How Summit Companies cut remittance processing time by 75%.

Julie has been with Summit since 2017. In that time, the company has grown more than 10x over, and the remittance workload grew with it. The headcount handling that workload did not.

As the sole person responsible for processing remittances across multiple unions nationwide, Julie became the single thread holding a critical process together. That expertise came at a steep personal cost: four days every month consumed by remittance work, weekends included. For five years, she rarely took a lunch break. The volume of manual data entry — particularly into portals for specific union funds — was significant enough to leave her hands and arms physically sore.

The problem wasn't just personal. It was structural — and growing.

The pain of remittances would only compound as Summit continued to expand. And buried inside that workload was a compliance risk leadership couldn't fully see: audit findings were being processed without proper review, not because Julie lacked the expertise, but because there was no time to conduct a thorough assessment. For an organization of Summit's scale, that exposure was significant.

Summit's management recognized the risk — and couldn't ignore it. The risk of losing Julie due to an unsustainable workload was real. Hiring another full-time employee would have added a person to the problem, without solving it. What Summit needed wasn't more hands on a broken process. It needed a better one.

LaborAid didn't just automate data entry. It gave Summit Companies something harder to quantify but more valuable: a process that lives outside of any one person, and an organization that no longer asks someone to sacrifice their personal time to keep operations running.

For the first time, remittances at Summit belong to the company, not to an individual. The workflows, the union-specific details, the sequencing — all of it now lives in a system the whole organization can rely on. Existing staff can be cross-trained on LaborAid, giving the whole team a stake in a process that used to live in one person's hands.

The compliance picture has shifted too. With fewer manual data entry errors and time to actually review audit findings, Summit is no longer cutting checks without knowing why. When findings do come up, Julie has the capacity to assess them properly — which means Summit pays what it actually owes, not whatever lands in the queue.

Summit's leadership understands that employees are whole people. Work that consistently bleeds into weekends and lunch breaks isn't a productivity strategy — it's a retention risk and a values problem. LaborAid helped close that gap.

That's a different kind of ROI.