Launch Point episode 4: Workforce strategy, AI and agility at the CWS Summit

At the 2025 SIA CWS Summit, I had the chance to sit down with contingent workforce leaders from Netflix, PayPal, Lyft, Salesforce and TD to explore what makes a CW program truly successful.

From leveraging AI without losing human touch to building agile, skills-focused total talent strategies, the conversations were a reminder that program success isn’t just about tools and processes, it’s about clarity, adaptability and connecting with the people who make it all work.

Here’s a closer look at the insights that stood out.

CWS favorites

For many CW leaders, CWS is the one conference where the real magic happens, not just in the sessions, but in the networking. As Launch Point guest Katy Eddington from Netflix put it, it’s like a “high school reunion” for workforce professionals. There’s an energy that you can’t replicate online: people sharing their stories, problem-solving together and offering perspectives that challenge your assumptions.

Stacy McCarthy from PayPal had a standout insight from her conversations at CWS: having a seat at the workforce strategy table can be transformative. By aligning contingent workforce efforts with enterprise workforce planning, programs gain the data, analytics and influence needed to make smarter decisions. For those who’ve felt like “Harry Potter in the closet under the stairs,” this is a game-changer.

How AI is shaping workforce strategy

AI is everywhere in workforce discussions, and its potential is massive, but it’s not a silver bullet. Attendees agreed that AI excels at automation, analysis and operational efficiency but not at building relationships, storytelling or navigating nuanced human decisions. Carrie McDowell at Lyft, for example, shared that AI is helping them rethink service delivery for thousands of hiring managers, while still relying on human expertise for judgment and relationship management. The conversation emphasized that AI’s true value lies in augmenting human capability, not replacing it. Leaders are also grappling with the “unknown unknowns” of AI. Roles that exist today may not tomorrow, while new, highly specialized skills emerge. Agile workforce programs that can pivot quickly and integrate AI thoughtfully will have a competitive edge.

Chris Farmer from Salesforce expanded on this point, explaining that AI can empower leaders to make more strategic, forward-looking workforce decisions. By combining predictive analytics with human oversight, programs can forecast demand, anticipate skills shortages and respond to business shifts faster than ever before.

Main characteristics of a successful program

Patti Vora from TD highlighted several critical elements of high-performing CW programs:

1. Stakeholder management: A program succeeds only if it serves executives, hiring managers, contractors and suppliers effectively. Each group has unique priorities and understanding them is essential.
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2. Speed and quality: The most important SLA isn’t just filling roles, it’s filling them quickly, at the right cost and to the satisfaction of the hiring manager.
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3. Agility: Hiring managers have vastly different needs, some require a single contractor, others fifty. Successful programs adapt to meet those requirements efficiently.
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4. Supplier collaboration: Top programs treat suppliers as partners, holding them accountable for metrics while empowering them to contribute to program success.
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5. Simplified processes: Programs often accumulate layers of complexity over time. Streamlining processes, automating where possible and always asking “why are we doing this?” keeps programs clean and effective.

The value of agility & an agile mindset

In today’s fast-changing environment, agility isn’t optional, it’s essential. AI and automation can accelerate processes, but human judgment remains critical. Programs must be able to pivot quickly, test proof-of-concepts and adapt to shifting business priorities. Using first-principles thinking and breaking problems down to their simplest form helps ensure decisions are grounded, strategic and human-centered.

In-house MSP vs. external

There’s no one-size-fits-all approach when it comes to whether programs should be managed internally or via an external MSP. The decision depends on organizational strategy, core competencies and program goals. Many successful programs use a hybrid approach, leveraging internal talent for strategic oversight while outsourcing operational tasks or specialized roles to an MSP.

Where the program sits (HR, procurement or a combination) also matters. Netflix, for instance, situates its program in HR to emphasize “people over process,” giving team members space to be creative, agile and responsive while still maintaining compliance.

Total talent takeaways

The concept of total talent is evolving. It’s less about rigid headcount budgets and more about identifying skills gaps and deploying the right mix of FTEs, contingent workers and gig talent. Building real-time visibility into capabilities allows programs to fill gaps quickly and strategically. The leaders I spoke with emphasized that total talent strategy isn’t prescriptive, it’s about flexibility, insight and using data to make smarter workforce decisions.

CWS 2025 was a reminder that contingent workforce strategy is both highly technical and deeply human. Technology, AI and automation can streamline processes, but success still comes down to relationships, clarity and agility. Programs that embrace these principles, while staying adaptable to the pace of change, will be the ones that thrive in an uncertain, AI-driven future.

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