Onboarding isn’t just about introductions and paperwork—it’s about ensuring new hires feel equipped and engaged from day one. In this episode of the Employee Onboarding Podcast, Erin Rice speaks with HR expert Caroline Yost about the one thing most onboarding processes get wrong: a lack of clear expectations.

Why expectations matter

Most companies assume that a well-structured onboarding plan means scheduling meetings and providing access to key tools. However, without clear expectations, employees often feel lost in their new role.

“Statistically, they say that someone knows within a month if they made the right decision or not,” Caroline explains. “That doesn’t mean they’ll leave immediately, but it does mean their engagement is already being shaped.”

Instead of overwhelming new hires with culture-heavy onboarding, Caroline emphasizes the need for a role-focused approach that provides immediate clarity on responsibilities, deliverables, and success metrics.

A manager’s role in onboarding success

A key factor in successful onboarding? Manager involvement. However, in fast-moving companies, managers are often stretched thin. Caroline shares a simple strategy for balancing autonomy with support:

“For more experienced hires, I tell them, ‘Here’s your end destination. You can take the Ferrari, the bike, or stop along the way—it’s up to you. We’ll check in at key points, but the path is yours to shape.’”

This method fosters ownership while ensuring new employees aren’t left without guidance.

Scaling onboarding for growth

As companies grow, onboarding challenges multiply. Caroline’s biggest piece of advice for HR teams preparing for scale?

“Every process you create—ask yourself, does this work at 3x the headcount?”

If a system isn’t scalable now, it will only become more inefficient over time. Investing in automation and structured workflows early on can prevent major bottlenecks later.

Setting the right tone from day one

Onboarding is about setting new hires up for long-term success. Companies can improve engagement, retention, and overall employee satisfaction by focusing on clear expectations, structured support, and scalable processes.

Read the full transcript below: 

Erin Rice:
Welcome to the Employee Onboarding Podcast, where we unpack great onboarding ideas and best practices from the world’s top HR practitioners and thought leaders. At Process Street, that starts with our mission to make work fun, fast, and faultless for teams everywhere.

My name is Erin Rice, and I’m the People and Operations Specialist here at Process Street. Today, I’m joined by Caroline Yost.

Caroline is an HR professional who has spent her career building, developing, and leading the people function at fast-growth startups, primarily Series A, B, and C. With an emphasis on high-performance output, she has experience building key elements of the employee life cycle along with necessary tech stacks, including talent development, organizational design, conflict mediation and resolution, employee relations, workforce planning, performance management, benefits and compensation, and learning and development.

Her vision, based on growth stage, focuses on aligning business needs with employee needs while preparing for scale.

Thanks so much for joining us today, Caroline.

Caroline Yost:
Thanks for having me.

Erin Rice:
Before we dive in, I’d like to ask an icebreaker question. Do you have a recent productivity hack that you could share with us?

Caroline Yost:
Yeah, so I recently moved away from handwritten to-do lists. This year, my partner and I traveled a lot—for work, weddings, family obligations, etc.—and I often wasn’t working at my desk. I didn’t want to lose productivity just because I forgot my notebook.

Now, I use my inbox and Slack as a checks-and-balances system against my to-do list. Slack has introduced reminders and task list features, which I started noticing in 2024 (though they might have launched earlier). I also use the Notes app to track my MITs—Most Important Things—a productivity method I learned from LifeLabs. I’m a big LifeLabs fan.

At the same time, I keep emails unread or marked in Slack if I need to get back to them. I also have a color-coded inbox system to prioritize urgent tasks, end-of-day tasks, and long-term goals.

Erin Rice:
That’s amazing. Have you seen the list feature in Slack? You can add tasks directly to a list now.

Caroline Yost:
I saw it, but I haven’t engaged with it yet. Even moving away from writing everything down felt strange. There’s something satisfying about physically crossing things off a list—it gives you a serotonin boost.

I haven’t fully switched to Slack’s task list because our company operates 90% on Slack. My inbox is for longer-term conversations, while Slack is for real-time, day-to-day communication, as if we were sitting next to each other. I might try it, but right now, since we’re in Q4 and planning for 2025, I don’t want to disrupt my workflow too much. There’s already a lot going on.

Erin Rice:
Wouldn’t say HR professionals are Type A?

Caroline Yost:
Right?

Erin Rice:
That’s amazing. Well, I wouldn’t be doing my job if I didn’t mention that at Process Street, we have a “one-off task” feature. I use it to track daily, weekly, or miscellaneous tasks that aren’t connected to a larger process or project. It helps me stay really focused, so I don’t actually use the Slack list feature, but it’s nice to have as a backup.

Caroline Yost:
Yeah, I think Slack is shipping good updates, but we’re still adjusting to what it means to work in a fully digital workplace. Even though it’s been three-plus years, I don’t think we’ve figured it out completely.

I was in San Francisco with my team last week, and the number of conversations and decisions we powered through in person was incredible. Not that I’m advocating for return-to-office—I love remote-first work. That might be a hot take from an HR person, but it’s real.

There’s just something about being able to lean over and say, “Hey, did you see that email? Can we make sure we get to it by the end of the day?” Instead, when you’re remote, you’re Slacking someone who might be three hours behind you, and things can get lost in translation.

Erin Rice:
Yeah, for sure.

Erin Rice:
Let’s dive into employee onboarding. What do you think makes for a great onboarding experience?

Caroline Yost:
At the beginning of my career, I built a whole experiential, week-long onboarding process that was primarily designed for the employee. But my view on onboarding has shifted over time.

A great onboarding experience ensures employees have everything they need to be successful in their job. Statistically, people know within a month whether they made the right decision about a job. That doesn’t mean they’ll leave in 30 days—especially in 2024, where the job market is still uncertain—but it does mean that first impressions matter.

Instead of overwhelming new hires with everything all at once, I now focus on giving them what they need when they need it. The key to onboarding success is setting clear expectations, ensuring managers are accessible, and providing documentation that supports employees in their first month, two months, and three months.

Erin Rice:
I love that you mentioned the importance of making employees feel safe. How do you create that sense of safety for new hires?

Caroline Yost:
I used to think you could force it. But then we entered the world of Zoom, and suddenly we had months of Zoom happy hours—which people eventually admitted they didn’t like.

Creating psychological safety has to be organic. It starts with small moments, like beginning meetings with a few minutes of casual conversation before diving into the agenda. I’m infamous for saying “hobnob”—I don’t even know if it’s a real word. I think I even did a training called The Power of the Hobnob!

Erin Rice:
What do you think most onboarding programs are missing?

Caroline Yost:
Clear expectations.

A lot of companies schedule meetings for new hires, but they don’t clarify what success looks like. Employees don’t always know the company vision, how their role fits into it, or what their goals should be. This is especially true for companies ranging from 14 to 350 employees, where every person plays a critical role.

I believe that everyone in an organization moves the company forward. But if onboarding doesn’t establish that connection between the role and company objectives, new hires can feel lost.

Erin Rice:
As someone who’s worked in companies of different sizes, what advice do you have for HR professionals preparing for scale?

Caroline Yost:
Everything you do, ask yourself: Will this work at 3x the headcount?

If something is manual but necessary, automate it now, while you still have time. Time is the first thing you lose when scaling.

Also, HR has to balance business needs with employee needs. The things that don’t need your direct attention should be systematized.

Erin Rice:
Caroline, this has been so great. Thank you for sharing your expertise and answering all my questions!

Caroline Yost:
Thank you so much for having me.

The post Setting Expectations: The Key to a Successful Employee Onboarding Experience with Caroline Yost first appeared on Process Street | Process & Project Management Software.

Onboarding should foster human connection

Most companies treat onboarding as a structured process of paperwork, policies, and productivity expectations. However, according to Jen Bergren, onboarding expert and knowledge management strategist, one essential element is often missing: human connection.

In this episode of the Employee Onboarding Podcast, Jen shares insights from her research and experience on why successful onboarding is about fostering relationships, confidence, and belonging from day one.

The key to a great onboarding experience

When new hires start, they shouldn’t feel like they’re being thrown into the deep end alone. Instead, companies should focus on helping them feel supported and prepared. Based on Jen’s research, the most effective onboarding programs include:

✅ One-on-One Meetings with Key People – New hires should have pre-scheduled meetings with their team, leadership, and stakeholders to build relationships early. These meetings must be well-structured with clear agendas to maximize value.
✅ Onboarding Buddies – Assigning a peer or mentor as a daily resource helps new employees feel comfortable asking questions and navigating the workplace.
✅ Clear Documentation – Employees should never feel lost. A structured onboarding guide with documented processes ensures they know what’s expected and where to find answers.
✅ A 90-Day Ramp-Up Plan – Instead of expecting new hires to be fully productive immediately, give them time to learn:

• First 30 days: Focus on company culture, introductions, and big-picture understanding.
• Next 30 days: Dive deeper into role-specific training.
• Final 30 days: Begin full execution of responsibilities.

✅ Visibility into the Past – A missing but crucial aspect of onboarding is helping employees understand what came before them. If a role isn’t brand new, new hires should have access to past projects, workflows, and documentation on prior responsibilities.

Many companies focus on process, not people

Many companies fail at onboarding because they focus too much on logistics and not enough on people. The most common mistakes include:

❌ Lack of a Human Touch – Fully automated onboarding may seem efficient, but it often leaves employees feeling disconnected and unsupported.
❌ Unstructured First Days – New hires shouldn’t spend their first few days wondering what to do next. A structured but flexible schedule can help them adjust smoothly.
❌ Absence of the Hiring Manager – A new hire’s connection with their manager is critical. If managers disappear after hiring, it creates uncertainty and disconnect.
❌ No Clear Success Path – Employees should understand what success looks like in their role and how they can grow within the company.

As Jen puts it, “Onboarding should make new employees feel confident—not like they’re figuring everything out alone and hoping they don’t get fired by day two.”

Creating a stellar onboarding experience: prepare before day one

So, how do you take onboarding from good to unforgettable?

Jen suggests preparing everything before day one. When a new employee logs in on their first day, they should already have:
📅  A meeting with their hiring manager, scheduled within the first hour
🤝  Key introductions with teammates throughout the first week
📌  A clear onboarding roadmap so they know what to expect

Host Erin Rice shared her own experience, “On my first day at Process Street, everything was set up—from my manager’s meeting to my team introductions. It made me feel like I belonged before I even started.”

Final thoughts

Great onboarding isn’t just about teaching employees what to do—it’s about making them feel welcome, confident, and connected.

What to participate in Jen’s onboarding feedback survey? Go to this this link.

Read the full transcript below: 

Erin Rice

Welcome to the Employee Onboarding Podcast, where we are unpacking great onboarding ideas and best practices from the world’s top HR practitioners and thought leaders. At Process Street, that starts with our mission to make work fun, fast, and faultless for teams everywhere. My name is Erin Rice, and I’m the People and Operations Specialist at Process Street. Today, I’m joined by Jen Bergren. Jen’s work involves creating and delivering educational experiences to help people grow their careers and businesses. Using the lessons she learned from building an agency from the ground up as employee number one. She also creates plans, processes, and programs such as a knowledge management program, and award-winning comprehensive employee onboarding program, and an award-winning referral partner program that generated 45% of company revenue. She is currently creating courses for Maven, Teachable, and HubSpot Academy and also writing a book on revops to combine a love of research, writing, and lifelong learning.

Thanks so much for joining us today, Jen.

Jen Bergren

Thanks for having me, Erin.

Erin Rice

So before we dive in, I’d like to ask an icebreaker, what is your biggest bucket list travel destination?

Jen Bergren

This is a great question, and my answer is Paris. I actually have a background behind me. I know you can’t see it because we’re on the podcast, but there’s the background behind me of the Eiffel Tower. I think it’s taken from the Arc de Triomphe.

Erin Rice

That’s amazing. Well, I hope you get to do that. Were you able to watch the Olympics this past summer?

Jen Bergren

Yes, I’m enjoying the scenes where they have bike racing through Paris and other places they show Paris. They show Versailles for the equestrian. It’s really fun to watc.

Erin Rice 

That’s amazing. Awesome. Well, what we really came here for employee onboarding. I’d love for you to tell us a little bit about this course that you’ve been working on and the research that’s sort of started with.

Jen Bergren

Sure, I’m still in the very early stages of research, but I wanted to chat with you about it. I created an onboarding program for the last company I worked for was called Remote-ish. It was an agency. But when I was making all those resources, making the program, it was really hard to find any kind of resource that said, what is a good employee onboarding program, especially for smaller companies.

I was trying to create the resources I wish I had, just sort of like I said in my introduction, thank you. And so I’ve started with a survey that I’ve put out. I’ve only gotten about 10 answers so far, because again, very early stages, but it’s already interesting to see some of the answers to people that people have of things they might want to learn about, things that haven’t been successful, things they’ve experienced that were not good, that they want to teach people to avoid with their onboarding programs.

And so similar to the course that I’ve made about documentation, I’m starting with like a live course that you get feedback first about like what’s helpful for people, what did they want to learn more of? And then I’ll probably be making the recorded course after that, after I’ve iterated a few times and made it really helpful.

Erin Rice

So what have you learned so far in terms of what makes a great employee experience?

Jen Bergren

So a great point experience from the program I made, I’ll try to give both sides, the research side and then my experience. I think a great employee onboarding experience looks like helping that new team member feel confident that they can do their job, like not wondering what they should be doing, not overwhelmed from being thrown into the fire to figure everything out on their own with urgency, thinking they’re going to get fired if they don’t figure this out on day two. It’s more like supported education of the company, the role and learning about other team members and giving people enough time to process that information and put it to use, while also feeling that belonging part of a team, connecting with other humans, treating people as humans, not treating them like a piece of software you’re installing and expecting to magically work by itself, which is not even true for software, but it’s definitely not true for people. And for the survey results, I saw I had to scroll to make sure I’m saying them correctly in my notes, but some of the top results about what makes a successful onboarding program that they’ve experienced at least is meeting people, like meeting team members, meeting leadership, either video calls or in person. And a key part someone mentioned about that is making sure those other people have time for those meetings and getting on their calendars is actually possible.

In having a suggested agenda for some of those meetings. So both sides get the most out of that time. And another person answered having an onboarding buddy, which I think I’ve heard you mentioned on the show before. Other guests have mentioned having someone to shadow and ask questions of or an onboarding host or onboarding guide, a human that helps the new person daily and not like promo for myself, but somebody actually did say documentation to refer to so they don’t have to remember everything and they can self -serve answers. I know my audience that has answered the survey so far is kind of prompted to talk about documentation because I talk about it a lot. But another person said, a documented and clear onboarding plan so they feel like they’re cared for. They know it’s well thought out. They know what’s next, what’s coming up, what’s expected of them. 

And one final thing was learning from other teams, not just their day -to -day people that they work with, like what are other teams doing? What are their roles? How does everything fit together into the company? And I would love to hear your thoughts. I know you’ve had numerous interviews. You’ve probably picked up on patterns and trends as well. What stood out to you, Erin?

Erin Rice

Yeah, I feel like the most important part of onboarding is reinforcing what they learned in the recruitment process. It can be really overwhelming when you start a job and you were so excited for your first day and all the people that you met in the interview path. And maybe you got to do like a test assignment or something like that. And it made you really excited about the product or whatever it is that you’re working on. And then you show up on that first day and they’re disheveled, they’re disorganized and they don’t deliver on all the things that they promised. And you’re kind of like in shock of like, what did I just get myself into? Did I pick the wrong company? And so I definitely think just that reinforcement. And sometimes I think at Process Street, especially we get feedback that’s like, this almost feels too good to be true. Is everybody really happy? And it’s like, yeah, it really is real. And they are that happy and they are excited to meet you because, you know, we do have documentation around our own boarding. So everybody is prepared, everybody’s aware of the expectations, and I think that sort of sets everybody up for success.

Jen Bergren

Great, thank you for sharing your insights as well.

Erin Rice

I’d love to hear a little bit more on the flip side of that. What do you feel like, maybe in your research or your own experiences that employee onboarding experiences are missing?

Jen Bergren

Sure, so I probably already rambled this answer in my last answer, but the human element is a lot of times missing, not just saying like, here’s your job description, here’s an org chart, here’s how you use software by like, here’s one hour call done, but having a person to guide the new team member through the process or go to person for questions, a human that’s checking in with this new person somehow every day from the feedback on the program I created for Ramonish in my last role.

We had a one-on-one meeting with everyone across the company, which only was 20 people because it was a small company. But that was a lot of people’s favorite part of onboarding, which they mentioned in the surveys after onboarding. And I haven’t read or experienced that much in many other onboarding programs I’ve either read about or experienced myself yet. Again, just beginning the research. And another thing is adequate time is another thing that many processes are missing.

I, the remote-ish onboarding I made was 30 days of onboarding to like company culture in general. Like here’s how the company works. Here’s how, here’s your team. And then 30 more days of role -based learning with their manager and 30 more days to kind of finish ramping up to that doing a hundred percent of the role. So they’re not expected to be like fully productive, fully knowledgeable doing their job until about 90 days in, which seems a little more realistic than day one. Definitely.

And then the surveys so far, I only 10 answers still early in the research. But one of my questions was, what was the worst part of onboarding they’d experienced? Some of the answers, as you can expect, were getting nothing. That’s the most common answer. Even lacking in the HR pay benefits, how-to information, people mentioned having an unclear path or unclear outcome, a lack of effort or care put into it, having the hiring manager not involved in the onboarding, which kind of goes back to what you were talking about.

Having your expectations during the hiring process if you’re just talking to like this one person in your interviews, but then you don’t see them for who knows how long. That makes it hard to build a relationship with the manager if they’re not there in the first few weeks or first amount of time. No documentation with another answer. No documentation about what the previous person in the role did when it’s not a new role. So like where are they picking up from? Who knows? They have to do a lot of investigation and one person did mention a fully automated virtual process. Again, no human touch, no humans caring for them was the worst part that they mentioned. I was just going to ask, what have you heard most from your conversations, Erin?

Erin Rice

I think very similar. I think it’s really interesting to sort of take a step back and look at the differences between onboarding, know, company onboarding, learning like all that high-level stuff, the benefits, the handbook, you know, really, really high level. And then, you know, more of that team learning how the inner workings of your department work. And then also that third piece being, you know, role-specific.

I don’t think I’ve ever heard anyone mention that lack of visibility into what that person was doing, who sat in their seat before them. And I think that that’s a really interesting thing to sort of hone in on. What are your thoughts about the different types of onboarding?

Jen Bergren

So, in addition to that company role team onboarding, I also got some feedback from someone mentioning like, the class is going to be like individual contributor level onboarding or manager onboarding or like VP executive onboarding. Cause those are also three different kinds of onboarding. And I’m like, this is getting very complex already in the first stages. But I think those are all three, well actually six, now that we’re counting six different kinds or pieces of the onboarding process to kind of mix and match and module together. I want to have that full experience of how the company works, feel like I understand what’s going on, not feel lost, and feel confident that I know who to ask questions to and when or when I can self-serve answers.

I’m a little bit rambling, but please continue to ask questions and I’ll try to get back on track.

Erin Rice

Yeah, no worries. It is interesting to think about also the different levels within a company because, you know, managers have direct reports and maybe they’ve managed before, probably have managed at some point in their career to have that role. But, you know, they’re not only managing their own job description, but they’re also managing other people’s job description and making sure that they have the tools to give feedback and to give positive accolades and to coach as needed, which I agree is like a whole other boat of onboarding. Being that you were employee number one, I’d love to hear a little bit more about how onboarding maybe was managed when there wasn’t a specific onboarding person or HR representative. How did you all manage that?

Jen Bergren

Sure, so we evolved it, continuous improvement of course, as each person onboarded, but we had very low turnover in the first year or two before ramping up to double the size of the company, which is what led to this creation of the more robust program. But we had bits and pieces, like, of course the HR stuff so we can get paid, and little bits and pieces about roles and since we were agency about how to help clients.

We had some documentation that we created from the beginning, mostly about how to do the projects we serve client with client onboarding and offboarding was our first kind of documentation and project management task template journey because that happened a lot more often than employee onboarding, which was kind of good because our employees were staying, yay.

So we kind of built all the employee onboarding process, but a lot of times they were still having to do client work at the same time as doing some of the onboarding until we made this program about, I think it was about two years into the company where they weren’t doing any client work until that second month of role-based learning. They were doing a lot of like shadowing of client work and learning about it, but we kind of separated out that role work until that second month to 

give people time and space.

Erin Rice 

Yeah, that makes sense. And especially when you’re client-facing, it’s even more important to make sure they’re truly RAM. Yeah, for sure. That’s so interesting. I’d love to hear a little bit more on if you have any like tips or tricks on getting hiring managers involved in the process.

Jen Bergren 

Yes, this was something we definitely improved on throughout because originally, I was like the host for the onboarding host onboarding guide for the first month because I was the operations manager and I made the program and I was the most tenured employee so I could easily answer questions. But we were getting the manager involved more and more as time went on. they would definitely have a meeting with their manager the first week to talk about their role.

And I think the second week, they had another longer meeting with the manager about like, what are they going to be doing month two and three? So they’ll know like, Hey, I know we’re not doing a lot of role stuff right now, but here’s your plan. have planned out for you. So they would meet every week with their manager, at least if not more, along with all those meetings with the other team members and the manager, the hiring manager, the hiring manager or their direct manager, whatever phrase you want to use. Also help create that month two and three programs for their role so they would be directly involved in that as

Erin Rice

Awesome. And then, at what point did you all decide to have somebody that specialized in onboarding? Was there a head count number, or how did you make that decision?

Jen Bergren

We hired a people ops person that was taking over me as I was leaving and I think that was our third year. It was maybe six months into me running this program, if I can remember correctly.

Erin Rice

Yeah, okay, awesome. Well, would you have any advice for new people coming on board in terms of how they can ramp up quickly and start contributing quickly?

Jen Bergren 

I would say ask a lot of questions, feel confident asking questions. And let me think about that for a minute. How can people ramp up quickly?Would this be if they do not have an onboarding program? Like how can they onboard themselves?

Erin Rice 

Just in general, like individual contributors are just very eager in the beginning. So, you know, how can they set themselves up for success?

Jen Bergren 

I’m gonna go back to the asking questions. So asking questions will help the person who is running the onboarding or their manager or whoever’s involved know that that’s a missing piece of information they haven’t provided yet. I know that was at least in my case. I’m like if people keep asking the same question, that means I haven’t answered it well enough. I haven’t made the information clear and easy for them to find. So that was helpful. Just knowing that people asking questions is helpful. It’s not like annoying.

And if you do already have information just kind of remind people like here’s where you find it. I know there are a lot of there’s a lot going on. We don’t expect you to remember everything the first time you hear it. It’s a reminder like here’s where you can find in the wiki in the documentation or in the Slack channel or in the project management system kind of directing people where they need to go besides just giving them the answer. So they kind of learn that habit of where to find the information. I think that that could be helpful.

Erin Rice

Yeah, I think that’s half of my job, is reminding them where things are.

Jen Bergren 

Right, where to go? Yeah.

Erin Rice 

It’s like for future reference, you can search it here.

Jen Bergren

Yeah. Happy to answer now, but here’s where you go if I’m not available because I don’t work 24 hours a day.

Erin Rice 

Yeah, for sure. And also a big part of PeopleOps is just empowering employees, right? Like, be in charge of their careers and to pave the way for their future, but also answering their own questions. We’re just there to support them.

Jen Bergren

Yes, yes. Speaking of that, I mentioned we had education was a big part of that first month. So it’s complicated, but we had this time benefit that people could earn called like a 30-hour work week. I won’t really go into that. But one of the things that people could do to earn it was to earn all of the HubSpot certifications because we were HubSpot agency. And so they had a lot of time set aside to do that in the first month so they could earn that benefit sooner. And that also provided them a lot of education that they may not have had time and past jobs like past jobs may not have allowed them the time to do all these certifications to keep their skills top-notch. So I wanted to mention that about empowering employees.

Erin Rice 

Yeah, that’s such an interesting concept to think about earning a 30-hour work week. We don’t need to dive into it now, but I have lots of questions.

Jen Bergren 

That’s a whole other podcast.

Erin Rice 

But yeah, mean, it’s kind of mutually beneficial to, you know, motivate them to do something that’s meaningful, but also, you know, get more ROI for them learning and just being better at their jobs. That’s amazing. Well, this has been so lovely. When you publish your onboarding, is that something that would be shared with the larger population that would be put out on these modules? Okay.

Jen Bergren

Definitely.

Jen Bergren 

Yes, yes.

Erin Rice 

Awesome, so you’ll have to update us on when that is published. But before we go, I have one final question, and that is, what is one thing that onboarding specialists, HR professionals, and hiring managers can do to wow their onboarding experience or their onboarding employees?

Jen Bergren

It might not be an immediate wow, but I think it’ll be appreciated. We sort of talked about it before would be like an easy thing. Companies don’t need to buy new tools for spend hours creating anything like documentation is one thing they could do right now would be to set up those meetings with all the people. The new person needs to meet and greet to build relationships with, or at least enable the new person to easily schedule those meetings quickly without a lot of back and forth, without a lot of people canceling, and ensuring the current team members know the importance of those meetings. They’re prepared to talk to the new person about specific topics, maybe, even if it’s just 15 minutes is all you really need for some people in that first touch for building relationships.

Erin Rice 

Yeah, I think I agree. That is very impactful. I remember my first day at Process Street when I logged into my work email. My calendar already had a meeting with my hiring manager in the first hour of my first day. I had like four or five other meetings sprinkled throughout the first week to meet sort of key players that would impact my job directly. And, my team meeting was already on my calendar. So I already felt like a part of the team before I even started, which was really cool.

That’s awesome. Well, thank you, Jen, so much. Again, please do share your course once it’s complete. We’ll all be anxious to check it out. And thanks for joining us today.

Jen Bergren 

Thank you so much, Erin.

The post The Secret to Meaningful Employee Onboarding with Jen Bergren first appeared on Process Street | Process & Project Management Software.

Onboarding isn’t just an HR process. It’s the foundation for business growth. From creating white-glove candidate experiences to aligning stakeholders early, Megan Weizel, Managing Partner and Career Strategist at Salmela, shares actionable strategies that will change how you think about recruiting, onboarding, and keeping top talent.

Onboarding starts before day one—way before

According to Megan, onboarding doesn’t begin when a candidate accepts an offer—or even on their first day. It starts the moment a company decides to fill a role.

“As soon as that job is approved internally, you’re setting the tone for how this role will unfold,” Megan explains. “Stakeholders need to align early, dedicate time for interviews, and ensure clarity around the role’s purpose. That’s where onboarding really begins.”

Failing to get buy-in and alignment early can lead to a rocky recruitment process that spills into onboarding, creating long-term challenges. Megan emphasizes that onboarding and recruitment aren’t separate processes—they’re two parts of the same journey.

Treat candidates like you would your favorite aunt

Creating a high-touch, “white-glove” experience is at the core of Megan’s approach. For her, this means treating candidates with the same level of care and respect you’d offer a beloved family member.

“Treat candidates like you’d treat your favorite aunt,” she says. “Care about the details, over-communicate, and make sure they feel valued throughout the process.”

When mistakes happen (and they will), how you handle them makes all the difference. Megan recalls a candidate who arrived on her first day without a laptop, due to a logistical error. The company responded by rolling out the red carpet—coffee in hand, laptop ready, and an apology waiting at the door.

“The candidate could have walked away thinking, ‘Is this how everything’s going to be?’ But because the company went above and beyond to make it right, they actually strengthened the relationship,” Megan says.

The bridge between company and talent brand

Megan draws a clear distinction between company brand and talent brand. The company brand is what attracts people in the first place—think social media presence, Glassdoor reviews, and public-facing culture. The talent brand, however, is the internal experience employees have once they join.

“The recruitment and onboarding process is the bridge between those two,” Megan explains. “It’s what takes someone from being a brand admirer to an engaged employee.”

The key is ensuring the experience aligns with what the company promises externally. Disjointed branding can create frustration, confusion, and disengagement.

Turn mistakes into opportunities

Megan believes mistakes are inevitable, but they can be turned into powerful opportunities for growth and connection.

“Every interaction is a two-way street,” she explains. “Candidates are gathering information and impressions at every step, just like the company is. If something goes wrong, you have a chance to make it right—and even exceed expectations.”

Always acknowledge the mistake, act quickly, and offer a sincere apology paired with a solution.

Incentives aren’t just for sales teams

Once employees are hired, companies often focus on maintaining performance and meeting expectations—but Megan argues this isn’t enough. She advocates for incentive programs that motivate excellence at all levels.

“Top performers want to know there’s a reward for going above and beyond,” she says. “It’s not just about salary—it’s about recognizing and encouraging great work.”

Career progression, clear expectations, and meaningful incentives keep employees engaged and invested for the long term.

Effective onboarding is good for business

At the heart of Megan’s philosophy is a simple truth: onboarding is directly tied to a company’s success. Poorly executed onboarding costs companies more than they realize—not just in turnover and disengagement, but in missed opportunities for growth.

“Disengaged employees can cost companies up to 18% of their salary,” Megan points out. “With the current market, companies can’t afford to ignore the importance of getting this right. You’re competing for top talent, and the stakes are higher than ever.”

For Megan, every interaction—from the job posting to the first day and beyond—is a chance to create a positive, lasting impression. Get it right, and you’ll build trust, retain top talent, and see the business impact unfold.

Read the full transcript below: 

Welcome to the Employee Onboarding Podcast, where we unpack great onboarding ideas and best practices from the world’s top HR practitioners and thought leaders. At Process Street, that starts with our mission to make work fun, fast, and faultless for teams everywhere. My name is Erin Rice, and I’m the people and operations specialist here at Process Street.

Today, I’m joined by Megan Weizel. Megan is known in professional and personal circles alike as a natural connector and advocate. She’s the managing partner and was the first employee at a boutique talent advisory firm called Salmela. Megan currently lives in Minnesota on Lake Superior. However, the majority of her work is in New York City and the Tri-State area. Megan loves her work as a talent advisor. She consults innovative growing organizations on their talent strategy and brings them the highest caliber leaders in any given industry to help them drive business. Megan was recently named Sanford Rose Associates 2023 Distinguished Achiever as the seventh most productive recruiter in the network.

As a firm, Salmela was named one of Hunt Scallon’s top 250 recruiting firms in 2024. Megan, thank you so much for joining us today.

Megan Weizel:
Thank you so much, Erin. I am so excited to be on here with you. Thank you for having me as a guest.

Icebreaker

Erin:
Absolutely. So before we dive in, I’d like to ask an icebreaker question. What age do you wish you could be permanently?

Megan:
My goodness! Okay, I’m gonna say 23. I think back to when I was that age. After I graduated from college, my parents handed me a ticket anywhere in the world, and I chose New Zealand. I moved there for a year, initially on a visitor visa, and just kept renewing it. I hitchhiked, then bought a little car and picked up hitchhikers myself. It was fantastic. I just remember thinking, “I can do anything, and the world is my oyster.” I loved meeting new people, especially those from different backgrounds. That experience has definitely influenced my career path.

Erin:
No wonder you ended up in recruitment!

Megan:
Exactly!

The importance of onboarding

Erin:
Let’s dive into what we’re here to talk about—employee onboarding. I’m really excited because I think you can offer a different perspective than we’ve had before. Can you tell us about being a managing partner at a recruitment firm and how that affects your view on onboarding?

Megan:
Absolutely! I have so much excitement around this topic because, when done right, it has a ripple effect. Any HR and talent leaders listening will know—or maybe it’ll be an aha moment—but onboarding has a direct correlation to business success.

I’ve been in this space for 10 years, working with top-tier, innovative organizations. My perspective is unique because I see beyond just one company. I see the underbelly of multiple companies, and how they treat their employees is often indicative of how they conduct business.

Since 2020, remote work has changed everything. Before, most people interviewed and worked in person. Now, many are fully remote, which has transformed how companies attract and retain talent. That shift adds another layer of complexity, making it more important than ever to get onboarding right.

When does onboarding start?

Erin:
When would you say employee onboarding actually begins?

Megan:
Great question! Most people think onboarding starts when a candidate accepts a job offer. I see it differently.

Onboarding starts the moment a company internally approves a role. That’s when leadership aligns on the role’s purpose, job description, and interview process. It’s also when companies should start thinking about how they’ll attract and integrate this person.

That’s where I come in. My job is to partner with hiring teams and make sure the candidate experience is seamless from the beginning. It’s not just about hiring—it’s about retention and long-term success.

Talent brand vs. company brand

Erin:
How do you differentiate between a company brand and a talent brand?

Megan:
They’re definitely different. A company brand—sometimes called an employer brand—is about what the company stands for. A talent brand is the employee experience and the social version of that brand.

People are drawn to brands and often imagine themselves working there. But once they’re hired, their experience shapes the talent brand. Recruitment and onboarding act as the bridge between these two. If onboarding is done right, the transition strengthens both the company and talent brand.

Common onboarding pitfalls

Erin:
I’m sure you’ve seen some onboarding horror stories. Any advice for companies on how to avoid them?

Megan:
Oh, I have plenty! But here’s a light one: A client forgot to provide a new hire, “Shelly,” with a laptop before her first day. She had an important executive meeting that morning, and it was a disaster. Luckily, I had a direct contact at the company, and they scrambled to fix it—apologizing, providing coffee, and rolling out the red carpet.

The lesson? Pay attention to the details. Treat candidates like your favorite aunt—over-communicate and ensure they feel welcomed. The recruitment process is a two-way street, and companies need to put as much effort into impressing candidates as they expect from them.

How to wow new hires

Erin:
What can companies do to create a “wow” experience for new hires?

Megan:
I love this question! Companies need to go beyond the basics. I always tell my clients to implement incentives at all levels—not just sales roles. People want recognition for going above and beyond. Companies should also offer clear career progression and invest in their employees’ development.

I once conducted a poll with executives I had placed, and their biggest request was simple: “Give me a reason to stay.” That speaks volumes. Employees want to know they’re valued, and companies that prioritize this will have better retention and engagement.

Final thoughts

Erin:
Megan, this has been amazing. Thank you so much for your insights! Any final thoughts?

Megan:
It’s been a pleasure! I love these conversations. Just remember, onboarding is more than just paperwork—it’s the start of an employee’s entire journey with your company. Treat it with the importance it deserves!

Erin:
Well said. Thanks again, Megan!

The post The Hidden Connection Between Onboarding & Your Bottom Line with Megan Weizel first appeared on Process Street | Process & Project Management Software.

Victoria Cooke’s path to HR wasn’t typical—and that’s exactly why her insights stand out. A former large-scale event planner, Victoria now sees onboarding as an experience to be designed, not a box-ticking exercise. As Manager of People and Culture at Happy Money, she joined Erin Rice on the Employee Onboarding Podcast to share her secrets for creating authentic, high-impact onboarding processes.

Victoria’s event-planning background gives her a unique edge. She spots overlooked moments in onboarding that build trust and engage employees from the start. Her approach? A blend of empathy, creativity, and simplicity—crafted to make onboarding both human and memorable.

Why pre-boarding is the secret weapon you’re ignoring

Most companies think onboarding begins on a new hire’s first day. Victoria flips the script. “Onboarding starts the moment someone signs the offer letter,” she explains. This “pre-boarding” phase is a golden opportunity to engage new hires and set the tone for their experience.

Think of it like sending an invitation to an event—the anticipation and lead-up are just as important as the event itself. Happy Money embraces this by creating thoughtful touchpoints: curated welcome packages, personalized communication, and early check-ins that build excitement and trust long before Day One.

How to simplify onboarding without lowering standards

When resources are tight, companies often cut corners on onboarding. But Victoria argues that simplifying doesn’t mean sacrificing quality. Her advice? Focus on high-impact moments that feel personal and authentic.

Instead of overwhelming workflows with endless tasks, Happy Money prioritizes meaningful interactions:

1. Personalized Slack emojis that introduce new hires with a touch of humor and personality
2. Virtual coffee chats with executives to create early connections with leadership
3. Custom Zoom backgrounds during team meetings—think of them as digital welcome banners

Building trust is the real “wow” moment

Forget over-the-top onboarding events. According to Victoria, the true “wow” moment happens when new hires realize that everything they were promised during recruitment aligns with reality.
“It’s about consistency,” Victoria says. “What you pitch during hiring should match what new hires experience every day.”

Authenticity builds trust, and trust keeps employees engaged and invested long-term.

Remote onboarding? Time to rip up the playbook

Remote work isn’t just in-person onboarding via Zoom. Victoria’s team crumpled up the old playbook and started from scratch, designing experiences tailored to the virtual world.

The results: 

1. Curated welcome kits delivered to new hires’ homes
2. Fun, small virtual touchpoints to replace casual watercooler chats
3. Robust launch plans to ensure every new hire feels set up for success

“It’s not about copying the office experience online,” Victoria explains. “It’s about creating something new that works in a remote environment.”

Wear 5 hats at once while still crushing your onboarding goals

In today’s leaner teams, HR pros often juggle multiple roles—HR partner, experience coordinator, onboarding manager, and more. Victoria’s approach? Simplify and prioritize.

“You can’t do it all,” she says. “Focus on the moments that matter most. What high-standard elements can’t be compromised? What’s good enough for now?”

The future of onboarding: Authenticity over perfection

The future of onboarding isn’t about adding more bells and whistles. It’s about simplifying and humanizing the process. For Victoria, this shift isn’t a step back—it’s an opportunity to deliver real, meaningful experiences that meet employees where they are.

Read the full transcript below: 

Welcome to the Employee Onboarding Podcast, where we dive into the best onboarding strategies and practices from top HR professionals and thought leaders around the world. 

In our latest episode, Erin Rice, the People and Operations Specialist here at Process Street is joined by Victoria Cooke.

Victoria is the Manager of People and Culture at Happy Money, a fintech company committed to transforming financial well-being. 

With a rich background in event planning and workplace experiences, including her time at WeWork, Victoria has a unique perspective on blending organizational culture with HR strategies. 

Here’s what we’re going to cover in this episode:

• Introducing Victoria Cooke 
• Victoria’s journey into HR
• What makes a great onboarding experience?
• Adjusting to remote onboarding
• Managing multiple responsibilities in onboarding
• The future of onboarding
• Creating the “wow” moment for new hires

Introducing Victoria Cooke

Erin Rice: Welcome to the Employee Onboarding Podcast, where we unpack great onboarding ideas and best practices from the world’s top HR practitioners and thought leaders.

At Process Street, that starts with our mission to make work fun, fast, and effortless for teams everywhere.

My name is Erin Rice, and I’m the People and Operations Specialist here at Process Street. Today, I’m joined by Victoria Cooke, the Manager of People and Culture at Happy Money, a fintech company.

She previously worked at WeWork, leading events and workplace experiences. With a degree in organizational leadership, Victoria has combined her background in events with experience in HR to design thoughtful, people-centric programs and strategies.

Today, Victoria is joining us from Los Angeles. Welcome, Victoria! We’re so glad to have you.

Victoria Cooke: Thanks, Erin! Happy to be here. Excited to chat about all things onboarding.

Icebreaker: What brings you joy?

Erin: Before we dive in, I like to start with an icebreaker. What has brought you childlike joy recently?

Victoria: I love that question! Childlike joy is something we could all use more of. Recently, I set an intention to try something I’ve never done before—something just for fun, not because I have to.

I took some beginner dance classes and looked like a total fool because I had no idea what I was doing. I live in LA, where many people are actually trying to be professional dancers. Meanwhile, I’m just this HR girl out there trying to have fun.

But I stuck with it, and it’s been super fun. No pressure, no expectations—just pure fun. It’s been a great serotonin boost. So yeah, I’d say my beginner dance classes.

Victoria’s journey into HR

Erin: That’s amazing! I bet a lot of people wouldn’t normally be confident enough to jump into something like that. So, let’s get into what we came here for—employee onboarding. I’d love to hear how you got into HR.

Victoria: It’s been quite a journey, and definitely not a planned one. I kind of fell into it.

My background is in events and experiences—both large-scale and small, intimate ones. When I left college, I thought I’d be an event planner for the rest of my life. I loved all the details that went into planning in-person experiences.

I studied organizational leadership, so technically, I’m using my degree, but no one in my program ever mentioned HR as a career option, even though it totally aligns with what we studied—organizational behavior, leadership philosophies, management. Not once did anyone say, “Hey, check out HR!”

Then the pandemic hit, and events were suddenly illegal. I had to pivot. I joined Happy Money to manage virtual experiences and events. Thankfully, they took a chance on me because virtual events weren’t big until about four years ago. Not many people had that experience.

Over the past four years, I’ve transitioned fully into a People and Culture role. I’ve fallen in love with creating employee experiences and building a workplace culture that treats people well—as individuals, not just numbers.

What makes for a great onboarding experience? 

Erin: That’s an incredible journey. What would you say makes a great employee onboarding experience?

Victoria: A great onboarding experience blends empathy and creativity. It’s about truly understanding your employees’ perspectives and finding fresh ways to engage them.

One of the biggest mistakes companies make is failing to recognize when the onboarding experience actually starts and ends. Many think it begins on Day One, but really, it starts as soon as the employee signs the offer letter. That’s your pre-boarding phase.

During pre-boarding, many companies drop the ball. They don’t engage new hires until a few days before their start date, but those weeks leading up to Day One are just as important.

I compare it to event planning. The experience doesn’t start when someone walks into the event—it starts with the invitation and all the communication that follows. Similarly, an offer letter is like an invitation to your work party.

And onboarding doesn’t stop after week one or even the 30-day check-in. I’d argue a successful onboarding experience lasts at least three months, if not longer, depending on the role and company.

Adjusting to remote onboarding

Erin: That makes total sense. How would you say moving to remote onboarding has changed the experience?

Victoria: It’s a completely new environment. The mistake I see a lot of companies make is trying to take their in-office experience and replicate it on Zoom.

Sitting behind a screen at home is totally different from walking into an office filled with coworkers. Remote work requires more thought and intention. You need to design something entirely new.

We’ve done a lot of experimenting. One of our guiding principles is, “Try something new, fail, and learn.” We’ve tried virtual coffee chats with executives, curated welcome boxes, and custom Zoom backgrounds.

We even make personalized Slack emojis for each new hire to introduce them to the team. These small touches help create a sense of connection and inclusion.

Managing multiple roles without burning out

Erin: There are so many moving parts in onboarding. How do you manage it all?

Victoria: Tools like Asana and Slack workflows help a lot, but the reality is that times have changed. At one point, we had a robust onboarding team with 10+ people involved. Now, teams have slimmed down significantly.

I wear a lot of hats—HR business partner, onboarding coordinator, employee experience manager. It’s about prioritizing. What’s non-negotiable? What’s good enough for now?

Looking ahead: Onboarding’s future

Erin: Where do you see onboarding going in the future?

Victoria: It’s all about simplification and prioritization. Focus on high-impact moments.

The goal isn’t to create a perfectly polished experience. Sometimes, a scrappier, more human approach works better. New hires don’t know what the process used to be—they only know what they experience now.

Creating the “wow” moment

Erin: What’s the “wow” moment you aim to create for new hires?

Victoria: It’s not flashy gifts or presentations. The real “wow” is when, 30 days in, new hires realize the company is exactly what they were promised.

Consistency builds trust. Trust is the foundation for everything—employee engagement, collaboration, and culture.

Victoria: Thank you so much for having me, Erin!

Erin: Thank you, Victoria! This has been great.

The post Beyond Day One: Creating an Onboarding Experience That Sticks with Victoria Cooke first appeared on Process Street | Process & Project Management Software.

Client onboarding is key to customer success, but scaling it across global teams is a challenge. Salesforce, a worldwide SaaS leader with 49,000+ employees, solved this by using Process Street to standardize and automate its onboarding process.

Challenge: Scaling Client Onboarding Without Losing Quality

With customers across industries and regions, Salesforce needed to:

1. Personalize onboarding while staying consistent: Tailor onboarding experiences for individual clients without compromising the standardization and reliability of its processes.
2. Share knowledge seamlessly across teams: Ensure that all teams have easy access to the same up-to-date training materials and onboarding information.
3. Scale best practices without losing quality: Replicate successful onboarding strategies across regions while maintaining the same high standards for every client.

On top of that, Salesforce had to manage these processes while tracking client progress, reducing errors, and keeping teams aligned—all in a global, remote environment.

Solution: How Process Street Transformed Salesforce’s Onboarding Strategy

Salesforce tackled its onboarding challenges by using Process Street to streamline workflows, standardize operations, and support global teams. Central to this effort was the Datorama Use Case Kit (DUCK) checklist, designed to customize onboarding steps for each client. 

Here’s how Salesforce used Process Street’s key features with the DUCK checklist:

1. Conditional Logic: The DUCK checklist adapted steps based on client use cases. For instance, a use case like Media Performance Optimization automatically adjusted steps, streamlining onboarding for both teams and clients.
2. Dynamic Due Dates: DUCK automated follow-ups and flagged delays. When clients stalled on tasks in the DUCK checklist, dynamic due dates alerted team members to step in, keeping the process moving.
3. Task Assignments: Tasks were assigned to the right person at the right time. For example, Account Managers gathered client goals first, and once completed, Client Success Managers were notified to guide the next steps.
4. Cloud-Based Checklists: Acting as a live document, the DUCK checklist stored client goals, account details, and progress updates. The DUCK checklist served as a live document, storing client goals, account details, and progress updates—a single source of truth for distributed teams.

Salesforce’s Datorama Use Case Kit (DUCK) checklist helps account managers document client goals and ensures no steps are missed during onboarding.

How does Salesforce use Process Street for its weekly Health Check checklist?

“Process Street and Salesforce are complementary tools. To give a real-life example, we run a Weekly Health Check checklist for our clients. For this, we use a checklist run link. This run link is part of the client object in Salesforce. On activation, the link fills out the Weekly Health Check checklist automatically recording all the client-specific information.

We are also working to integrate the backward flow, so every time you run a checklist for a given client, it’s automated into Salesforce as an activity or note for that client. This means every action done for a given client is documented in one place while also having the benefits of Process Street in a step-by-step checklist.”
— Alex Hauer, Former Senior Success Consultant, Salesforce Datorama

Results: A Symphony of Efficiency

Centralizing onboarding in a single source of truth allowed Salesforce to scale its operations while delivering top-tier client experiences. They achieved:

• Global Reach: Clear, documented processes made onboarding smooth for clients worldwide.
• Teamwork: Task assignments and shared checklists kept teams in sync and communication clear.
• Client Support: Clients received tailored onboarding with progress tracked and supported every step of the way.
• Fewer Errors: Detailed checklists reduced mistakes and kept the process consistent.
• Quick Improvements: Flexible templates let teams make changes and improve processes without delays.

A Clearer, Faster Process for Scalable Growth

Salesforce’s experience with Process Street shows that even the largest enterprises can scale client onboarding while keeping it personal. By turning complex processes into clear, actionable workflows, Salesforce improved onboarding and laid the groundwork for continued growth.

The post How Salesforce & Process Street Nailed Client Onboarding at Scale first appeared on Process Street | Process & Project Management Software.

A major Canadian government department, known for its focus on innovation and research, faced significant challenges in managing procurement processes. With increasing scrutiny on public spending and procurement compliance following the high-profile controversy surrounding the ArriveCAN app, this department prioritized improving efficiency, transparency, and adherence to regulations. Leveraging Process Street’s compliance-centric project management platform, the department transformed its procurement operations, establishing a blueprint for government-wide adoption.

The Challenge: Procurement compliance is a critical element for public sector organizations, ensuring that processes are transparent, fair, and defensible. However, this department struggled with:

1. Incomplete Procurement Files: During audits, missing documentation and inconsistent processes frequently flagged compliance risks.
2. Inefficient Manual Processes: Procurement officers relied on fragmented tools and workflows, leading to inefficiencies.
3. Heightened Scrutiny: The fallout from the ArriveCAN app expenditure, which significantly exceeded its budget, amplified the need for stricter controls and documentation in procurement.
4. Change Management: Resistance to adopting new tools among some team members hindered progress.

The Solution: Process Street provided a robust, compliance-oriented solution tailored to the department’s unique needs:

1. Automated Procurement Checklists: The platform offered standardized checklists with built-in policies, workflows, and reminders to guide procurement officers through each stage of the process.
2. Audit-Ready Reporting: Integration with Power BI enabled real-time reporting on the procurement lifecycle, allowing leadership to monitor adherence to service standards and identify bottlenecks.
3. Centralized Documentation: All procurement files were consolidated within the platform, ensuring comprehensive documentation for audits.
4. Role-Based Access Control: The platform provided secure, role-based access for procurement officers, managers, and external auditors.

Implementation Highlights:

Adoption Rates:

• Out of 66 procurement officers at the department, 60 were actively using Process Street, demonstrating an adoption rate of over 90%.
• Some resistance remained among a small group of users due to change management challenges.

Improved Reporting and Compliance:

• Process Street’s integration with Power BI allowed detailed reporting, enabling users to monitor the procurement lifecycle in real-time, track service standards, and identify bottlenecks.

Procurement File Quality:

• Auditors reported that procurement files were historically incomplete, a significant compliance risk.
• The tool ensured users followed standardized steps and saved required documentation, improving audit readiness and consistency.

Stakeholder Feedback:

• The CFO of the department highlighted the tool’s positive impact on onboarding, compliance, and standardization of processes.
• Users appreciated features like automated reminders and pre-drafted emails for policy adherence.

Deployment Scalability:

• The system was described as “ready to deploy” across other government departments with minimal customization required, due to shared policies and directives.

Why Procurement Compliance Matters: Procurement compliance is not just a bureaucratic necessity—it protects public funds, ensures fair competition, and enhances trust in government operations. The ArriveCAN app controversy exemplified the repercussions of inadequate controls: budget overruns, reputational damage, and public skepticism. By addressing these risks, Process Street empowers agencies to maintain integrity and accountability.

Results and Impact:

• Improved Efficiency: Procurement officers experienced a 30% reduction in time spent on documentation tasks.
• Stronger Compliance: Audit findings revealed a significant decrease in compliance risks and incomplete files.
• Scalable Adoption: The department’s success demonstrated the platform’s scalability, paving the way for other government entities to adopt it.

Next Steps: Process Street continues to support the department with ongoing enhancements and training. The next phase involves leveraging strategic partnerships to extend the platform’s adoption across other departments. This initiative aligns with the government’s renewed commitment to transparent, efficient, and compliant procurement processes.

Process Street’s role in transforming procurement for this department demonstrates its potential as a vital tool for modernizing public sector operations, ensuring that compliance and efficiency go hand in hand.

The post Procurement Compliance Made Easy for Canadian Government first appeared on Process Street | Process & Project Management Software.

How Hustle Fund Mastered Operational Efficiency

Hustle Fund is a venture capital firm that invests in early-stage startups, particularly at the pre-seed and seed stages. Founded by experienced entrepreneurs and investors Elizabeth Yin and Eric Bahn, Hustle Fund focuses on backing founders who demonstrate hustle and grit. They have invested in over 500 companies across various industries, including Webflow, Boom Supersonic & NerdWallet.

When Hustle Fund crossed 150 investments, they faced a pivotal moment: scaling their operations without ballooning costs or risking compliance mishaps. Relying on manual processes for deal tracking, compliance, and audits wasn’t just inefficient—it was unsustainable. They needed a solution to manage their growing complexity and found it in Process Street, a project management platform purpose-built for venture capital firms. The results were transformative.

From Chaos to Clarity: Streamlining Operations at Scale

“Reaching 500 investments was exciting but also daunting,” says Elizabeth Yin, General Partner at Hustle Fund. “Manual processes—tracking paperwork, coordinating with auditors, and following up on investment statuses—were holding us back. We didn’t want to hire an entire operations team, so we needed a scalable, automated solution. Process Street made that possible.”

By automating repetitive tasks like document tracking, fund administrator notifications, and tax professional updates, Hustle Fund eliminated the need for additional hires, saving them up to $150,000 annually. Moreover, they reclaimed thousands of hours of team bandwidth, enabling a sharper focus on strategic initiatives like sourcing investments and supporting portfolio companies.

Automating Deal Execution and Compliance Processes

Executing a deal and sending a wire might sound straightforward. Still, it’s easy to overlook critical details like ensuring all key company data is collected (articles of incorporation, operating agreements, etc.), performing OFAC KYC security checks, and double-verifying wire details.

Hustle Fund heavily customized Process Street to standardize these processes:

• Data Integration: Writing data directly into their company record database for accurate and up-to-date information.
• KYC Checks: Running OFAC KYC security checks automatically to ensure compliance with regulatory requirements.
• Wire Transfers: Queuing wires to fund administrators with double verification to prevent errors.
• Document Management: Integrating with DocuSign to send SAFEs and side letters seamlessly.

“All of these things would have been a full-time job for an operations person to keep track of. At some of the bigger investment firms, they have someone dedicated to tracking paperwork, figuring out statuses, wiring money, ensuring all docs are signed, coordinating with auditors and tax people—it’s a full-time role. As a small fund, we don’t have a big budget, so instead of hiring someone, we’re saving $150,000 by using Process Street.” notes Elizabeth.

Real Results, Tangible Benefits

Hustle Fund saw immediate improvements across critical areas, including deal execution, compliance, and audit preparation. Here’s how:

• Time Efficiency Across Deals: Automating workflows saved five hours per deal. Across 500+ investments, this translated to thousands of hours saved—time redirected to high-impact activities.
• Compliance Confidence: Automated KYC checks and secure data storage ensured all regulatory requirements were met, reducing risks of fines and legal issues.
• Stress-Free Audit Seasons: With all necessary files organized and accessible, Hustle Fund completed audits ahead of schedule, even with over 500 companies. This proactive approach significantly reduced errors and last-minute scrambling.

The Process Street Advantage for Hustle Fund

Features Implemented:

• Automated deal tracking and compliance workflows
• Customized processes for KYC checks and wire transfers
• Integrations with DocuSign for seamless document management
• Data integration with company record databases
• Audit-ready tracking for tax and regulatory purposes

Outcomes Delivered:

• $150,000 in annual cost savings by avoiding additional operations hires
• Thousands of hours saved through process automation
• Enhanced compliance confidence, reducing risks of fines or legal issues
• Accelerated audit timelines, ensuring accuracy and peace of mind

“Process Street allowed us to focus on what matters most—sourcing great investments and supporting founders—without getting bogged down by administrative tasks,” reflects Elizabeth. “This is why, even with over 500 companies, we delivered our audits early last season.”

Ready to Scale Your Operations?

Hustle Fund turned operational complexity into a competitive advantage with Process Street. Could your firm do the same? Schedule a demo today and discover how Process Street can help you scale smarter, save time, and stay compliant—all while focusing on your most strategic goals.

The post How Hustle Fund Saves $150,000/year with Process Street first appeared on Process Street | Process & Project Management Software.

Private equity processes are complex and involve multiple stages, from deal sourcing and due diligence to portfolio management and exit strategies.

To streamline these operations, many firms rely on templates to ensure consistency, efficiency, and accuracy throughout each phase. Templates for financial modeling, due diligence checklists, management reports, and client communication help standardize the approach, reduce errors, and improve collaboration across teams.

By utilizing these tools, private equity firms can focus on making informed decisions, optimizing portfolio performance, and driving value creation.

This article explores the key private equity processes and provides the essential templates that simplify and enhance them.

We’ll cover:

• Structure of a private equity firm
• Types of private equity funds
• Deal sourcing templates for private equity processes
• Product templates for private equity processes
• Due diligence templates for private equity processes
• Management and reporting templates for private equity processes
• Client relationship templates for private equity processes
• Give private equity process templates a try

Structure of a private equity firm

Private equity (PE) firms play a pivotal role in the financial ecosystem, channeling capital into companies, driving operational improvements, and ultimately seeking to deliver substantial returns to their investors. The structure of a private equity firm is typically hierarchical, consisting of several key roles and components that work collaboratively to achieve these objectives.

General partnership

At the top of the hierarchy is the general partnership (GP), which comprises the partners or managing directors. These individuals are responsible for the strategic direction of the firm, including fundraising, deal sourcing, financial performance, and overall management. 

They also have a significant financial stake in the firm’s investment outcomes, aligning their interests with those of the limited partners (LPs), who are typically institutional investors such as pension funds, hedge funds, endowments, and family offices.

Investment professionals

The GP is supported by a dedicated team of investment professionals, including vice presidents, associates, and analysts. These team members conduct extensive research and due diligence on prospective investment opportunities, performing financial analysis and market assessments. They play a crucial role in evaluating potential targets for acquisition, structuring deals, and assisting in post-acquisition strategy implementation.

Additional staff

Additionally, a robust operational support structure is essential for a private equity firm’s success. This includes legal and compliance teams, which ensure that all investments adhere to regulatory requirements, and finance and accounting staff, who manage the firm’s financial health and track the performance of portfolio companies.

Boards and committees

Advisory boards or investment committees may also be part of a private equity firm’s structure, providing oversight and additional expertise during the investment decision-making process. These committees often include external industry experts who can offer valuable insights and facilitate strategic discussions.

The interplay between these various roles and functions is vital for a private company’s ability to attract capital, make sound investment decisions, and ultimately generate returns for its private equity investors. 

By fostering a comprehensive and collaborative internal structure, private equity firms can enhance their operational effectiveness and drive long-term value creation within their portfolio companies.

Types of private equity funds

As a dynamic and multifaceted sector, private equity encompasses various types of funds that cater to different investment strategies and objectives. Understanding the distinctions among these funds is crucial for investors looking to navigate the private equity landscape.

Venture capital funds

Venture capital (VC) funds primarily invest in early-stage startups and emerging companies with strong growth potential. These funds are characterized by high risk and the potential for high returns, as they focus on sectors like technology, biotechnology, and clean energy. VC funds typically take minority stakes and provide not only capital but also strategic guidance, mentorship, and networking opportunities to help these startups scale and succeed.

Buyout funds

Buyout funds focus on acquiring controlling stakes in more mature companies, often using leverage to finance the purchase. These funds seek to enhance the operational efficiency and profitability of the acquired companies before eventually selling them at a profit. 

There are two main types of buyouts: leveraged buyouts, where the acquisition is financed significantly through debt, and management buyouts, where the existing management team partners with a private equity firm to acquire the company.

Growth equity funds

Growth equity funds invest in established companies that are looking to expand but may not be preparing for a buyout. 

These funds provide capital to assist in scaling operations, entering new markets, or financing acquisitions, generally taking minority stakes in the process. 

Growth equity is less risky than venture capital since it targets companies with proven business models and revenues, thus providing investors with a balanced risk-return profile.

Distressed assets funds

Distressed funds specialize in investing in companies that are under financial stress with limited cash flows or undergoing bankruptcy. 

This strategy demands a specialized skill set, as investors seek to identify undervalued assets or turnaround opportunities in companies facing operational challenges. 

Distressed investments can yield high returns if the fund successfully revitalizes the business or engages in asset liquidation to recover investments.

Fund of funds

A fund of funds (FoF) is a type of private equity fund that invests in a diversified portfolio of other private equity funds rather than directly in companies. This structure allows investors to gain exposure to a broader range of strategies and investment opportunities while mitigating risk. 

FoFs can be an attractive option for institutional investors looking to diversify their private equity investments without the complexities associated with investing directly in individual funds.

Deal sourcing templates for private equity processes

The private equity investment process starts with deal sourcing. Deal sourcing for private equity firms involves identifying and evaluating potential investment opportunities in both private and public markets. 

Here is a template pack for private equity deal sourcing:

• Private Equity Deal Sourcing Process
• Private Equity Fundraising Process
• Private Equity Early-Stage Funding Process
• Private Equity Valuation and Modeling Process
• Private Equity Seed Investment Evaluation Process

Product templates for private equity processes

Private equity firms use product templates to streamline deal processes, ensuring consistency and efficiency across transactions. These templates typically include due scouting checklists, prototype development, and innovation hubs.

Here is a template pack for private equity product management:

• Private Equity Technology Scouting Process
• Private Equity Prototype Development Funding Process
• Private Equity Innovation Hubs Collaboration Process

Due diligence templates for private equity processes

The due diligence process for private equity firms involves thoroughly assessing a target company’s financials, operations, legal standing, and market position. This process ensures the firm identifies potential risks, uncovers hidden liabilities, and validates growth opportunities before committing to an investment. Doing this ultimately guides informed decision-making for acquisitions or partnerships.

Here is a template pack for private equity due diligence:

• Private Equity Due Diligence Process
• Private Equity Investment Committee Meetings Process
• Private Equity Legal and Compliance Process
• Private Equity Product-Market Fit Assessment Process

Management and reporting templates for private equity processes

Private equity firms utilize management and reporting templates to standardize performance tracking and communication across portfolio companies. These templates streamline data collection, portfolio management, and exit strategies, enabling consistent monitoring of key metrics.

Here is a template pack for private equity management and reporting:

• Private Equity Portfolio Management Process
• Private Equity Exit Strategies Process
• Private Equity Market Disruption Analysis Process

Client relationship templates for private equity processes

The client relationship process for private equity firms involves building strong, trust-based partnerships with investors and portfolio companies. This includes mentorship and networking. Maintaining long-term relationships is essential for securing future investments, fostering collaboration, and ensuring successful portfolio management.

Here is a template pack for private equity client relationships:

• Private Equity Startup Mentorship Process
• Private Equity Entrepreneur Networking Process

Give private equity process templates a try

Including these structured private equity process templates in an organization is a game-changer for improving the operations and outcomes of mission-driven investments. 

By providing a comprehensive set of templates that cover the entire investment lifecycle – deal sourcing, due diligence, investment decision-making, post-investment management, and exit strategies – private equity investors can ensure a consistent, efficient, and effective approach to their work.

These templates not only improve operational consistency and efficiency but also enhance decision-making, risk mitigation, collaboration, scalability, portfolio management, impact measurement, exit strategies, and knowledge retention. 

By adopting these tools, private equity investors can streamline their processes, reduce errors, and focus more on strategic activities that maximize both financial returns and positive social or environmental impacts. So give them a try today! Why wait?

The post The 17 Best Private Equity Processes for Operational Excellence first appeared on Process Street | Process & Project Management Software.

Real estate asset management is a complex field, requiring meticulous oversight of properties to maximize value and returns. 

To streamline these intricate processes, many firms leverage specialized templates that standardize key activities like property management, financial reporting, and tenant relations. These templates not only enhance operational efficiency but also ensure consistency and accuracy across the portfolio.

Whether you’re managing a single property or an extensive real estate portfolio, having the right templates in place can make a significant difference in performance and profitability. 

In this article, we’ll explore essential real estate asset management processes and the templates that simplify them. We’ll cover:

• Understanding real estate assets
• Types of real estate assets
• The role of a real estate asset manager
• Key processes in real estate asset management
• Real estate asset management processes for development
• Real estate asset management processes for onboarding
• Real estate asset management processes for private equity
• Real estate asset management processes for quality control
• Real estate asset management processes for sales
• Real estate asset management processes for property management

Understanding real estate assets

Real estate assets represent some of the most significant investments individuals and institutions can make. Unlike stocks or bonds, real estate portfolios comprise physical property that can provide both income and potential appreciation in value over time. That’s the primary goal, at least. Understanding the nuances of real estate assets is essential for investors, property owners, and anyone looking to navigate the complexities of the real estate market.

The value of real estate assets

The value of real estate assets is influenced by multiple factors, including location, market conditions, and property conditions. A property’s location is often considered the most critical attribute, as it affects desirability, accessibility, and potentially the growth of surrounding areas. Additionally, the real estate market is cyclical, with fluctuations that impact property values and rental income.

Real estate can also serve as a hedge against inflation, as property values and rents usually appreciate over time. This characteristic makes real estate an attractive component of a diversified investment portfolio. However, investors must also consider the potential for downturns and the associated risks, such as market volatility, economic shifts, and changes in interest rates.

Maintenance and management

Owning real estate assets requires ongoing management and maintenance. Effective property management involves ensuring that properties are well-maintained, addressing tenant needs promptly, and managing financial aspects, such as rent collection and budget allocation for repairs.

For many investors, hiring a professional property management company can alleviate some of the burdens associated with day-to-day management, especially for those with multiple properties.

Types of real estate assets

Real estate is a diverse investment category, encompassing various asset types that cater to different investment strategies, risk appetites, and financial goals. Understanding these types can help investors make informed decisions and optimize their portfolios. Here’s a look at the primary classifications of real estate assets:

Residential real estate

Residential real estate includes properties designed for people to live in, such as single-family homes, condominiums, townhouses, and multi-family units. This category often attracts individual buyers and real estate investors/property managers looking for rental income.

The residential market typically responds to economic conditions, with demand often influenced by interest rates, job growth, and demographic trends. Mortgages and rental rates generally trend upward, however.

Commercial real estate

Commercial real estate encompasses properties used primarily for business purposes and often has longer lease terms than residential properties. This category is further divided into several sub-types, including:

• Office buildings: Structures that house businesses, ranging from small firms to large corporations.
• Retail spaces: Locations for stores, restaurants, and service providers, typically situated in shopping centers or high-traffic areas.
• Industrial properties: Warehouses, manufacturing plants, and distribution centers that support production and logistics operations.
• Mixed-use developments: Properties that combine residential, commercial, and sometimes industrial components to create vibrant, multifunctional communities.

Investors in commercial properties must understand market demand, zoning laws, and tenant needs to maximize their investment returns.

Industrial real estate

This asset type focuses on properties used for production, storage, and distribution. With the rise of e-commerce, industrial real estate has gained traction as demand for logistics facilities, warehouses, and fulfillment centers continues to surge. These properties typically require significant capital investment but can yield high returns, especially as online retail evolves.

Self-storage facilities

Self-storage facilities are increasingly popular as urban living spaces shrink and mobility increases. They provide individuals and businesses with a space to store their belongings, often on short-term leases. This type of asset can offer a hands-off investment opportunity with relatively low overhead costs and steady demand.

Special purpose real estate

This category includes unique properties designed for specific uses, such as hotels, hospitals, schools, and places of worship. Special purpose properties may come with unique challenges due to their specialized nature, but they can also offer higher returns if managed effectively.

Raw land

Investing in raw land involves purchasing undeveloped parcels. This can be a speculative move, as land can appreciate significantly over time, especially if it is located in areas slated for development. However, raw land typically offers no immediate cash flow and carries its own risks, such as zoning changes and environmental regulations.

REITs (real estate investment trusts)

These investment vehicles allow individuals to invest in real estate without having to purchase physical property. REITs own, operate, or finance income-generating real estate across a range of property sectors, providing investors with dividends and liquidity.

The role of a real estate asset manager

A real estate asset manager’s primary responsibility is to oversee a portfolio of properties, whether residential, commercial, or industrial, ensuring that each asset aligns with the overall investment goals set by the owner or stakeholder.

This requires a keen understanding of: 

• Market dynamics, 
• Financial analysis, and 
• Strategic planning. 

By leveraging data on market conditions, tenant behavior, and property performance metrics, asset managers craft tailored strategies that enhance both short-term revenues and long-term asset appreciation.

Financial stewardship is at the heart of an asset manager’s role. They meticulously track income, expenses, operating costs, and overall financial performance, often preparing regular reports to keep stakeholders informed. Budgeting, forecasting, and financial modeling are critical components of their work, enabling them to make informed decisions about: 

• Renovations
• Marketing strategies
• Potential divestitures

Furthermore, a successful asset manager must possess strong negotiation skills, as they frequently interact with a range of stakeholders, including: 

• Tenants
• Contractors
• Brokers

Whether negotiating lease terms or overseeing property management teams, their ability to maintain positive relationships while advocating for the owner’s interests is essential.

In addition to financial acumen and negotiation prowess, effective asset management also focuses on enhancing property value through operational efficiency and strategic improvements. This can involve identifying opportunities for capital improvements, implementing sustainability initiatives, and ensuring compliance with local regulations.

Key processes in real estate asset management

Real estate asset management is a multifaceted process that encompasses several key functions that work harmoniously to enhance property performance and generate consistent returns on investment for stakeholders. 

Below are some of the essential processes involved in effective real estate asset management.

Strategic planning and investment analysis

The foundation of successful asset management lies in strategic planning and thorough investment analysis. Asset managers continuously assess market conditions, economic trends, and demographic shifts to identify opportunities for asset enhancement and value creation.

This involves conducting detailed feasibility studies and risk assessments to inform investment decisions. Such analysis aids in defining clear investment objectives and developing long-term strategies that align with the overall vision of the portfolio.

Financial management

Financial management is a cornerstone of real estate asset management, focusing on budgeting, forecasting, and performance monitoring. Asset managers create and manage budgets that cover operating expenses, capital expenditure, and reserves for future improvements.

Regular financial reporting allows for the tracking of key performance indicators (KPIs), such as cash flow, ROI, and net operating income (NOI). This data-driven approach empowers managers to make informed financial decisions and optimize fiscal performance.

Lease administration and tenant relations

Effective lease administration is crucial for maintaining property cash flow and enhancing tenant satisfaction. Asset managers oversee lease agreements, ensure compliance with terms, and renegotiate leases when necessary to reflect market conditions.

Building strong relationships with tenants fosters a positive environment, encouraging lease renewals and minimizing vacancy rates. Engaging with tenants through regular communication and addressing their needs promptly can lead to longer tenancies and increased retention.

Property maintenance and operations

Operational efficiency is key to preserving and increasing the value of real estate assets. Asset managers coordinate property maintenance, ensuring that buildings are well-maintained and comply with safety and regulatory standards.

This encompasses routine inspections, repairs, and upgrades, along with managing vendor relationships and service contracts. By implementing preventive maintenance programs, asset managers can reduce long-term costs and enhance the overall tenant experience.

Performance evaluation and reporting

Regular performance evaluation is integral to the asset management process. Asset managers analyze portfolio performance against industry benchmarks and investor expectations, using comprehensive reporting systems to communicate results with stakeholders.

By measuring outcomes against strategic objectives, managers can identify areas for improvement, adapt strategies, and drive accountability across the portfolio.

Real estate asset management processes for development

Real estate asset management firms use development process templates to standardize project planning, execution, and monitoring. These templates guide teams through key phases such as setting principles, budgeting, and business plans.

 By ensuring consistency and thoroughness, templates help streamline operations, reduce errors, and enhance project outcomes across the firm’s portfolio.

Here’s a real estate development process template pack:

• Real Estate Development Process
• Land Development Process
• Real Estate Development Process Flowchart
• Real Estate Development Principles and Process
• Commercial Real Estate Development Process
• Affordable Housing Development Process
• Real Estate Development Process Step-by-Step PDF
• Condominium Development Process
• Airbnb Development Process
• Real Estate Development Budget Template
• Real Estate Development Business Plan Template

Real estate asset management processes for onboarding

Real estate asset management firms utilize various onboarding processes, including client onboarding, broker onboarding, and tenant onboarding. Each process is tailored to optimize management and performance so operations run smoothly and new employees and clients feel welcome and informed.

Here is a real estate asset management onboarding template pack:

• Real Estate Agent Onboarding Process
• Keller Williams Onboarding Process
• Exp Realty Onboarding Process
• Tenant Onboarding Process
• Property Management Real Estate Paralegal Onboarding
• Family Office Real Estate Investment Associate Onboarding
• Real Estate Appraiser Onboarding
• Real Estate Banking Analyst OnboardingReal Estate Banking Analyst Onboarding
• Real Estate Broker Onboarding
• Real Estate Investment Analyst Onboarding

Real estate asset management processes for private equity

Real estate asset management processes for private equity involve strategic oversight of property investments, including acquisition, value enhancement, and eventual disposition. 

Key activities include: 

• Financial analysis
• Tenant management
• Lease negotiations
• Property maintenance 

These processes aim to maximize asset value and returns, aligning with the private equity firm’s broader investment strategy.

Here is a real estate private equity firm template pack:

• Real Estate Private Equity Firm Property Acquisition Process
• Real Estate Private Equity Firm Real Estate Development Process
• Real Estate Private Equity Firm Lease Management Process
• Real Estate Private Equity Firm Tenant Relations Process
• Real Estate Private Equity Firm Property Valuation Process
• Real Estate Private Equity Firm Asset Repositioning Process
• Real Estate Private Equity Firm Real Estate Market Analysis Process
• Real Estate Private Equity Firm Zoning and Permitting Process
• Real Estate Private Equity Firm Property Management Oversight Process
• Real Estate Private Equity Firm Real Estate Exit Strategies Process

Real estate asset management processes for quality control

Real estate asset management firms use quality control templates to ensure consistency and excellence in property management. These templates standardize inspections, maintenance schedules, and compliance checks, helping teams systematically evaluate asset conditions. 

By using these templates, firms can identify issues early, maintain high property standards, and enhance overall portfolio performance.

Here is a real estate asset management quality control template pack:

• Mortgage Quality Control Checklist PDF
• Mortgage Broker Quality Control Plan Template Free
• Single Family House Quality Control Checklist Template
• Quality Control and Procedures TRID Template PDF
• Fannie Mae Quality Control Checklist
• FHA Quality Control Checklist
• Appraisal Quality Control Checklist

Real estate asset management processes for sales

Sales processes for real estate asset management firms involve marketing properties, negotiating deals, and closing transactions. These processes include creating sales agreements and closing on properties. 

Efficient sales processes help maximize asset value, ensure timely transactions, and align with the firm’s overall investment objectives, driving successful outcomes for the portfolio.

Here is a real estate sales template pack:

• Purchase and Sales Agreement Template
• Property Sales Agreement Template
• Real Estate Sales Contract Template
• Real Estate Closing Checklist Template
• Land Sales Contract Template
• Real Estate Installment Sales Contract Template
• Residential Real Estate Transaction Management Template
• Real Estate Balance Sheet Template
• Commercial Property Management Agreement Template

Real estate asset management processes for property management

Real estate asset management firms use property management templates to standardize operations, including tenant communication, lease management, maintenance tracking, and financial reporting. These templates ensure consistency, streamline daily tasks, and improve efficiency across the portfolio. 

By utilizing structured templates, firms enhance property performance, reduce errors, and maintain high management standards.

• Property Management Template
• Property Management Agreement Template
• Property Management Invoice Template
• Property Management Report Template
• Property Management Plan Template
• Terminate Property Management Agreement Template
• Property Management Proposal Template
• Property Management Spreadsheet Template
• Property Management Work Order Template
• Property Management Policies and Procedures Template
• Property Management Profit and Loss Statement Template

Give real estate asset management process templates a try

Including these structured real estate asset management process templates in an organization is a game-changer for improving the operations and outcomes of mission-driven investments. 

These templates not only improve operational consistency and efficiency but also enhance decision-making, client and tenant relationships, risk mitigation, collaboration, scalability, and portfolio management. 

By adopting these tools, real estate investors can streamline their processes, reduce errors, and focus more on strategic activities that maximize both financial returns and positive social or environmental impacts. So give them a try today! Why wait?

The post The Best Real Estate Asset Management Processes to Optimize Efficiency first appeared on Process Street | Process & Project Management Software.

Investment banking processes are intricate, involving detailed steps from deal origination to execution. To navigate these complexities, bankers often use specialized templates that guide them through each phase, ensuring consistency and precision. 

These templates cover everything from financial modeling and valuation to client presentations and due diligence, making it easier to manage multiple tasks efficiently. For professionals looking to streamline their workflow and maintain accuracy, having access to well-designed templates is essential. 

This article explores the key investment banking processes and provides valuable templates that can enhance your effectiveness and help you deliver top-tier results in a competitive industry. We’ll cover:

• Key players in investment banking
• Types of investment banks
• Types of investment banking processes
• Investment banking M&A advisory processes
• Investment banking capital raising processes
• Investment banking research processes
• Investment banking strategic advisory processes
• Investment banking valuation service processes
• Other investment banking processes
• Give investment banking process templates a try

Key players in investment banking

Investment banking is a critical sector of the financial services industry that facilitates capital raising, mergers and acquisitions, large financial transactions, and advisory services for corporations, governments, and financial institutions. The complexity of this industry is echoed in the variety of key players involved, each fulfilling distinct roles essential to the investment banking ecosystem.

Investment bankers

At the forefront are investment bankers, who are responsible for underwriting new debt and equity securities for all types of corporations. They act as intermediaries between issuers of securities and the investing public, guiding clients through the intricacies of the capital markets. 

Investment bankers often specialize in a broad range of particular sectors, such as technology, healthcare, or energy, allowing them to provide insightful analysis and strategic advice tailored to specific industries.

Analysts

Supporting investment bankers are analysts, typically recent graduates who perform extensive research, financial modeling, and valuation assessments. 

They aid in the preparation of pitch books and presentations for potential clients, providing the necessary data that help inform decision-making. Analysts are known for their rigorous work ethic and analytical prowess, often putting in long hours to produce high-quality work under tight deadlines.

Traders

Traders are another key component of investment banks, executing buy and sell orders for securities on behalf of the bank and its clients. They monitor market conditions and make real-time decisions to capitalize on fluctuations in asset prices. 

By managing risk and optimizing trading strategies, traders play a significant role in maintaining the liquidity and efficiency of trading divisions and financial markets.

Salespeople

Sales professionals within investment banks work closely with institutional clients to understand their investment needs and objectives. They play a pivotal role in marketing financial products and services, ranging from equities and fixed income to derivatives and structured products. 

Building and maintaining strong relationships with institutional investors and high-net-worth individuals is crucial, as these connections contribute to the bank’s revenue generation.

Compliance officers

With regulations constantly changing, compliance officers have become increasingly important. They ensure that investment banks operate within the bounds of legal guidelines, protecting the firm from potential penalties or reputational damage. 

Their role encompasses monitoring trading activities, conducting internal audits, and providing education on compliance requirements to all staff members.

Technology and operations teams

The integration of technology in investment banking has led to the rise of specialized technology and operations teams. These professionals create and maintain the systems and infrastructure needed to support trading, analytics, and client management. 

As fintech innovations continue to reshape the industry, these teams are important for enhancing efficiency, improving data analytics, and facilitating seamless transactions.

Types of investment banks

Broadly classified, the investment banking industry can be broken down into several distinct types of banks based on their primary functions and the services they offer. Here are the most significant ones:

Bulge bracket banks

Bulge bracket banks are the largest and most prestigious investment banks in the world, typically offering a full suite of services. They operate globally and possess significant market power, often ranking among the top firms in terms of revenue and transaction volume.

These institutions engage in large-scale mergers and acquisitions, underwriting public offerings, providing sales and trading services, and offering advisory solutions to governmental and corporate clients. Prominent examples include Goldman Sachs, JPMorgan Chase, and Morgan Stanley.

Middle-market banks

Middle-market investment banks serve companies that fall between the smaller boutique firms and the large-bulge bracket banks. They specialize in working with mid-sized businesses, addressing their unique financing and advisory needs.

Services typically include mergers and acquisitions, capital raising through private placements, and advisory work for public offerings on the stock market. While they may lack the extensive global reach of bulge bracket firms, middle-market banks provide personalized services with in-depth industry expertise. Examples include William Blair, Piper Sandler, and Jefferies.

Boutique investment banks

Boutique investment banks focus on specific niches or sectors, providing specialized advisory services and capital raising to select clients. They may operate independently or as part of larger financial entities.

These firms often concentrate on areas such as mergers and acquisitions, asset managements, restructuring, or private equity. Their in-depth knowledge and tailored approach make them attractive to clients seeking customized solutions. Notable examples of boutique investment banks include Lazard, Moelis & Company, and Evercore.

Regional investment banks

Regional investment banks primarily serve local or regional markets, offering services similar to those of larger banks but with a specific focus on the local economy. They may engage in advising businesses on mergers and acquisitions, capital raising, and developing strategic initiatives tailored to their geographic areas.

These banks often foster strong relationships with local businesses and governments, leveraging their regional expertise to deliver effective solutions. Institutions like Stifel and KeyBanc Capital Markets exemplify this category.

Specialist investment banks

Specialist investment banks leverage deep domain expertise in a specific industry or service to provide focused advice and services. They might concentrate on sectors such as technology, healthcare, energy, or real estate, where they have established considerable knowledge.

This specialization allows them to deliver exceptional value to clients navigating complex industry standards. Examples might include firms like Houlihan Lokey, which is renowned for its expertise in financial restructuring.

Types of investment banking processes

The processes within investment banking can be broadly categorized into two principal areas: advisory services and capital markets activities. Each of these areas encompasses various processes tailored to meet clients’ diverse financial needs. Let’s break them down:

Advisory services

Advisory services are designed to guide clients through significant financial decisions, particularly mergers and acquisitions, restructuring, and other strategic initiatives. Investment banks offer expertise in several sub-processes:

• Mergers and acquisitions advisory: This process involves providing strategic advice to companies looking to purchase or merge with other businesses. It covers everything from initial valuation and due diligence to negotiation and structuring deals. Investment bankers analyze potential targets or acquirers, assess their financial health, and help in crafting the terms of the deal.
• Restructuring advisory: For companies facing financial difficulties, investment banks provide restructuring advice to optimize their capital structure or navigate bankruptcy proceedings. This process might involve facilitating negotiations with creditors or assessing asset sales as part of a turnaround strategy.
• Valuation services: Accurate valuation is critical in many investment banking processes. Investment bankers employ various methodologies—such as discounted cash flow (DCF), comparable company analysis, and precedent transactions—to determine an entity’s fair value, which is essential for executing M&A transactions or capital raising activities.

Capital markets activities

Capital markets activities revolve around raising capital for clients through the issuance of securities. This area includes several processes, each critical to market participation:

• Equity capital markets: This process involves helping clients raise funds through the sale of equity shares, be it through initial public offerings (IPOs), secondary offerings, or private placements. Investment bankers assist in structuring deals, underwriting the offerings, and marketing shares to potential investors.
• Debt capital markets (DCM): In the DCM process, investment banks help clients issue debt instruments, such as bonds or loans, to raise capital. This involves analyzing the client’s financial needs, structuring the debt instruments, and managing the syndication and sale of these securities to institutional investors.
• Syndication: Often, large loans require multiple banks to share the risk. Syndication is the process through which an investment bank organizes a group of lenders to pool resources for providing large-scale financing.

Investment banking M&A advisory processes

Investment banking M&A advisory process templates standardize key stages such as deal sourcing, valuation, due diligence, and transaction structuring. These templates ensure consistency, enhance efficiency, and reduce errors during mergers and acquisitions. 

By guiding teams through complex procedures, they help streamline client advisory services, ultimately facilitating successful deal outcomes and client satisfaction.

Here is an investment banking M&A advisory processes template pack:

• Investment Banking Healthcare M&A Advisory Process
• Investment Banking Technology M&A Advisory Process
• Investment Banking Financial Services M&A Advisory Process
• Investment Banking Consumer M&A Advisory Process
• Investment Banking Industrials M&A Advisory Process
• Investment Banking Energy M&A Advisory Process
• Investment Banking Media & Telecommunications M&A Advisory Process
• Investment Banking Real Estate M&A Advisory Process
• Investment Banking Life Sciences M&A Advisory Process
• Investment Banking Transportation & Logistics M&A Advisory Process
• Investment Banking Education M&A Advisory Process
• Investment Banking Hospitality M&A Advisory Process
• Investment Banking Agriculture M&A Advisory Process
• Investment Banking Environmental Services M&A Advisory Process
• Investment Banking Retail M&A Advisory Process

Investment banking capital raising processes

Investment banking capital raising process templates streamline the steps involved in raising equity or debt for clients. These templates guide the preparation of pitchbooks, financial models, and investor presentations, ensuring consistency and professionalism. 

By standardizing the capital raising process, firms enhance efficiency, improve communication with investors, and increase the likelihood of successful fundraising.

Here is an investment banking capital raising processes template pack:

• Investment Banking Healthcare Capital Raising Process
• Investment Banking Technology Capital Raising Process
• Investment Banking Financial Services Capital Raising Process
• Investment Banking Consumer Capital Raising Process
• Investment Banking Industrials Capital Raising Process
• Investment Banking Energy Capital Raising Process
• Investment Banking Media & Telecommunications Capital Raising Process
• Investment Banking Real Estate Capital Raising Process
• Investment Banking Life Sciences Capital Raising Process
• Investment Banking Transportation & Logistics Capital Raising Process
• Investment Banking Education Capital Raising Process
• Investment Banking Hospitality Capital Raising Process
• Investment Banking Agriculture Capital Raising Process
• Investment Banking Environmental Services Capital Raising Process
• Investment Banking Retail Capital Raising Process

Investment banking research processes

Investment banking research processes involve analyzing market trends, financial statements, and industry data to provide insights for clients. These processes include gathering data, conducting financial modeling, and producing detailed reports on companies, sectors, or economic conditions.

Here is an investment banking research processes template pack:

• Investment Banking Healthcare Research Process
• Investment Banking Technology Research Process
• Investment Banking Financial Services Research Process
• Investment Banking Consumer Research Process
• Investment Banking Industrials Research Process
• Investment Banking Energy Research Process
• Investment Banking Media & Telecommunications Research Process
• Investment Banking Real Estate Research Process
• Investment Banking Life Sciences Research Process
• Investment Banking Transportation & Logistics Research Process
• Investment Banking Education Research Process
• Investment Banking Hospitality Research Process
• Investment Banking Agriculture Research Process
• Investment Banking Environmental Services Research Process
• Investment Banking Retail Research Process

Investment banking strategic advisory processes

Investment banking strategic advisory processes involve guiding clients on critical business decisions like mergers, acquisitions, restructuring, and growth strategies. These processes include market analysis, financial modeling, and scenario planning. 

By providing tailored, data-driven insights, strategic advisory services help clients navigate complex challenges, optimize their business strategies, and achieve long-term success.

Here is an investment banking strategic advisory processes template:

• Investment Banking Healthcare Strategic Advisory Process
• Investment Banking Technology Strategic Advisory Process
• Investment Banking Financial Services Strategic Advisory Process
• Investment Banking Consumer Strategic Advisory Process
• Investment Banking Industrials Strategic Advisory Process
• Investment Banking Energy Strategic Advisory Process
• Investment Banking Media & Telecommunications Strategic Advisory Process
• Investment Banking Real Estate Strategic Advisory Process
• Investment Banking Life Sciences Strategic Advisory Process
• Investment Banking Transportation & Logistics Strategic Advisory Process
• Investment Banking Education Strategic Advisory Process
• Investment Banking Hospitality Strategic Advisory Process
• Investment Banking Agriculture Strategic Advisory Process
• Investment Banking Environmental Services Strategic Advisory Process
• Investment Banking Retail Strategic Advisory Process

Investment banking valuation service processes

Investment banking valuation service processes involve assessing the financial worth of a company or asset. These processes include: 

• Analyzing financial statements
• Applying valuation methods (like discounted cash flow or comparable company analysis)
• Considering market conditions 

Accurate valuations are crucial for informed decision-making in mergers, acquisitions, and other strategic transactions.

Here is an investment banking valuation service processes template pack:

• Investment Banking Healthcare Valuation Service Process
• Investment Banking Technology Valuation Service Process
• Investment Banking Financial Services Valuation Service Process
• Investment Banking Consumer Valuation Service Process
• Investment Banking Industrials Valuation Service Process
• Investment Banking Energy Valuation Service Process
• Investment Banking Media & Telecommunications Valuation Service Process
• Investment Banking Real Estate Valuation Service Process
• Investment Banking Life Sciences Valuation Service Process
• Investment Banking Transportation & Logistics Valuation Service Process
• Investment Banking Education Valuation Service Process
• Investment Banking Hospitality Valuation Service Process
• Investment Banking Agriculture Valuation Service Process
• Investment Banking Retail Valuation Service Process

Other investment banking processes

Just as a little bonus, here are a few more investment banking process templates that are more generalized and less industry-specific:

• Investment Banking Corporate Loans Process
• Investment Banking Syndicated Lending Process
• Investment Banking Treasury Services Process
• Investment Banking Trade Finance Process
• Investment Banking Debt Issuance Process
• Investment Banking Equity Issuance Process

Give investment banking process templates a try

Including these structured investment banking process templates in a financial institution is a game-changer for improving the operations and outcomes of investments. 

These templates not only improve operational consistency and efficiency but also enhance decision-making, client and tenant relationships, risk mitigation, collaboration, scalability, and portfolio management. 

By adopting these tools, investment banking professionals can streamline their processes, reduce errors, and focus more on strategic activities that maximize both financial returns and positive social or environmental impacts. So give them a try today! Why wait?

The post The Most Important Investment Banking Processes Every Professional Needs first appeared on Process Street | Process & Project Management Software.