A paycheck arrives. A new employee walks through the door. A manager faces a difficult workplace decision. Behind each seemingly ordinary moment is a network of systems, regulations, processes, and people that can determine how smoothly a business operates. When those pieces fail to connect, HR can quickly become a source of complexity rather than a support for growth.

Connor & Gallagher OneSource (CGO) was founded in 1997 by Tom Connor and Dan Gallagher with a different idea: businesses need more than a company that simply completes a task. From its headquarters in Lisle, Illinois, CGO has grown to serve more than 2,000 organizations, bringing payroll, HR technology, consulting, insurance, employee benefits, workforce management, recruitment, and retirement services together. Leading much of its OneSource Services Department is Catie Crnkovich, VP of Operations and Sales, who has spent 10 years with the company. “We position ourselves as more than just a vendor,” Catie says. “One of our core values is being a trusted partner who genuinely cares about the business of our customers.”

That philosophy has become increasingly relevant as employers navigate a complicated HR landscape. Many organizations operate with multiple systems that do not communicate, forcing HR teams to transfer information manually. Payroll may take longer to process, workforce data can become fragmented, and employees may be uncertain about where to turn for assistance. For companies expanding across state lines, changing employment regulations add another layer of difficulty.

CGO’s OneSource model is designed to reduce those disconnected pieces. Instead of requiring an employer to coordinate separate payroll, HR technology, insurance, benefits, retirement, and consulting providers, CGO brings the capabilities together and allows its teams to collaborate around the client. The company also partners with UKG through the UKG Ready platform, connecting payroll, employee information, timekeeping, and other workforce functions within an integrated system.

The technology, however, is only the beginning. CGO spends time understanding how work happens inside each organization before building the right processes around it. Its implementation process typically lasts about 90 days, with biweekly meetings focused on the client’s business, existing procedures, workflows, and priorities. “We don’t believe that the technology alone solves the problem,” Catie says. The objective is to identify unnecessary work, reduce manual tasks, improve efficiency, and give managers and employees a clearer path through everyday HR responsibilities.

“We don’t see AI as a replacement for the human relationship; we see it as a way to protect it.” — Catie

The importance of that approach becomes particularly clear during periods of change. One long-time benefits client was preparing for a merger that would nearly double its workforce, moving from fewer than 50 employees to well above the threshold that brings additional HR and compliance considerations. CGO helped integrate employees, manage onboarding, consolidate multiple payrolls, and establish a unified HR environment.

Its support continued through reporting, timekeeping, benefits administration, and employee questions about new policies and benefits. Rather than leaving leadership to manage each moving part separately, CGO coordinated the transition and helped employees understand what was changing. “What could have been a lot of spinning plates for the client, we were really just able to take that off their plate and then manage that for them,” Catie explains.

The company also supports organizations at different stages of HR maturity. Its comprehensive outsourcing services can provide a broader HR infrastructure, while its standalone consulting service offers hourly support to organizations that already have HR professionals but need additional expertise or a trusted sounding board. The company’s Recruitment Process Outsourcing service, launched in 2023, has become another growing capability, giving clients dedicated human support to find and retain qualified employees.

Catie sees the next phase of CGO’s development moving beyond reactive HR toward proactive people management. Leadership and manager development are central to that goal. Employees are often promoted because they excelled in their previous roles, yet may have little preparation for employee relations, leave situations, benefits questions, or the broader responsibilities of managing people. CGO aims to help close that gap while continuing to expand the use of UKG Ready and automation.

For Catie, the greatest value ultimately comes from the people behind the services. “It really doesn’t matter how great your technology or your process or your list of services is if the people you have behind it all can’t show up for you when you need them,” Catie says. That belief shapes how CGO approaches difficult moments, from a first serious employee-relations issue to a complex transition that affects an entire workforce.

CGO’s commitment to its clients and its people has also earned industry recognition. The company was named a 2026 Top Independent Insurance Broker by Insurance Business Review and a 2026 Top Retirement Plan Adviser by PlanAdvisor. It was also recognized among the 2025 Top DC Advisor Teams by the National Association of Plan Advisors, named a 2024 Best Places to Work by Business Insurance, and received the 2023 Agency of the Year honor from the Independent Insurance Agents of Illinois.

CGO’s story is ultimately about making a complicated part of business feel more manageable. Technology can connect information, automation can remove repetitive work, and expertise can help leaders make better decisions. But when the stakes are personal, businesses still need someone who understands the situation and knows what to do next. For CGO, building the future of HR means making room for technology to work smarter while keeping people firmly at the center.