A large technology company hadn’t added a new IT staffing supplier for the past decade. But the demands of the business, combined with their goals for improved quality, responsiveness, and diversity led them on a search for a single new supplier. After a rigorous three-round process, PTR Global was chosen as that supplier.
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.
A large banking organization sought to broaden its diversity footprint and overall diverse spend as part of a CEO-led initiative. The program was performing effectively, with strong internal management, a rationalized supply base, and effective supplier performance management.
A large media firm needed to significantly grow its internal technology group. Their internal efforts to date, coupled with various search firm engagements, had yielded minimal results to date, putting them well behind their internal hiring targets.
A leading airline undertook a large data migration project involving various MRO systems such as Maxi Merlin (WIZARD), Trax and Maintenix. The project also required aircraft part transfers between legacy MRO systems and Maintenix.
A global leader in delivering innovative communications and technology solutions had a mission “to give humans the ability to do more in this world.” However, disparate systems and processes grew increasingly complex with each merger and acquisition. An end-to-end integrated global platform solution was required to drive ongoing operational excellence.
A leading national mortgage provider wanted to modernize their technology stack, enhance customer support, and improve operational efficiency. We targeted our efforts on placing consultants that were the right cultural and technical fit and focused on continuous learning and long-term commitment to the organization.
