Pinnacle Group partnered with a Fortune 500 financial and payment technology company, a global leader in innovative payment acceptance and issuer solutions, to address critical challenges in their contingent workforce management. The project involved implementing a Vendor Management System (VMS), enhancing staff augmentation, and developing resource tracking modules. The goal was to improve visibility, streamline processes, ensure compliance, and enhance supplier management.

summaryA regional energy provider sought to optimize its MSP program while at the same time growing its spend with local, diverse suppliers. In particular, the decade-old program was experiencing minimal

Over the past decade, Pinnacle has achieved 100.0% supplier payment accuracy within our MSP programs.  Collectively, these programs represent tens of billions of dollars in payments and thousands of suppliers.

summaryOur team took over an existing, VMS-based payrolling program from a large, global provider within the communications and media sector. A key goal was to transform a complex, highly manual

Discover how a leading insurance provider achieved transformative MSP outcomes with Pinnacle’s expert guidance. Learn the strategies that revolutionized their operations, streamlining processes and driving success in the competitive insurance industry.

A leading utility had a decade-long business relationships with an MSP provider that had been underinvesting in the program. Spend was low and not growing, compliance issues were significant, and customer satisfaction was virtually non-existent. In addition, the customer was using the MSP’s proprietary VMS technology rather than a leading commercial solution.

A leading business and technology services provider had historically operated its contingent labor program with limited strategic involvement and a best efforts/low cost approach to req fulfillment, supplier management, and VMS technology. The result was too many suppliers, an inefficient process, and rates that were well outside of market.

A large media & entertainment firm established aggressive goals around both Tier 1 and Tier 2 diversity spend across its enterprise. Historically, the percentage of Tier 2 diverse spend within contingent labor had consistently tracked in the upper teens. The goal was to accelerate Tier 2 diverse spend without adversely impacting supplier or candidate quality.

A leading insurer sought to expand its contingent labor program internationally while expanding services to include both staffing as well as services procurement (SOW spend).

After a successful MSP and VMS implementation, a leading communications firm saw the opportunity to expand its program to encompass additional spend. However, the program was neither well-known nor understood internally, and the organization’s various business units had a long history of operating independently.

As part of our strategic relationship with a long-term client, we proposed outsourcing their Talent Acquisition function. The IT/professional program had shrunken considerably over the past decade, and the talent pool was not strong enough to serve internal customer needs.

Pinnacle Group partnered with a Fortune 500 financial and payment technology company, a global leader in innovative payment acceptance and issuer solutions, to address critical challenges in their contingent workforce management. The project involved implementing a Vendor Management System (VMS), enhancing staff augmentation, and developing resource tracking modules. The goal was to improve visibility, streamline processes, ensure compliance, and enhance supplier management.

summaryA regional energy provider sought to optimize its MSP program while at the same time growing its spend with local, diverse suppliers. In particular, the decade-old program was experiencing minimal

Over the past decade, Pinnacle has achieved 100.0% supplier payment accuracy within our MSP programs.  Collectively, these programs represent tens of billions of dollars in payments and thousands of suppliers.

summaryOur team took over an existing, VMS-based payrolling program from a large, global provider within the communications and media sector. A key goal was to transform a complex, highly manual

Discover how a leading insurance provider achieved transformative MSP outcomes with Pinnacle’s expert guidance. Learn the strategies that revolutionized their operations, streamlining processes and driving success in the competitive insurance industry.

A leading utility had a decade-long business relationships with an MSP provider that had been underinvesting in the program. Spend was low and not growing, compliance issues were significant, and customer satisfaction was virtually non-existent. In addition, the customer was using the MSP’s proprietary VMS technology rather than a leading commercial solution.

A leading business and technology services provider had historically operated its contingent labor program with limited strategic involvement and a best efforts/low cost approach to req fulfillment, supplier management, and VMS technology. The result was too many suppliers, an inefficient process, and rates that were well outside of market.

A large media & entertainment firm established aggressive goals around both Tier 1 and Tier 2 diversity spend across its enterprise. Historically, the percentage of Tier 2 diverse spend within contingent labor had consistently tracked in the upper teens. The goal was to accelerate Tier 2 diverse spend without adversely impacting supplier or candidate quality.

A leading insurer sought to expand its contingent labor program internationally while expanding services to include both staffing as well as services procurement (SOW spend).

After a successful MSP and VMS implementation, a leading communications firm saw the opportunity to expand its program to encompass additional spend. However, the program was neither well-known nor understood internally, and the organization’s various business units had a long history of operating independently.

As part of our strategic relationship with a long-term client, we proposed outsourcing their Talent Acquisition function. The IT/professional program had shrunken considerably over the past decade, and the talent pool was not strong enough to serve internal customer needs.