How KHI Partners Managed Growth Without Adding More Silos
KHI Partners is a fast-growing top 100 firm in Australia offering a range of professional services, including accounting, wealth planning, and property development. With continued growth straining capacity and driving overheads up, they partnered with TOA Global to build an integrated outsourced workforce. Read their story here.
The Challenge
Insufficient Capacity for Further Growth
In 2023, KHI Partners was growing faster than its people could manage. Consequently, operational costs rose even as resources stretched thin, pulling partners and team members away from talking to clients.
To Chief Operating Officer Purabi Khan, outsourcing felt like the obvious fix. If they outsource, their onshore staff will have time for advisory work.
But the firm has 51 separate entities, each with its own separate budget and way of doing things. What might be obvious didn’t seem so simple.
The Solution
The Right Outsourcing Structure with a Trusted Provider
KHI Partners found TOA Global through word of mouth from clients and partners alike. But the most convincing reference came from Nafees Huda, an accounting partner who had enlisted TOA Global’s expertise at a previous firm.
The partnership began small, with no more than five team members. They were all in accounting, covering internal bookkeeping and mortgage broking. Three years on, KHI Partners has grown its outsourced workforce to 59 people, mostly from TOA Global.
That trust hasn’t come cheap. Khan is upfront that TOA Global comes at a premium compared to other providers but says the enduring calibre of talent and support are worth the investment.
When the firm first started outsourcing, for example, they weren’t aware of the cultural nuances of managing a global team. Missteps were inevitable. But their dedicated account manager stayed close through that learning curve. Khan credits that kind of support for why the partnership has lasted.
The Governance Investment
KHI Partners established a governance board to manage the nitty-gritty of outsourcing across its entities. In accounting alone, six different partners operated under separate policies for onboarding, performance reviews, training, and rewards. The setup meant outsourced team members had different employee experiences depending on the entity they supported. Those inconsistencies contributed to attrition.
Improving retention thus became the governance board’s standing priority, discussed monthly in meetings with their account manager.
In 2025, they sat down with TOA Global leaders Nick Sinclair and Mareta Akari for a gap analysis of the end-to-end global talent experience. Their discussion led to a 10-point action plan to streamline policy implementation across every entity with an outsourced team member. KHI Partners expected full rollout to take up to a year; they’re halfway through as of this writing.
The Results
A New Standard for Outsourcing Governance
With a global governance board in place, Khan no longer negotiates outsourcing strategies with 51 entities one by one. She now has more time to oversee offices outside Australia, including the United Kingdom, where the firm hopes to shift the conversation around outsourcing with recent successes.
By their own account, the past three years have seen more efficient and productive employees, while overhead costs have gone down. So much so that leadership is now looking to bring even more of their outsourced work under TOA Global.
Another welcome, albeit unplanned, outcome of the partnership was a change in how the firm talks about talent. They retired the phrase “back office,” replacing it with “KHI Partners Philippines”—the same framing they have for teams in Australia, New Zealand, and the UK.
Ultimately, it’s this care for people that drew KHI Partners to TOA Global. And now, it’s part of their talent strategy.
Grow further with an outsourced team.
Start with TOA Global.
