Workday HRIS Integration
Client: The Stepstone Group
Scale: ~3,000+ employees globally, operating leading digital recruitment platforms across Europe
Engagement Type: Internal transformation with multi-system integrations
Duration: 24 months
The Stepstone Group needed to streamline HR operations and unify employee data scattered across multiple systems. We orchestrated the end-to-end integration of Workday as the central HRIS, improving data accuracy, reducing manual processes, and establishing a single source of truth. Our team provided full lifecycle leadership from design through delivery, partnering closely with technical and business teams to ensure a smooth and scalable implementation.
Objectives
Consolidate employee data into Workday as the authoritative HR system
Integrate Workday with payroll, identity & access management, finance, ATS, and learning/performance systems
Reduce manual onboarding, offboarding, and HR administration through automation
Improve reporting accuracy for People, Finance, and Leadership teams
Ensure compliance with security, audit, and data-privacy requirements
Scope & Integrations
Workday was integrated with key business platforms, including:
Payroll
Systems: ADP, local payroll vendors
Outcome: Automated payroll data sync, reduced manual entry
Identity & Access Management
Systems: Azure AD, Okta
Outcome: Automated provisioning & deprovisioning, improved access security
Finance / ERP
Systems: Anaplan
Outcome: Consistent workforce and cost data across HR and Finance
ATS
Systems: SmartRecruiters
Outcome: Unified hiring funnel and faster onboarding into Workday
Learning / Performance
Systems: Cornerstone
Outcome: Connected talent, performance, and development data
Automations included: hiring, job changes, compensation updates, terminations, and role-based access control
Our Role
We provided hands-on leadership across delivery, architecture, and change management, including:
Defining HRIS integration strategy and target data architecture
Leading vendor and stakeholder alignment across HR, Finance, IT, and Compliance
Reviewing integration playbooks, supporting testing, and contributing to data-governance standards
Managing Workday implementation partners and internal technical teams
Delivering training, enablement sessions, and hypercare support after go-live
Deliverables Provided
1. Strategy, Governance & Requirements
Integration strategy and delivery roadmap
Stakeholder alignment and governance model
Functional and technical requirements
Security, privacy & compliance assessment (GDPR, ISO, SOC)
Risk assessment and mitigation plan
2. Architecture & Design
End-to-end integration architecture
Source-to-target mapping documents
Data model and transformation rules
API, EIB, Studio or middleware design (Boomi, MuleSoft, Azure, etc.)
Interface catalogue and dependency mapping
Error-handling and monitoring design
3. Build & Configuration
Workday integration configuration
Middleware workflows and transformation logic
Integration build documentation
Exception and alerting workflows
Technical specifications and configuration guides
4. Data Preparation & Migration
Data cleansing and validation rules
Extract templates for legacy systems
Transformation logic & scripts
Data migration plan and schedule
Reconciliation reports & QA sign-off
5. Testing & Quality Assurance
System Integration Testing (SIT) plans
UAT plans, scenarios & test scripts
Defect triage and resolution management
End-to-end workflow testing
Performance & load testing (as required)
Test summary reports & readiness validation
6. Cutover & Deployment
Cutover plan and detailed runbook
Go-live readiness checklist
Deployment steps and support
Hypercare plan and monitoring setup
Early-life support & stabilization reporting
7. Training & Knowledge Transfer
Technical training for IT and integration teams
HRIS/HR admin training
Troubleshooting guides and support documentation
Step-by-step user guides
Knowledge handover sessions
8. Advanced Deliverables
API gateway configuration
Workday tenant security assessment
Integration SLAs, support model & service design
Business continuity & failover procedures
Audit and regulatory documentation
Vendor management artefacts
Enhancement backlog & continuous improvement roadmap
9. Application Management Services (Post Go-Live Support)
Post-go-live issue resolution and incident management
Monitoring and tuning of integrations
Hypercare support and stabilization reporting
Ongoing troubleshooting and support documentation
Continuous support for Workday integration processes
Outcomes
The Workday integration delivered measurable improvements in operational efficiency, data quality, and reporting:
Faster onboarding & reduced administrative workload
Impact: 70–90% reduction in manual HR data entry
Stronger security & zero-day access for new hires
Impact: Automated provisioning and deprovisioning
Faster and more accurate reporting
Impact: Single source of truth for workforce data
Improved compliance and audit readiness
Impact: Standardized global HR processes
Enhanced leadership decision-making
Impact: Reliable workforce data and actionable insights
HRIS Market Evaluation & Vendor Selection
Client: The Stepstone Group
Scale: ~3,000+ employees globally, operating leading digital recruitment platforms across Europe
Engagement Type: Internal transformation with external vendor and partner evaluation
Duration: 12 months
The organization was preparing to replace its legacy HR systems and required a modern, scalable HRIS capable of supporting global growth, improving data quality, and enabling future AI-assisted HR operations.
We led a comprehensive, end-to-end market evaluation and vendor selection program to ensure the right HRIS platform and implementation partner were chosen for long-term success.
Objectives
Identify HRIS platforms aligned with the current and future operating model
Assess functional capabilities across Core HR, Payroll, Talent, Learning, Integrations, and Analytics
Evaluate data, integration, security, and scalability requirements
Support change, risk, and adoption considerations throughout the selection process
Recommend a technology and implementation approach that minimized time-to-value and total cost of ownership
Scope of Work
Our 12-month engagement followed a structured, multi-phase approach:
Phase 1: Market Research & Discovery
Conducted detailed requirements analysis across HR, Finance, Security, Legal, and IT
Mapped current-state processes and future-state capabilities
Reviewed the HR technology landscape and emerging market trends
Phase 2: RFI Process
Designed and issued Requests for Information (RFI)
Long-listed vendors based on functional, technical, and commercial fit
Created a structured scoring and comparison framework
Phase 3: RFP & Deep Evaluation
Led a formal RFP process with shortlisted vendors
Assessed functional depth, data architecture, integrations, and security
Evaluated deployment models, scalability, and global support capabilities
Phase 4: Vendor Demos & Sandbox Testing
Facilitated scenario-based vendor demonstrations
Supported sandbox access and hands-on evaluation
Coordinated stakeholder workshops and feedback sessions
Conducted vendor reference checks with comparable organizations
Phase 5: Implementation Partner Selection
Evaluated system integrators and implementation partners
Assessed delivery methodology, certifications, resourcing models, and cultural fit
Compared commercial models and delivery risk profiles
Phase 6: Business Case & Executive Approval
Developed TCO, cost-benefit, and ROI models
Assessed implementation risks and mitigation strategies
Prepared executive-level recommendations and decision materials
Supported contracting discussions and roadmap planning
Our Role
We provided advisory and delivery leadership throughout the selection lifecycle, including:
Leading cross-functional requirements gathering and stakeholder alignment
Designing RFI and RFP documentation, scoring models, and evaluation criteria
Facilitating vendor demos, workshops, and decision-making forums
Conducting reference checks to validate vendor and partner performance
Recommending the final HRIS platform and implementation partner
Supporting commercial negotiation, contracting, and high-level implementation planning
Outcome
The organization selected a modern HRIS platform and a strong implementation partner aligned with its growth and transformation strategy, resulting in:
1. Platform aligned to future operating model
Impact: Prepared the organization for global scale and AI-enabled people operations
2. Reduced systems and data complexity
Impact: Established a single source of truth for workforce and people analytics
3. Faster implementation readiness
Impact: Clear blueprint for integrations, data migration, and phased rollout
4. Strong delivery partner selection
Impact: Lower delivery risk and a more predictable implementation timeline
Cornerstone LMS Implementation & Integration for Technical Users
Client: The Stepstone Group
Scale: ~3,000+ employees globally, operating leading digital recruitment platforms across Europe
Engagement Type: Internal LMS implementation and capability enablement
Duration: 12 months
The Stepstone Group required an internal implementation of the Cornerstone Learning Management System (LMS) to support technical users across the organization. The objective was to deliver a scalable, secure, and user-friendly learning platform while embedding internal capability to reduce long-term reliance on external vendors.
We led the end-to-end LMS implementation, providing hands-on delivery from discovery through go-live. The engagement focused on robust system configuration, secure access design, automation of administrative processes, and enablement of internal ownership to ensure long-term sustainability.
Objectives
Deliver a successful Cornerstone LMS implementation aligned with organizational and technical requirements
Configure system architecture to support 800+ technical users
Reduce manual user and training administration by 30–40% through automation and structured design
Implement secure, role-based access controls and reporting
Establish internal LMS expertise to minimize post-implementation reliance on third-party support
Scope of Work
The engagement spanned discovery, solution design, system build, testing, and go-live support:
Phase 1: Discovery & Requirements Gathering
Conducted structured discovery to capture functional, technical, and reporting requirements
Reviewed and validated requirements with stakeholders to confirm scope and priorities
Identified technical user needs, security considerations, and reporting expectations
Phase 2: Solution Design & Configuration
Designed LMS architecture aligned to organizational structure and technical user groups
Configured core Cornerstone LMS components, including:
User creation and lifecycle management
Employee relationships and reporting structures
Custom user fields
Organizational units and group structures
Role-based security and permissions
Phase 3: System Build & Data Setup
Created and configured technical user groups with rule-based memberships
Set up proxy access to support administration, testing, and troubleshooting
Configured training assignments and role-based learning paths
Phase 4: Testing & Validation
Conducted unit testing to validate configurations, permissions, and data integrity
Supported end-to-end testing across admin, manager, and learner journeys
Identified and resolved configuration issues prior to go-live
Validated reporting accuracy and security role alignment
Phase 5: Go-Live Support & Knowledge Transfer
Supported go-live readiness and early user adoption
Provided hands-on administrative support during launch
Embedded internal LMS capability by acting as Cornerstone SMEs
Enabled transition to internal ownership post go-live
Platform Capabilities
The Cornerstone LMS implementation delivered:
User creation and lifecycle management
Custom user fields for technical and business classification
Organizational unit and hierarchy design
Group creation with rule-based membership
Role-based security and permission management
Proxy access for testing, support, and troubleshooting
Training assignment and learning path configuration
Standardized reporting for compliance and completion tracking
Our Role
We provided hands-on delivery leadership and Cornerstone LMS expertise, including:
Acting as Cornerstone LMS Administrators and technical SMEs
Designing system architecture and security models
Configuring user groups, roles, permissions, and learning paths
Leading unit and end-to-end testing activities
Supporting go-live execution and embedding internal LMS capability
Outcomes
The LMS launched successfully and delivered measurable operational and adoption benefits:
Scalable internal learning platform
Impact: Reliable support for 800+ technical users with room to scale
Reduced administrative effort
Impact: Estimated 35% reduction in user administration and training assignment workload
Improved access control and security
Impact: Role-based security accuracy improved by 90%+
Standardized reporting and visibility
Impact: Improved insight into training completion, compliance, and learner progress
Reduced vendor dependency
Impact: Lower long-term support costs through established in-house LMS expertise
Go-to-Market & Technology-as-a-Service (TaaS) Platform Integration Across EMEA
Client: Tech Data (TD SYNNEX)
Scale: ~23,000+ employees globally, serving 150,000+ reseller and enterprise customers across 100+ countries
Engagement Type: Multi-market platform launch and partner integration across EMEA
Duration: 10 months
Tech Data was launching a new Technology-as-a-Service (TaaS) commercial model across EMEA and required a fully integrated digital platform to support subscription-based consumption of hardware, software, and services. The initiative aimed to enable channel partners and end customers to configure, subscribe to, and manage technology bundles online, while integrating with a growing ecosystem of ecommerce partners and global finance providers.
We led the go-to-market planning and technology integration, ensuring seamless connectivity between the TaaS platform, partner storefronts, enterprise systems, and third-party financing providers to support a scalable rollout across multiple EMEA markets.
Objectives
Launch a scalable TaaS solution across multiple EMEA countries within a complex, multi-partner ecosystem
Integrate the subscription platform with partner ecommerce, quoting, fulfillment, and enterprise systems
Enable automated financing workflows through integration with multiple credit and leasing providers
Deliver a self-service experience for end customers to configure, order, renew, upgrade, and manage subscriptions
Scope of Work
The engagement spanned strategy, go-to-market execution, and technical delivery leadership:
Phase 1: Market & GTM Strategy
Supported market segmentation, value proposition definition, pricing models, and commercial framework
Phase 2: Platform Integration & Testing
Validated API and data flows across ecommerce, CRM, ERP, billing, and logistics systems
Supported UAT execution and go-live readiness
Phase 3: Finance Partner Coordination
Assisted onboarding and alignment of global and regional financing providers
Supported subscription lifecycle and credit decisioning integration (without owning credit policy)
Phase 4: Partner Ecommerce Integration
Enabled embedded TaaS journeys within partner ecommerce environments
Coordinated integration testing across multiple partner storefronts
Phase 5: Regulatory & Compliance
Ensured alignment with GDPR, KYC/AML requirements, VAT/tax treatment, and asset lifecycle regulations across EMEA
Phase 6: EMEA Rollout & Change Management
Contributed to phased rollout planning, partner enablement, training materials, and adoption playbooks
Platform Capabilities
The TaaS platform enabled:
Automated subscription quoting and provisioning
Bundling of hardware, software licenses, warranties, and managed services
Finance pre-qualification and automated credit decisioning
Full subscription lifecycle management: renewals, upgrades, returns, extensions, and end-of-term options
API-based integration with ecommerce platforms, CRM, ERP, logistics, billing, and finance systems
Our Role
We provided hands-on delivery leadership and product expertise, including:
Defining the EMEA TaaS operating model and value proposition
Co-leading solution design and shaping platform architecture with engineering teams
Managing partner integrations and onboarding of multiple financing providers
Leading dependency mapping and risk management across Legal, Finance, Operations, and Commercial stakeholders
Developing rollout enablement materials, training frameworks, and market-specific launch playbooks
Outcomes
The platform launched successfully across priority EMEA markets and delivered measurable commercial and operational results:
Fully integrated TaaS ecommerce experience
Impact: End customers and partners able to self-serve subscriptions end-to-end
Automated financing and credit workflows
Impact: Faster approval times, reduced manual effort, improved conversion rates
Consistent cross-market operating model
Impact: Repeatable and scalable expansion into additional EMEA regions
New recurring revenue streams
Impact: Predictable margin growth and increased multi-year subscription value for Tech Data and its clients
Implementing Kaizen for Operational Excellence in Aerospace Manufacturing
Client: Aerospace Manufacturing
Scale: Mid-size organisation, serving all UK airports
Engagement Type: Operational transformation and continuous improvement
Duration: 24 months
Our client is a leading aerospace manufacturing company with over 40 years of experience designing and producing trailers and ground support equipment for airports and industrial markets. Operating across multiple sites, they deliver a diverse range of products; from baggage trailers to powered deck vehicles, ULD transfer systems, and bespoke storage solutions. Constant innovation and technological advancement have established them as a market leader in their field.
Objectives
* Achieve internal audit readiness for ISO 9001 and ISO 14001 certification.
* Improve operational efficiency and safety in airport ground handling equipment manufacturing.
* Establish robust quality assurance and defect management processes.
Scope of Work
Comprehensive operational review and process optimisation across two warehouses.
Identification and remediation of critical equipment defects and obsolete assets.
Implementation of Kaizen practices and structured workflow systems.
Development and embedding of standard operating procedures (SOPs) across production and storage areas.
Introduction of visual management systems to improve oversight, efficiency, and safety.
Streamlining inventory and asset management to reduce waste and improve resource utilisation.
Training and coaching staff on continuous improvement principles to ensure sustainable practices.
Preparing the organisation for ISO 9001 and ISO 14001 audits through process alignment and documentation.
Supporting change management to foster a culture of quality, accountability, and innovation.
Capabilities Applied
* Operational transformation and process improvement
* Quality and compliance management
* Defect identification, root cause analysis, and remediation
* Warehouse optimisation and inventory rationalisation
* Visual management system implementation
Our Role
Identified and prioritised over 60 critical defects requiring immediate attention.
Introduced a visual management system to streamline workflow and oversight.
Removed obsolete and inefficient equipment to enhance operational efficiency.
Cleared and reorganised warehouses for safer and more effective production and storage processes.
Embedded Kaizen practices into daily operations, preparing the organisation for ISO audits.
Deliverables Provided
1. Initial Assessment & Diagnostic
This stage provided a clear understanding of operational inefficiencies, compliance gaps, and areas requiring urgent attention, forming the foundation for the transformation.
* Comprehensive operational audit across production and warehouse operations
* Defect register highlighting over 60 critical issues
* Equipment and asset inventory report identifying obsolete or unsafe items
* Gap analysis against ISO 9001 and ISO 14001 requirements
2. Strategy & Planning
Insights from the assessment were translated into a structured roadmap, aligning operational improvements with compliance and long-term sustainability goals.
* Kaizen implementation roadmap with phased objectives and timelines
* Standard Operating Procedures (SOPs) framework aligned to best practices and ISO standards
* Change management plan to support staff adoption and culture shift
* Visual management system design plan for workflow monitoring and defect tracking
3. Process & Operational Improvements
Operationalising the Kaizen approach ensured that daily activities became more efficient, transparent, and aligned with compliance requirements.
* Re-engineered production and warehouse processes, including workflow standardisation
* Visual management boards and tracking systems for defects and task progress
* Inventory and asset rationalisation, including removal of obsolete equipment
* Implementation of defect remediation protocols and prioritisation matrix
4. Training & Capability Building
Empowering employees ensured improvements were sustainable and embedded into the organisational culture.
* Staff training sessions on Kaizen practices, continuous improvement, and ISO compliance
* Coaching and mentoring materials for team leaders
* Knowledge transfer documentation for ongoing operational governance
5. ISO Readiness & Compliance Support
This stage prepared the organisation for formal ISO audits, with all processes, records, and systems aligned to global standards.
* Pre-audit readiness checklist for ISO 9001 and ISO 14001
* Documented procedures and records demonstrating compliance
* Risk assessment and mitigation plan aligned with ISO standards
* Internal audit report confirming readiness for formal certification
6. Post-Implementation Review & Continuous Improvement
Closing the project ensured measurable outcomes were captured and provided a roadmap for ongoing efficiency and innovation.
* Operational performance report comparing pre-project and post-project KPIs
* Lessons learned and best practices documentation
* Recommendations for ongoing Kaizen initiatives
* Hand-over package with SOPs, visual management tools, and process documentation
Outcomes
* Achieved internal audit readiness for ISO 9001 and ISO 14001 standards.
* Significantly improved operational efficiency and reduced downtime.
* Strengthened defect visibility and risk management across operations.
* Streamlined warehouses and production areas for safer, more effective workflows.
* Established a strong foundation for ongoing continuous improvement and innovation.
