The implementation of new software is far more than just a technical step, it changes workflows, mindsets, and often team collaboration. Together with H&B, we succeeded in creating an onboarding experience that not only ran smoothly but also delivered real added value. After all, every onboarding brings its own challenges, but also the chance to set new standards. Now, the second season of the condominium assemblies has already launched successfully with Tayo and the time has come: the entire Rendement Team at H&B is now using our ticketing system.
Aujourd’hui, la deuxième saison de la copropriété a déjà démarré avec succès sur Tayo, et c’est officiel : l’ensemble de l’équipe "Rendement" de H&B utilise désormais notre solution de Tickets et Opération. Nous avons discuté avec notre Customer Success Manager, Deborah, qui a accompagné le projet depuis le début, pour découvrir les coulisses de cet onboarding.
💬 Hey Debi, what were the key success factors for a smooth onboarding at H&B?
One crucial point was that we didn’t view the project as just the introduction of a tool, but as a real transformation of everyday work. That’s why we defined the goals together with H&B even before the official onboarding. This helped us set up the entire rollout in a structured way and manage expectations on both sides.
Another important factor was the early involvement of so-called “champions” — selected team members with in-depth knowledge of the platform and extended permissions. I trained them first, giving them the opportunity to support their teams not just technically but also as internal experts. This targeted role distribution greatly contributed to the acceptance and success of the rollout.
Another central success factor was conscious change management. From the beginning, it was important to me that we not only change processes but also bring people along with us. That’s why I placed a strong emphasis on open communication and engaging with everyone at eye level.
Equally important was the strong support from management. Their active commitment not only highlighted the importance of the project but also aligned the organization and made the rollout smoother and more efficient.
At every stage, we created space for questions and celebrated even small wins and what better way to do that than with some colorful chocolate Easter eggs? This helped us make progress emotionally tangible and create a positive mood throughout the change process.
Through this personal support, step-by-step approach, and honest, open feedback, we were able to build trust and make the transition as smooth as possible for everyone involved.
🔄 How was the property management team prepared for the switch and how did the employees experience the transition?
Change management doesn’t begin with the rollout, it starts much earlier. That’s why I supported the process with targeted training, positive energy and my own hands-on experience.Â
The trainings were practical, interactive, and closely aligned with day-to-day reality. Thanks to prepared exercises, participants were able to apply what they had learned right away. It was also crucial to clearly communicate from the beginning who to contact in case of technical questions or uncertainty when using the platform.
Of course, there were some concerns which is completely normal. But because we intentionally created space for questions and had conversations on equal footing, genuine trust could be built.
💡 Was there a moment in the project that stood out to you, either positive or challenging?
The entire preparation up to the go-live is definitely challenging, but in a positive way. There are many deadlines, countless change requests, and constant decisions between "what needs to be done now" and "what can wait." That isn’t always easy. But as I said, it’s a positive challenge. You build great relationships, look forward to the weekly sessions, and for me, the highlight is always the training sessions. Because after that… it all begins!
We divided the training into four blocks, each with 10 to 15 participants. One participant jokingly said he was over 50 years old and wondered whether he should even be allowed to join the training. I found that really charming and this group ended up being one of my favorites. He was curious, asked great questions and was very open to digitalization that gave me a lot of joy. These kinds of moments are especially meaningful to me because I feel I can really make a difference. And in general, when I notice participants are genuinely curious and excited to get started, I know all the effort, time, and sweat were absolutely worth it.
🎯 What do you take away from this project for future rollouts or continued work with H&B?
When familiar routines change, people need orientation, trust, and the ability to engage with new things at their own pace. Especially when introducing new software solutions, it’s important to create a sense of security, define clear points of contact, and offer space for individual questions and challenges. What does it take? Patience, active listening, and a lot of energy, all of which I bring with me. And because I do my job with genuine passion, this project was especially rewarding for me.
The combination of weekly sync meetings, close collaboration with the project team, and a well-planned training week was a true success factor, it significantly contributed to making the onboarding process a success from A to Z.
But the work didn’t end there — change management doesn’t stop at go-live. We continue to stay closely aligned with H&B to identify challenges early, respond flexibly, and ensure long-term success throughout the transformation process.
