Managing HR across multiple states while growing nationwide

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“If that person fails, then the whole system fails. Insperity has a whole team that supports you.”

Errol Gorman
CEO and President
Ginisis Group, Inc.

How one owner scaled nationwide with HR administrative support 

With Insperity supporting multi-state human resources administration and compliance, Ginisis Group’s CEO and President is scaling the business without adding HR headcount. 

CEO and President Errol Gorman founded Ginisis Group in 2009 and has been its only owner since. “I’m a hundred percent owner in Ginisis,” he said. “It was just me, and it still is just me.” The company marked 17 years in April 2026. 

Ginisis supports Department of Defense programs, mostly on the space and Air Force side. The work began in acquisition support – the budgets, schedules and program management that keep a defense program running – and expanded into software engineering, systems engineering, IT and cybersecurity. About 50 people do that work today.  Most of them work on-site at a military installation, supporting a single program. Federal contracts are awarded at specific bases, so the states in which Ginisis employs people are determined by which contracts it wins. Today that means five: California, Pennsylvania, Ohio, Florida and Hawaii. 

THE CHALLENGE

Hiring across state lines means a different set of employment requirements each time 

As the founder, Gorman has run payroll at every size the company has been. In the first years that meant writing his own checks and working out the mechanics as he went, with no one but himself exposed to a mistake. “If I’m messing up, I’m messing up myself,” he said. 

What that work involves changes as a company adds people and states. Payroll for one person in California is a bookkeeping task. Payroll for 50 people across five states means knowing what each state requires on overtime, breaks, leave and final pay, then applying it correctly to every employee on every cycle. The same is true of the paperwork around hiring someone, keeping a handbook current and responding when an employee asks what they are entitled to. 

California set the baseline for how much attention this takes. “We are a California based business, and everybody knows about California,” Gorman said. “There are a lot of compliance and regulations that you have to know and do. It changes regularly.” 

Employment requirements across five states require specialized expertise, and the rules change frequently. For a CEO, the time spent tracking those changes is time not spent on the work that brings in revenue. A company that grows by winning federal contracts needs its leader watching what is coming up for award, deciding what to bid on and building the relationships that win the work – not reading up on leave requirements in a state where a few employees live. 

“I don’t even know how long it would take to be able to understand that [employment requirements across states], to make sure you’re in compliance with that specific employee,” he said. “It would take a whole lot of time.” 

What he wanted was the ability to hire anywhere without location becoming a burden. “We wanted to be able to hire anywhere in the country and it be just as seamless as hiring here in California.” 

Many owners in this same position will tell themselves the work is manageable and under control. Recent research by Lighthouse Research & Advisory in partnership with Insperity suggests that leaders of small and midsize businesses consistently rate themselves qualified to handle HR compliance, including leaders with no HR function to speak of. Gorman, on the other hand, is conscious of what he does not know and what it could cost him: “I wanted to know what we weren’t doing,” Gorman said. 

Gorman wanted a partner that would provide support for payroll and HR administration and answer his questions about what the company is required to do. Some of those questions look minor until you get one wrong. “For example, how’s the lunch break thing work?” he said. “That may seem small, but when you start a company, you think you’re supposed to give them breaks.” 

THE DECISION

Choosing a full-service HR partner 

Gorman could hire someone to run HR internally, or he could bring in an outside partner. Two things pointed him to the partner option. 

The first was benefits. Ginisis recruits engineers and cybersecurity specialists from companies many times its size, and those companies offer health coverage and retirement plans that a 50-person business cannot easily match. “We’re a small business and we were hiring people away from some of the big companies at times,” Gorman said. “So our employees needed access to a competitive benefits package.” Hiring an HR manager would not have improved what Ginisis could offer a candidate. A full-service HR partner would. 

The second was the risk of putting everything in one person’s hands. Gorman has watched other owners lose an HR manager and lose the company’s payroll knowledge at the same time. “They will have their HR person leave and won’t know how to run payroll,” he said. “Won’t know all of the things that were going on. Why would you do that to yourself?”  Sole ownership always raises the stakes. Gorman is the only owner, so decisions about his people start and end with him. “It is incredibly lonely,” he said. A full-service HR partner gave him what a cofounder might have: someone to think a question through with before he commits to an answer. 

“That’s one person — if that person fails, then the whole system fails. Insperity has a whole team that supports you.”

Errol Gorman
CEO and President
Ginisis Group, Inc.

THE SOLUTION

Full-service HR built on co-employment 

Gorman runs Ginisis Group’s people operation on the Insperity® HR360 solution, the full-service HR offering that provides support for many day-to-day, employer-related HR responsibilities through a co-employment relationship, while he runs the business. 

Onboarding is where the arrangement shows itself most plainly. A new hire in Hawaii goes through the same process as a new hire in Los Angeles, and Insperity flags the state-specific requirements that apply. 

Gorman described the pattern: he onboards every employee the same way, and his Insperity team tells him when a state requires a change to the handbook and provides the updated version. 

Ginisis adds states as it wins contracts, and each one brings its own HR-related requirements. With Insperity providing guidance on what those requirements are, Gorman can hire in a new state without building that expertise inside the company first. 

Employees have access to benefit options a company the size of Ginisis could not assemble on its own. Each new hire is walked through the choices by someone who can explain how they work, from how an HSA operates to which plan suits a particular situation. Insperity HR360 also gives employees access to training resources in cybersecurity, software development and business administration, which they use on their own initiative. 

“There is a huge resource and training that Insperity has,” Gorman said. He tells his team to look there before looking anywhere else. “Let’s not look out in the industry first and find we’ve got to fly to Texas for a week-long cybersecurity training. Go online and see what Insperity has.” 

THE PARTNERSHIP

Working with a full-service HR partner: timely updates and a service team on call 

Ginisis is supported by a team at Insperity, so a question from Gorman or his employees always reaches someone who can answer it. 

“I spend far less time worrying about HR and employee management as a risk in the company.”

Errol Gorman
CEO and President
Ginisis Group, Inc.

Ginisis employees take their own questions to the Insperity team directly. A benefits question, a payroll question or a question about what someone is entitled to goes to a HR specialist, which keeps those interruptions off Gorman’s calendar entirely.  Insperity also brings partner companies together regularly, giving owners a chance to meet others running businesses of a similar size. Gorman uses those events the way he uses any gathering of business owners: comparing notes on how other companies operate.

THE RESULTS

Less time on admin means more time focused on growth

Time on business development

Federal contracts are awarded on published schedules, and companies that want them have to track those schedules. Gorman researches which contracts are up for award, when the current ones expire and which companies hold them now, then decides which are worth pursuing. He does that research himself, and with Insperity supporting the HR administration side, those hours are available to him. 

Ginisis has grown from one person to about 50 across five states, and Gorman is pursuing more.

Competing for talent against much larger companies

Ginisis competes against larger companies for the same talent. “Every day you go to a meeting, there is every company in the room, and most of them are bigger and have more than you have,” Gorman said. 

Since he cannot always win on pay, Gorman built an offer around what a company his size can give an employee: direct access to leadership, a team that spends time together and events he runs throughout the year. 

“We play together, we stay together.”

Errol Gorman
CEO and President
Ginisis Group, Inc.

Gorman describes what he wants an employee to be able to say about working at Ginisis: that they like the team they work with, the access they have to leadership and the events the company puts on. “I like for people to be able to get up in the morning and say, I want to go to work because I like what I do and I like who I’m doing it with.”

LOOKING AHEAD

Support that scales as the company enters new states 

Ginisis will keep pursuing contracts wherever they are awarded, and each new state brings its own employment requirements. With Insperity supporting the HR compliance and administrative work, Gorman stays laser focused on business development, growth and his people.