Questions companies ask before building a managed operation.

Necodex is. We define the KPIs with you, take responsibility for the operation that produces them, and report performance against the plan. If a number is off, the analysis, the corrective plan, and the follow-through are our work—not something we hand back to you as a report.

Dedicated. Every professional works on one client operation only. Nobody splits their time across accounts, which is what makes real process knowledge, accountability, and continuity possible—and what keeps your information inside your operation.

You keep the vision, domain knowledge, and business objectives, and you see how the operation runs at all times. We take over the operational load: building the process, managing the team, resolving problems, and improving performance—so your leaders stop supervising the work and start directing it.

A Necodex structure covering Operations, Recruitment and People Operations, Human Resources, Customer Success, Engineering, IT, Administration and Finance, and Executive Leadership. Performance, HR, IT, and process problems route into that structure rather than to your internal leaders.

Often that is the starting point. We assess the process, management, accountability, and support around the team you already have, then strengthen what is missing rather than replacing people.

We replace them at no cost to you. Recruiting, replacement, and continuity support are part of the model, not an add-on. Because the process is documented rather than living in individual heads, the replacement ramps up against that documentation and a role change does not reset the operation.

Dedicated teams are the foundation: no shared staff, no shared workspaces, no cross-client exposure. Access to your systems is controlled and scoped by role, Necodex manages the equipment and infrastructure the team uses, and confidentiality obligations sit with both the company and each team member.

You do. Role-specific documentation includes IP transfer language covering work product, assets, and deliverables, so what the team produces belongs to your company.

Monitored facilities with controlled access, monitored devices, cybersecurity and firewall controls, dedicated plus backup internet infrastructure, and screen-recording tools where an operation requires them.

A U.S.-to-U.S. contracting structure between companies, with labor support and documentation discipline on the Mexico side—including offboarding coordination and strategy support when a justified termination needs to be pursued.

The operation is bilingual: teams work in English and in Spanish, so customers, vendors, and documentation can be handled in either one. Hours follow your business day from Hermosillo, Sonora, which sits on Pacific time, so escalations get resolved the same day rather than overnight.

No. The team operates under Necodex and you receive a single invoice. You do not incorporate, register with Mexican labor authorities, or take on employer obligations across the border.

With discovery, not a job description. We spend one to two weeks with the teams that own the work, map the process and its bottlenecks, and come back with the operating structure required to close the gaps. You keep the map whether or not you move forward.

30 to 45 days from signature. The first weeks go into understanding the process, documenting it, and agreeing on KPIs; recruiting and training then happen against that documentation rather than against a job title. We sequence it so the first stage is stable before the next one starts.

Nothing formal. A description of the workflow as it runs today, where it breaks, and the number you would use to know it is working is enough for a productive first conversation.

Our headquarters is at 112 N Central Ave, Suite M39, Phoenix, AZ 85004, and the teams work from our operating center in northern Mexico—close to the Arizona border and aligned with U.S. time zones.

Yes, within a limit. The smallest operation we run is three specialists and a supervisor. Below that there is nobody holding the standard when someone is out, and what you have is a set of hires rather than an operation. One focused function is the usual starting point.

One all-inclusive, U.S.-to-U.S. invoice, issued bi-weekly. Recruiting, onboarding, payroll and benefits administration, HR and compliance support, equipment, IT and monitoring, office infrastructure, and account management are inside the model.

By business function rather than by seat, with the shape of the operation driving the number. Typically it lands 40 to 60 percent below an equivalent U.S. hire, and that figure already includes recruiting, supervision, equipment, and infrastructure. Detailed pricing is shared by function once we understand the process—it belongs in a proposal, not a price list.

Anything specific to your business that must stay on your side: your software licenses where you hold the contracts, your customer-facing legal obligations, and decisions about direction and priorities. We tell you clearly during discovery.