A $25M company, built on offshore talent
Before Next Staffing Group existed, its founder Brent Staton built and scaled a $25 million logistics and supply-chain company — and offshore talent was central to how he did it. This is that story: the pressures of a thin-margin, around-the-clock business, the offshore operating model that answered them, and how the lessons learned became the agency.
A thin-margin business that never sleeps
Logistics rewards companies that can do more work for less, around the clock, without letting service slip. For a growing supply-chain company, three pressures collided.
Margins under constant pressure
Logistics is a thin-margin business. Every back-office cost — coordination, documentation, billing, customer communication — eats directly into profit, and US labor for that work was expensive and hard to scale.
Growth gated by headcount
Each new lane, client, and shipment added administrative load. Scaling meant hiring — but hiring locally was slow, costly, and capped how fast the company could take on volume.
Operations that never sleep
Freight moves around the clock. Tracking, exceptions, and customer questions did not stop at 5 p.m., but a single US-hours team did — leaving gaps that cost time and trust.
How offshore talent was put to work
Not a call center bolted on the side — a dedicated, vetted, embedded team that grew with the company. Four moves made it work.
Start with the back office
The first offshore hires took on the documentable, repeatable work — shipment coordination, data entry, billing support, and customer communication — freeing the US team for exceptions and relationships.
Build around the clock
Offshore teams aligned to cover the hours US staff could not, so tracking and customer response continued overnight. The operation effectively never closed.
Vet hard, manage closely
Talent was screened for skill and English fluency, embedded in the company’s tools and process, and managed directly — treated as team members, not an outsourced queue.
Reinvest the savings into growth
Lower cost per seat meant headcount could grow sooner. The savings funded the capacity to take on more volume — and the company scaled into it.
From pressure to a platform for growth
The model compounded. Moving the back office offshore took a heavy, expensive cost center and turned it into a lean, scalable one. Coverage that ran around the clock meant shipments were tracked and customers answered while the US team slept — service improved at the same time cost fell. And because each seat cost a fraction of a local hire, the company could add capacity sooner and take on volume it otherwise could not have afforded to serve.
The destination was a $25 million logistics and supply-chain company — and offshore talent was woven through the operation that got it there, not a line item on the edge of it. The experience proved something Brent has built Next Staffing Group around: offshore talent, vetted and managed well, is not a cost-cutting compromise. It is a growth strategy.
For more on how this plays out across the industry, see our logistics & supply chain page — the same playbook, generalized for any operation that runs on coordination and runs around the clock.
Why Brent built Next Staffing Group
Having built a company on offshore talent, Brent Staton kept hearing the same thing from other founders: they wanted the same advantage but did not know where to start, feared the compliance, or had been burned by a marketplace hire. The hard part was never the talent — it was the vetting, the employment law, and the management that turn talent into a real team member.
So he built the company he wished he had been able to hire: a partner that carries the entities and compliance, vets rigorously, manages from the US, and stands behind every placement with unlimited replacements — so the next founder gets the result without the decade of learning it the hard way.
Brent StatonCEO & Co-Founder, Next Staffing Group
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