A global management and IT consulting firm needed help with proposal support and contract administration for its independent workforce. Its prior contractor engagement and management methods were tedious and relied on workarounds to engage contractors deemed non-compliant. The firm also needed to revamp its internal compliance review process and streamline its overall engagement method. The firm implemented a unified program to consolidate independent contractors under one workflow. The program transitioned administrative burden away from internal teams and improved visibility across the talent lifecycle. It also enabled better tracking of time and billable and non-billable expenses. Additional enhancements supported the proposal process, including revisions that helped independent contractors qualify for small business certifications when applicable. The streamlined approach improved independent talent partnerships and increased contractor interest in working with the company. The firm lowered payment terms, simplified onboarding, and minimized compliance-risk practices. Since program inception, the firm saved more than $47 million and expanded the program to six business units. The program engaged more than 5,000 contractors over time and had almost 350 active independent contractors.

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A publicly traded healthcare improvement company sought a comprehensive way to find, engage, and retain qualified independent professionals. It needed to reduce contingent workforce costs by bypassing third-party suppliers with high markups. Its existing supplier was not meeting its needs in a competitive talent market. The company also required better workforce optimization and faster implementations to maintain momentum on critical work. An enterprise-wide independent contractor engagement program was developed to support direct sourcing and SOW-based work. The company implemented direct access to skilled independent professionals and a streamlined, legally compliant onboarding process. It also built an in-house project management office to elevate the experience for internal managers and external independent talent. The approach covered talent needs across healthcare, technology, supply chain, and marketing. The company onboarded 50 independent contractors within 6 days to meet a tight year-end transition timeline away from its prior vendor. It completed 7 marketplace engagements and captured cost savings across those engagements. The initiative reduced reliance on third-party suppliers and supported quick placements to keep important projects moving. It also enabled W-2 employees who wanted to work independently to transition under guidance while supporting cost reduction goals.

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A national nonprofit needed to rebuild its marketing team after ending a partnership with a workforce solutions provider due to compliance concerns. That decision left the organization without access to the marketing professionals it had long relied on. The nonprofit still needed talent across multiple marketing disciplines, including writers, video editors, and business development managers. The disruption occurred during the 2024 holiday season, when recruiting typically slowed and delays risked impacting critical campaigns and member engagement. The nonprofit implemented an independent talent network approach to rework its talent engagement process. The program tapped a community of more than 130,000 independent professionals to source experienced marketing specialists. The team provided only the most qualified, pre-vetted candidates rather than sending large volumes of resumes. It also maintained structured stakeholder communication and managed operational details such as contracts, coordination, and onboarding to support a seamless, compliant process. In three months, the nonprofit shifted from traditional staffing to the new model and rebuilt core marketing capabilities. The engagement filled 35 essential roles and achieved an 88% fill rate. The nonprofit saved nearly $900,000 in annual cost compared to its previous staffing supplier. Candidates were typically presented within three days of intake calls, which helped managers move quickly while maintaining quality and fit.

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A Big 4 professional services firm operated a proprietary talent platform to engage an extended contingent workforce and needed stronger cost and compliance control. The firm faced increasing challenges to manage costs, reduce compliance risks, and maintain a positive end-to-end experience for independent professionals. Many professionals were not fully established as independent businesses and lacked required insurance or needed additional support to meet the firm’s requirements. The firm implemented a Business Services engagement model to support talent engagement through its platform. The approach streamlined onboarding and engagement to reduce inefficiencies and lower costs. It also supported independent professionals with infrastructure, insurance options, and business setup guidance. The program managed classification decisions and fully indemnified the firm to mitigate compliance risk. The program delivered measurable impact for both the firm and the independent professionals in its network. The firm lowered administrative burden, reduced compliance risk, and achieved major cost savings. Independent professionals received a more consistent, guided experience that simplified engagement and helped them pursue projects aligned with their interests. The engagement model scaled with the firm’s extended workforce needs while supporting ongoing reviews to track progress and adjust strategy.

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A midmarket professional services firm with 3,200+ employees and $476.5M in revenue needed to drive significant revenue growth without expanding permanent headcount. The firm faced persistent talent shortages in digital transformation, cybersecurity, organizational performance, and financial services. These gaps constrained the ability to scale delivery capacity while maintaining compliance and operational control. The firm implemented Agent of Record (AOR) and Employer of Record (EOR) services supported by compliance tools and PMO services. Four curated flexible talent pools were built and managed to supply qualified independent professionals aligned to priority skill areas. The solution standardized onboarding and engagement processes to help the firm access specialized expertise without adding full-time roles. The firm onboarded 3,000+ qualified independent professionals through the flexible talent pools. The initiative delivered $2.1 million in workforce cost savings. Implementation was completed within 8 weeks, and the partnership continued for 4+ years to support ongoing talent needs.

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A professional services firm with 227,000 employees and $29.2B revenue struggled to retain independent talent due to limited engagement flexibility. Professionals working as W-2 employees wanted contractor status for tax advantages. The firm risked losing talent when it could not accommodate these preferences. The firm implemented an Agent of Record (AOR) solution using Business Services to increase engagement flexibility. This approach allowed professionals to work as contractors without remaining W-2 payrolled employees. It also avoided requiring professionals to meet full 1099 independent contractor requirements. The transition delivered $1.1 million in cost savings within 6 months. The firm moved 75 professionals to the new contractor arrangement. Retention reached 97%, improving from 41%.

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A Big 4 company faced rising contractor identity fraud risk as virtual interviews and remote work became the norm. It struggled to confirm that the candidates interviewed were the same individuals hired and performing the work. Because its contingent workforce played a critical operational role, even one fraud incident threatened project timelines, regulatory compliance, and reputation. The company needed stronger verification embedded into existing workflows. The company implemented an anti-impersonation service that protected contractor engagements from interviews through the point when contractors began billing on projects. The approach confirmed contractor identities using real-time government ID verification, facial recognition, and liveness detection at multiple touchpoints. It was integrated into internal systems to avoid delays and included customizable reporting for transparency. The rollout began with a review of contractor management workflows, followed by ongoing monitoring and reporting. In the first 6 months, nearly 6,500 independent professionals completed identity verifications. The program identified and flagged 30 high-risk cases, leading to those professionals not being placed on active projects or being removed from projects. The company achieved 100% risk mitigation. Based on the results, it expanded the scope to a broader contingent workforce base.

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An American multinational consumer electronics retailer with 125,000 employees and $40B revenue attempted to transition its independent contractor workforce to a payroll-based program. During the transition effort, 25 skilled independent workers refused to move to payroll. They preferred to maintain independent status and continue working under that model. A program was implemented to support and retain these independent workers while preserving their preferred status. The approach maintained a direct relationship with both the retailer and the independent talent. This structure enabled continued engagement without forcing a payroll conversion. The retailer retained 25 qualified independent professionals who otherwise would have exited the program. The effort maintained consistent worker satisfaction among the retained group. The retailer also achieved significantly lower costs compared with payroll-based solutions.

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A Fortune 500 financial services provider with 65,000+ employees and $30B in revenue struggled with excessive contingent worker spending and a heavy administrative burden. Its Procurement team managed multiple third-party staffing providers that charged 200–300% markups. These costs and inefficiencies made it difficult to control spend and manage the contingent workforce effectively. The company implemented a consolidation and transformation program supported by a custom, tech-enabled direct sourcing platform. It also introduced executive-level performance dashboards to increase visibility and governance. The approach centralized management of independent contractor engagement while reducing reliance on high-markup staffing providers. The program delivered $5.2 million in total cost savings within the first five years. The company saved $1.9 million in 2022 alone and maintained $800,000+ in annual savings. It employed 415 independent contractors weekly while scaling its contingent workforce spend from $8M to $17M over five years.

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A Big 4 accounting and professional services firm wanted a more flexible way to recruit highly specialized independent talent within its nascent direct sourcing program. Although it was engineering the right technology, it lacked the industry knowledge and management capacity to maintain compliant hiring practices at scale. The firm also needed to increase efficiency and reduce costs while scaling up and down with changing project demands. A partner supported the firm by sourcing and procuring qualified independent contractors within meticulous legal frameworks. Net new talent were sourced alongside contingent professionals from an established network who had experience at similar consulting firms. The approach created a structured talent pool and enabled the firm to group vetted independents by skill, location, and role for faster review and deployment. The firm customized its contingent direct sourcing marketplace and grew it by 100% while saving an average of 35–40% on each requisition. It increased retention and reengagement to 112% and employed an average of 285 contractors weekly. It reduced costs by $800,000 and added more than 5,000 qualified independents to its talent pool.

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A global healthcare company with 10,000+ employees and $19.8B in revenue across 52 countries needed to fill a senior-level project manager role. The position required big pharma experience and deep change management expertise. Traditional staffing suppliers failed to deliver qualified candidates.

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A global healthcare company with 10,000+ employees and $19.8B in revenue across 52 countries needed to fill a senior-level project manager role. The position required big pharma experience and change management expertise. Traditional staffing suppliers failed to deliver qualified candidates. The company deployed an independent talent network approach to source the role. Targeted market research was used to locate qualified independent professionals with the required domain and change management background. Top candidates were identified quickly and presented for consideration. The effort identified top candidates in 3 days. It delivered 4 high-value, fully vetted candidates. It reduced staffing costs by 70% compared with traditional staffing suppliers.

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A Fortune 500 retailer based in the Midwest struggled with contingent labor compliance as federal attention on worker misclassification increased. After reviewing its practices, the company found its systems created exposure to co-employment and independent contractor reclassification. It also needed stricter background checks and a compliant way to engage a diverse freelance workforce, including IT professionals, models, and photographers. The organization initially relied on a combination of VMS and MSP providers for independent contractor sourcing and engagement. A review found most of its 1099 workforce did not meet self-employability standards required to qualify as 1099 independent contractors. The company implemented multiple engagement programs tailored to its diverse contractor population and established a single point of entry for independent talent. This approach improved program transparency and reduced reliance on multiple agencies. The company achieved total risk mitigation and minimized reclassification risk and other business liabilities. Program transparency and cost visibility improved for managers engaging independent talent, and spend under management increased. Over 10 years, the program delivered $15M+ in savings from re-engaging talent. The SVP of Procurement received a corporate award for risk mitigation work.

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A mid-size American bank with locations across the United States aimed to avoid costly markups and lengthy fill times from staffing firms and third-party suppliers. The bank also needed to develop a compliance program for its independent workforce population. These gaps limited the bank’s ability to engage independent contractors efficiently and consistently. The bank implemented a two-phase approach. First, it established a baseline compliance program to mitigate risk and enable proper engagement of independent contractors. Next, it deployed a technology-driven talent marketplace to manage and redeploy top-tier consultants from its existing talent pool. Strong sponsorship and senior management buy-in supported adoption and ongoing expansion. Developing the baseline compliance program saved the bank $1.5M. Direct sourcing through the talent marketplace saved an additional $5.2M and built a network of more than 1,600 independent professionals. After one year, 33% of total requisitions were filled via directly sourced talent. Projected cost savings reached $13.2M within 24 months as more full-time roles were converted to independent roles.

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A Fortune 500 financial services provider with 65,000+ employees and $30B in revenue faced excessive contingent worker spending and a heavy administrative burden. The Procurement department managed multiple third-party staffing providers that applied 200–300% markups. The fragmented approach limited cost control and created ongoing complexity. The company implemented a consolidation and transformation initiative supported by a custom, tech-enabled direct sourcing platform. Executive-level performance dashboards were deployed to improve visibility and oversight. These changes streamlined how independent contractors were sourced and managed across the organization. The initiative delivered $5.2 million in total cost savings within the first 5 years. It saved $1.9 million in 2022 alone and maintained $800,000+ in annual savings. The program supported 415 independent contractors employed weekly while the contingent workforce scaled from $8M to $17M over 5 years.

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A global IT, networking, and cybersecurity solutions business needed to bring its controls and processes into compliance with new IR35 legislation while sustaining a well-established contingent workforce program. The new legislation introduced added risks and responsibilities across the supply chain, especially for limited company contractors (PSCs). The organization needed to identify PSCs, clarify where responsibilities and risk sat, and complete employment status determinations. It also needed to issue Status Determination Statements and maintain a workable approach to engaging independent contractors under the new rules. The organization implemented a structured IR35 compliance program using a Discover, Design and Deploy approach. During Discovery, the team conducted a gap analysis and reviewed SOW structures for more than 500 independent contractors to locate responsibilities and potential IR35 liability within the supply chain. During Design, policies, processes, and controls were created and updated, and change management consultation supported adoption, including improved identification of contractors engaged outside IR35. During Deploy, the program emphasized stakeholder enablement through legal review, internal controls development, communication templates, and tailored training and communications for internal, external, and contractor audiences. The program protected the business from £200 million in potential liability. It also produced £9.7 million in savings per year and supported £3.9 million in growth. In addition, 200 contractors were placed into the right tax structure to support compliance. The work also earned two client employees the company’s CFO Compliance Award.

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