The business case, in practice.

Their legacy HCM would lose vendor support within 18 months, and the vendor had stopped building functionality that matched the business. Finance and payroll were never truly integrated.

After evaluating several platforms, the client chose Workday for HR, benefits, payroll, recruiting, and learning. A single code line, the tenancy model, and better scalability drove the decision.

That the platform might not deliver some of the capabilities the vendor had promised.

We negotiated enhanced access to the vendor's solution resources, which proved decisive when a problem couldn't be solved by either team alone. Delivered on time and at the adjusted budget, absorbing a manageable amount of added scope.

A hospital system went to the table with multiple unions and moved from roughly 4% of employees represented to about 74%, spanning doctors, nurses, engineers, and facilities staff. They needed program and project leadership to run the implementations while they built out labor relations.

Fresh off a new HCM implementation, we worked within configuration constraints and cost containment. The real variable was how much time each implementation could justify.

Paying employees incorrectly, triggering grievances, or creating errors that take months to unwind and delay the next union.

Implementations are proceeding smoothly and completing on schedule.

A global exchange acquired a business beyond its current capacity to absorb. The acquired company brought unions, which the acquirer had never had, plus benefits and compensation incompatible with existing plans, on a tight timeline.

Having already implemented Workday HCM, the client's choice came down to which implementation partner could deliver the configuration on time, with proper documentation and accurate transactions for the unionized employees.

Delays, inaccurate calculations and transactions, and union grievances.

Every employee was hired, transferred, or terminated with the correct compensation, accurate benefits, and correct pay. All integrations went out on time with accurate data. Completed on time and on budget.

Two similarly sized firms, each already on Workday, merged. We were engaged to configure and integrate the acquired data into the surviving system, migrate in-process transactions, preserve full reporting history, and plan a unified organization with new compensation, job and grade structures, benefits, and payroll.

Driven by the transaction timeline, we first stood up a combined core HR with separate benefits and payroll for every country, reporting aligned to those decisions. Phase 2 unified benefits and split payroll into US and global alignment.

Missing the go-live date while aligning two organizations.

The combined tenant was delivered on time, and we carried a leaner, experienced team into Phase 2. Completed on time and at the adjusted budget for client-authorized changes.

Rapid growth meant the client needed human capital and finance applications built for scale. They chose Workday using the Workday Go methodology, on a 13-week timeline for core components.

We planned the 13-week deployment of core components and sequenced the work around the realities of data readiness.

Incomplete requirements, late data, and compromised configuration decisions.

We delivered within the 13-week window, adjusted around delays in receiving key conversion data, and set up a small Phase 2 to automate configuration that incomplete requirements had left manual.

The work began as a US current-state and future-state analysis of HR and payroll for the parent entity, then expanded into a payroll vendor selection for a large subsidiary.

After learning that global IT had been favoring one vendor and feeding it inside information, we restructured the evaluation to strip out as much bias as possible, and scored all four vendors on capability, RFP responses, demonstrations, economics, and ease of working together. The IT-favored vendor placed third.

A timeline compressed by two weeks, and the vendor decision being escalated by IT to the board.

The selected vendor won on a more predictable cost model, stronger functionality, and alignment with the client's functional leaders. It was implemented on time with full functionality, running about 5% over budget due to the extra vendor resources needed to hit the compressed timeline.