AI Buyer Insights:

Citigroup, a VestmarkONE customer evaluated BlackRock Aladdin Wealth

Cantor Fitzgerald, a Kyriba Treasury customer evaluated GTreasury

Wayfair, a Korber HighJump WMS customer just evaluated Manhattan WMS

Swedbank, a Temenos T24 customer evaluated Oracle Flexcube

Westpac NZ, an Infosys Finacle customer evaluated nCino Bank OS

Moog, an UKG AutoTime customer evaluated Workday Time and Attendance

Michelin, an e2open customer evaluated Oracle Transportation Management

Citigroup, a VestmarkONE customer evaluated BlackRock Aladdin Wealth

Cantor Fitzgerald, a Kyriba Treasury customer evaluated GTreasury

Wayfair, a Korber HighJump WMS customer just evaluated Manhattan WMS

Swedbank, a Temenos T24 customer evaluated Oracle Flexcube

Westpac NZ, an Infosys Finacle customer evaluated nCino Bank OS

Moog, an UKG AutoTime customer evaluated Workday Time and Attendance

Michelin, an e2open customer evaluated Oracle Transportation Management

List of In-House Payroll Customers

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Logo Customer Industry Empl. Revenue Country Vendor Application Category When SI Insight Insight Source
Allan Myers Construction and Real Estate 2500 $1.0B United States In-House Applications In-House Payroll Payroll 2017 n/a In 2017 Allan Myers implemented an In-House Payroll application to centralize Payroll operations for its heavy civil construction and materials business. The In-House Payroll was provisioned to support multi state processing for over 2500 employees in the Mid Atlantic region, addressing the specific needs of an open shop workforce that performs federal and state funded projects governed by Davis Bacon and prevailing wage rules. The implementation emphasized core Payroll capabilities including multi state gross to net payroll calculations, automated tax filing and W2 generation, garnishment and deduction management, certified payroll and prevailing wage calculation for federal projects, and benefits payroll support for 401k and pension plan contributions. Configuration work focused on wage rate determination tied to prevailing wage schedules, payroll scheduling and batch processing, audit ready reporting, and role based access to payroll functions. Operational ownership is centralized under the Sr. Director, Payroll Operations, who leads a five person payroll team responsible for all audits including DOL, EEO, Workman s Compensation, year end processing, 401k and pension plan administration. The payroll team also handles all state unemployment and local tax returns, W2 filings, wage garnishments and deductions, and coordinates with finance leadership to align long term departmental plans. Governance was structured around formal audit procedures and ongoing system evaluation, with the Sr. Director driving periodic upgrades and process improvements while engaging cross functional stakeholders. The configuration and operational model emphasizes compliance controls, audit trails, and documented payroll workflows to meet prevailing wage and federal audit requirements.
Boldare Professional Services 220 $25M Poland In-House Applications In-House Payroll Payroll 2018 n/a In 2018 Boldare implemented an In-House Payroll to operationalize its holacratic salary process. The In-House Payroll is classified as Payroll and centralizes algorithmic compensation calculation, salary range management, and structured assessment intake to reflect the company’s self-organizing team model. The implementation includes a compensation algorithm that combines employee self-assessment, peer team assessments, and optional external technical expert reviews, with configurable weighting for factors such as specialization, versatility, individual learning, and performance. Functional modules described in the deployment include a questionnaire engine for standardized team evaluations, a salary range repository used to bound calculated outcomes, and workflow orchestration to produce salary proposals for review by the designated Salary Team. Operational coverage spans company wide use across all scrum teams and HR processes, with explicit triggers for new hire salary verification after onboarding at three to six months and a minimum annual salary verification cadence. Business functions impacted include HR administration, finance through transparent communication of financial consequences for salary changes, and team-level decision making where squads use facilitated workshops and structured questionnaires to assess colleagues. Governance is managed by an independent Salary Team and a Salary Partner who runs the process, supported by team workshops that train participants on evaluation rules and observable indicators. The process embeds iterative governance, allowing teams to review results, propose process improvements, and align individual development goals to team strategy, and it emphasizes transparency and fairness which Boldare reports increases motivation and team engagement based on internal survey results.
Clark Associates Distribution 4300 $600M United States In-House Applications In-House Payroll Payroll 2016 n/a In 2016, Clark Associates implemented an In-House Payroll application developed by its In-House Applications team, deploying core payroll processing capabilities under the Payroll category. The implementation was stewarded by an Employee Systems Product Owner who served as stakeholder for Employee Services and Employee Engagement teams, coordinating design, testing, implementation and evaluation of automated and manual HRIS processes. Functional workstreams covered payroll core processing, payroll data validation and reconciliation, and integration touchpoints with applicant tracking and other employee-focused systems to present a unified HRIS surface. Configuration and release activity was managed through backlog maintenance and Product Backlog Item documentation for development teams, with Scrum and Kanban lifecycle practices referenced and Azure DevOps or TFS cited as relevant tooling. Testing cycles, bug investigation, and iterative enhancements were executed by internal development teams in close collaboration with HR stakeholders. Operational scope centered on the Lancaster, PA headquarters where the Employee Systems Product Owner organized priorities, provided management updates, and supported a flexible hybrid remote schedule. Governance included documenting HRIS controls, policies and procedures, evaluating manual versus automated workflows for efficiency, and completing ad hoc data projects and system performance evaluations. Business functions impacted include payroll operations, employee services, applicant tracking workflows and employee engagement processes.
Construction and Real Estate 2000 $350M United Kingdom In-House Applications In-House Payroll Payroll 2011 n/a
Professional Services 1500 $300M United States In-House Applications In-House Payroll Payroll 2012 n/a
Manufacturing 10000 $3.2B United States In-House Applications In-House Payroll Payroll 1998 n/a
Professional Services 150 $6M Philippines In-House Applications In-House Payroll Payroll 2016 n/a
Professional Services 2200 $330M Australia In-House Applications In-House Payroll Payroll 2015 n/a
Government 200 $36M Australia In-House Applications In-House Payroll Payroll 2020 n/a
Utilities 148 $15M Croatia In-House Applications In-House Payroll Payroll 2019 n/a
Showing 1 to 10 of 23 entries

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