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.

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.

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.