The Kforce Story: 50 Plus Years of Great People Delivering Great Results

for Bill to found a legal department in a successful publicly held corporation, one he couldn’t pass up. “In private practice you go from case to case, and after each one you’re done,” Bill observed. “This was an opportunity to actually contribute in a lasting way. Today I work with a staff of over twenty individuals engaged in legal and compliance work. Our Field and Corporate clients regularly express their appreciation for our efforts, and it is the most rewarding professional career I could imagine.” Among the other processes that required centralization was procurement. Dan Keating, Kforce vice president of procurement, also joined the firm in 1999. “Each back office department and field office entered into their own contracts and we were not getting the pricing leverage that a firm our size can command,” said Dan.

Dave Dunkel and Tampa Mayor Dick Greco prepare to cut the ribbon for Kforce’s new corporate headquarters. Mayor Greco issued a proclamation declaring October 20, 2001, as “Kforce Day” in Tampa.

For a department responsible for purchasing everything from furniture and supplies, to computer hardware and software, consolidation was vital. “At one point we had over four hundred office suppliers of record. Now we have two,” said Dan. When Judy Genshino-Kelly joined the firm in 1998 she was going through a difficult time in her life. Originally hired for a temporary two-week assignment, she is now Kforce’s vice president and treasurer. She turned out to be the perfect match for the situation at hand. “Let’s just say things were in disarray,” Judy said. Bill Sanders encouraged her to stay. “We had to centralize all the cash, all the contract preparation and procurement,” she recalls. “The invoicing was being done in the field—sixty-two different offices all doing it different ways.” Marie Greer, Kforce’s director of field operations functionality, was hired by the president of the IT group right after the merger to help bring the processes and procedures into one unified whole, incorporating the smaller companies Romac had acquired just before the Source merger. Many of the processes such as centralized time entry were pulled into the corporate headquarters for the purpose of standardization. Perhaps most important was the task of combining the two operating systems—the PROS system which Romac used and Source’s system, Wizard. “We retired PROS into Wizard first and then moved from Wizard to RecruitMax,” Marie explained. “We bought it as a package and it took us a year to configure, customize, install, and roll it out.”

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