As ZRG grew, both organically and through acquisitions, the company found itself adding locations around the world, each with a different phone system. This made it difficult for internal teams in different offices to collaborate—and a highly collaborative organization was essential to ZRG’s operations and its value proposition to clients.
“If an employee in another location had a phone issue, the problem could literally have been anything, because every setup was unique,” recalls Nomer Yamat, ZRG’s Vice President of IT, who would have to ask: “What device are they using? Who’s the provider for that office? How’s phone service in that location generally? Does the region have broader connectivity problems?”
Lack of a cohesive phone system company wide also made it challenging to onboard new employees and get them up and running from a communications standpoint. To complicate matters even further, many of these new-hire scenarios were different. Some employees would be joining an existing ZRG corporate office, others working from home, and the requirements would vary depending on the geographic region where these people were located.
There was another problem with ZRG’s disjointed communications infrastructure. To bring its newly acquired offices under the ZRG corporate umbrella, the company often had to change employees’ business phone numbers to whatever local telecom provider ZRG was working with in that area.
This created friction between ZRG and its newly acquired team. It also slowed productivity, because the employees would need to introduce their entire professional networks to a new phone number.