Patterson Cheney: Accelerating HRIS Time-to-Value

Client Profile

Patterson Cheney, one of Victoria’s largest family-owned automotive groups, spanning multiple brands across more than 20 sites, with around 1,000 employees. Project focus: full ELMO HRIS implementation and group-wide standardisation.

The Challenge: Complexity Versus Confidence

Before the rollout, Patterson Cheney’s people function ran on a patchwork of spreadsheets and paper. Processes varied site by site, and reporting was always about a month out of date, leaving leadership without a current view of their own workforce. The project was projected to take six months and carried real adoption risk given that complexity. What it lacked was embedded, client-side leadership to give it structure.

The StackPilot Solution: Embedded, Client-Side Leadership

StackPilot worked on the customer’s side of the table to close the gap between vendor delivery and business reality.

1. Process mapping and translation. Before any configuration began, we went on site to map exactly how each dealership operated, then translated those requirements into a clear brief that drove the platform build. Getting that detail right up front is what kept the implementation moving and prevented costly rework later.

   
   

2. Targeted adoption and a live feedback loop. We led the training and change process with face-to-face sessions across the leadership team, over 150 managers, training each of them so they could in turn train their own people. To make that adoption stick, we designed leadership dashboards that track key metrics at a glance, from recruitment through to completion of onboarding, learning courses and performance appraisals. That gave managers a single view to monitor their teams and chase outstanding items, turning adoption into an ongoing, self-sustaining process rather than a one-off push at go-live.

   
   

3. Risk reduction. We kept the project on a structured roadmap, holding an aggressive timeline on track and taking pressure off the internal HR team.