A PE-backed, high-growth specialty healthcare organization had approximately 250 employees spread across five surgery-center employee populations and six separate legal entities. Payroll was fragmented across five separate payrolls, employee data was inconsistent, visibility was limited, and the administrative burden kept growing with the business. Payroll ownership also sat with Finance, even though the underlying work was deeply connected to the workforce systems and processes HR needed to manage.

The company had grown faster than the infrastructure underneath it. What had once been manageable had become a source of unnecessary complexity, duplicated effort, and limited confidence in the data leadership needed.

I evaluated the existing payroll and HR technology environment and led the selection and implementation of Paycom to replace Paychex. At the same time, I centralized payroll ownership under HR, consolidated five payrolls into one structure, and helped move the five surgery-center employee populations into a centralized MSO model as part of the broader entity restructuring.

This was not simply a payroll conversion. The work required standardizing the employee data and processes underneath payroll, timekeeping, PTO, benefits administration, reporting, and workforce visibility so the new structure could actually function as one organization.

The same PE-backed specialty healthcare organization had five separate employee populations operating under different small-group, fully insured benefit plans. Each plan came with its own renewal date, vendors, structure, and administrative requirements.

The fragmentation created a significant burden for HR and made it difficult for the company to use its combined size strategically. It also raised important questions around common ownership, plan structure, and compliance while leaving leadership with limited visibility into healthcare costs and overall plan performance.

I conducted a comprehensive benefits market analysis and worked through the entity and employee-population structure to determine how the organization could consolidate appropriately. The goal was not simply to put everyone on the same plan. It was to build a benefits structure that made sense for the company the organization was becoming.

I consolidated the five disparate benefit programs into one large-group plan and moved the organization from traditional fully insured coverage to a level-funded structure. I also brought benefits administration in-house and centralized enrollment, vendor management, employee communication, and ongoing plan oversight.

The organization's retirement-plan structure had grown fragmented along with its entity structure. Multiple plans and vendors created additional administrative work, inconsistent employee experiences, and limited purchasing leverage.

The problem was not that the plans were impossible to manage. It was that the structure no longer made sense for a company trying to operate as one growing organization.

I led a comprehensive 401(k) RFP focused on recordkeeping, advisory support, fiduciary responsibilities, employee service, and administration. I selected Empower as the new recordkeeper and CAPTRUST as the fiduciary advisor, then coordinated the transition of retirement-plan assets into a single program.

The work also included implementation support and employee education so the change would not simply make administration easier for the company, but also create a more consistent experience for employees.