One client was planning to move forward with a lift and shift approach to the same vendor’s newer software offering. I could see by doing that, they were about to let a really strategic opportunity pass them by. I was able to build kind of a short business case to say in 20 years, the way a company works changes so drastically. And even though this company and their payroll team is always pushing for continuous improvement, their technology stack for the system wasn’t fundamentally changing with them. I got them to consider: what’s the new process for doing this function? What’s the better way? And that’s really where we have to fill those gaps for them. Just helping these leaders down the path of evaluation was fulfilling. And then another one was being able to step back and critically evaluate the work that my teams do.
There’s an intersection of business strategy, payroll technology, and compliance that I help clients navigate through. Those are like the three components of the secret sauce, in my opinion.
payroll with some of the best payroll leaders in the industry is very
acquisitions fully, and they were actively acquiring new companies, so we were always gaining new technology--whether it was old or new--and had to make that work. It’s there that I really gained a deep understanding of the technology landscape across all the HR-related systems. Now, as a global advisory practice leader, I see companies needing someone to translate the complexity of payroll into practical business solutions. I witnessed it from both sides--if it was the client or if it was my employer, there was always the same gap. I’m in a client-facing role with my current position, and strategizing
energizing. There’s an intersection of business strategy,
payroll technology, and compliance that I help clients navigate through. Those are like the three components of the secret sauce, in my opinion. GPA: What have been some of your most fulfilling accomplishments? Tracee Bowles: As part of the strategic advising, it’s also my job to challenge my clients. I also find that payroll teams often are so heads down getting people paid timely and accurately, they fail to see what’s available.
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ISSUE 13 GLOBAL PAYROLL MAGAZINE
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