@Observer, there is an an assumption in your reply that the value added by offshore consultants is an equivalence to that added by domestic FTE professionals. I would like to disabuse you of this misconception. The resources are priced by the contract so the vendor is incentivized to provide their most junior resources and pull them out once they are trained up. The churn is incredible and Truist ends up with 15-20% of contractors being net negative contributors. Meaning another 10% just compensate for the time suck and mistakes from the worst 15-20%. Add to that most companies double or triple book resources so they are sometimes working on other client’s work but still billing us. Not like we have our own managers in India watching them. When projects fail we play musical chairs with the same handful of companies and end up were we started. There is no accountability. Once talented resources are skilled up, the vendor pulls them for a more profitable contract. Unlike FTEs where the person makes the choice to leave (something that can be mitigated with personal relationships, long term benefit plans, and resistance to change), with contractors they go where their real employer sends them. Turnover ki--s companies and contractor heavy companies like Truist have a shadow turnover rate that would have Wall Street wishing they wore their crapping pants. The more bean counting logic like what you lay out is followed, the more nails are pounded into the company’s coffin.