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Pulse Session: Key Takeaways on Successfully Making the Change to a New Relocation Service Provider
How do you know when the time is right to make a change, and what does a successful transition to a new relocation management company look like?
Sterling Lexicon’s Kristin White, Director of Thought Leadership, hosted a July Pulse Session with Liz Fahrner, CRP, GMS-T, VP of Client Services and Innovation, to discuss the key steps involved in transitioning to a new relocation service partner. Drawing on more than 30 years of industry experience and a consistent record of 100% client implementation satisfaction scores, Liz walked through the most common drivers of change, the critical pre-decision steps and the essential workstreams that shape a successful implementation.
Top insights from the July 2026 Pulse Session – A fresh start: How to transition successfully to a new relocation partner
Recognizing the right time to make a change
Liz touched on six common drivers that can prompt organizations to explore a new relocation partner: procurement cycles, evolving technology requirements, new market expansion, changing program needs, service challenges and the need for program harmony following a merger or acquisition. Two misconceptions often delay action: 1/ that a transition will be too costly, time-consuming or disruptive, and 2/ all RMCs are essentially the same. The session challenged both assumptions, reinforcing that the cost of staying with a provider that no longer meets your needs can far outweigh the cost of making a change.
Taking the right steps before you go to market
Before issuing an RFP, organizations benefit most from reviewing their current mobility strategy, policies and program framework to ensure they reflect where the business stands today, while also considering future-state needs. Identifying all key stakeholders early and securing their buy-in are among the strongest predictors of a successful transition. Liz stressed the importance of investing in an RFI, as skipping this step can waste significant time and resources by advancing companies that are not the right fit through a lengthy RFP process. Additionally, RFIs help participating companies better understand your unique program goals, needs, and challenges, allowing them to prepare responses that are deeply relevant and tailored to you and your business. For more information and tips, see our robust guide for designing successful talent mobility RFPs.
Navigating the key implementation workstreams
Every implementation is different, but there are several workstreams that are universally important. Liz stressed the value and learning that comes from following a proven, disciplined process for both the RMC and the client. She walked through some of the details to consider around such things as:
- Policy strategy / framework review and defined roles and responsibilities.
Determine whether your policies need to be built, modified or harmonized across business units, and thoroughly document your decisions. Clearly defining every detail, from the specific benefits you will provide to the roles and responsibilities of each person in the process will help you avoid any unnecessary ambiguity. - Program documentation.
Capture every service process in detail, from home sale programs and household goods shipments to immigration initiation and tax coordination, so that training is clear and expectations are consistently met. - Invoicing and billing.
Align on invoice formats, billing terms and the data fields required for accurate cost allocation back to the business. - Reporting.
Coordinate with payroll and tax providers to ensure compliance and document processes for U.S. and non-U.S. tax reporting. - Global compensation and tax.
Define what and how frequently reports are needed, and ensure that the data points collected support your key performance indicators (KPIs) outlined in the service level agreement. - Supply chain coordination.
Identify client-directed suppliers early and ensure all downstream providers receive clear instructions on what the process of working together will look like. - System tailoring and technology.
Agree on the scope and timing of integrations, testing the technology thoroughly and ensuring all team members are trained and comfortable before go-live. - Program rollout.
Communicate the new program to your key stakeholders across regions, with appropriate consideration for time zones and local nuances.
Staying flexible when the unexpected arises
The implementation process can sometimes surface surprises – which Liz described as a gift. She provided an example of a client who uncovered the need to add a policy tier. Early on after launching a four-tier program across their 40 business units, they identified the need for a fifth category to accommodate a population that sat between existing benefit tiers. The ability to adapt quickly—while maintaining program integrity—is a hallmark of a strong RMC / client partnership.
What the right partner looks like in practice
A strong relocation partner takes the time to understand your culture, program goals and long-term business strategy. They come prepared to every meeting, drive the documentation process on your behalf and design the project plan around your availability and go-live requirements. Liz noted that implementation timelines typically run 30 to 90 days, though integrations, complex global compensation services or prolonged reviews and approvals can extend that window. The right partner ensures you establish a timeline and comfort level with a go-live date that meets your needs and the availability of all your key stakeholders, and work back from there.
The risk of inaction
For organizations hesitant to make a move, Liz and Kristin stressed the importance of weighing the true risks of staying. Outdated technology, unsupported integrations, an inability to serve new populations or markets, ongoing service challenges or the inefficiencies of an unharmonized program all carry real costs. Sometimes the cost of staying is higher than the cost of change, particularly when downstream impacts on employees, compliance and program administration are all factored in.
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