Improving Finance, People, and Digital Capability at Peoplecare
Peoplecare partnered with Solution Minds Consulting (SMC) to modernise its core finance operations and later extend that transformation across human resources and payroll.
What began as a finance-led ERP replacement evolved into a broader, multi-phase partnership focused on governance, capability uplift, and confident delivery across finance, HR, and payroll.
Across both phases, SMC acted as an independent, client-side advisor and transformation leader, supporting Peoplecare from early-stage strategy through to implementation, go live, and post-implementation optimisation.
The outcome was a stronger operating model, confident leadership, and two successful system implementations delivered with disciplined governance and structured change management.
About Peoplecare
Peoplecare is an Australian private health insurer serving members nationally. Operating in a highly regulated environment, the organisation manages complex finance, risk, compliance, people, and customer requirements.
As the organisation grew, pressure increased on legacy systems, manual processes, and data quality, prompting the need for a more integrated, scalable, and resilient operating model across both finance and people functions.
Phase 1: Finance Transformation and ERP Delivery
The Challenge
Prior to engaging SMC, Peoplecare’s finance function was operating with ageing systems, manual workarounds, and increasing operational risk. Data migration, banking integrations, audit readiness, and cutover planning represented critical risk areas for the organisation.
Leadership needed confidence that the ERP replacement would be delivered safely, with strong governance, disciplined testing, and minimal disruption to business operations.
SMC’s Role
SMC was engaged as an independent, client-side advisor to provide transformation leadership across the finance ERP program, known internally as Project Mirrorball.
SMC supported Peoplecare with:
- Program governance and Steering Committee reporting
- Change leadership, training coordination, and knowledge transfer
- Cutover planning and Go / No Go decision frameworks
- Testing strategy, User Acceptance Testing (UAT), and defect governance
- Data migration planning, rehearsal, and reconciliation
- Banking and payment integration coordination
- Vendor management and client advocacy
When internal testing frameworks were not yet available, SMC provided a structured testing and governance approach to ensure readiness and risk control.
Execution and Delivery
SMC worked closely with finance leaders, TechnologyOne, internal IT, and banking partners to maintain momentum and accountability throughout delivery.
Key delivery disciplines included:
- A fully defined and rehearsed cutover plan, refined iteratively and used to support
- executive Go / No Go checkpoints
- Structured UAT with clear entry and exit criteria
- Data migration dress rehearsals and audit-ready documentation
- Ongoing risk management across security, compliance, and integration dependencies
Outcomes
The finance ERP implementation was delivered with strong control and confidence, including:
- 100 percent of planned UAT scripts executed
- Zero open severity 1 or 2 defects at go live
- Successful cutover supported by executive governance checkpoints
- Improved finance team capability through early training, structured testing involvement, and knowledge transfer
- Audit-ready testing and migration artefacts
This disciplined delivery established trust with Peoplecare’s executive team and laid the foundation for the next phase of transformation.
Phase 2: HR and Payroll Transformation
The Opportunity
Following the successful finance implementation, Peoplecare engaged SMC to lead the replacement of its HR and payroll systems. The organisation was managing multiple disconnected platforms, manual processes, and limited reporting capability across the employee lifecycle.
The objective was to implement an integrated HR and payroll solution that would:
- Reduce operational risk and manual effort
- Improve data quality and reporting
- Support employee self-service and manager capability
- Strengthen governance and people-related change management
SMC’s Role
SMC supported Peoplecare across the full HR and payroll lifecycle, including:
- HRIS and payroll business case support and executive decision-making
- Client-side project management and governance
- People and business readiness, training, and communications
- Solution design oversight and requirements traceability
- Go live planning, hypercare, and transition to business-as-usual
This phase built directly on the governance, delivery discipline, and executive confidence established during the finance transformation. SMC remained independent of system vendors, focusing on Peoplecare’s outcomes rather than system delivery alone.
Execution and Delivery
SMC applied the same disciplined transformation approach used in finance, tailored to people and payroll complexity.
This included:
- Structured design and solution specification across organisation management, employee lifecycle and payroll
- Strong Steering Committee governance and reporting
- Detailed post-go-live support planning and hypercare models
- Ongoing change leadership to support adoption and capability uplift
Outcomes
The HR and payroll implementation delivered measurable and sustainable outcomes, including:
- HR and payroll go live delivered on time
- Successful payroll processing, including end-of-financial-year activities
- Strong adoption supported by training and drop-in sessions
- Reduced reliance on manual workarounds and legacy systems
- Clear transition to business-as-usual support models
SMC also supported Peoplecare in establishing a central Change Management Office during this project, to support the organisation’s ongoing program of work.
Clear Value Across Both Phases
Across finance and HR/payroll, SMC partnered with Peoplecare as an independent, client-side advisor, providing leadership across strategy, transformation, and implementation. SMC helped Peoplecare achieve:
- Stronger governance and executive confidence
- Reduced delivery and operational risk
- Improved organisational capability in change and transformation
- Sustainable operating models beyond go live
The consistent application of structured governance, disciplined delivery, and people-centred change management enabled Peoplecare to progress from system replacement to genuine organisational uplift.
Looking Ahead
Peoplecare now has a stronger foundation across finance, HR, payroll, governance, and digital maturity. With integrated systems, clearer accountability, and improved change capability, the organisation is well positioned to continue maturing its operations and supporting future growth with confidence.
“The Solution Minds Consulting team were awesome. They were a significant contributor to the success of our implementation through their in-depth project management and change management knowledge. It was a pleasure working alongside such a committed team who were equally invested in our success as much as we were.”
- Chris Stolk, Chief Financial Officer, Peoplecare Health Insurance
Frequently Asked Questions
System vendors are focused on delivering their software. Peoplecare needed support that went beyond technology, someone focused on risk, outcomes, and organisational readiness.
SMC acted as an independent advisor, providing objective guidance, challenging assumptions when needed, and helping Peoplecare make decisions in its own best interests. This independence was particularly important during testing, cutover, and change adoption, where balancing speed with control was critical to success.
Strong governance was built into the program from the outset. Clear Steering Committee structures, regular reporting, and defined Go / No Go decision points meant leadership always had visibility of progress, risks, and readiness.
This approach allowed executives and the Board to stay informed and make confident decisions at key moments, particularly around cutover planning, audit readiness, and operational continuity in a regulated environment.
The finance transformation established strong delivery discipline early, including governance, testing, cutover planning, and decision-making frameworks. These foundations carried directly into the HR and payroll phase.
Just as importantly, the finance phase built trust between Peoplecare’s leadership team and SMC. That trust enabled clearer accountability, faster decisions, and greater confidence when the organisation moved into its second major transformation.
Rather than attempting to do everything at once, Peoplecare took a phased approach. Finance was stabilised first, followed by HR and payroll once the organisation was ready.
This sequencing allowed teams to absorb change progressively, reduce fatigue, and build confidence along the way. SMC supported this by maintaining consistent governance, leadership cadence, and change management practices across both phases.
From the beginning, the focus was on capability uplift, not long-term dependency. Finance, HR, and payroll teams were actively involved in testing, training, and decision-making throughout delivery.
Structured knowledge transfer, early training, and clear transition-to-business-as-usual planning ensured Peoplecare retained ownership of its systems, processes, and operating model once the programs were complete.
Access our Industry Guide
Replacing core finance, HR, or payroll systems carries real operational risk. Our approach shows how independent leadership, structured governance, and strong change management can reduce risk and deliver outcomes that last.
Explore our Payroll Software Solution Guide to learn how to reduce risk, maintain control, and deliver complex enterprise system transformations with confidence.
