CTG Latam

About CTG Latam

CTG Latam works in renewable energy and has a global operation with around 50 employees across different locations. Said like that, it sounds tidy. Almost too tidy. In practice, it means dealing with people in different places, with different schedules, different requests, and different levels of urgency. And right there, in the middle of all that movement, payroll has to be right. The company’s international setup gives it a wide view of the market and access to specialized talent across key areas of the business. That is a strong advantage. But it also comes with a trade off. The more spread out the team is, the more important it becomes to have clear processes. Otherwise, small things start taking too long. A missing update here. A delayed answer there. One person waiting on another person who is waiting on a third person. Classic. CTG Latam has a culture that feels agile, practical, and open to change. The team is used to looking for better ways to do things, testing improvements, and adjusting when something can work better. It has some of that startup energy, where people do not want to sit around waiting for a perfect manual to appear out of nowhere.

But speed only helps when there is enough structure behind it. Without structure, moving fast can turn into running around with a clipboard and no idea who has the pen. That balance matters even more in renewable energy. It is a sector that moves quickly and asks companies to stay sharp. CTG Latam encourages its people to participate, bring ideas, take ownership, and keep improving the way the company works. That gives the business energy. It also keeps the team close to what the market needs. Still, a distributed team brings real pressure to internal operations. Payroll, HR information, response times, and visibility all need to be handled with care. When those pieces are not clear, nobody necessarily panics on day one. It is more subtle than that. The process gets slower. Questions repeat. Follow up grows. And little by little, the team starts spending too much time just trying to keep things moving.

What challenges were they facing with payroll and Human Resources?

Before Runa, CTG Latam did not have fully standardized payroll processes. That is not unusual. Many companies grow first and formalize later. At the beginning, people solve things as they come. Someone knows the process. Someone has the file. Someone remembers the date. It works. Until the company grows and suddenly that way of working feels too fragile. For CTG Latam, the lack of standardization created inconsistencies. Response times were not always easy to predict, and that made payroll harder to manage. HR needed more control over what was happening, what was pending, and what needed attention next. Visibility was also limited. And when visibility is limited in payroll, everything becomes more delicate. Payroll is not the place where people want mystery. Nobody wants a plot twist in their payment process.

In a team distributed across different locations, unclear information can create real friction. A delay raises questions. A missing answer creates follow up. An unclear process makes people wonder if everything is being handled correctly. Even when the team is doing its best, the lack of structure can make the process feel heavier than it should. As Berenice Araiza says, “we needed clearer processes and more defined timelines in order to operate with greater confidence.” That says the whole thing. CTG Latam was not only trying to make payroll faster. The company needed a stronger base. Something more predictable. Something that gave HR fewer loose ends and gave employees a better experience. Because when HR has clear processes, everyone benefits. Employees get better answers. Leaders have more confidence. The operation moves with less noise. And the team stops losing time to the same questions over and over again.

What solution were they using before?

Before Runa, CTG Latam worked with a general accounting service that was not specialized in payroll. This kind of setup can make sense early on. The team is smaller. The needs are simpler. The operation has not yet reached the point where every process needs its own lane. But payroll has its own rules. It is not just another accounting task. It has deadlines, details, calculations, employee questions, and compliance needs. Once the company grows, a general service can start to feel limited.

For CTG Latam, that meant slower processes and less clarity. The service covered some needs, but it did not fully match the speed and structure the business required as it expanded. That created extra work for HR. More checking. More messages. More waiting. More time spent making sure things were actually moving. And that kind of work is sneaky. It does not always look like a big problem, but it eats the day like a tiny office mouse with a very full schedule. The issue was not just the tool or the provider. It was fit. CTG Latam needed a payroll solution built for the reality of a growing team. Something clearer, faster, and more specialized. Something that did not force HR to hold the whole process together by memory and follow up.

How did Runa help them?

Runa helped CTG Latam bring more order to payroll. The platform gave the team a clearer way to manage information, follow processes, and respond faster when questions came up. That changed the day to day. Information became easier to organize. Response times improved. HR gained better visibility. The process stopped feeling so scattered and became easier to manage. As Berenice Araiza explains, “today, we have much more control over processes and can respond more quickly.” That kind of control matters in very practical ways. It means knowing where things stand. It means seeing what has been done and what still needs to move. It means answering with confidence instead of saying, “let me check” so many times that the phrase starts paying rent. Runa also helped reduce inconsistencies. With more standardized processes, the team did not have to rebuild the same steps every cycle. Payroll became easier to repeat, review, and improve.

For employees, this matters too. Payroll is one of those things people expect to work clearly and on time. When it does, great. When it does not, everybody notices. Fast. Like when the internet goes down five minutes before a call. By centralizing information, Runa made daily management easier for CTG Latam. HR could spend less time chasing updates and more time working on the things that support the business. In a global operation, that clarity is not just convenient. It keeps the team moving. For CTG Latam, Runa became part of the structure needed to support a growing operation. Not just a tool for payroll, but a way to make the process more visible, more consistent, and easier to manage across locations.

Where will the company be in 10 years?

Looking ahead, CTG Latam sees itself becoming a global benchmark in renewable energy. That kind of goal sounds big, and it is. But it also depends on very practical things. Better processes. Stronger teams. Clear information. Good execution. The unglamorous stuff that actually keeps a company standing. The company is already building toward that future by strengthening its operation and expanding its impact in different markets. The idea is to grow in a sustainable way, without losing control as the business becomes more complex. That is where internal processes become important. Payroll, HR visibility, timelines, and consistency may not be the flashiest part of the company story, but they matter. A lot. They are the floor under the whole operation. And if the floor is shaky, nobody cares how nice the furniture is.

For CTG Latam, the next stage will depend on having processes that can grow with the business. Not processes that need to be rescued every month. Not systems that create more questions than answers. Clear processes. Reliable information. A team that can move fast without dragging operational confusion behind it like a suitcase with a broken wheel. Runa supports that path by helping CTG Latam build more consistency, control, and confidence in payroll management. For a global team, that structure makes growth easier to manage. That is the real value here: “a clearer and more reliable payroll operation that can grow with the business, instead of slowing it down.”