On the Move: Clyde joins PoIT with business transformation focus

HR, payroll and workforce management solution provider Presence of IT (PoIT) has expanded its People Practice with the appointment of Michelle Clyde.

Clyde was most recently regional vice president, value engineering, APJ and Greater China for SAP, and previously worked on the customer side as HRIS program director for Transfield Services (now Broadspectrum),  and various role for Coca-Cola Amatil, including solutions delivery manager.

Clyde has joined PoIT in the role of business transformation lead, and she said stepping into the partner ecosystem was the logical next step in her career.

“Through this experience I’ll complete the full lifecycle. On the customer end, I’ve had the opportunity to strategically complete lots of detailed technology implementations in the HR payroll space with some top tier organisations, and on the vendor side, I’ve learned about the continuous innovation in the technology space,” she said.

“So now I’m thrilled to join the partner community, Presence of IT in particular as a company whose vision is really to unlock the power of people and to realise business outcomes. This is probably the thing that excites me most and really drove me to join the organisation, because it provides me a significant opportunity to bring an overall business transformation focus to customer engagement and to expand the People Practice offering into an area that I believe will grow in importance in the future.”

Clyde’s role within the People Practice is technology-agnostic and focuses on building an end-to-end partnership with customers, helping them to understand the value transformation can bring to the business, guide them through the action phase, and ensuring that business outcomes are delivered.

Drawing on her experience with transformation programs, Clyde said customers must understand the problem they’re trying to solve to be successful.

“I’ve seen many organisations stop technology implementations because one aspect of functionality is not quite working the way they thought. To me, that really means they’ve lost the focus of the bigger picture, the strategy  and why they’ve invested in technology as part of the transformation journey,” Clyde said.

“So articulating and being very clear about the problem you’re trying to solve through technology, and devising a transformation strategy around solving that issue, would be the right way to go about any big technology program within an organisation.”

As well as having a proper business case to guide a transformation program, she said the value realisation component at its conclusion is also critical to success.

“So often, it’s put in the too-hard basket, and customers just don’t measure the real business value they get out of any transformation program. The People Practice is very pleased to offer this as part of our transformation work. A lot of the value that’s unlocked is not just hard benefits, but also efficiencies, a reduction of risk, and cost avoidance. A lot of times, that’s not easy to measure, but if you have a partner who is willing to work through this and can provide expertise, I think it makes it a lot easier for customers.”

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