Cruising ahead this year, HCL BPO services leveraged its position as a global service provider, laying stress on further strengthening its current customer base. In the first two years of operation, 90% of the last fiscal year's revenues came from old clients. The strategy for the company in 2003-04 revolved around building processes, led by professional people specializing in the processes domain. This also played well as a cost reduction strategy, with the cost of a new business acquisition costing upto nine times more compared to expansion of earlier scope of work. The British Telecom project was one of the major projects, with workforce having shot up from 50 people initially to 700 in a year. HCL BPO plans to capitalize on non-voice processes, showing a change in channel mix with a 20% shift over last year from voice to non-voice processes. The process mix is basically even, with finance and accounting and payment services taking a bigger share of the pie (62% revenue came from the telecom vertical, with financial services at 17%). Nearly half the processes were sourced from UK, with Belfast providing nearshore support. HCL BPO's biggest USP is that, coupled with HCL Technologies, it can provide resourcefulness on all three fronts: operations, infrastructure and applications.