A $2B division of a Fortune 100 financial services firm had recently been spun-off as an independent company. The newly divested client was operating in 26 countries, and many of these markets used dissimilar payroll software from distinct payroll providers. Management sought to improve and consolidate the payroll products, while untangling all payroll functions from the parent company. They also needed a centralized project management office (PMO) to oversee and advise on the software cutover processes.
We set up a PMO and formed direct relationships with client resources in each market, while simultaneously managing the vendor relationship. We oversaw the implementation process, hosting live daily meetings online with global payroll directors, vendor project managers, and local payroll administrators. Our team leveraged these conversations to discuss current status and key issues, aligning the client with their vendors. Frequently, a market was subject to unique country-specific regulatory risks that we would need to understand in order to ensure total compliance. Applying lessons learned from other implementation markets, we understood the specific irregularities and issues that confronted each individual market.
We implemented the new software in all the 26 markets on an aggressive timeline. The team ensured a smooth end-user transition and freed the client from the cumbersome payroll fees that had been imposed by its parent company. We handed off an internationally-consistent payroll process steady-state tracking tools to a brand-new, centralized global payroll division.