Interborders
The challenge of building one shared culture across different countries Growing across a region involves much more than opening new offices and adding employees. For Interborders, one of the main challenges was ensuring that teams located in different countries, shaped by different cultures, regulations, and ways of working, could still feel part of the same […]
Dia España
The challenge of transforming an outdated communication model Before Humand, Dia Spain had a fully custom-built employee portal. It was used to publish news and articles and provided access to external tools. Over time, however, this level of customization became a limitation. The internal team could not make changes to the platform independently, and every […]
Grupo Bisa
Growth also requires transforming management Grupo BISA was founded in 2022, when it took over the distribution of Under Armour in Argentina. In the beginning, the team consisted of only five people. Over time, the operation began to expand. In 2025, the group also added the distribution of On, Champion, and Mizuno, and the team […]
Grupo del Pilar
The challenge: processes that hindered agility With more than 1,800 employees across eight provinces, Grupo del Pilar faced the typical challenges of geographic dispersion: fragmented communication, paper-based forms, printed payslips, and in-person onboarding. The Human Resources team was overwhelmed by slow, difficult-to-track, and inefficient manual processes. The search: a digital and people-centered solution The company […]
Grupo Casinos
Transforming a diverse and distributed organization Managing Human Capital at Grupo Casinos involved much more than addressing the needs of a single company. Each business operated across different locations, with its own management teams and distinct ways of working. This complexity was compounded by 24/7 operations and a workforce made up primarily of employees who […]
Norimoto
The challenge of organizing a growing foodservice operation In the foodservice industry, every day requires coordination, speed, and adaptability. Teams change, new employees join, and operational needs arise across different locations at the same time. For Human Resources, keeping pace with that dynamic without losing visibility had become an increasingly complex challenge. Before implementing Humand, […]
Grupo L
When Distance Also Becomes a Management Barrier Before Humand, one of Grupo L’s biggest challenges was reaching a workforce spread across the entire country. Many employees worked far from the company’s central offices, some did not have access to a computer, and in certain locations there was no nearby manager who could act as an […]
Furlong Fox
Processes That Needed a Fresh Perspective Before Humand, a significant part of Furlong Fox’s Human Resources processes was managed manually or through separate tools. Payslips were stored on a platform that was not very intuitive, while much of the documentation was still kept on paper. Questions about vacation days, available balances, payslips, or documents led […]
Moto Mecánica
Connecting a distributed workforce Moto Mecánica Argentina is a company that develops equipment and provides services for the oil and gas industry. Its operations bring together a wide range of profiles, from administrative employees to operational teams working in the field across different parts of the country. This geographic dispersion represented a challenge for internal […]
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 […]