When I saw Ryan recently and learned that he was waiting on a $22,000 payment for work completed last November,I was shocked.
Up until then, I thought Ryan had it made. For the past 10 years he had been on his client's Corporate A-List. He was part of a closed, secretive society known as an approved vendor..
He enjoyed direct deposit. He had several projects with different areas of the company going on concurrently. Budgets never seemed to be an issue.
I wanted to be an approved vendor. I wasn't.
Ryan's world changed when the client spun off from its mother ship and became an independent company.
In the beginning of January, about the time Ryan thought he would be seeing that $22,000 in his bank account, he learned that the company had no record of him in its system.
"How can that be?" he said.
By the end of January, and quite a few email correspondences later, Ryan saw his future and his future looked grim. Even when the company has his info, he's not guaranteed payment because not only does Ryan have to have a Master Contract , he has to have a project contract for every single project he works on.
Under the old system, as long as Ryan had a Master Contract he was golden. He could hop from project to project, division to division, by just giving his client his Master Contract Secret Code.
If a couple of divisions needed him to work on projects at the same time, as long as Ryan could time manage the situation, he could double dip.
No more. According to procurement, NEWCO does not allow you to have concurrent purchase orders.
"You have to make sure you schedule your projects so one is paid after the other. This involves a tricky coordination process with business units, but this is the only way to avoid incorrect billing."
Tricky Coordination? How about idiotic coordination?
Policies and procedures are wonderful things, unless they are completely incoherent and ridiculous.
Anyone who knows anything about corporate culture knows that projects are not consecutive in nature, they overlap.
Ryan has many clients at this company. I should say he had many clients at this company.
From now on, he is going to have to weigh the risk of accepting an assignment with one division because agreeing to work with that group will now mean he can no longer accept work from another area, unless, of course, the first project is completely finished.
Ryan's projects are not tidy. They tend to be of the start, stop, and rush nature. Being able to have concurrent projects meant that Ryan could support himself because while one project was in hiatus, he could devote time to another project.
No more. if the project is on hiatus, so is Ryan. At least for the time being.
If there is one thing you can count on it's this:there is someone in that corporation diligently reading in between the lines and figuring out a way to beat the policy at its own game.
There will be a workaround for this no concurrent purchase orders policy, its just a matter of time.
At this point, Ryan doesn't care about concurrent, consecutive or workaround purchase orders. He has a bigger issue. 22,000 bigger issues.
NOTE: RYAN AND NEWCO are pseudonyms.
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