“It’s the first time procurement, HR and finance have looked at the same number for consultant spend — and agreed on it.”
Julia Karimson Stenberg
Head of Procurement, NOBA Bank
“It’s the first time procurement, HR and finance have looked at the same number for consultant spend — and agreed on it.”
Before Fill, NOBA Bank’s HR team couldn’t answer the basic question — how many consultants are working with us right now? Vendors were tracked across four shared spreadsheets, contract dates lived in different databased, and finance recognised consultant spend only when invoices arrived.
The team needed something that hiring managers, HR and finance could all see at the same time. Not another portal that HR had to chase managers into. Something they’d adopt because it was faster than what they were doing.
Fill went live at NOBA Bank in six weeks. The first week brought every active vendor into one place. By week three, hiring managers were running RFPs through Fill — and getting back drafted scope-of-work briefs and scored candidate comparisons inside hours.
The HR team set the framework — preferred vendors, signature thresholds — and Fill enforced it inside the workflow. By month two, every consultant in the bank had a Fill record, every contract had a renewal date, and every PO matched back to a person.
NOBA Bank team shortened the consultant-spend close by two days. HR more than halved its time on requisitions. And hiring managers — the audience that actually decides whether a VMS lives or dies — kept showing up.
“It’s the first time HR, legal, managers m and finance have looked at the same number for consultant spend — and agreed on it,” says Julia Karimson Stenberg, Head of People and Development.
