Renofy was not created because we thought the market needed another consulting firm. It was created because organisations needed something more specific: an independent, client-side partner with deep HCM expertise and a genuine stake in the outcome.
The gap appeared repeatedly—in the distance between what an HR transformation was intended to deliver and what it ultimately achieved. Adam and Jaymi had seen that distance from inside complex organisations and transformation programs. They understood why it emerged, the pressure it placed on internal teams and what was needed to close it.
Renofy was their answer.
Two people, one shared problem
Adam came to HR technology from an unconventional direction. His background was in operations and business transformation across private industry and government, where he developed a deep understanding of how organisations function beneath their formal structures.
He saw that a process documented in a procedure was not always the process followed by the people doing the work. He also saw how decisions made at a program or system level could have very different consequences when they reached a payroll team, operational manager or frontline employee.
Adam holds a Lean Six Sigma Master Black Belt from UNSW—a qualification that reflects an important part of his approach. He does not accept that something must continue to operate a certain way simply because it always has. He seeks to understand the system as a whole, identify where it is failing and redesign it to work more effectively.
Jaymi arrived in HCM through a different path but reached many of the same conclusions.
Her expertise lies in the operational and compliance machinery of human capital management: payroll rules, industrial instruments and the detailed configuration decisions that determine whether a system works accurately and lawfully for the people who depend on it.
Jaymi understood that compliance should not be treated as an uncomfortable burden to be managed at arm’s length or handed to a small group of specialists at the end of a project. It needs to be understood, designed and tested as part of the organisation’s everyday operations.
Her mission has been to help change the way organisations think about compliance—to make it something they can approach with knowledge and confidence, rather than something they fear or defer.
Together, Adam and Jaymi brought complementary perspectives to the same problem. Adam understood operations, transformation and how organisations work as interconnected systems. Jaymi understood the payroll, workforce and compliance detail that determines whether those systems work in practice.
That combination became the foundation of Renofy: an ability to understand the business, understand the technology and bring the two into genuine alignment.
The gap we kept seeing
Before establishing Renofy, Adam and Jaymi had worked across complex business and HR transformations. Although the organisations and projects differed, the same structural problem kept appearing.
A business would engage a technology vendor and an implementation partner, believing that the combination would be enough to manage the transformation successfully. Both parties played important roles, but their responsibilities were naturally centred on the platform and its implementation.
What was often missing was a dedicated party working solely from the client’s perspective—someone responsible for understanding the organisation deeply enough to represent its interests throughout every stage of the transformation.
The client’s internal team was usually expected to fill that role. Yet those teams were already managing payroll deadlines, employee enquiries, workforce requirements, compliance obligations and the countless other demands of business as usual.
They were being asked to transform the organisation while continuing to run it.
Under that pressure, some of the most important work could fall into the spaces between teams. Requirements were documented without fully capturing how the business operated. Configuration decisions were made without their downstream implications being understood. Testing confirmed that the system performed as designed, but not always that it could support the realities of the workplace.
This was rarely the result of poor intent or a lack of capability. It was a consequence of how project responsibilities were structured.
Vendors know their technology. Implementation partners know how to configure and deploy it. Internal teams know their organisation. But without sufficient client-side capability connecting those perspectives, no one has complete ownership of whether the solution truly meets the organisation’s needs.
That was the gap Renofy was built to fill.
Creating a genuinely client-side partner
When Renofy was founded in 2017, Adam and Jaymi made a deliberate commitment to a particular way of working: independently, on the client side and with an undivided focus on the organisation’s outcome.
That meant becoming part of the client’s team rather than standing at a distance from it. It meant asking questions that could be uncomfortable but necessary, challenging assumptions constructively and making sure that decisions reflected the realities of the organisation—not simply the most convenient path through a project plan.
It also meant recognising that a successful transformation requires much more than configuring technology.
Organisations need to understand what they are trying to change and why. They need clearly defined requirements, realistic governance and people with the capacity to make informed decisions. They need to examine existing processes rather than automatically reproducing them in a new platform. Most importantly, they need to test the solution against the way their business genuinely operates.
Renofy’s role was to bring that capability into the client’s team.
Learning that early involvement changes the outcome
As the business evolved, one lesson became increasingly clear: the value of client-side support compounds when it begins early.
On projects where Renofy was involved from the outset, we could help clients uncover complexity before it became expensive configuration, a failed test or a go-live issue.
Sometimes it was a requirement that no implementation partner could reasonably have discovered without spending time inside the business. Sometimes it was a payroll nuance known only by the person who had managed a particular scenario for years. Sometimes it was the difference between how a process appeared in a policy and how it needed to operate on a Thursday morning during a peak production period.
These details can look small when considered individually. Together, they often determine whether a new system works.
Early involvement gives organisations time to understand those details, make deliberate choices and create a stronger foundation before configuration begins. It also allows the internal team to build knowledge and ownership throughout the transformation, rather than being handed a solution and expected to operate it at the end.
Over time, Renofy converted these lessons into repeatable frameworks, methodologies and ways of working. Our approach has continued to evolve, but the underlying principle has remained constant: better outcomes begin with stronger client-side ownership.
Developing deep platform expertise without losing our independence
As Renofy grew, we formalised our Dayforce practice and became recognised within the Dayforce partner program as both a Consulting Partner and an Advisory Partner.
That recognition reflects the depth of experience our team has developed across complex Dayforce environments, particularly those involving payroll, workforce management, industrial instruments and compliance.
Dayforce’s unified approach to HR, workforce management and payroll makes it well suited to many of the complex organisations we support. Understanding the platform deeply allows us to help clients make better decisions, identify the implications of configuration choices and connect the technical solution to the organisation’s broader operating requirements.
But deep platform expertise does not change who we represent.
Renofy remains a client-side, system-agnostic consultancy. Our role is not to recommend a particular product regardless of fit. It is to help organisations understand what they need, assess their options and make informed decisions.
When a client selects or already operates Dayforce, we bring the platform knowledge needed to support them effectively. We work alongside Dayforce and implementation partners while remaining firmly focused on the client’s priorities, capability and long-term interests.
That distinction is central to our identity: we understand the platform, but we work for the client.
Embedded, not external
There is a phrase we use to describe the way Renofy operates: embedded, not external.
When we join a transformation, we do not simply arrive with a standard methodology, produce a set of deliverables and move on. We take the time to understand the organisation—its culture, workforce, operations, industrial environment and history with the systems it is replacing or improving.
We learn how decisions are made, where knowledge sits and which processes depend on experience that may never have been formally documented. We work with internal teams to strengthen their capability, not replace it, and help them maintain ownership of decisions that will affect their organisation long after the project has ended.
That immersion allows us to provide what independent client-side advisory should offer: the specialist HCM expertise of an external partner, combined with the commitment and organisational understanding expected from an internal team.
We become part of the client’s team while retaining the independence to ask difficult questions, challenge assumptions and protect the outcome.
Why Renofy exists
Renofy exists because HCM transformation is too important to leave a gap between the organisation, the technology and the people delivering it.
These programs affect how employees are paid, how work is organised, how compliance is maintained and how leaders understand their workforce. The consequences of getting them wrong extend far beyond the project itself.
Clients deserve someone at the table whose role is to see the transformation through their eyes—someone who can connect strategy with operational detail, technology with business reality and the promised outcome with what is actually delivered.
That is the gap Adam and Jaymi set out to fill in 2017, and it remains the purpose behind our work today.
We are not there simply to add another adviser to the project. We are there to strengthen the client’s ability to make decisions, manage complexity and achieve an outcome that works for its people and its business.
Embedded in your team. Invested in your outcome.
Client-side, your side.
If your organisation is planning, delivering or improving an HCM transformation, we would be glad to start the conversation.
