Alight Strategy and Business Model

Executive Overview

Alight is a human capital, benefits administration, payroll, and employee experience company that sits at the intersection of software and outsourcing. Founded as an independent company in 2017 through the carve-out of Aon Hewitt assets backed by Blackstone and headquartered in Lincolnshire, Illinois, Alight helps employers run complex, high-volume, employee-facing processes such as health benefits enrollment, retirement administration, leave, payroll, and broader human capital management. Its core proposition is not pure software and not pure labor-based outsourcing; rather, it uses the Alight Worklife platform to combine digital workflows, data, integrations, and managed services.

Alight operates in the broader HR technology and business process outsourcing market, with a large North American base and service capabilities that also support multinational employers. Public disclosures have shown management pushing the company toward a simpler, more recurring Employer Solutions mix and away from lower-priority or more project-heavy activities. That strategic sharpening was underscored by Alight’s January 2024 announcement that it had agreed to sell its Payroll & Professional Services business to H.I.G. Capital. Even after that shift, Alight remains a multibillion-dollar enterprise with a substantial installed base, long-duration client relationships, and a business model built around mission-critical employer processes that are costly for clients to disrupt.

Alight at a Glance

Logo
Common name	Alight
Full legal name	Alight, Inc.
Headquarters	Lincolnshire, Illinois, United States
Ownership	Public company. As of 2024 proxy-era disclosures, Blackstone affiliates remained a significant shareholder alongside public institutional investors.
Ticker	ALIT
Exchange	NYSE - New York Stock Exchange
Market Cap	$281.19M
Revenue (FY2024)	#N/A
Founding / major historical milestones	2017 Blackstone-backed carve-out of Aon Hewitt assets; 2019 acquisition of NGA Human Resources; 2021 public listing via merger with Foley Trasimene Acquisition Corp. II; January 2024 announced agreement to divest Payroll & Professional Services to H.I.G. Capital.
Industry or industries	Human capital management, benefits administration, payroll services, retirement and wealth administration, HR technology, business process outsourcing
Key products or services	Benefits administration, employee experience platform, retirement and wealth administration, payroll and HR managed services, implementation and professional services
Geographic footprint	North America-led business with additional service and delivery capabilities supporting multinational employers in Europe and Asia-Pacific
Business segments as officially reported	FY2023: Employer Solutions and Professional Services. In January 2024, Alight announced an agreement to divest its Payroll & Professional Services business to H.I.G. Capital.
Company website	https://www.alight.com

1. What Is the Strategy of Alight?

Alight’s public messaging has centered on becoming a more focused, higher-quality provider of recurring employer solutions built around its Alight Worklife platform. Using the Playing to Win framework, the strategy is easier to understand as a set of explicit choices rather than a general statement about growth.

1a. What is the winning aspiration of Alight?

Alight’s winning aspiration appears to be to become a preferred partner for large employers that want to simplify benefits, payroll, and employee experience while reducing administrative friction for employees and HR teams. In practical terms, “winning” means shifting the company toward more recurring, technology-enabled Employer Solutions revenue, improving profitability and cash generation, and making Alight more central to the everyday employee experience rather than just a back-office processor.

Management’s portfolio actions also suggest that Alight does not define success as being broad in every HR services category. The announced 2024 divestiture of Payroll & Professional Services signaled that management sees a more focused mix as strategically preferable to a wider but less coherent portfolio.
1b. Where does Alight play?

Alight plays primarily in large-employer human capital and benefits administration markets, especially where processes are complex, regulated, data-heavy, and highly visible to employees. Its natural arena includes health benefits administration, retirement and wealth administration, leave and wellbeing-related workflows, payroll and HR administration, and related cloud-enabled managed services.

The company’s buyer is usually the employer, not the employee, but the end-user experience matters because employees and dependents interact with Alight’s platform and service channels. Geographically, Alight appears strongest in North America while also serving multinational employers through broader delivery capabilities. The company historically participated in more project-based professional services as well, but the 2024 portfolio shift indicates narrower strategic focus going forward.
1c. How does Alight plan to win?

Alight’s “how to win” is differentiation through a hybrid model: a client gets both a digital platform and ongoing managed services. That matters because many enterprise clients do not want only software, and they do not want purely labor-driven outsourcing either. They want an integrated experience layer for employees, workflow automation, data connectivity across multiple vendors, and a service organization that can run the process day after day.

Alight’s value proposition is strongest where employers need scale, compliance, transaction accuracy, and a better employee experience across multiple domains. The company also appears to rely on cross-solution breadth as a competitive advantage: if it can support health, wealth, leave, payroll, and communications in one environment, it can be more embedded than a point-solution rival.
1d. What capabilities must Alight have in place?

To execute this strategy, Alight needs strong capabilities in platform engineering, systems integration, benefits and payroll domain expertise, service-center operations, data security, and client implementation. It also needs high-volume transaction processing, regulatory knowledge, and the ability to manage peak periods such as annual enrollment and payroll deadlines without service failures.

Just as important, Alight needs commercialization capabilities: enterprise sales, client retention, cross-sell into the installed base, and disciplined migrations from legacy workflows to more standardized digital processes. In a business like this, operational reliability is itself a strategic capability.
1e. What management systems does Alight require?

Alight’s strategy requires management systems that track recurring revenue, renewal rates, client satisfaction, service-level performance, implementation success, margins by solution line, and cash conversion. Because the company runs mission-critical processes, governance around cybersecurity, compliance, controls, and business continuity is not optional; it is foundational.

The company also needs portfolio-management discipline. The announced divestiture in 2024 suggests management is using capital allocation and business-mix decisions as strategic tools, not just financial clean-up. For Alight, the operating model works best when leaders can measure client outcomes, platform adoption, automation benefits, and profitability by offering type, then redirect resources toward recurring, scalable solutions.

2. What Are the Current Strategic Initiatives of Alight?

Based on public company communications through 2024, Alight’s strategic initiatives have been less about entering entirely new markets and more about reshaping the portfolio, improving revenue quality, and increasing the value of its core platform-led employer solutions.

Portfolio simplification around core Employer Solutions.The clearest initiative was Alight’s January 2024 announcement that it had agreed to divest its Payroll & Professional Services business to H.I.G. Capital. Strategically, that move points to a simpler company with greater emphasis on recurring, platform-enabled solutions rather than a broader mix of project-heavy services.
Expanding recurring, Business Process as a Service offerings.Alight has been emphasizing recurring employer solutions that bundle technology, service delivery, and administration into ongoing contracts. This is important because recurring revenue tends to be more visible, more defensible, and more attractive than one-time implementation work.
Deepening the role of Alight Worklife.Management has positioned Alight Worklife as the connective layer across employee benefits, wellbeing, leave, payroll, and broader employee interactions. The practical initiative is to make the platform more central to client workflows, encourage more self-service and digital engagement, and use integration breadth as a differentiator.
Cross-selling more solutions into the installed base.Because Alight already serves large employers in adjacent processes, an important initiative is expansion within existing accounts. That can include adding health navigation, leave support, wealth-related services, communication tools, or broader employee experience functionality to clients already using part of the platform.
Operational simplification and margin improvement.As with many service-intensive companies, Alight has been focused on standardization, automation, delivery efficiency, and pruning complexity. The logic is straightforward: a more standardized and digital operating model should support better margins, lower implementation friction, and more consistent client service.
Balance-sheet improvement and capital discipline.The announced divestiture also had an obvious financial dimension. Management indicated that simplifying the business mix and using transaction proceeds to strengthen the balance sheet would support the broader strategy.

3. What Is the Business Model of Alight?

Alight sells ongoing administration and employee-experience support for complex HR and benefits processes. Customers are not mainly buying isolated software licenses; they are buying outcomes such as accurate payroll runs, benefits enrollment support, retirement administration, leave management, employee communications, and a digital front door that helps employees navigate these tasks.

A substantial portion of the model appears recurring or repeat-driven. Large employer contracts typically run over multiple years, and many services are needed continuously: every payroll cycle, every enrollment period, every retirement transaction, every employee life event. Historically, Alight also had more one-time or project-based revenue from implementation and professional services. Public portfolio moves in 2024 indicate management wants the company to lean more heavily toward recurring revenue streams.

Pricing power is real but not unlimited. Alight participates in competitive enterprise procurement processes, and buyers are sophisticated. Still, its services sit inside mission-critical workflows that are expensive for clients to switch or disrupt. That can support retention and selective pricing leverage, especially where Alight owns the workflow, the data integrations, and the employee experience layer.

The business mix matters because recurring Employer Solutions revenue is generally more predictable than project work. Margin performance depends on service-center efficiency, labor mix, automation, platform standardization, client complexity, and implementation discipline. Cash generation benefits from recurring contracts, but it can be pressured by restructuring, technology investment, and the working-capital demands of large-enterprise delivery.

Recurring revenue models: multi-year managed-service contracts, per-employee-per-month or similar administrative pricing, per-participant fees, recurring service retainers, transaction-based administration fees
Project-based revenue models: implementations, migrations, consulting, configuration, and transformation work
Why the model is defensible: operational embeddedness, compliance sensitivity, data integrations, and employee-facing touchpoints create switching costs

4. What Products and Services Does Alight Sell?

Alight’s offering set has historically spanned several adjacent categories. The most important distinction is between recurring employer solutions tied to ongoing administration and more project-oriented professional services.

Employee experience platform.Alight Worklife is the central digital layer through which employees access and manage benefits, payroll-related information, wellbeing resources, and other employer-provided services. Strategically, this platform is core because it is the unifying customer experience and data workflow layer.
Health and benefits administration.This includes eligibility, enrollment, employee support, benefits communications, and related navigation or administration services. These offerings are important because they generate recurring interactions and make Alight highly relevant during annual enrollment and life-event changes.
Wealth and retirement administration.Alight supports retirement and related workplace wealth processes for employers and plan participants. This is a long-duration, compliance-sensitive category with recurring transaction volume and significant strategic value inside large employer accounts.
Payroll and HR administration.Alight has historically offered payroll and broader human capital management administration. These services matter because payroll is highly sticky and deeply embedded, although Alight’s announced 2024 divestiture indicates this part of the portfolio was no longer central to the future strategic shape of the company.
Professional services and cloud implementation.Historically, Alight also generated revenue from implementation, consulting, and cloud-application services. These offerings can be valuable for client acquisition and ecosystem relevance, but they tend to be less recurring than core Employer Solutions.

From a strategic standpoint, the most important offerings appear to be the recurring Employer Solutions tied to Alight Worklife and ongoing administration. Legacy or less-central offerings are the more labor-intensive, project-based services that management has been willing to deemphasize or divest.

5. What Are the Key Competitors or Peers of Alight?

Alight competes across several overlapping markets, so there is no single perfect competitor set. The right peer group depends on whether the client is buying benefits administration, payroll, wealth administration, or cloud-enabled HR outsourcing.

Mercer.A close peer in benefits, retirement, and employer advisory-related administration. Mercer is especially relevant in large-employer benefits and workforce solutions.
WTW (Willis Towers Watson).A direct large-enterprise competitor in benefits administration, health and wealth solutions, and employer-related technology and outsourcing.
Accenture.A business-model comparable in HR and payroll managed services, especially for complex global enterprises seeking transformation plus outsourcing.
ADP.A major competitor in payroll and human capital management services. ADP is stronger in payroll scale and broad HCM distribution, especially outside Alight’s benefits-administration niche.
Dayforce.A cloud HCM and payroll platform competitor. Dayforce is more software-centric but can be a credible alternative where clients want integrated payroll and workforce management.
Workday.Primarily an adjacent substitute rather than a direct like-for-like rival. Workday competes when clients choose a software-led HCM route and use partners or internal teams for more of the operating work.
SAP SuccessFactors.Another adjacent software-led alternative in HCM. In some contexts SAP can be part of the ecosystem; in others it is part of the competitive stack.
Businessolver.A more focused competitor in benefits administration and employee benefits technology, especially in the U.S. employer market.
bswift.A benefits administration specialist, particularly relevant where employers are comparing benefits-tech and administration options.
Fidelity Workplace or Empower.These are more solution-specific alternatives in retirement and workplace wealth administration rather than full-scope Alight replacements.

In practice, Alight often competes less on raw software features and more on whether a client wants one provider to combine technology, administration, service operations, and employee experience.

6. What Is the Marketing Strategy of Alight?

Alight’s marketing appears to be enterprise-focused and credibility-driven rather than consumer-oriented. The company sells primarily to employers, so its marketing is likely aimed at human resources leaders, benefits leaders, payroll heads, total rewards executives, and sometimes finance or operations leaders involved in transformation decisions.

In that context, the most relevant marketing motions are account-based marketing, thought leadership, event and field marketing, and client-reference selling. Alight’s public materials emphasize employee wellbeing, benefits complexity, payroll accuracy, digital experience, and simplification of fragmented HR workflows. That is consistent with a company that wins through trust, domain expertise, and integration depth rather than broad-reach brand advertising.

Channel and ecosystem marketing also matter. Where Alight works alongside major HR software platforms, carriers, or other partners, co-marketing and partner credibility can influence pipeline quality. Marketing therefore looks like a supporting capability rather than the primary strategic differentiator. The real differentiators are operating reliability, platform relevance, and the ability to cross-sell deeper into existing enterprise accounts.

7. What Are the Key Customer Segments of Alight?

Alight’s core customer is the employer, especially larger organizations with complex workforces and significant benefits, payroll, or retirement-administration needs. The end users of the system are employees, dependents, and retirees, but the economic buyer is typically the employer.

Large enterprise employers.This is the most important segment because complexity rises with workforce size, number of plans, geographic reach, and regulatory exposure. These customers are the best fit for Alight’s integrated platform-plus-services model.
Upper mid-market employers with complex benefit structures.Not every customer needs Alight’s full breadth, but upper mid-market employers with meaningful complexity can still be attractive, especially if they want managed services rather than pure software.
Multinational employers.These clients matter where payroll, HR administration, and employee experience need to work across multiple countries or operating units.
Retirement and wealth plan sponsors.In the wealth and retirement side of the business, employers that sponsor retirement plans are important buyers, while participants are the end users.

Alight appears diversified across industries, but less diversified by buyer type: it is fundamentally an employer-solutions company. That concentration can be positive because it sharpens the go-to-market model, but it also means corporate hiring levels, benefits decisions, and large-enterprise procurement cycles can affect growth.

8. What Is the Sales Model of Alight?

Alight’s sales model is primarily direct and enterprise-oriented. Deals are typically consultative, involve multiple stakeholders, and often move through formal request-for-proposal processes. Sales cycles can be long because clients are choosing a provider for sensitive and deeply embedded processes such as payroll, benefits, and retirement administration.

The installed base matters enormously. For a company like Alight, growth does not depend only on winning net-new logos. Renewals, scope expansions, cross-sell of adjacent modules, and migration of existing clients onto more standardized digital offerings are all important sources of value.

Direct enterprise sales: used for large-employer wins and strategic renewals
Expansion sales: cross-selling additional health, wealth, leave, or employee experience capabilities into current accounts
Partner-assisted selling: relevant where Alight operates alongside major HR software ecosystems or benefit-related partners
Implementation-led relationship deepening: complex onboarding and migration work can increase client intimacy and stickiness

The channel structure affects economics. Direct sales and ongoing account management support closer client relationships and cross-sell, but they also require specialized sales talent. Long contracts and switching friction can help retention, yet service missteps can be costly because reputation travels quickly in enterprise HR markets.

9. In What Geographies Does Alight Operate?

Alight’s economic center of gravity appears to be North America, especially the United States, which fits its roots in employer-sponsored benefits and retirement administration. That said, it is not just a domestic operator. Through its service model and past acquisitions, Alight has developed broader capabilities that support multinational employers.

Public disclosures and the nature of the company’s delivery model indicate operations and service capabilities across North America, Europe, and Asia-Pacific. For a business like Alight, “geography” is less about factories and more about a mix of headquarters, client-facing offices, technology teams, service centers, and offshore or nearshore delivery hubs. The United States is clearly important for client concentration, while India and parts of Europe have historically mattered for delivery and technical support in this category.

The key point is that Alight is geographically broader than a local benefits administrator, but narrower than a truly uniform global software platform. Its strongest strategic position appears to be serving large employers, many of them U.S.-based, that may still need multinational support.

10. Who Are the Owners of Alight?

Alight is a publicly traded company listed on the New York Stock Exchange under the ticker ALIT. Ownership is spread across public shareholders and institutional investors. Based on SEC filings around the 2024 proxy period, Blackstone affiliates remained a significant shareholder. Large asset managers such as Vanguard and BlackRock have also appeared among notable institutional holders in public filings. Ownership percentages can change over time, so the latest proxy statement and beneficial-ownership filings are the best source for current positions.

11. How Is Alight Organized?

As of FY2023, Alight officially reported two business segments: Employer Solutions and Professional Services. That is the formal reporting structure investors saw before the announced 2024 portfolio change.

At a practical level, the organization has also been understandable by solution family. Employer Solutions encompasses recurring offerings tied to health, wealth, payroll, and related employee-administration workflows. Professional Services historically covered more project-based implementation and transformation work.

There is also a difference between reporting structure and economic logic. Economically, Alight has been trying to organize itself around a platform-led, recurring services model with Alight Worklife as the connective layer. Corporate functions such as technology, security, finance, legal, and shared operations support the business across solution lines. If the announced H.I.G. Capital transaction were to close, the organization would become simpler and more concentrated around the go-forward Employer Solutions franchise.

12. How Does Alight Operate?

Alight operates as a technology-enabled services company. Day to day, it is running employee and employer workflows that must be accurate, timely, and compliant. The company creates value by taking over or simplifying processes that many employers find difficult to run internally at scale.

Client setup and configuration.Alight works with employer clients to configure plan rules, payroll logic, eligibility rules, data feeds, communications, and service workflows.
Integration and data management.The company must connect employer systems, carriers, recordkeepers, payroll data, and employee records so that transactions and decisions happen correctly.
Recurring transaction processing.Once live, Alight runs ongoing processes such as enrollments, payroll-related administration, retirement transactions, employee cases, and life-event changes.
Employee support and issue resolution.Employees and dependents interact with digital tools, contact centers, and service teams. Good operations depend on resolution speed, knowledge management, and clean escalation paths.
Seasonal peak execution.Annual enrollment and payroll deadlines create operational peaks. Capacity planning, workforce scheduling, workflow automation, and business continuity are critical during these periods.

The operational bottlenecks in this kind of business are usually not physical supply constraints but service complexity, client-specific customization, implementation risk, and the difficulty of maintaining high quality at scale. Cybersecurity and regulatory control are also core operating requirements.

13. What Are the Growth Opportunities for Alight?

The most credible growth opportunities for Alight are closely tied to management’s stated strategy and the economics of its installed base.

Sharper focus on recurring Employer Solutions.If portfolio simplification reduces noise and concentrates resources on recurring offerings, Alight could improve both revenue quality and valuation quality.
Cross-sell within existing clients.Large employers often buy Alight for one critical workflow first. Expanding into adjacent health, wealth, leave, communications, or employee-experience services is a logical growth path.
Higher digital adoption and self-service.Greater use of digital workflows can improve employee experience while lowering service delivery costs. That can create a dual benefit of better retention and better margins.
Platform standardization.Moving more clients onto a common operating and technology backbone can improve scalability, speed implementations, and support better economics.
Selective expansion in adjacent employer workflows.Alight is well positioned where employers want fewer vendors across related employee processes. Adjacent navigation, wellbeing, leave, and wealth-related services remain plausible expansion areas.
International and multinational opportunities.For global employers, Alight’s broader delivery capabilities can be a differentiator versus purely domestic specialists, although this opportunity depends on how the portfolio evolves after divestitures.

The main constraints are also clear: competition from software-led vendors and large outsourcers, client-service execution risk, complex implementations, regulatory change, and the challenge of simplifying a historically broad portfolio without disrupting customers.

14. What Is the History of Alight?

Alight became an independent company in 2017 when Blackstone acquired the benefits administration, human resources business process outsourcing, and cloud assets of Aon Hewitt and rebranded the business as Alight. That transaction gave the company a large enterprise client base, deep benefits-administration roots, and a position in HR technology-enabled services.

A major historical step came in 2019 with the acquisition of NGA Human Resources, which expanded Alight’s reach in multinational payroll and human capital management services. That deal broadened Alight beyond its U.S.-centric benefits heritage and strengthened its global delivery capabilities.

In 2021, Alight became a public company through a merger with Foley Trasimene Acquisition Corp. II and began trading on the New York Stock Exchange under the ticker ALIT. That listing gave public investors access to a company with a hybrid software-and-services model in the employer solutions space.

Another notable strategic milestone came in January 2024, when Alight announced that it had agreed to sell its Payroll & Professional Services business to H.I.G. Capital. At announcement, this was a pending transaction rather than a completed one. Strategically, it marked a significant step in Alight’s evolution toward a narrower, more recurring business mix.

15. What Is the Technology Strategy of Alight?

Technology is central to Alight’s competitiveness, but Alight is not a pure software vendor. Its technology strategy is to make the Alight Worklife platform the digital front end and workflow backbone for employee-facing administration, while pairing that platform with ongoing managed services. In other words, technology is both part of the customer offering and an internal productivity engine.

The strategic thrust appears to be productization and standardization. The more Alight can shift client delivery from bespoke, heavily customized processes to configurable platform workflows, the better its economics and scalability should become. That includes digital self-service, workflow automation, knowledge management, analytics, and integration with employer systems and third-party providers.

Three technology capabilities matter especially for Alight:

Integration depth: connecting payroll, benefits, recordkeeping, carrier, and employer data
User experience: giving employees one practical entry point for fragmented employer services
Security and resiliency: protecting sensitive employee and payroll information while maintaining uptime in mission-critical workflows

That makes Alight’s technology strategy less about flashy feature releases and more about dependable workflow orchestration at scale.

16. What Is the Finance Strategy of Alight?

Alight’s finance strategy appears tightly linked to its portfolio strategy. Public communications have emphasized revenue quality, profitability, cash generation, and deleveraging rather than growth at any cost. For a company with both recurring service revenue and project-based work, the composition of revenue matters a great deal to margins and valuation.

The January 2024 announced sale of Payroll & Professional Services to H.I.G. Capital was therefore not just a portfolio move; it was also a finance-strategy move. It suggested management wanted to simplify the business, reduce leverage, and concentrate capital on the areas viewed as more strategic and more recurring.

At an operating level, the finance strategy depends on improving delivery efficiency, reducing complexity, protecting renewal revenue, and making implementations more disciplined. Long-term contracts can support visibility, but missed service levels or poor transitions can quickly erode profitability. In that sense, finance strategy and operating strategy are inseparable at Alight.

17. What Major Acquisitions Has Alight Made?

Alight has not looked like a high-frequency serial acquirer. Its most important transactions have been a small number of transformative or portfolio-shaping deals.

2017 Blackstone-backed carve-out of Aon Hewitt assets.This was the founding transaction for Alight as an independent company. It created the platform from which Alight built its HR, benefits, and outsourcing franchise.
2019 acquisition of NGA Human Resources.This was one of Alight’s most strategically important acquisitions, expanding international payroll and human capital management capabilities and broadening geographic reach.
2024 announced divestiture to H.I.G. Capital.Strictly speaking this was not an acquisition by Alight, but it is one of the company’s most important recent deal events. Alight announced that it had agreed to sell its Payroll & Professional Services business to H.I.G. Capital. At the time of announcement, it was a pending transaction, not a completed one.

The broader takeaway is that Alight’s deal activity has been strategic and selective: first building scale and capabilities, then later simplifying the portfolio around what management viewed as the core recurring business.

18. How Companies Like Alight Leverage Independent Consultants through Umbrex

Umbrex has built a global community of more than 8,000 independent management consultants based in over 50 countries. These consultants are alumni of McKinsey, Bain, BCG, and other top consulting firms. A company like Alight can use Umbrex when it needs top-tier strategic or functional expertise without hiring a full consulting team and its associated overhead. Because Alight’s priorities involve portfolio simplification, recurring revenue growth, platform standardization, service operations, finance, technology, and AI-enabled productivity, the most relevant Umbrex support is highly targeted and execution-oriented.

Post-divestiture strategy refresh: redefine the go-forward strategic plan, target operating model, and investor narrative for a more focused Employer Solutions company.
Recurring revenue growth playbook: design account-level cross-sell programs across health, wealth, leave, and employee-experience offerings.
Pricing and contract redesign: review per-employee, per-participant, and managed-service pricing to improve margins while protecting win rates and renewals.
Client retention and renewal analytics: identify at-risk accounts, renewal drivers, service pain points, and expansion opportunities across the installed base.
Service-operations transformation: improve contact-center productivity, case routing, knowledge management, and peak-season readiness for annual enrollment.
Implementation factory redesign: reduce the time, cost, and risk of onboarding new clients or migrating clients onto standardized platform workflows.
Technology and AI roadmap: prioritize high-value automation and AI use cases in service delivery, employee self-service, and internal support functions.
Partner ecosystem strategy: refine Alight’s approach to software, carrier, and channel partnerships, including clearer roles, incentives, and joint go-to-market motions.
Finance and margin improvement program: build a practical plan for cost simplification, working-capital improvement, and cash-generation enhancement after portfolio reshaping.
Carve-out and transition support: provide program management, TSA planning, org design, and change management related to divestitures or other portfolio moves.