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Our client was preparing for an Initial Public Offering (IPO) and struggled with fragmented workforce spend and regulatory compliance. Also, their worker engagement was low, and it was difficult to pinpoint specifics for the lack of visibility into performance.
We had to support multiple workstreams to adequately prepare our client for the IPO from an organisational perspective. The initial focus was implementing a procurement and HRIS system and establishing a solid governance model.
We built a unified governance structure by standardising policies, digitising processes and delegating ownership to a dedicated PMO.
Our team followed the steps below to mitigate legal and compliance risks during and after the IPO phase:
Our team enabled the client to source, procure and manage external workers from vetted suppliers at competitive rates while keeping the organisation compliant. The achieved spend visibility and contained costs made our client organisation more attractive to investors as part of the IPO cycle.