real-time coverage alignment

A partner working hours behind your debtor population is a partner missing the exact windows when people are reachable — early morning before work, early evening after it. Look for coverage that mirrors your customers’ time zones, not your vendor’s home office, and the ability to shift contact windows in response to live answer-rate data rather than a fixed call schedule.

2. Native bilingual capability

English-only outreach quietly writes off a meaningful share of any U.S. debtor population. A partner with genuinely native — not scripted-translation — bilingual collections agents will out-contact and out-convert an English-only shop on the same book of accounts, particularly in states with large Spanish-speaking populations and increasingly explicit bilingual compliance expectations.

3. AI capability with evidenced outcomes, not a roadmap

“We’re building AI capability” is not the same as “we have AI capability driving measurable recovery-rate lift today.” Ask any partner to show real before/after contact-rate or recovery-rate numbers tied to a specific AI or predictive-scoring deployment — not a vendor deck. If they can’t produce a client-level number, they’re still on the roadmap, and your accounts will pay for the learning curve. Our guide to evaluating a collections BPO partner sets out the questions worth asking before a contract is drafted.

4. Mid-market operational fit

Enterprise-scale agencies are frequently built for volume, not for the account-level nuance mid-market creditors need — and boutique shops often can’t scale past a few thousand accounts without breaking. The right partner scales cleanly between those two extremes without forcing you into either an assembly line or a bottleneck. Redial BPO’s guide for SMBs and mid-market creditors covers how to size and structure that fit before you sign a contract, and our earlier breakdown of what to weigh when comparing collections providers covers the shortlisting stage.

The case for acting now rather than later

Every quarter an agency delays modernizing its contact strategy, more accounts age past the point where recovery is realistic — collections economics reward speed, and speed is exactly what a stale, single-channel contact model can’t deliver. At the same time, the compliance environment is only adding jurisdictions to track, not removing them, which means the operational cost of running collections in-house or with an outdated vendor keeps climbing even as recovery keeps falling.

The agencies that will separate from the pack over the next 12–24 months are the ones treating this as the competitive window the report identifies — the period during which AI-enabled, compliance-first outsourcing partners can meaningfully out-collect and out-comply everyone still running a decade-old playbook. Waiting for the “right time” to modernize is, in practice, a decision to keep collecting at 20–30% while a growing share of competitors don’t.

If that’s the conversation your organization needs to have, read The State of Debt Collections 2026 in full — or talk to us about what your recovery rate should look like.

Frequently asked questions

1. What is causing the debt collections crisis in 2026?

Three compounding pressures, none of them primarily legal. Rising delinquency volume across consumer, student loan, and commercial debt (NY Fed); a collapsing willingness among consumers to answer unfamiliar phone numbers (Pew Research, Truecaller); and a compliance landscape fragmenting across state and federal lines rather than consolidating. The debt collection industry trends 2026 has produced are contact, trust, and operational problems — not evidence that debt has become less collectible.

2. Why is the average debt recovery rate so low?

Because most agencies are still trying to reach debtors primarily by outbound phone call, in an environment where roughly eight in ten consumers don’t answer unknown numbers (Pew Research). Recovery rates of 20–30% (Kaplan Group) reflect a contact-rate problem more than a willingness-to-pay problem — accounts that could be collected simply aren’t being reached in time.

3. How is AI actually changing debt collection outcomes?

Agencies using predictive scoring identify which accounts are likeliest to pay and through which channel, then prioritize agent time accordingly instead of dialing sequentially through a list. Adoption is still early — only 18% of agencies had meaningfully invested by 2024 (Bridgeforce) — which means agencies that adopt now are competing against a majority that hasn’t caught up yet.

4. What compliance changes should collections leaders watch in 2026 and 2027?

The two firmest dates are California’s Business and Consumer Services Agency launch on July 1, 2026 under Secretary Rohit Chopra, and the FCC’s TCPA “revoke-all” rule taking effect January 31, 2027. Underneath both, expect continued state-level enforcement growth as the CFPB’s federal footprint contracts. Both dates are confirmed against primary sources; the “revoke-all” rule has been delayed twice already and remains under active FCC reconsideration, so verify its status close to publication.

5. How long does it take to outsource debt collection to a compliant, AI-enabled partner?

Timelines vary by account volume and complexity, but a well-structured partner should be able to stand up a dedicated, trained, compliance-audited team and begin working accounts within 60–90 days of contract signature — not the six-to-nine-month onboarding cycles common with larger, less specialized providers.

Sources and References

Promotional banner for the Dykem a 2C26 13th Annual DSO Conference: July 15–17, 2026 in Denver, CO with calendar and location icons and the Redial logo.
Elder Gonzalez

Redial BPO Heads to the Dykema DSO Conference 2026 — Denver, July 15–17

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In two weeks, Denver becomes the center of the DSO world. The 13th Annual Dykema DSO Conference opens July 15–17 at the Gaylord Rockies Resort, and Redial BPO will be there.

I’ve spent enough years in this industry to know which events matter and which ones are just badges and branded pens. Dykema isn’t the second kind. It’s where DSO owners, operators, and the investors backing their growth actually show up to talk shop — not just attend sessions.

Why We’re Going

Dental support organizations run on operational discipline as much as clinical quality. The back office — insurance verification, billing, patient communication, front-desk coverage — is often where growth gets bottlenecked, especially for groups scaling past a handful of locations.

That’s the conversation we want to have in Denver. Not a pitch — a real one, about where the operational strain shows up first as a DSO grows, and what’s actually worth outsourcing versus building in-house.

For context on where the industry’s head is at heading into the back half of 2026, Planet DDS’s 2026 Dental Industry Outlook Report — which includes commentary from Dykema’s own DSO Industry Group — is worth a read before the conference.

Meet Us in Denver

Representing Redial BPO will be me, Elder Gonzalez, VP of Client Services, alongside our CEO, Jason Heil. We’ll be on-site for the full three days, meeting with DSO leaders, emerging group founders, and the operators behind multi-location dental networks across our delivery teams in Mexico, South Africa, and the Philippines.

You’ll find us at Booth #2, or you can grab a slot on my calendar ahead of time so we’re not just trading business cards on the floor.

Find time to talk before the event →

What’s Worth Talking About in Denver

If you’re running operations for a DSO — or thinking about what affiliation means for your practice — here’s what I’d actually want to compare notes on:

  • Where your team’s time is going. Is it client care, or is it chasing claims and re-keying the same patient data across systems?
  • What breaks first as you scale. Most DSOs don’t feel the strain at 5 locations. They feel it at 25, when centralized functions either hold up or don’t.
  • What’s actually worth centralizing. Not everything should move to a shared services model. Some of it should — the trick is knowing which.

These are the same questions behind a lot of the work we do in insurance verification for healthcare and dental organizations. If that’s a conversation you’re already having internally, Denver is a good place to compare notes with someone outside your four walls.

Let’s Connect at Dykema

If you’re attending the Dykema DSO Conference and want to talk before the agenda fills up, reach out ahead of time. Book a meeting directly on my calendar, or find me and Jason on LinkedIn.

See you in Denver.

Want to learn more about how Redial BPO supports healthcare and dental organizations or how insurance verification outsourcing fits into a growing DSO’s operations? Explore our services, or read how prior authorization outsourcing is helping healthcare practices cut denials.

Frequently Asked Questions

1. What is the Dykema DSO Conference 2026?

The Dykema DSO Conference is the leading annual event for dental service organizations, hosted by Dykema’s DSO Industry Group. The 13th edition runs July 15–17, 2026, at the Gaylord Rockies Resort in Denver, Colorado, bringing together DSO owners, executives, and private equity investors in the dental industry.

2. Why is Redial BPO attending the Dykema DSO Conference?

DSOs and dental groups are a core part of who we serve. As dental organizations scale, the operational and administrative load — particularly around insurance verification and back-office support — becomes a real constraint on growth. That’s the conversation we’re in Denver to have.

3. How do I schedule a meeting with Redial BPO at Dykema?

You can book a meeting directly with Elder Gonzalez, or connect with Elder Gonzalez (VP of Client Services) or Jason Heil (CEO) on LinkedIn ahead of the event.

DSOs and dental groups are a core part of who we serve. As dental organizations scale, the operational and administrative load — particularly around insurance verification and back-office support — becomes a real constraint on growth. That’s the conversation we’re in Denver to have.

4. What services does Redial BPO offer to dental and DSO organizations?

We provide insurance verification, customer service, and back-office support for healthcare and dental organizations, delivered through teams in Mexico, Costa Rica, South Africa, and the Philippines.

CCW Las Vegas 22-25 June, 2026 - Redial BPO - Official Sponsor
Elder Gonzalez

Redial BPO Is an Official Sponsor of CCW Las Vegas 2026 — and We’re Bringing Something Big

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Customer Contact Week brings together the people actually solving the hardest problems in customer experience, and the conversations on that floor are some of the most useful of the year.

This year is different. Redial BPO is an Official Sponsor of CCW Las Vegas 2026 — and we’re using that platform to make the most significant announcement in our company’s history.

If you’re heading to Las Vegas from June 22–25, here’s what we’re bringing, why it matters, and why it’s worth finding us on the floor.

What Is CCW Las Vegas?

For those new to the show, Customer Contact Week Las Vegas is the world’s largest customer contact event. It draws over 8,000 professionals from across the U.S. and internationally, with hundreds of solution providers, speakers, and sessions covering every dimension of contact center operations and customer experience.


It is the definitive gathering for CCOs, VP of Operations, VP of CX, and contact center leaders making decisions about how their organizations will compete in an AI-first world.

Being an Official Sponsor at this level is not something we take lightly. It reflects where Redial BPO stands today as a company, and more importantly, what we’re committed to delivering to this industry going forward.

 

  Debuting at CCW Las Vegas 2026

Introducing our exclusive partnership with IzzyOps.

CCW Las Vegas 2026 is where we’re officially introducing our strategic partnership with IzzyOps, an AI Voice Agent Platform. It’s a significant milestone for Redial BPO — and there’s no better stage to debut it than in front of the largest gathering of contact center leaders in the world.

IzzyOps and Redial BPO partnership

Through our partnership with IzzyOps, we can now offer clients four integrated capabilities:

01

AI Voice Agents

24/7 coverage with customizable personalities and brand voice — your customers are always answered, regardless of volume or time of day.

02

Workflow Automation

A no-code builder for complex business processes and integrations — without the IT overhead or six-figure implementation costs of legacy platforms.

03

Flexible Human Escalation

A three-tier handoff: AI only, AI + your own team, or AI + Redial BPO agents. You choose the level of human involvement that fits your operation.

04

ROS Integration

When you bring in Redial BPO agents, the platform connects to ROS (the Redial Operating System) — the workflow orchestration, analytics, and quality management standing behind every agent handling your calls.

The old BPO model was built around headcount. This partnership is built around outcomes.

For companies watching after-hours calls go unanswered, lead backlogs grow untouched, or volume spikes overwhelm their teams — this is what we built together to solve.

 

What You’ll Walk Away With From a Meeting With Us

Here’s what a conversation with our team at CCW will give you:

  • A clear read on where the Redial BPO + IzzyOps partnership fits your tech stack — with no sales pressure if it doesn’t.
  • A live demo of the IzzyOps platform tailored to your vertical, whether that’s financial services, healthcare, retail, or contact center operations broadly.
  • A competitive reference point. We’ll show you honestly how our combined approach differs from enterprise AI platforms like Genesys or Five9, AI-only tools like Bland or Vapi, and traditional BPOs that treat AI as an afterthought.
  • Practical next steps. Not a deck and a follow-up sequence, but a real conversation about whether there’s a fit and what a pilot could look like.

    If that sounds like a conversation worth having, my calendar is open.

    We’ll See You in Las Vegas

    CCW Las Vegas has always been a market-signal event for me. The conversations on that floor tell you where the industry is headed and what buyers are still looking for.

    This year, I’m walking in to introduce something new: the operational depth of Redial BPO paired with the AI-first architecture of IzzyOps.

    Come find us at Booth #1227, book a meeting in advance, or just stop me on the floor. I’m always up for a real conversation.

    Want to learn more about how Redial BPO approaches customer experience outsourcing and nearshore contact center solutions?
    Explore our services or get in touch with our team directly.

    Frequently Asked Questions

    1. What is Redial BPO’s role at CCW Las Vegas 2026?

    Redial BPO is an Official Sponsor of CCW Las Vegas 2026, exhibiting June 22–25 from Booth #1227, with a 30-second commercial running on the entrance billboard. The event marks the public debut of Redial BPO’s strategic partnership with IzzyOps, an AI Voice Agent Platform.

    2. What is the Redial BPO and IzzyOps partnership about?

    IzzyOps is an AI Voice Agent Platform built by contact center practitioners. Through this strategic partnership, Redial BPO now offers clients four integrated capabilities: AI voice agents, no-code workflow automation, flexible human escalation, and ROS integration at the Redial BPO tier. At CCW Las Vegas, the team will run live on-floor demos of the combined solution throughout the event.

    4. What is an AI Voice Agent Platform?

    An AI Voice Agent Platform answers and makes phone calls using AI voice agents — software that holds a natural, two-way conversation instead of reading from a rigid menu. A capable platform handles routine work end to end: answering common questions, qualifying and routing leads, booking appointments, and capturing after-hours calls. The goal isn’t to remove people from customer conversations — it’s to let AI cover the high-volume, repeatable calls so your team spends its time where human judgment matters.

    5. How is an AI voice agent different from a traditional IVR or “press 1” phone menu?

    A traditional IVR forces callers down a fixed decision tree and breaks the moment a need doesn’t fit a preset option. An AI voice agent listens to what the caller actually says, in their own words, and responds in context — asking follow-up questions, pulling in account or order details, and completing the request, or handing off cleanly when it can’t. For the caller, it feels like talking to a knowledgeable person rather than navigating a machine.

    6. Will AI voice agents replace our human agents?

    No, and that’s deliberate. IzzyOps uses a three-tier handoff: the AI handles what it can; calls that need a person route to your own team; and, if you choose, they route to Redial BPO’s agents. You decide how much human involvement makes sense for your operation. The goal is to take repetitive, after-hours, and overflow volume off your team’s plate — not to remove the people your customers sometimes need to reach.

    7. What is ROS?

    ROS (the Redial Operating System) is the layer that powers the Redial BPO tier of the escalation model. It applies specifically when you choose to route calls to Redial BPO agents — it’s the Tier 3 capability in the three-tier handoff, not something required to use the IzzyOps platform itself.

    8. How can I book a meeting with Redial BPO at CCW Las Vegas 2026?

    You can book a meeting with our team in advance through our contact page. Elder Gonzalez (VP of Client Services) and Jason Heil (CEO) will both be present at the event for 1:1 conversations. Meeting slots are limited, so we recommend booking ahead of the event if you want a dedicated time.

    Banner for a report: The State of Insurance Verification 2026; subtitle notes AI, staffing pressure, and denials; stethoscope on the left with Redial logo.
    Elder Gonzalez

    Prior Authorization Outsourcing: How Healthcare Practices Are Cutting Denials and Reclaiming Clinical Time

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    If you manage or lead a healthcare practice in 2026, prior authorization is almost certainly one of your biggest operational headaches. It consumes staff time, delays patient care, creates scheduling bottlenecks, and generates a steady stream of denials that your team then has to chase, rework, and appeal — often for revenue that never fully comes back.

    The numbers confirm what most practice administrators already know from experience. According to the American Medical Association’s 2024 Prior Authorization Physician Survey, physicians and their staff spend an average of 13 hours per week on prior authorization tasks — the equivalent of more than one full business day, every week, for every provider in your practice. And a February 2026 KFF Health Tracking Poll found that prior authorization now ranks as the single biggest non-cost burden patients face when trying to access care — ahead of understanding their bill, finding in-network providers, and scheduling appointments.

    The operational and financial pressure on practices is real, it’s growing, and for many organizations, internal resources alone are no longer sufficient to manage it. That’s why prior authorization outsourcing has emerged as one of the most strategically significant decisions a practice can make in the current environment.

    What prior authorization outsourcing actually means

    Prior authorization outsourcing means transferring your PA workflows — eligibility verification, authorization requests, status tracking, follow-up calls, and escalations — to a specialized third-party team that handles them on your behalf, on your timeline, and in alignment with your payer contracts and EHR system.

    Done well, it is not simply a staffing arrangement. The best prior authorization BPO partners combine trained specialists with AI-augmented workflows that enable faster request submission, flag high-risk cases before submission, and automatically track approval status across payers — capabilities that most independent practices cannot build or maintain internally without a significant technology investment.

    This is an important distinction. Outsourcing PA to a partner who still operates manually offers a limited advantage over in-house staff. The value comes from a partner who has already invested in the technology, the payer-specific expertise, and the operational infrastructure that makes prior authorization faster, more accurate, and less dependent on institutional knowledge that walks out the door when a specialist resigns.

    Why the prior authorization problem is getting worse, not better

    It would be reasonable to hope that industry-wide attention to the PA burden has started to ease the pressure. The data suggests the opposite.

    According to the CAQH 2024 Index, the total medical spend tied to prior authorization administrative work reached $1.26 billion in 2024 — and 92% of medical group practices report having to hire or reassign staff solely to handle the growing volume of PA requests. Meanwhile, payers have responded to rising utilization by deploying AI to accelerate their own denial decisions, creating a structural asymmetry: payers are moving faster, while most practices are still processing PA requests manually.

    The Redial BPO Insurance Verification Trend Report 2026 documents this gap in detail. Only 14% of providers are currently using AI to reduce denials, despite 67% believing AI can improve the process. The practices that do not close this gap are systematically losing ground to payers who have already automated their side of the transaction.

    The prior authorization crisis is not a temporary disruption. It is a structural feature of U.S. healthcare administration that is unlikely to resolve on its own — and one that directly affects your denial rate, your Days in A/R, and the amount of time your clinical staff spends on administrative work instead of patient care.

    What to look for in a prior authorization outsourcing partner

    Not all outsourcing arrangements deliver the same results. When evaluating a prior authorization BPO partner, four criteria are worth examining carefully before signing anything.

    Real-time payer interaction capability

    Prior authorization is uniquely time-sensitive. Payer hotlines operate on U.S. business hours. Authorization portals have cutoff times. A team working a 10–12 hour time offset cannot handle same-day PA follow-up or urgent pre-service eligibility questions without structural delays. Nearshore delivery — from Mexico, Costa Rica, or South Africa — provides the U.S. time-zone alignment this function specifically requires.

    AI-augmented workflows, already deployed

    Ask any prospective partner how AI fits into their current operations — not their roadmap. Predictive denial flagging, automated status tracking, and NLP-based policy interpretation are available today. A partner who is still building these capabilities will promise outcomes they cannot yet deliver.

    Bilingual capability for patient-facing verification

    Spanish-speaking patients frequently encounter language barriers at the point of eligibility and benefit verification in medical billing. A bilingual verification team addresses billing disputes, higher no-show rates, and lower patient satisfaction scores simultaneously. This is a differentiator that most offshore competitors do not offer.

    Demonstrated onboarding speed

    For practices experiencing active revenue leakage from PA denials, implementation timelines matter. A partner who requires four to six months to reach full operational deployment is extending your problem, not solving it. Ask for documented case examples with specific timelines.

    Our insurance verification and prior authorization outsourcing services are built specifically around these four criteria, with multishore delivery across Mexico, Costa Rica, South Africa, and the Philippines.

    The case for acting now rather than later

    There is a window here that will not stay open indefinitely. As prior authorization outsourcing becomes more mainstream, the competitive advantage of early adoption narrows. Practices that make this shift in 2026 will be processing cleaner claims, recovering more denied revenue, and operating with leaner front-office teams while their peers are still working through the decision.

    The financial case is straightforward. If your denial rate is above 8%, your team is spending more than 90 minutes per day on PA-related calls, or you have had two or more verification specialist positions turn over in the past year, the cost of outsourcing is almost certainly lower than the cost of the status quo.

    Frequently asked questions

    What is prior authorization outsourcing?

    Prior authorization outsourcing is the practice of transferring your PA workflows to a specialized third-party BPO provider. The goal is to reduce the administrative burden on your internal team, improve first-pass authorization rates, and prevent the denials that consume disproportionate staff time in rework and appeals.

    How much does prior authorization cost healthcare practices internally?

    The AMA reports that practices complete an average of 39 prior authorization requests per physician per week, consuming 13 hours of staff time. When you factor in loaded staff costs, clinical time diverted to PA tasks, and revenue lost to unrecovered denials, most practices find the fully-loaded cost of internal PA management is 3–4 times higher than their initial estimate.

    Can outsourcing prior authorization actually reduce denial rates?

    Yes — when the outsourcing partner has AI-augmented workflows and payer-specific expertise. The key mechanism is predictive denial detection: flagging high-risk claims before submission rather than appealing after the fact. 86–90% of claim denials are considered potentially avoidable (MGMA 2024), meaning the majority of your current denial volume is addressable through better front-end processes, not appeals.

    How is prior authorization outsourcing different from hiring more billing staff?

    Hiring staff transfers the recruitment risk, training cost, and turnover exposure to your organization. When a specialist leaves, your denial rate spikes and their institutional knowledge about payer-specific requirements leaves with them. Outsourcing transfers all of that continuity risk to the BPO partner, whose entire operation is built to absorb it.

    How long does it take to implement a prior authorization outsourcing partnership?

    Best-in-class partners can reach full operational deployment in 60–90 days. Redial BPO deployed a 112-agent team for Affordable Dentures & Implants and was fully operational within 90 days of engagement. When evaluating vendors, ask for specific client case examples rather than estimated timelines, and treat any partner who cannot provide them with appropriate skepticism.

    Sources and references

    Auto Finance Summit East 2026
    Lincoln Graham

    Redial BPO attending Auto Finance Summit East 2026

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    Auto Finance Summit East 2026 is shaping up to be one of the most focused and high-value events on the auto lending calendar — and Redial BPO will be there. This May 11–13 at the JW Marriott Nashville, the summit will bring together professionals across the full spectrum of auto lending and leasing to tackle some of the most pressing topics in the industry right now.

    The agenda goes deep on dynamic risk assessment, the future of digital transformation, the industry’s macroeconomic outlook, subprime auto lending, and lender-dealer collaboration. These aren’t surface-level conversations — they’re the strategic discussions that shape how auto finance organizations operate, scale, and serve their customers. That’s exactly the context where what we do at Redial becomes relevant.

    What’s Driving the Conversation in Auto Finance Right Now

    One panel, “Leaning into the future of digital transformation,” will feature speakers from PenFed Credit Union and Chase Auto discussing how to tap into embedded finance and APIs to drive portfolio growth, mature the digital retail footprint with AI, and differentiate with speed, transparency, and personalization.

    Another session will focus on dynamic risk assessment, covering how lenders can balance speed with compliance, incorporate real-time data to improve risk management, and automate stipulations validation while employing first-party fraud detection.

    This is the direction auto finance is heading — smarter systems, faster decisioning, and tighter compliance requirements. And as lenders modernize their operations, the demand for reliable, scalable support in areas like collections, customer outreach, and back-office processing only increases.

    Meet the Redial BPO Team

    Representing Redial BPO will be Jason Heil, CEO, and Elder Gonzalez, VP of Client Services. Both will be on the floor throughout the three days, meeting with lenders, captives, credit unions, and fintech companies exploring smarter ways to scale their operations — whether that’s collections, customer service, loan processing support, or back-office workflows — across our teams in Mexico, Costa Rica, South Africa, and the Philippines.

    If your organization is navigating growth, rising operational costs, or the challenge of maintaining quality at scale, that’s the conversation we’re there to have at booth #309.

    Let’s Connect at Auto Finance Summit East

    If you’re attending Auto Finance Summit 2026, reach out ahead of time to schedule a meeting. Spots fill quickly, and the most valuable conversations at events like this happen when they’re planned. Find us at RedialBPO.com, connect with Elder or Jason directly on LinkedIn or schedule a meeting by clicking here.

    If you’re attending Auto Finance Summit 2026 and want to explore a partnership, I encourage you to reach out to our team. This is a conversation worth having.

    FAQ: Redial BPO at Auto Finance Summit East 2026

    1. What is Auto Finance Summit 2026?

    Auto Finance Summit is a three-day experience for auto lending and leasing professionals that draws attendees from across the lending spectrum — including executives from prime and nonprime banks, credit unions, floor-plan lenders, thrifts, dealerships, and service providers. The 2026 edition takes place May 11–13 at the JW Marriott Nashville.

    2. Why is Redial BPO attending Auto Finance Summit East 2026?

    Auto finance and financial services are a core part of who we serve. The lenders, captives, and fintechs attending this summit are exactly the organizations we partner with to scale collections, customer support, and back-office operations. This is where those conversations happen at the highest level.

    3. How do I schedule a meeting with your team at the summit?

    Contact us in advance through RedialBPO.com, reach out to Elder Gonzalez or Jason Heil directly on LinkedIn, or directly schedule a meeting by clicking here.

    4. What services does Redial BPO offer to auto finance companies?

    We provide nearshore and offshore BPO services, including debt collection, inbound and outbound customer support, back-office processing, and accounts receivable management. Our delivery teams are based in Mexico, Costa Rica, South Africa, and the Philippines, serving financial services organizations across North America.

    At Redial BPO, we believe AI works best when it amplifies human expertise, not replaces it. This article was developed by Lincoln Graham, Director of Marketing, with the help of AI to organize and draft the written content. The experience, data, and perspective are entirely his.

    Redial BPO’s 9th Anniversary
    Jason Heil

    Celebrating Redial BPO’s 9th Anniversary: Nine Years of Growth, People, and Purpose

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    Nine years is a long time in any industry, but in the world of multishore BPO outsourcing, it represents something truly remarkable. Redial BPO’s 9th Anniversary is not just a number on a calendar. It is a testament to the grit, creativity, and genuine care that every single one of our Redialers brings to work each day. As one of the founders, I have been part of this journey since day one, and I can tell you without hesitation: the best is still ahead of us.

    Redial BPO’s 9th Anniversary and Where It All Started

    Every great company has an original story, and ours is one I never get tired of telling. When my brother Chris and I founded Redial BPO, the vision was clear and ambitious: to build a full-service multishore BPO that prioritized real people, real results, and real relationships with clients. I brought over a decade of hands-on experience in call center management and business development, and that foundation became the backbone of everything we built.

    The early days were not glamorous. Like most startups, we were resourceful, scrappy, and powered by belief in what we were building. We set up shop in Tijuana, Mexico, a strategic location that allowed us to offer cost-effective, high-quality service to U.S. clients while tapping into a talented, bilingual workforce. There was no massive office, no flashy branding. Just a team of dedicated people committed to proving that BPO outsourcing could be done differently and done better.

    The People Who Built Redial BPO Into What It Is Today

    If there is one thing that has defined our first nine years, it is the extraordinary people who chose to grow with us, and who stuck around through every high and every hardship along the way.

    I want to start with the people who were in the trenches from day one. The ones who hopped on this rocket ride when it was just an idea, and who have seen every version of Redial from scrappy startup to global operation. People like Diego, Yessica, Angel, Ricardo, Xavier, Edmundo, Mayra, Mary, Santos, Abhram, and Melannie, and so many more. These individuals have carried Redial through organic growth, unexpected pivots, hard conversations, and genuine breakthroughs. They absorbed the stress, rose to every challenge, and kept showing up. Redial exists the way it does today because of them.

    And I cannot talk about our people without giving a special nod to the team that built our South Africa site from the ground up. When we made the decision to expand into Johannesburg, it was a bold move. The ones who made it real were people like Shoana, Lerato, Kiandren, Sphio, and Kabir in IT, who rolled up their sleeves and got that site operational within the last three-plus years. They did not just open an office. They planted Redial’s flag on a new continent and proved our culture could travel.

    More recently, our leadership team has grown with outstanding talent: Elder Gonzalez, our VP of Client Services, whose background spans contact center BPO operations across e-commerce, healthcare, retail, and finance; Michelle Castillo, our EVP of Operations, with 25-plus years of global experience; and Jarred Cook, our EVP of Finance, who joined within the last seven months and is already aligning our entire organization around sustainable growth. Every chapter of Redial has been defined by the right people showing up at the right time.

    From Tijuana to Johannesburg: Redial BPO’s Global Reach at Nine Years

    One of the things that makes Redial BPO’s 9th Anniversary so meaningful to me personally is seeing just how far we have grown geographically. What started as a single operation in Tijuana now spans onshore, nearshore, and offshore sites across four countries, serving clients across a wide range of industries through our Follow-The-Sun Model.

    Today, Redial BPO operates out of Tijuana Centro, Tijuana Rio, Mexicali, South Africa (Roodepoort, Johannesburg area), and Manila in the Philippines. Each location brings its own strengths, its own culture, and its own incredible team. And each one is a living proof of our mission: to enhance value for our clients, our Redialers, and the communities around us.

    This anniversary deserved a celebration as big as the team that made it possible, and that is exactly what we delivered. Across every one of our locations, our Redialers came together to mark nine years of shared dedication.

    In Tijuana, both our Centro and Rio sites hosted vibrant in-office celebrations filled with great food, music, and genuine joy. These two locations are the heart of Redial, home to many of our longest-tenured team members. Seeing everyone come together, from new hires to people who have been with us since the early days, was one of the most meaningful moments in nine years of building this company. The energy in those rooms was a direct reflection of the culture Chris and I set out to build from day one. And those rooms have seen a lot.

    In our earlier days, we had the FIFA World Cup games playing across the operation and ran full tournament brackets inside our teams. Pure chaos, pure fun, and exactly the kind of thing that turns coworkers into a community.

    That spirit of celebration has only grown. Our annual Christmas parties, where we open the doors and invite our Redialers’ families to join us, have become one of the traditions we are most proud of. To our knowledge, we are the only call center that does this, and we would not have it any other way.

    In Mexicali, the celebration was equally spirited. Our team there has grown significantly in recent years, and the 9th anniversary gave us a perfect opportunity to recognize their contributions and reinforce the strong community we have built in that city.

    And then there is Johannesburg. Our South Africa team, based in the Constantia Kloof area of Roodepoort, brought an incredible amount of energy and passion to the celebration. Watching our South African Redialers come together with the same pride and enthusiasm as our teams in Mexico was something I genuinely did not take for granted.

    When we made the decision to expand into South Africa, this is exactly what we were betting on. It confirmed that Redial BPO is not just a company, it is a global community.

    And in Manila, our newest team is already showing everything that makes Redial who we are. The Philippines site is still finding its footing as part of the Redial family, but the energy and commitment there on anniversary day made one thing clear: the culture travels.

    Watching a brand-new team celebrate with the same heart as our teams in Tijuana and Johannesburg is exactly the kind of moment that makes you remember why you built this company in the first place.

    And beyond the celebrations inside our walls, Redial has made a point of giving back to the communities outside them. Over the years, we have donated furniture and old computers to orphanages and schools, putting equipment to work where it can make a real difference.

    Our Pawlentine events have raised donations for local veterinary clinics, because caring about the community around us is not a one-time gesture. It is part of who we are. Nine years in, that commitment has never been stronger.

    Nine Years of Proof: What Makes Redial BPO Different

    I get asked often what makes Redial different from other call center outsourcing providers. After nine years, my answer is still the same: it comes down to our values. Reliability, Empowerment, Determination, Integrity, Authenticity, and Loyalty are not words we put on a wall. They drive every decision we make, from how we onboard a new client to how we support a Redialer through a tough week.

    Our commitment to socially responsible outsourcing also sets us apart. We provide opportunities to individuals who might otherwise have limited access to formal employment, including U.S. expatriates. That is something we are genuinely proud of. Doing good and doing great work are not mutually exclusive at Redial, they are the same thing.

    Looking Ahead: What Year Ten Means for Redial BPO

    Celebrating Redial BPO’s 9th Anniversary is not only a moment of celebration. It is a moment of clarity. And the clearest thing on the horizon right now is AI.

    The reality is that AI can now handle a major portion of customer service interactions, and that share is only growing. But this is easy to misread. It does not mean customer service is going away. It means the way these teams are structured is changing, and the companies that understand that distinction are the ones that will come out ahead.

    At Redial, we are not afraid of that conversation (take, for example, Elder’s presentation at CCW 2026 about AI in the Contact Center). In fact, we think it is the most important one in our industry right now. Nine years of growth has taught us one thing above all else: the ability to adapt is not a strategy, it is a survival skill. We expanded from one city to four countries. We built teams across cultures, time zones, and continents. We weathered global disruptions and kept growing. Adapting to new realities is genuinely in our DNA.

    AI is a bigger shift than most. But history gives us perspective. The calculator did not replace mathematicians. It made them faster, more precise, and capable of solving problems that were previously out of reach. AI will do the same thing for the people behind the services we provide. It will handle the repetitive, high-volume layer of interactions so that our agents can do what technology genuinely cannot: bring empathy, judgment, and real problem-solving to the moments that matter most.

    And it is not just customer-facing work where AI is making a difference. At Redial, we are already using AI to strengthen our own operations, from how we monitor quality and manage workflows to how we train our teams and surface insights for clients. AI is making us sharper, faster, and more consistent across every layer of what we do. That is the part of this story that does not get told enough: the same technology reshaping the front line is also raising the floor on operational excellence behind it. We embrace that. Both sides of it.

    That is what year ten looks like for Redial. We are expanding our customer service, tech support, and back office support capabilities. We are investing in our people, our technology, and our processes. And we are doubling down on the relationships that have brought us this far. We are also accelerating our investment in AI-powered automation and workflow technology, building tools that let our agents focus on what humans do best while technology handles the rest. The goal is not to automate humanity out of customer service. It is to use AI to make the human side of what we do more accessible, more effective, and more valuable for every client and every customer we serve. That is a win for our clients. A win for the businesses they serve. And a win for the Redialers who show up every day ready to do the work. Year ten is going to be our biggest yet, and I mean that in every sense of the word.

    Stay Connected with Redial BPO

    Want to keep up with everything Redial BPO is doing as we head into our tenth year? From industry insights to company news, client success stories, and more, our blog is the place to be. Visit us at redialbpo.com/blog and follow along as we continue to grow, innovate, and make a real difference for our clients and our communities. We would love for you to be part of this next chapter.

    FAQ: Redial BPO’s 9th Anniversary

    1. When was Redial BPO founded?

    Redial BPO was founded nine years ago by Managing Partners Jason Heil and Chris Heil. The company started in Tijuana, Mexico, and has since grown into a multishore BPO operation with onshore, nearshore, and offshore locations across four countries, serving U.S. clients with bilingual talent and a strong operational culture. Redial BPO was founded 9 years ago by my brother, Chris Heil, and me, starting with a single operation in Tijuana, Mexico. Since then, it has grown into a multishore BPO with onshore, nearshore, and offshore locations across four countries, built on the belief that proximity, bilingual talent, and a genuine operational culture could deliver something truly different for U.S. clients.

    2. Where does Redial BPO operate?

    Redial BPO currently operates out of multiple locations: Tijuana Centro, Tijuana Rio, and Mexicali in Baja California, Mexico, San Jose, Costa Rica as well as an office in the Constantia Kloof area of Roodepoort, Johannesburg, South Africa, and a site in Manila, Philippines. This multi-location setup supports a Follow-The-Sun service model that ensures round-the-clock coverage for clients.

    3. What services does Redial BPO offer?

    Redial BPO offers a comprehensive range of BPO services including customer service, inbound and outbound sales, technical support, back-office support, lead generation, live chat, debt collection, insurance verification, and more. The company serves industries ranging from healthcare and finance to e-commerce, logistics, and telecom.

    4. What does ‘socially responsible outsourcing’ mean at Redial BPO?

    Redial BPO is a proud supporter of Impact Sourcing, a practice that providing employment opportunities to individuals with limited access to formal work, including U.S. expatriates living in border communities. This commitment means that when clients partner with Redial, they are not just getting great service, they are contributing to meaningful economic opportunity in underserved communities.

    5. How can I learn more about partnering with Redial BPO?

    The best starting point is visiting redialbpo.com, where you can explore all available services, browse our blog for industry insights, and reach out directly to request a free quote. Our team is ready to understand your business needs and show you exactly how a multishore BPO partnership with Redial can help your company stay competitive and grow.

     

    Shoptalk Spring 2026
    Lincoln Graham

    Redial BPO attending ShopTalk Spring 2026

    /in /by

    Why 2026 Hits Different

    ShopTalk Spring 2026 is shaping up to be one of the most consequential retail events in years — and Redial BPO will be there. This March 24–26 at Mandalay Bay in Las Vegas, over 10,000 retail leaders will gather under the banner of “Retail in the Age of AI.” That theme isn’t just a headline. It reflects a genuine turning point for the industry.

    Meet the Redial BPO Team

    Representing Redial BPO will be Elder Gonzalez, VP of Client Services, and CEO Jason Heil. Both will be on the floor for all three days, meeting with retail and e-commerce brands exploring smarter ways to scale their customer support operations — voice, email, SMS, and chat — across our teams in Mexico, Costa Rica, South Africa, and the Philippines.

    If your brand is thinking about how AI fits alongside a high-quality human support layer, that’s exactly the conversation we’re there to have

    Let’s Connect at ShopTalk

    If you’re attending ShopTalk Spring 2026, reach out ahead of time to schedule a meeting. Spots fill quickly, and the most valuable conversations at events like this happen when they’re planned. Find us at redialbpo.com or connect with Elder or Jason directly on LinkedIn.

    are attending ShopTalk Spring 2026 and want to explore a partnership, I encourage you to reach out to our team and schedule a meeting. This is a conversation worth having.

    FAQ: Redial BPO attending ShopTalk Spring 2026

    1. What is ShopTalk Spring 2026?

    ShopTalk Spring 2026 is a leading retail industry conference held March 24–26 at Mandalay Bay, Las Vegas. It draws 10,000+ attendees, 200+ speakers, and thousands of curated one-on-one meetings across three days of programming focused on retail’s most pressing topics.

    2. Why is Redial BPO attending ShopTalk Spring 2026?

    Retail and e-commerce brands are a core part of who we serve. ShopTalk is where those conversations happen at the highest level, and it’s where we want to be.

    3. How do I schedule a meeting with your team at ShopTalk?

    Contact us in advance through redialbpo.com or reach out to Elder Gonzalez or Jason Heil directly on LinkedIn.

    4. What services does Redial BPO offer?

    We provide nearshore and offshore BPO services, including inbound and outbound support for voice, email, SMS, and chat. Our delivery teams are based in Mexico, Costa Rica, South Africa, and the Philippines, serving retail and e-commerce brands across North America.

    At Redial BPO, we believe AI works best when it amplifies human expertise, not replaces it. This article was developed by Lincoln Graham, Director of Marketing, with the help of AI to organize and draft the written content. The experience, data, and perspective are entirely his.

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