[Zoom] Interview with Romain Leone, CEO of Magari Solutions

26 Mar

Les points à retenir

Et si on prenait (enfin) la communication interne au sérieux.

Un livre blanc pour comprendre les enjeux, les freins et les leviers concrets de la communication interne à l’ère de la transparence, du collectif et de la culture d’entreprise forte.

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1. You often work with organizations where "everything is working," but where HR senses invisible friction. How do you identify the breaking points in an HR process before the company even realizes it?

Even when everything seems to be working, invisible friction can often be detected by observing three key elements:

First, actual workflows: how data flows, where teams re-enter information, where they bypass the process. These are often the first weak signals.

Then, human irritants: by quickly speaking with HR, managers, and operational staff, you identify what slows down or complicates their daily work.

Finally, comparison with HRIS best practices: many tools are underused or poorly configured, and these gaps reveal breaking points.

By combining these three angles, we spot very early what's holding HR back and transform these friction points into improvement opportunities.

2. Beyond time savings, automation can change the way HR works on a daily basis. In your opinion, what is the truly underestimated benefit of automation that HR Directors only discover after deployment?

The truly underestimated benefit of automation is that it transforms the way HR manages its activities.

Beyond time savings, HR Directors realize after deployment just how much automation facilitates tracking process progress: each step becomes traced, visible, and measurable, reducing oversights and securing the entire workflow.

It also makes information immediately available, whether for HR, managers, or employees. No more searching, following up, or manually consolidating: everything is accessible in real time.

Ultimately, automation doesn't just speed up tasks — it brings real transparency and much finer control over HR cycles.

3. The HR market is saturated with tools and solutions. How does Magari Solutions position itself to not be "yet another tool," but an operational partner that solves real HR pain points?

In an HR market saturated with solutions, Magari Solutions stands out by not being just another tool, but rather the architect of its clients' HRIS.

Our approach always starts with listening: we begin with the real HR challenges, not a pre-packaged catalog.

Then, we select the right building blocks with complete neutrality, choosing the tools best suited to the company's context, without vendor bias.

Our added value lies mainly in the assembly: we build a coherent, integrated, and easy-to-use HRIS that eliminates pain points rather than creating new ones.

Finally, we stay involved from A to Z: configuration, training, support, adoption. This operational follow-up makes us a lasting partner — and all at the same cost as a direct vendor purchase.

It's this combination of listening, neutrality, technical coherence, and comprehensive support that allows us to solve real HR pain points rather than adding yet another tool.

4. You meet very different companies: scale-ups, hyper-growth SMBs, mature organizations. What differences do you observe in their approach to automation? And how does that change the way you run your projects?

The approach to automation varies greatly depending on organizational maturity, and this directly influences how we run projects.

Scale-ups primarily seek speed and scalability. They want to automate quickly to absorb growth. With them, we get straight to the point: short project cycles, strong prioritization, and rapid deployments.
Hyper-growth SMBs have similar needs, but with more internal constraints. They need to build structure while moving forward. Here we play a framing role: laying foundations, simplifying processes, and preventing automation from locking in bad practices.
Mature organizations prioritize reliability and integration. They often already have several tools in place and seek coherent, well-governed automation. Our work then involves harmonizing, integrating, and securing existing workflows.

These differences change our posture:

with scale-ups, we're an accelerator;

in fast-growing SMBs, a stabilizer;

in mature organizations, an integrator.

But in all cases, our goal remains the same: creating automation that is useful, understandable, and truly adopted by the teams.

5. Automating HR processes requires a high level of trust. What does Magari put in place to build that trust from the start of the project, and reassure teams about the reliability of the work?

Trust is at the heart of every HR automation project, because it involves handling sensitive data and transforming established practices. At Magari Solutions, we build it from the start around three pillars:

HR process mapping: we begin by creating a detailed diagram of existing processes, making every action, every flow, and every decision visible. This visualization allows teams to clearly understand what will be automated and how tasks interconnect.
Operational support: we stay involved from A to Z — configuration, testing, training, and support — to concretely demonstrate that the system is reliable and secure.
Progressive rollout: deployment happens in stages, on critical but manageable processes, so that employees experience the benefits without risk.

This combination of clear visualization, transparency, support, and progressive deployment creates a solid climate of trust, essential for automation to become a true HR lever.