Operations

Delivery

Business Deal Creation 

Objective:

To create a Business Deal (previously known as an Assignment) in Wave, ensure all necessary financial, contractual, and operational details are properly configured. This process enables developers to track their hours and ensures proper invoicing at the end of the month.

Process Steps:

1. Access the Business Deal Module

• Navigate to “Project & Billing” on the left menu.

• Select “Business Deal”.

• Click on the “Add Business Deal” button to initiate the creation process.

2. Complete Business Deal Configuration (Module by Module)

Module: Client & Business Type

• Select the Client associated with the deal.

• Choose the Type of Service (e.g., staffing, consulting, solution).

• Specify the Solution (if applicable).

• Identify the Source (lead origin).

• Define the Opportunity Type.

Module: Margin Share

• Configure how the profit margin will be split among the participating branches.

Module: Client Contract

• If no previous contract exists, generate a new client contract and fill in:

• Start Date (Date From)

• End Date (Date To)

• Engagement Model

• Selling Rate (amount, currency, and rate type – hourly/monthly)

Module: Vendor Contract

• If no applicable vendor contract exists, create a new vendor contract and complete:

• Start Date (Date From)

• End Date (Date To)

• Engagement Model

• Buying Rate (amount, currency, and rate type – hourly/monthly)

Module: Commissions

• Set up commission configurations applicable to this deal (if necessary).

Module: Project

• Define the Project Name and its specific conditions:

• Local Project (Y/N)

• Excluded from Royalties (Y/N)

Module: Task Configuration

• Set up tasks for time tracking, specifying whether they are:

• Client Billable (tasks that will be invoiced to the client).

• Talent Payable (tasks eligible for payment to the developer).

• Divisible (tasks that can be split across different work categories).

• Commissions (tasks that contribute to commission calculations).

Module: Review & Confirm

• Review the Business Deal summary, ensuring all information is correct.

• Click “Submit” to finalize and create the Business Deal.

Outputs:

• A Business Deal is successfully created in Wave.

• The developer can start tracking hours based on the configured tasks.

• At the end of the month, the Billing Items can be generated for invoicing and financial processing.

This process ensures proper contract alignment, financial transparency, and operational efficiency for managing developer assignments.

Onboarding and Induction Process

Process Start in wave

The onboarding process begins when the Delivery Manager or the Branch Director of the branch with the client requiring a developer creates a new onboarding card in Wave using the “Create New Onboarding” button.

The card includes:

1. All required fields to be filled out to proceed with the process.

2. A list of automatically generated tasks assigned to the respective responsible parties.

3. Specific instructions tailored to the case (internal staff, solutions, or staffing).

Fields to Complete

The Delivery Manager or Branch Director must provide:

• Developer’s information:
– Welcome Form
–  identity documents folder

• Client-specific details.

• Star date 

Automatically Generated Tasks in Wave

Once the required fields are completed, Wave automatically generates the following actions, organized and assigned to the appropriate parties:

• Contract details and final values (using the Deal Calculator).

Initial Setup

• Create a Google Workspace email account.

• Send an invitation to Slack.

• Create a Wave user (if applicable).

Contracts and Documentation

• Finalize SOW values using the Deal Calculator.

• Sign the MSA contract with the client (DocuSign).

• Sign the SOW contract with the client (DocuSign).

• Sign the MSA contract with the developer’s branch provider (DocuSign).

• Sign the W8 form (DocuSign).

• Sign the SOW contract with the developer’s branch provider (DocuSign).

• Close the requisition/opportunity in Wave (if applicable).

• Create the business deal and SOW for the developer in Wave.

Induction and Welcome

• Introduce the developer to the Delivery Management team. Here is a presentation it can be useful for this activity.

• Request feedback on the recruitment process. 

• Schedule an induction meeting for the developer with WillDom.

• Request the developer’s personal and banking information.

• Send a reminder to the client about the onboarding.

• Send a welcome email to the developer (if applicable).

• Complete the developer’s profile in Wave.

Project Kickoff

• Coordinate the assignment’s kickoff meeting with the client.

Developer Follow-Up

• Conduct a follow-up call during the first week using the insight feature in Wave

• Schedule a follow-up meeting at the end of the first month using the insight feature in Wave

Process Completion

The onboarding process is considered complete once all tasks assigned in the onboarding card have been finalized and the developer’s integration into the project or team has been successfully confirmed.

This structured approach ensures that every stage of onboarding is clear, efficient, and aligned with WillDom’s standards, providing an excellent experience for both the developer and the client.

Identity documentation

Objective:

To ensure that every new Tier 1 developer joining WillDom has their identity properly verified and documented. This step reinforces compliance, security, and operational traceability, and is a required action as part of the induction process.

When It Happens:

• This process is triggered during the onboarding and induction of any new Tier 1 developer.
  

Responsible:

• The Talent Specialist from the branch that owns the developer.
  

Process Steps:

1. Collect Identity Documents:
   
   • As part of the induction process, the Talent Specialist must request and obtain valid identity documentation from the developer.
     
   • Acceptable forms of ID include:
     
     • Passport (preferred)
     • National ID Card
     • Billing to demonstrate the devs address
       
2. Verify Document Validity:
   
   • Ensure that the documents are:
     
     • Clear and legible
       
     • Not expired
       
     • Match the developer’s legal name and details in Wave
       
3. Upload to Shared Branch Folder:
   
   • Navigate to the designated shared folder for the branch.
   • Upload the identity document(s) to that folder, clearly named (e.g., Passport_JohnDoe.pdf).
     
4. Confirm Completion:
   
   • Mark the task as complete in the onboarding card in Wave.
     
   • Notify the Branch Director or Delivery Manager that the documentation is in place (if required).
     

Output:

• The developer’s identity is securely documented and stored in the shared branch folder.
  
• The onboarding process is considered compliant and complete in terms of identity verification.
  

Legal assets

Process Steps:

1. Initiate the Process:

        • Use the docu.sign platform for all the legal documents

• Gather all input data (Candidate Information, Company Information, and completion status of onboarding tasks).

• Verify that all mandatory onboarding steps are completed.

2. Review and Prepare Contract Wording:

• Ensure the necessary wording for all agreements (MSA, SOW, and W-8BEN) is available and approved.

• Update or adjust templates based on the specific details of the engagement.

3. Generate Contracts:

• Use approved templates to draft:

• Company MSA and SOW

• Candidate MSA, W-8BEN, and SOW

• Populate contracts with relevant data for the company and candidate.

Instructive: Branch Owners Contracts

Instructive: Inter-Owners Contracts

4. Review Contracts:

• Perform a detailed review to confirm all terms, deliverables, and compliance requirements are included.

• Validate contract details with the company’s legal or operations team if necessary.

5. Send Contracts for Signing:

• Use DocuSign to send the contracts:

• Company Contracts to the authorized company representative for signing.

• Candidate Contracts to the candidate for their review and signature.

6. Confirm Signatures:

• Ensure both the company and candidate have signed the required agreements.

• Store the signed contracts securely in the company’s designated system (e.g., Wave).

7. Finalize Contracting:

• Update the candidate’s status to “Contractor” in all relevant systems.

• Notify relevant stakeholders (e.g., delivery management, branch directors) of the successful contracting process.

8. Output:

• Signed Company Contract: Fully executed MSA and SOW for the company.

• Signed Candidate Contract: Fully executed MSA, W-8BEN, and SOW for the candidate.

• Candidate officially converted to Contractor (Developer).

Contract Upload and Centralization in Shared Drive (New Step)

• Once the contract is signed, the responsible Branch must upload it to the “Legal Docs” folder in the Shared Drive.
  
• Required folder structure:
  
  • Client Name
    
  • Year
    
  • Contracts must be stored inside the corresponding year folder.
    
• Purpose: Ensure transparency, traceability, and availability of contracts across the WillDom network.
  

Control and Monitoring

• The Legal/Operations team will perform periodic reviews to ensure contracts are properly uploaded and maintained.
  
• Branches are required to keep their folder updated with:
  
  • All currently active contracts.
    
  • Any new contracts signed moving forward.
    

Responsibilities

• Upload: Branch Director / Branch Operations Responsible
  
• Oversight: Global Operations
  

Induction to WillDom

1. Verify Onboarding Completion:

• Ensure the developer has completed the contract signing.

2. Schedule Induction Sessions:

• Coordinate with relevant stakeholders (e.g., Delivery Managers, Branch director, Talent Specialist, etc. ) to schedule induction meetings.

3. Provide Access to Tools:

• Create and share credentials for all WillDom tools:

• Wave

• Time-Tracker

• Slack

• Google Account

4. Conduct the Induction Program:

• Session 1: WillDom Culture and Values:

• Share the company’s mission, vision, values, and expectations for developers.

• Highlight how developers contribute to WillDom’s success and their role in client engagement.

• Session 2: Processes and Best Practices:

• Explain operational workflows, escalation processes, and expectations for deliverables.

• Clarify administrative tasks like time tracking, reporting, and feedback loops.

• Session 3: Tools Overview and Training:

• Demonstrate how to use key tools such as Wave, time-tracker, communication platforms, and the email system.

• Provide user guides and troubleshooting tips for self-sufficiency.

5. Assign a Mentor (if applicable):

• Pair the developer with a senior team member or delivery manager for additional guidance and support during the first month.

6. Collect Feedback:

• Request feedback from the developer about the induction process to improve future sessions.

7. Output:

• A fully inducted developer who understands WillDom’s culture, processes, and tools.

Dev kick off 

Objective: Introduce the inducted developer to the client, ensuring a smooth start by aligning expectations, providing necessary information, and establishing communication channels.

Inputs:

• Inducted Developer: A developer who has completed the WillDom induction process.

• Contract Information: Signed agreements (MSA, SOW) with both the developer and the client.

Process Steps:

1. Verify Readiness:

• Confirm that the developer has completed their WillDom induction process.

• Ensure all contract information is documented and accessible.

2. Coordinate Kickoff Meeting:

• Schedule a meeting between the developer, client representatives, and the delivery manager/branch director.

• Share the meeting details (agenda, date, time, and participants) with all parties.

3. Prepare Developer Introduction:

• Compile the developer’s profile (skills, experience, and role description) for the client.

• Highlight key achievements or relevant project experience that align with the client’s needs.

4. Conduct the Kickoff Meeting:

• Introduction Phase:

• Present the developer to the client, including their background, role, and responsibilities within the project.

• Encourage the developer to share a brief introduction about themselves.

• Project Overview (if apply):

• Ensure the client provides an overview of the project’s goals, scope, and expected deliverables.

• Clarify timelines, communication channels, and reporting expectations.

5. Align Expectations:

• Confirm the developer’s initial tasks and responsibilities.

• Address any immediate questions or concerns from the developer or the client.

6. Provide Documentation and Access:

• Ensure the developer has access to all client tools, systems, and resources required to begin their work.

• Share project documentation (if applicable) for reference.

7. Post-Meeting Follow-Up:

• Summarize key takeaways from the meeting and share them with all stakeholders.

• Ensure all action items are assigned and tracked.

8. Output:

• A formally introduced developer who is aligned with the client’s expectations and equipped to start contributing to the project.

Dev & Client insight 

Developer Performance Feedback Process (Insight)

Objective:

To ensure consistent monitoring of the developer’s performance, well-being, and alignment with the client’s expectations through structured monthly feedback sessions. Additionally, this process helps identify new business opportunities within the client and escalate them accordingly.

Inputs:

• Developer actively working with a client.

• Monthly performance review session between the Delivery Manager and the Developer.

Tools Required:

1. Wave – For recording and managing feedback.

2. Feedback Framework – Classification of insights to standardize performance evaluation.

3. HubSpot – For creating an upselling deal if a business opportunity is identified.

Process Steps:

1. Schedule Monthly Feedback Session

• The Delivery Manager of the branch responsible for the client coordinates a one-on-one meeting with the developer, ensuring availability and proper preparation.

2. Conduct the Feedback Session

During the session, the following discussion points should be covered:

• Developer Well-Being: Assess the developer’s job satisfaction, motivation, and overall engagement.

• Challenges & Needs: Identify any blockers or challenges the developer is facing.

• Client & Team Integration: Evaluate how well the developer is integrating within the client’s environment and working with their peers.

• Client Satisfaction & Feedback: Gather any feedback the client has provided regarding the developer’s performance.

• New Business Opportunities:

• Identify additional needs or potential projects within the client.

• Assess if there’s an opportunity to expand WillDom’s services.

• If applicable, initiate a new deal in HubSpot for upselling.

• Document all observations and actionable points.

3. Log Insights into Wave

• Access Developer Profile:

• Search for the developer in Wave.

• Navigate to the Assignment tab.

• Add New Insight:

• Locate the current assignment.

• Click on the three vertical dots and select Add Insight.

• A form will appear for entering feedback.

4. Classify the Insight

• Select the appropriate category based on performance and feedback:

• Outstanding – Exceptional performance and achievements.

• Positive – Good overall performance.

• Warning – Areas requiring improvement.

• Risk – Requires immediate attention to address concerns.

• Critical – Serious issues that need urgent resolution.

• Include any additional notes or action items for follow-up.

5. Review Historical Insights (Optional)

• Navigate to the Projects module in Wave.

• Access the Insights section.

• Use filters to view historical feedback by client, developer, or project.

• Analyze trends to identify patterns or recurring issues.

6. Follow-Up Actions

• If an upselling opportunity has been identified, create a new deal in HubSpot and follow the selling process.

• Address any urgent needs or challenges raised during the session.

• Coordinate with relevant teams or stakeholders for additional support.

• Schedule follow-up meetings if necessary to track progress.

Outputs:

• Insight recorded in Wave with detailed performance feedback.

• Improved understanding of the developer’s needs, performance, and integration with the client.

• Actionable follow-ups to address any identified concerns.

• New business opportunities converted into HubSpot deals if applicable.

Billing item creation 

Process for Generating Billing Items

Objective:

The purpose of this process is to accurately track and convert developers’ logged and confirmed hours into Billing Items (BIs), ensuring a seamless transition for client invoicing, payment to developers, and internal financial reporting. This process ensures transparency, efficiency, and alignment with financial and contractual agreements across the WillDom network.

Inputs:

1. Active assignment or business deal.

2. Hours tracked by the developer.

3. Hours submitted by the developer.

Tools Required:

1. Wave Platform:

• Project Module.

• Billing & Invoicing Section.

Process Steps:

1. Access Billing & Invoicing Section:

• Navigate to the Projects Module in Wave.

• Select the Billing & Invoicing section.

• The screen displays all active business deals/assignments for the branch.

2. Filter for the Desired Developer:

• Use the filters at the top of the screen to search by client, developer, or assignment.

3. Verify Pending Tasks:

• Select the relevant client.

• A window will display all active assignments for that client.

• The Delivery Manager verifies the following:

• Any missing hours that need to be tracked.

• Hours pending submission by the developer.

• Hours pending confirmation by the Delivery Manager.

• Ensure all steps are completed before generating the Billing Item.

4. Generate Billing Item:

• Click on the three vertical dots (“Generate Billing Item”) next to the desired assignment.

• A window appears showing:

• Summary of hours by task and configuration.

• Gross margin for the assignment (percentage and USD).

• A breakdown of all generated Billing Items based on the assignment’s configuration.

5. Add Custom Billing Item (If Necessary):

• If additional items are needed, click on “Add Item +”.

• Configure the custom Billing Item, specifying all relevant details.

6. Finalize the Process:

• In the tab: Previously created you will be able te see the Billing items.

• These items are automatically forwarded to the Billing Overview section, where the finance team will process them further.

7. Financial Team Actions:

• From the Billing Overview, the finance team will:

• Proceed with client invoicing.

• Manage commissions payments (if applicable)..

• Manage payments to developers.

• Handle accruals transfer (if applicable).

• Process royalties payment to GLB.

Outputs:

1. Billing Items successfully generated.

2. Detailed breakdown of hours and financial margins.

3. Items ready for further processing by the finance team.

Offboarding

Objective:

The offboarding process ensures an organized and transparent transition for developers leaving their current assignments. The primary goal is re-engagement, meaning finding a new assignment for the developer. If no new assignment is found, the process proceeds to finalize the offboarding steps, ensuring all responsibilities are completed smoothly.

Process Steps:

Initiation:

1. Automatic Trigger:

• The process starts 30 days before the end date of the current assignment. Wave automatically generates an offboarding card with predefined tasks.

• Generate the renewal deal in Hubspot 

2. Manual Trigger:

• Branch Directors/Delivery Manager may initiate the process at any time via Wave by manually creating the offboarding card.

Tasks Generated on the Offboarding Card:

1. Assignment Management:

• Log Status in Assignment: Record the offboarding reason in the assignment details.

• Close Assignment: Mark the assignment as closed in Wave.

2. Notifications and Communication:

• Notify the branch responsible for the developer (branch director and talent team).

• Send a contract end reminder to the developer (cc: Talent team).

3. Re-engagement Activities:

• Introduce the developer to active requisitions (Talent Team).

• Proactively seek new opportunities (Delivery Team).

4. Exit and Program Communication:

• Conduct an Exit Survey to gather feedback.

• Communicate relevant programs and initiatives to the developer to maintain engagement.

5. Re-contact Efforts:

• Send a re-contact reminder about programs at 15 days post-offboarding.

• Follow up again at 30 days post-offboarding.

6. Account and System Deactivation:

• Delete the developer’s Slack account (if applicable).

• Deactivate the developer’s Wave account (if applicable).

• Delete the developer’s Google email account (if applicable).

Outputs:

1. Developer re-engaged:

• If a new assignment is secured, the developer transitions to the onboarding process for the new assignment.

2. Offboarding Completed:

• If re-engagement is not possible, all offboarding tasks are finalized, and the developer is officially offboarded.

Dedicated team framework 

Dedicated team framework

IS workstream 

Objective:

Ensure that all Information Security-related concerns, whether in the commercial process with a lead or when a client requests security-related actions (audits, contract modifications, addendums), are properly addressed by WillDom’s Chief Information Security Officer (CISO).

Process Steps:

1. Trigger Event:

• A lead asks about WillDom’s security policies during the sales process.

• A client requests an Information Security audit.

• A client requests a contract modification or addendum related to security compliance.

• Any other security-related question arises.

2. Immediate Action:

• The person handling the request (Sales, Delivery, Legal, etc.) must contact the CISO of WillDom immediately.

• The CISO is the first point of contact for all Information Security matters.

3. CISO’s Responsibilities:

• Review and respond to the request.

• Provide necessary documentation (security policies, compliance reports, etc.).

• Coordinate with Legal if contract modifications are required.

• Support audits by working with relevant teams.

• Ensure compliance with WillDom’s internal security policies and industry standards.

4. Information Security Risk Management Strategies:

After consulting with the CISO, the following strategies can be considered to transfer or mitigate security risks:

1. Risk Transfer Strategies:

• Using the Client’s Laptop: The client provides a laptop configured with their security policies, transferring the risk to the client.

• Using the Developer’s Laptop with the Client’s VPN: The developer uses their device, but all data traffic is routed through the client’s secure VPN, transferring security responsibilities to the client.

2. Risk Mitigation Strategies:

• Purchasing a Laptop via the Developer Value Program (DVP):

• The client installs and manages their security policies on the laptop, ensuring compliance.

• Alternatively, WillDom installs and manages the client’s security policies on the laptop, maintaining control over compliance internally.

5. Resolution and Communication:

• The CISO provides the required response or documentation.

• The requesting team communicates back to the lead/client.

• Any contract updates are finalized with the legal team.

• The process is logged for future reference.

Output:

1. Security concern addressed efficiently and professionally.

2. Compliance and risk management ensured through proper CISO oversight.

3. Appropriate risk management strategy (transfer or mitigation) implemented.

4. Documentation updated if necessary.

5. Improved client trust and alignment with security best practices.

Document

IS data 

GDPR  

What is the GDPR?

General Data Protection Regulation (GDPR) – an EU law with rules which define how organisations are obliged to process personal data. 

GDPR ‘protects fundamental rights and freedoms of natural persons and in particular their right to the protection of personal data’.

In accordance with the Regulation ‘personal data’ means information that can directly or indirectly identify a natural person for example such as: name, surname, telephone number, e-mail address, ID number. 

Special categories data – are indicated in the Article 9, for example: racial or ethnic origin, religious beliefs, political opinions, genetic and biometric data, data concerning health and sexual orientation. 

What is data processing?

Article 4 (2) of the Regulation ‘processing’  is any operation on personal data such as: 

• collection
• recording
• organisation
• structuring
• storage
• adaptation or alteration
• retrieval
• consultation
• use
• disclosure by transmission
• dissemination or otherwise making available
• alignment or combination
• restriction
• erasure or destruction

 Article 5 –  The main principles relating to processing of personal data:

1. Lawfulness and transparency 
2. Purpose limitation
3. Data minimisation
4. Accuracy
5. Storage limitation
6. Integrity and confidentiality

The controller shall be responsible for and be able to demonstrate compliance with (accountability).

Article 6 

Processing personal data must be legal. There are 6 legal basics that motivate to processing personal data:

1. Consent
2. The performance of the contract
3. Legal obligation of the data controller
4. Protecting vital interests of natural persons
5. Task of public interest
6. Legitimate interests of the data controller

Processing of personal data, to be legal, must be based on at least one of the above applies. 

Data Processing Agreement (DPA) – why is it so important?

This is a formal contract that shall be signed between a data controller and a data processor in accordance with the GDPR. In case the data controller wants to let the data processor process for example client’s, employee’s personal data the DPA is required.

Article 4 (8) ‘processor’ means a natural or legal person, public authority, agency or other body which processes personal data on behalf of the controller. 

DPA is stated in Article 28(3). 

Such a contract regulates the relation between the data controller and the data processor. 

The data controller 

‘The processor processes the personal data only on documented instructions from the controller’.  

The controller can cooperate with the processor who implements technical and organisational measures and provides security of processing. 

In accordance to GDPR the DPA should specify: 

‘the subject-matter and duration of the processing,

the nature and purposes of the processing,

the type of personal data and categories of data subjects, 

taking into account the specific tasks and responsibilities of the processor in the context of the processing to be carried out and the risk to the rights and freedoms of the data subject. 

After the completion of the processing on behalf of the controller, the processor should, at the choice of the controller, return or delete the personal data, unless there is a requirement to store the personal data under Union or Member State law to which the processor is subject.’

GoGDPR.us

Initiate the process:

·      Contact [email protected]

·      For receiving a login and password click here –> https://willdom.gogdpr.us/login

·      Log in to –> willdom.gogdpr.us

·      Conduct the audit:

Step 1: Audit form –> fill in the audit form to check your company’s areas activity (basic information about the company, your activity on the internet, accounting, outsourcing etc.)

            IMPORTANT à remember to finish the audit

        Step 2: Register of Processing Activities –> here you can verify personal data processing according to GDPR

        Step 3: Register of Entrustments Agreements –> you will find here companies with whom the data entrustment agreement should be signed

         Step 4: Risk Analysis –> you will find here all information how to secure your company to avoid risk during processing personal datas

          Step 5: Register and document templates –> you will find here all registers and documents templates for use 

Solutions

What Can Be Offered?

WillDom can offer any solution listed in the Solutions Catalog available in Wave (Sales Partnership > Solutions > Stage: Continuous Improvement).

How Does the Sales Process Work?

The first step is identifying a signal that the lead has a need related to one of the solutions in WillDom’s catalog. Once this is identified, an internal meeting should be held with the Solution Owner (the person leading that specific solution) to receive technical support during the sales process. It’s important to clarify that this support is technical in nature—the commercial relationship remains fully owned by the branch that has the client or lead relationship.

This often raises questions about how the relationship works between the commercial branch and the branch delivering the solution. The primary principle is to aim for a win-win relationship between both branches, with the shared goal of solving the client’s problem. If doubts arise, the secondary principle is to treat it as a win/win relationship, in which the branch delivering the solution acts as a vendor to the commercial branch.

This has practical implications:

• The broker branch must assign a non-technical Project Manager to oversee the project.
  

Broker Branch Responsibilities:

• Managing the Commercial Relationship

• Serve as the main point of contact with the client throughout the entire lifecycle of the project.
  
• Negotiate commercial terms, manage expectations regarding scope, timeline, and budget.
  
• Coordination with the Solutions Team (Solution Architect and Team)

• Ensure constant and efficient communication with the Solution Architect to confirm the solution meets the client’s needs.
  
• Act as a liaison to relay essential client insights to the solutions team.
  
• Supporting Pre-Sales and Sales

• Provide market and client context to align the proposed solution with expectations.
  
• Participate in proposal creation and client presentations, ensuring consistency with WillDom’s positioning.
  
• Monitoring Project Progress

• Oversee project milestones and keep the client informed.
  
• Proactively manage risks, escalating issues when needed to ensure resolution.
  

Solution Provider Branch Responsibilities:

• Pre-Sales Support

• Collaborate with the broker’s Project Manager and sales team to craft tailored proposals.
  
• Offer technical and architectural input during the proposal stage to ensure feasibility.
  
• Solution Design & Implementation

• Own the technical architecture and ensure it aligns with client requirements and WillDom standards.
  
• Manage execution, resource planning, and delivery timelines.
  
• Coordinate closely with the Project Manager to ensure alignment between technical feasibility and client expectations.
  
• Post-Sales Support

• Provide ongoing technical support after delivery.
  
• Handle bug fixing and ensure client satisfaction with solution performance.
  

Shared Solutions and Branch Selection

Some solutions—such as Marketing or AI—are offered by multiple branches:

• Marketing: Córdoba and Costa Rica
  
• AI: Paraguay, Barcelona, and Marilia
  

When a sales opportunity arises with one of these shared solutions, it may initially seem complex to determine who should lead from a technical standpoint. However, this should be seen as an opportunity to select the best operator.

The broker branch will select one branch to carry out the pre-sales process and build the proposal. Once the proposal is ready, the broker branch may choose to share it with other branches offering the same solution, to compare and decide who’s best suited to deliver.

This means that leading the pre-sales process does not guarantee the delivery of the project. That branch has an advantage due to familiarity with the client, but the broker branch maintains the right to select the most competitive and capable option from the network.

Commercial Process in HubSpot

During the commercial engagement phase, both the broker branch and the solution provider branch are actively involved.

As soon as a potential opportunity is identified, the broker branch must create a new deal in HubSpot, selecting the “Solution” deal type. At this stage, the type of solution being offered must be specified—these are the ones listed in the official Solutions Catalog, as described in the first section above.

From that point on, the broker branch is responsible for advancing the deal through the appropriate stages in HubSpot, following the standard lifecycle of that specific solution.

As soon as a potential opportunity is identified, the broker branch must create a new deal in HubSpot, selecting the “Solution” deal type. At this stage, the specific solution being offered must be indicated—these are the ones listed in the official Solutions Catalog, as described in the first section above.

From there, the broker branch is responsible for moving the deal through the following HubSpot stages, based on the progress of the opportunity:

1. Marketing Qualified Lead
2. Sales Qualified Lead
3. Contact Meeting
4. Qualification
5. Investigation
6. Proposal pre-validation
7. Proposal presentation
8. Team interview
9. Closing
10. Closed Won
11. Closed Lost
    

Each stage should reflect the real-time status of the deal, ensuring visibility and alignment across all stakeholders involved in the sales process.

Post-Closing: Delivery Models and Operational Structure

Once the deal moves to the “Closed Won” stage in HubSpot, the delivery of the solution can follow one of several commercial models:

1. Fixed Price

Under this model, the client is charged a fixed total amount for the entire solution, with payments typically tied to defined delivery milestones (e.g., upon completion of the design phase, implementation, go-live, etc.). This requires detailed scoping upfront and strict alignment between client expectations and the delivery roadmap. The branch delivering the solution is fully responsible for meeting the commitments outlined in the proposal.

2. Retainer

A retainer model involves charging the client a fixed monthly fee, regardless of the number of hours or deliverables within that period. This model is often used for ongoing advisory services, continuous delivery, or long-term strategic engagements.

3. Time & Materials

This is the most commonly used model and is based on hourly or monthly rates for the resources involved. The client is billed according to the actual effort and time spent by the delivery team.

These models are currently being incorporated into Wave, specifically under the Business Deal Assistance module. In the future, this module will allow complete configuration and tracking of deal structures, invoicing plans, and inter-branch financial flows.

Decoupling Client Billing from Inter-Branch Payments

An important evolution in our operating model is the decoupling of client invoicing from inter-branch payments. Here’s how it works:

• The client billing remains the responsibility of the broker branch, as they hold the commercial relationship and client-facing Project Management role.
  
• The inter-branch payment, however, is handled separately. For example, in a Fixed Price model, the solution branch is contractually responsible for delivering the agreed scope, while the broker branch supports coordination and client communication.
  

Internally:

• The solution branch decides how to structure the delivery team, when team members join or leave, and how to allocate resources throughout the project.
  
• Billing Items for inter-branch payments are generated not per individual contributor, but as a single line item from the broker branch to the solution branch.
  
• The solution branch is then responsible for distributing payments to the contributors involved in the delivery.
  

This setup mirrors a classic vendor relationship, where a single point of accountability (the solution branch) ensures quality delivery in exchange for a contractual payment, independent of individual developer arrangements.

This is a key shift from our previous model and aligns with our strategy of scaling solution-based delivery across the network in a structured and professional manner.

Clarification on Retainer Model

The Retainer model follows the same operational logic as the Fixed Price model. The client is billed a monthly fee, and then a single inter-branch payment is made to the solution branch—as an entity—for delivering the service.

It is then the responsibility of the solution branch to distribute payments internally to the individuals or teams involved in delivering the solution. This reinforces the separation between:

• Client invoicing (handled by the broker branch)
  
• Inter-branch settlement (payment to the solution branch as a vendor)
  

This structure ensures clarity of roles and accountability, while allowing each branch to manage its internal operations independently and efficiently.

Clarification on Time & Materials Model

If the project follows a Time & Materials model, it operates similarly to how we traditionally handle staffing engagements in WillDom.

• The client is billed based on actual hours or months worked by each individual on the project.
  
• The Billing Items are generated per contributor, following the structure already in place for staffing.
  
• Each developer or consultant is billed directly, and the corresponding payments are made individually, as opposed to a consolidated inter-branch settlement.
  

This is the most familiar and widely adopted model in our current operations and requires less structural change compared to Fixed Price or Retainer projects.

Margin Sharing Model

In the solutions model, margin sharing follows a structured but dynamic model:

Margin Distribution Framework

1. 20% of the gross margin is allocated to the solution branch as a base fee for owning the technical execution.
   
2. The remaining 80% of the gross margin is split 50/50 between:
   
   • The broker branch
     
   • The solution branch
     

This results in a final distribution of 40%-40%-20% (broker / solution / solution base fee).

Shared Responsibility for Profit & Loss

Although the operational relationship between the branches resembles that of a client and vendor, it is important to clarify that:

 Both branches are jointly responsible (solidarily liable) for the financial outcome of the project—including profits and losses.

Why?

• At the start of the project, the team defines a tentative cost structure and a fixed selling rate in the proposal.
  
• However, due to the natural evolution of the project, actual costs may deviate from the original estimate.
  
• These variances can impact the final margin.
  

How Is Margin Shared in Practice?

1. Throughout the project, margins are split incrementally as Billing Items are generated and invoiced to the client.
   
2. This split is done in real-time based on each invoicing event (not at the end of the project).
   

However, to ensure fairness in case of deviations:

End-of-Project Adjustment (Clearing)

• In the final month of the project, a financial reconciliation (clearing) is performed.
  
• This clearing includes:
  
  • Total revenue collected from the client
    
  • Total payments made to contributors
    
  • Total inter-branch transfers
    

If there is a deviation from the initially expected margin split, an adjustment is made in the final billing period to ensure:

Each branch receives its rightful share:

• 20% to the solution branch (fixed)
  
• The remaining margin is split 40/40 between broker and solution branches
  

This mechanism ensures that both branches benefit equally from the value created—while recognizing that one branch carries execution responsibility and the other leads the commercial relationship.

Commissions

If there are commissions involved (e.g., through a Client Referral Program or a Talent Specialist incentive), these are applied in the same way as today:

• Commissions are deducted from the margin, and both branches contribute proportionally to cover them.
  
• If the commission is related to talent sourcing (e.g., a Talent Specialist), it is paid by the branch providing the talent.
  
• In referral cases, the commission applies to the total margin, before the standard margin split.
  

This approach ensures consistency with existing practices while adapting to the solutions business model.

Dashboards 

Global Stats 

This dashboard provides a high-level summary of the branch’s performance and the network’s overall status. More detailed insights can be found in other dashboards. It consists of three main tabs:

1. Operations Tab:

• Number of sales deals and active deals

• Quantity of open positions and SOWs signed

• Summary of the sales deals funnel

• Recruitment days to hire

• Coverage percentage of open positions

2. Revenue Tab:

• Total revenue and billable hours

• Gross margin analysis

• Full-Time Equivalent (FTE) count

• Number of active clients and new clients acquired

3. Talent Tab:

• Tier 1 talent distribution

• Median active aging and average person aging

• Quantity of active assignments for own talent and own clients

• Number of shared assignments involving own talent

This dashboard serves as a quick performance snapshot for leadership and decision-making.

Global stats dashboard

People

The People Dashboard provides a detailed view of the People universe and the Talent Specialists’ operations, offering insights into recruitment processes, talent distribution, and staffing. It consists of several pages:

1. ATS – Operations

• Number of active pipelines

• Candidates added and introduced

• Assignments approved and coverage percentage

• Candidate funnel analysis

2. ATS – Interviews

• Number of interviews conducted

• Feedback received from interviews

3. ATS – Introductions

• Total introductions made

• Introductions by introducer and by branch

4. Talent Pool

• Average experience for specific positions

• Geographical distribution of developers by profile

• Total talent by country

• English proficiency levels

• Top 12 main skills talent distribution

• Top 12 secondary skills and average experience

• Average hourly rate by country

5. Staff

• Employee birthdays

• Join dates of employees at WillDom

6. T4 (Tier 4 Status)

• Overview of Tier 4 candidate progress

7. Opportunities

• Information on approved and rejected candidates

• Reasons for rejections

This dashboard enables Talent Specialists and leadership to track recruitment efficiency, analyze talent distribution, and optimize hiring strategies.

People dashboard

Sales

The Sales Dashboards provide a comprehensive view of the entire sales ecosystem, covering key metrics related to pipelines, clients, forecasting, marketing, and revenue insights. This dashboard includes:

• Pipelines: Overview of active and historical pipelines, tracking deal progress.

• Clients: Insights into client acquisition, retention, and engagement.

• Forecasting: Revenue and deal forecasting to predict future business performance.

• Marketing: Analysis of lead generation, conversion rates, and marketing effectiveness.

• Revenue Insights: Breakdown of revenue sources, trends, and performance.

• SOW Rates: Standard rates for Statements of Work (SOW) across different projects.

• Deal Funnel Comparison: Comparative analysis of deal progression across time periods.

• Source Analytics: Evaluation of lead sources and their contribution to sales.

• Other Key Data: Additional insights into sales strategies, win/loss analysis, and overall sales performance.

This dashboard serves as a centralized hub for sales strategy and performance analysis, enabling teams to optimize sales efforts and drive business growth.

Sales dashboard

Finance 

The Finance Dashboard provides key financial insights, covering revenue, profitability, and billing-related metrics. It includes:

• Profit Analysis: Overview of gross and net profit performance.

• Final Client Billing: Details on invoicing to end clients.

• Interbranch Billing: Insights into internal billing transactions between branches.

• Gross Margins: Breakdown of profitability per project, client, and branch.

• Accruals: Tracking of USD generated for the DVP 

• Total Contract Value (TCV): Sum of all contracted revenue across active deals.

• Billing Item Modifications: Adjustments and changes in billing items over time.

• Estimates & Gap Estimates: Projected vs. actual revenue analysis.

• Client Lifetime Cycle: Financial performance tracking throughout the client’s relationship with WillDom.

This dashboard helps finance teams monitor financial health, optimize billing processes, and ensure profitability across the network.

Finance dashboard