overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.

overviewAdding a New Supplier for the First Time in a DecadeA large technology company hadn’t added a new IT staffing supplier for the past decade.  But the demands of the

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 two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.

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.