More NetSuite teams are turning to blended workforces to keep projects moving and control costs.
A blended model brings together full-time staff, contract specialists, and nearshore support. This structure gives leaders more room to respond when priorities change, and it helps teams maintain progress during heavy periods such as implementations, upgrades, and reporting cycles. As NetSuite expands across finance, CRM, operations, and supply chain, this approach is becoming more common for companies that want steady performance without overspending on permanent headcount.
1. Blended teams close skill gaps faster
NetSuite work rarely stays within a single role. Finance teams need help with ARM and reporting. CRM teams need workflow fixes. Operations teams rely on configuration changes. These needs shift throughout the year, and full-time teams cannot always cover the full range.
A blended structure fills those gaps quickly. When a project requires workflow tuning or reporting support, contract specialists join the team without slowing daily operations. When leaders need steady configuration work or ticket reduction, nearshore staff provide coverage that keeps internal teams focused on higher-value tasks.
Many teams turn to external support during these periods. Anderson Frank delivers NetSuite professionals who step in with the right skills and help teams maintain progress right away.
2. Blended teams adjust to workload changes
NetSuite workloads rise and fall throughout the year. Month-end cycles, audits, integrations, and release testing all require different levels of effort. A single hiring model cannot support every phase.
Blended teams adapt because each group handles a different layer of work. Full-time staff manage core processes and long-term improvements. Contractors support project peaks. Nearshore pods handle testing, documentation, and repeatable tasks. This structure helps teams avoid delays when priorities shift.
The Anderson Frank Careers and Hiring Guide shows why this matters. 38% of companies now use contractors to expand their NetSuite capacity, and projects that rely on outside support often finish sooner because teams avoid long hiring timelines.
3. Blended models support faster delivery
Delivery speed improves when work is split across the right channels. Nearshore teams handle time-sensitive tasks during busy weeks. Contract specialists support releases and integrations. Internal staff guide decisions and coordinate changes across finance, CRM, and operations.
This balance creates steady movement. Work does not stop when internal teams shift focus. Projects move forward while the core staff manages oversight. This structure also helps teams maintain predictable release cycles, especially during large updates or seasonal surges.
When teams lack capacity, Anderson Frank delivers NetSuite professionals who support configuration, testing, and reporting so internal teams can focus on planning and decision-making.
4. Blended teams reduce burnout and turnover
Full-time teams often carry the weight of project work, release cycles, and daily support. When everything falls on the same group, productivity drops and turnover rises. A blended structure spreads the work in a more sustainable way.
Contract specialists handle short-term pressure. Nearshore teams lower the volume of repeatable tasks. Full-time staff focus on improvements that matter. This keeps workloads balanced and reduces the risk of losing people during heavy cycles. It also creates a clearer structure for escalation, which helps teams work without constant interruptions.
5. Blended hiring improves long-term planning
Long-term planning becomes easier when leaders can scale up or down. A blended model gives teams flexibility during quiet months and more support during busy ones. It also helps companies manage costs more effectively by placing project-based work with specialists rather than full-time staff.
This structure works well for companies using several NetSuite modules or preparing for larger changes. Leaders can estimate the work needed each quarter and shift the blend of full-time, contract, and nearshore talent to match those needs. Over time, this creates a more predictable delivery model and fewer project delays.
