Stuart Sackman leads ADP’s Global Product and Technology (GPT) organization, overseeing both client-facing product development and internal technology (CIO/CTO) operations. Stuart ensures that the GPT team’s work aligns with ADP’s overall technology efforts and our strategic goal of becoming the world’s leading provider of Human Capital Management solutions.
Stuart joined ADP in 1992, and during his tenure has held positions with broad-ranging responsibilities across several ADP business units.
In Stuart’s previous role as Corporate Vice President and General Manager of Multinational Corporations (MNC) Services, which includes the ADP GlobalView and ADP Streamline businesses, he had direct P&L responsibility for ADP’s largest, most complicated global clients. He also played a leadership role in developing the organization’s product and marketing strategies.
Prior to heading up MNC, Stuart was the Division Vice President and General Manager of National Account Services’ East National Service Center, which provides payroll and HR services to 700+ large employers headquartered in the northeast U.S. Prior to that, he was the Senior Vice President of Product Strategy for ADP Employer Services at a time when ADP was expanding internationally very rapidly.
He also served as the Division Vice President and General Manager of eBusiness for ADP’s Major Account Services division, where he was responsible for P&L and the next generation “eXpert” suite of on-line payroll, HR and benefits solutions.
Stuart started his ADP career in business development, where he identified the market opportunity and wrote the business case for entering the Time and Labor Management (TLM) business. During his tenure as DVP and GM of TLM he successfully acquired and integrated several businesses and expanded the product line to include solutions for small, mid-size and national account employers in the U.S. and in selected markets outside of the U.S.
Stuart holds a BA in Computer Science, magna cum laude, from Brandeis University, and an MBA from Columbia Business School, where he majored in Marketing.
Employers around the world rely on ADP® (NASDAQ: ADP) for cloud-based solutions and services to help manage their most important asset – their people. From human resources and payroll to talent management to benefits administration, ADP brings unmatched depth and expertise in helping clients build a better workforce. A pioneer in Human Capital Management (HCM) and business process outsourcing, ADP serves more than 625,000 clients in more than 100 countries. ADP.com.
As the head of ADP’s Global Product & Technology (GPT) organization, I occupy a fairly uncommon dual role: overseeing both our go-to-market products as well as our internal information structure. This began with my predecessor, who saw that there was tremendous synergy in combining the traditional Chief Product Officer and Chief Information Officer roles.
The GPT approach is more holistic, focused on products and R&D in addition to infrastructure. And it’s an exciting place to be right now.
Why? Because the first 66 years of ADP were largely defined by service – ADP associates solved problems and performed routine tasks for our clients – but the next 66 years will be defined by what we’re able to do with technology.
SUBHEAD: BUILDING STEM TALENT FOR TOMORROW’S WORKFORCE
Establishing a technology culture, and building the right talent to help drive the vision, is hugely important.
With the pace of change in technology, we are moving rapidly to become a more technology-led company. Our clients expect their enterprise technology to behave more like consumer technology –easy to use, predictive, ubiquitous, personalized – and we need to deliver in order to ensure our market success.
Our push on innovation has our organization growing near the same rate as ADP’s overall revenue, and we will continue this focus on building talent and technology leadership to drive product breakthroughs and reinforce the culture that we’re developing. We’re designing our next-generation products on a platform leveraging state-of-the-art technologies, and we’re looking for people with strong technical training who are self-starters and problem solvers and prepared to help us accelerate our pace of innovation.
We’re also upskilling our staff through training and hiring, implementing “agile” software development, redesigning our workplaces across geographies, and evaluating recruiting practices and rewards to allow us to build a team that will reinforce the technology culture and deliver business results. STEM graduates are crucial to all of this.
SUBHEAD: TECHNOLOGY, BUSINESS, AND STEM
We will push on a number of technologies going forward, with two of special interest to the STEM community.
First, “big data.” This term means a lot of things to a lot of people, but at ADP the meaning is very clear: leveraging our enormous data-set (36 million anonymized and aggregated employee records) to provide insights and solutions to our clients. This means building big-data capabilities into our solutions so that analytics aren’t a separate activity.
For instance, as a Human Resources executive is initiating a decision process, big-data analytics can help spotlight the information he or she may need, in real time, to help make a better decision. Maybe something as simple as, in a hiring process, the analytics kick in to let the executive know, “Here are the most successful skill sets for that position,” or “Your trend lines suggest that you may want to hire multiple people for that position,” and this is all running in the background.
For STEM students, this calls for a combination of art and science. We’re recruiting for data scientists, people who have the training and aptitude to recognize the patterns in data that enable those insights. This is not simple math; it requires a computer science background plus statistics and visualization skills, which is where the art comes in.
The second main area of interest is in apps. Just like you download useful apps onto your smartphone, businesspeople are expecting the same experience with the systems they use at work.
ADP, like many companies, has begun providing this capability – specifically, a “marketplace” where our clients can access specific business apps developed by both us and our partners.
Let’s say we or one of our partners invents a new way to do performance reviews. An HR executive should be able to easily download that new capability from our Marketplace and add it to the company’s toolset and use it within its existing Human Capital Management system.
Congratulations to STEM students who are already building and publishing apps – this activity has introduced you to what it means to create something that’s operational and easy for people to download, use, and gain value from.
In today’s world, creating apps is a great way to get started and get exposed to the experience of running a business. You have to think about your target market, creating a positive user experience, how you provide updates and upgrades, how you communicate the value of the app, and ensure that the app is useful – otherwise no one will download it! That’s exactly what we’re trying to do: build things that are useful and that people want to use.
And that’s why ADP is proud to be associated with the STEMconnector program. We’re very excited to meet the next generation of STEM achievers.