Payway
From a traditional intranet to more connected communication Payway relied on a traditional intranet and communications that were mainly shared by email. However, for a young company operating in the constantly evolving payments industry, those channels no longer matched the dynamic employee experience it wanted to build. The challenge was not simply to replace one […]
Riiing
Connecting a distributed operation Riiing is an Argentine technology retail company specializing in the sale of mobile phones and related products. Its operations combine a broad geographic presence with a strong focus on managing each point of sale and delivering a positive customer experience. The dispersion of its teams and the high turnover typically associated […]
Grimoldi
The challenge of connecting a distributed operation With employees spread across the country, Grimoldi needed to reach teams with very different roles and realities. Only 10% regularly worked at a computer. The rest were based in stores, warehouses, or the factory, including salespeople, operators, and analysts covered by three different labor unions. Internal communication relied […]
Las Margaritas
Training more than 60 stores without losing proximity One of Las Margaritas’ main challenges was supporting the growth of an organization with teams spread across more than 60 stores while delivering a consistent experience for every employee. The company needed a way for people to access information, training, and Human Resources processes without depending on […]
Orien Openfarma
Growth that calls for new ways of working As Orien Openfarma added new locations, employees, and operational complexity, its HR processes began to fall behind. Reaching people distributed across pharmacies, warehouses, and the pharmaceutical distribution business depended on intermediaries, informal channels, and a large number of manual tasks. The pharmaceutical distributor’s ISO 9001 certification raised […]
Paolini
Manual processes and limited visibility for decision-making Before implementing Humand, much of Grupo Paolini’s people management relied on manual tasks and scattered tools. Payslips were delivered on paper, while performance evaluations were managed by sending forms individually to each leader and employee. In addition to being time-consuming and increasing the risk of errors, this process […]
Puppis
When processes can no longer keep pace with growth Puppis expansion brought new stores, more employees, and an increasingly complex operation. However, many People processes still relied on Excel spreadsheets, Google Forms, and basic tools that were difficult to sustain at scale. One of the company’s main challenges was employee training. Puppis lacked a learning […]
Zeni
Growing pains: communication and information centralization As Zeni continued to grow, internal communication began to rely on multiple informal channels. This made it difficult for updates to reach all employees at the right time and limited meaningful connections between people. In addition, with diverse operations and distributed teams, the company required a platform that was […]
Del Plata Salud
Initial Situation: Growth and Challenges The rapid growth of Del Plata Salud brought about profound changes in its structure and operations. As the company expanded its network of branches, the need to maintain cultural cohesion became critical. Without adequate tools, transmitting corporate values at all levels became increasingly difficult, especially with employees spread across different […]
Nordex
Nordex: Digital Transformation in the Automotive Industry Nordex is a prominent vehicle assembler, collaborating with globally recognized brands such as Fiat, Peugeot, Citroën, Ford Motor Company, and Kia America. With over 650 employees without access to computers, Nordex faced the challenge of enhancing their team’s experience through comprehensive digitization of their Human Resources processes. At […]