I've always believed the best validation comes from customers, not from us. 

So when HFS Research interviewed our customers and published a report on Qurrent, it meant a lot and I’m proud of the team that earned it.

Over the course of the project, the HFS team talked with three of our customers directly: AAA, Roofstock, and a US digital media and advertising company, and published exactly what they heard. 

I’d encourage you to download the full HFS Hot Tech profile of Qurrent here but a few things I’d like to call out that our team is particularly proud of.

Why the Hot Tech designation matters

HFS’s Services-as-Software describes a market it sizes at $1.5 trillion covering business outcomes delivered by AI, contracted like a service, priced on results. Their “Hot Tech” designation only goes to select companies that pass through a five-step assessment for differentiated offerings within that market.

They looked at our agents running entire finance processes in production: procure-to-pay, order-to-cash, record-to-report, and FP&A, under contracts that commit to outcomes. People still handle exceptions but those become fewer over time as our agents learn our customers’ businesses better with each cycle.

That is what an agentic BPO is, and it is a different model from traditional outsourcing and from AI software a customer has to build around.

The labor ceiling is the real story

The two decades I spent running labor-heavy services businesses before Qurrent taught me a valuable lesson around structure.

When people are the unit of capacity, the gain has a ceiling set by the cost and availability of labor. You can optimize processes, hire better people, layer in technology, or all of the above but you’re only going to see the ceiling move so far.

HFS put that comparison at the center of the report, using a recent competitive deal we won alongside a BPO partner. 

The usual approach to finance and accounting outsourcing offered about a 35% productivity gain in that deal, roughly 15% from process optimization and 20% from technology-led change, both still dependent on people doing the work. 

The agentic BPO model offered more than 70%, with about 15% of roles retained for institutional knowledge, approvals, and accountability.

The report walks through exactly how that works, from discovery through production, including the Workforce Factory process behind our 30 million tasks executed in production. 

What our customers told the analysts

HFS talked to our customers independently and reported three different routes to value. 

• AAA brought its accounts payable team from nine people to four without redundancies, and met or exceeded three of its four departmental KPIs. 

• Roofstock expects about $2 million in payroll savings across its Qurrent projects, with a 25% to 30% efficiency gain per accounting team. 

• The media company changed no headcount at all, because it bought accuracy and auditability on $1.8 billion in annual partner payments, and it got both.

If there’s one detail I want to emphasize it’s auditability. AAA files a daily report of everything our agents ingested, held, and rejected, and shows its auditors the intake, the review, and the SOPs the agents follow. Its accounting manager called that record "the biggest assurance we have." In fact, two of the three customers said we found problems in their processes before they did.

Read the complete HFS Services-as-Software Hot Tech profile of Qurrent, and if you want to see what the agents would do with your close, your payables, or your partner payments, we should talk.

We offer complimentary, one-to-one workshops to identify your workflows readiness for automation.