MANAGED TEAMS AND SOW
Build accountable Brazil capacity around a defined team or work package.
SIBRA assembles and operates Brazil-based capacity around an agreed team structure, scorecard, deliverable or work package. Governance, supervision and commercial structure must match the real service being delivered.
- Best fit
- You want accountability for output rather than for headcount
- What changes the answer
- Team composition and delivery leadership
- Recommended next step
- Design a Managed Team
Use this when
- You want accountability for output rather than for headcount
- The work can be described as deliverables or a scorecard
- You want supervision to sit with the supplier
- Procurement prefers services to labor supply
Do not use this when
- You will direct the workers day to day — use staffing or augmentation
- Scope cannot be defined yet — start with augmentation and evolve
- You want a complete ongoing function — use BPO
How it runs
Implementation, with owners and inputs
| Stage | Owner | What we need from you |
|---|---|---|
| Scope and scorecard definition | SIBRA delivery lead | Deliverables, measures, dependencies |
| Team design and pricing | SIBRA Brazil specialist | Skills, seniority, duration |
| Mobilization | SIBRA recruiting and operations | Access, tooling, security |
| Delivery governance | SIBRA delivery lead | Cadence, reporting, escalation |
| Review and scope evolution | SIBRA account operations | Change requests, roadmap |
What drives the price
We publish the factors rather than hiding them. Your quoted numbers come from approved data and are verified before you plan around them.
- Team composition and delivery leadership
- Scope, measures and risk allocation
- Duration and ramp profile
- Tooling, environments and security
- Change and expansion mechanics
Compare with the adjacent models
- Staff augmentation
You will manage the people directly
- BPO
The scope is a continuing function with service levels
- Nearshore teams
You want a team you manage
Brazil specifics
What is different about doing this in Brazil
- Supervision and governance must genuinely sit with the supplier for a services structure to be coherent in Brazil.
- Delivery leadership is recruited locally so accountability is present in the same time zone as the team.
- Commercial structure and operating reality are documented together.
- Managed teams can start from an existing augmentation engagement.
Typical roles and functions
- Product and platform delivery
- Data engineering programs
- Finance process delivery
- Back-office operations
- Test and quality
Proof and attribution
SIBRA publishes only approved client results. Where a comparable program was delivered by another Gracemark Global Group company, it is attributed to the group and explained in terms of the Brazil operating model. How we document results.
Next step
Design a Managed Team
Send the roles, scope or objective. A Brazil specialist comes back with the model, the cost structure and the launch sequence — not a brochure.
Managed Teams & SOW: questions buyers ask
What makes a managed team different from augmentation?
Who supervises and who is accountable. In a managed team SIBRA leads the work against a scorecard; in augmentation you manage the individuals directly.
Can we start with augmentation and convert?
Yes, and this is a common path once scope becomes stable enough to measure.
How is SOW work priced?
By team, milestone or deliverable, depending on how well scope can be fixed and how risk is shared.
Who owns the intellectual property?
Ownership is defined in the agreement and normally sits with the client for commissioned work.
What governance do we get?
Agreed cadence, scorecard reporting, escalation paths and change control.
What happens if the scorecard is missed?
Remediation and commercial consequences are agreed in the contract rather than negotiated after the fact.