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The Saqara platform is a hub that connects players in the building and civil engineering sector, to manage calls for tender or find future worksites. Saqara's mission is to support the digital transition of the construction sector.

After raising 9 million in 2021, the company founded in 2017 is accelerating its growth and now has around 100 employees, and over 600 customers. 


With the arrival of Philippe-Henry Sutter at the head of the IT department, the company aims to document its IT assets and structure IT onboarding and offboarding. The aim is to reinforce data security, control IT budgets and save time when employees join or leave the company. The most important thing for Saqara is to structure its processes and take stock of the tools used by employees, as well as the associated budgets. 

Prior to the introduction of Pyla, software management at Saqara was decentralized. Only hardware management was handled by the IT Department. Each business department had its own budget and managed its own software: purchasing solutions, managing access and employee rights. 

As the newcomer's information was sent via slack by HR, it was complicated to create accesses on time and to ensure traceability of what was assigned to an employee. In fact, offboarding was almost non-existent, as IT did not have a list of the software with which the employee was equipped. 


A first step towards structuring

Saqara equipped itself with a fleet management software package (GLPI), which made it possible to create on/offboarding forms to be filled in by managers and HR. The aim was to involve managers in the employee provisioning process. 

The mayonnaise didn't take, with HR filling in the forms on their own. So the company turned to Pyla.

For Saqara, it was important to regain control and vision over the IS.

Intuitive software

"Pyla really appealed to managers because it's intuitive. I was able to get them involved in IT onboarding and offboarding through it" Philippe-Henry Sutter, CIO at Saqara

The process has been formalized

  • 3 weeks before arrival, HR enters employee information into Pyla and delegates onboarding to the manager 
  • The hardware and software matrix built into Pyla lists the computer equipment, common and specialized software, and network accesses it will need.
  • After verification by the manager, requests for staffing, access creation, etc. are automatically sent to the various administrators: IT for hardware and certain software, Sales for CRM, Accounting for management software, etc. 
"They like the fact that they can mark their tasks as done, which is very satisfying. The time saved thanks to Pyla? It's like night and day! Philippe-Henry Sutter

The structuring of onboarding has made offboarding a fluid process, as the employee's resources are now documented.

The offboarding stages at Saqara today : 

  • The HR department enters exit dates into the tool
  • Offboarding is automatically delegated to the manager
  • The manager visualizes the different resources allocated according to the employee profile and provides details for deprovisioning and business continuity: to whom should emails be redirected? to whom should files be transferred to the drive?
  • Access is cut off on the evening of the event. 

The implementation of Pyla has totally streamlined exchanges between HR, business managers and IT.  

The first to be satisfied are the managers, who find the solution simple and above all it allows them to 1/ not forget anything about the arrival/departure of a member of their team and 2/ centralize all these email/slack/form exchanges. 

On the IT side, no more requests the day before for an arrival the day after, and no more running after managers to get the necessary information on what needs to be prepared. It's a major time-saver, and a source of satisfaction to see these centralized tasks moving forward, and to have more time to devote to projects that will structure the Group's development.

"We shouldn't wait until we're accelerating the number of people coming and going, but rather structure these steps upstream, so that IT can concentrate on projects that contribute to business performance and group acceleration," says Philippe-Henry Sutter.

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