GLOBAL PAYROLL MAGAZINE
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100.000 payslips every month to 12 large corporations, in industries ranging from telecommunications, oil and gas and healthcare to publishing and financial services. I’m a British and Italian dual national, I live in Rome, Italy with my wife Tiziana who is a burns surgeon, my two boys, Jacopo and Andrea aged 19 and 15 and our Jack Russell Terrier, Artù. Q: Was your route into payroll direct, or were there specific events that guided your career path? L: I actually spent the first seven years of my career as a change management consultant, working mainly on training and support projects connected to large ERP and CRM system implementations. My professional “first love” was learning. I spent a lot of time in the classroom interacting with people, and that experience has fed right into my approach to delivering outsourced services. A large part of the service manager’s role in an outsourcing relationship is about communication between the Client who expects a service and the delivery team who is focused on the tecnhical complexities of delivering it. I moved into payroll in 2004, when an opening arose to support a large payroll deal in Italy. I’d grown tired of moving from one engagement to another every
advice (and slides) and then moving on. In hindsight I’m really happy with the decision. When you’re involved with a client and a delivery team for several years you develop deep meaningful relationships that really teach you a lot, and I find that precious. Q: Within your career, you have transitioned from working with one medium entity to directly addressing large corporations. How has this changed your perspective? L: I’d say it has enriched my perspective, in that different-sized clients have very different way of approaching an outsourcing relationship, but there are also many interesting things in common. Large organizations typically have multiple structured roles you need to interact with – payroll specialists, accounting, cost of labour, IT, HR, employee relations. This means that the service delivery process needs to be governed by clear rules, which makes things a little complex at times. Smaller organizations often have a single person covering all these roles, which can make things faster to manage. It also means that these smaller organizations rely more on the provider in terms of continuous consulting and support. In any case, regardless of size, every Client wants to be treated with the highest priority when there’s an issue to be dealt with – payroll is at the heart of every organization, and an unmanaged issue can cause real trouble, regardless of whether the organization has 10 or 50.000 employees.
6-9 months and wanted to feel that I was contributing to “making something”, rather than just providing
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