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Mark Galloway
Vice President

Mark Galloway has been instrumental in the strategic expansion of Procom since joining in 1997, assisting in growing the company from $100 million to $1 billion in 2015.

With a diverse focus on process automation, strategic planning and a background in software development, Mr. Galloway has been actively engaged in the contingent workforce management sector for the past 20 years, along with his role as president of NIAD Systems Inc. — a firm within the Procom Group of Companies.

Mr. Galloway is recognized within the contractor workforce management community as a trusted leader in introducing industry best practices through transparency and education, providing the insights needed to optimize costs and reduce risks for Procom Services' clients.

Mr. Galloway is a board member at Ovarian Cancer Canada acting as chair of resource development, providing oversight and direction of OCC’s fundraising initiatives. A resident of Oakville, he holds a BBA from Laurier University and earned his MBA from York University. 

 

Mark Galloway

Vice President
Mark Galloway

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Candidates are ghosting: Are you doing enough to keep them engaged?

Ghosting is a thing. And employers are experiencing what it’s like being broken up with via radio silence.

The millennial coined phrase, the practice of ending a personal relationship with someone by suddenly and without explanation withdrawing from all communication, has transcended the dating world. So much so that economists at the Federal Reserve have also noticed, recently adding the term to its Summary of Commentary on Current Economic Conditions, and officially making “ghosting at work” a U.S. workforce trend.

Talent Acquisition

What is Contractor Tenure?

Leveraging a contingent workforce in today’s business landscape is a risky but rewarding strategy. With the velocity of emerging technologies, skills gaps in the workforce, shifts in employment attitudes and increasing customer expectations, employers need to be able to engage talent quickly and flexibly to remain competitive.

Contingent Workforce

Which is the best payrolling option for pre-identified contractors?

In today’s competitive business climate, organizations need an agile workforce that can execute strategies and achieve corporate goals quickly and efficiently. Yet, employers must also be responsible for managing their workers’ wages, bonuses, and deductions as well as provide support during the length of a worker’s assignment(s).

It’s a complex, time consuming process, and staying on top of the frequent changes to legislation can be problematic. Any oversights will result in non-compliance, which could lead to serious fines and negative employer branding.

To stay compliant and competitive, growing organizations will typically shift from a ‘direct contractor payrolling model’ to a third-party payrolling model, either built around the selection of a dedicated supplier or through informal referrals to a variety of vendors.

But which model is the best option for bringing qualified talent quickly and cost effectively into your contingent workforce? Depending on your organization’s acquisition needs, below is a list of payrolling models to consider:

Contingent Workforce

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Customer Sucess Stories

“Excellent service, very timely response time, quality candidates and outstanding support.”

K.M.
Global Professional Services Firm

“..the most reliable partners we work with. They are timely with their submissions and are quick to respond to emails and provide updates and required information. Their candidates typically are at the top of the pack as is evident by their fill/success rate.“ 

Z.N.
Leading Financial Services Institution

“Great support in helping us achieve our corporate mandates by providing top quality knowledgeable resources in a timely and efficient manner - very easy to do business with! “

L.R.
National Telecommunications Provider

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