THE PROBLEM
The season does not arrive evenly.
Demand at a TPA is lumpy. Most calendar-year plans need the same steps in roughly the same months: request the year-end census, scrub it, determine eligibility and entry dates, run nondiscrimination and limit testing, calculate employer contributions, prepare the Form 5500, review the results and deliver the package to the sponsor. When dozens or hundreds of plans move through those steps together, small delays stack up.
A late census from one sponsor pushes testing back. A failed ADP test adds a round of corrective work. A consultant who owns too many plans becomes the bottleneck for all of them. By the time anyone notices, the extended filing deadline in mid-October is close and the only option left is overtime.
The underlying issue is usually visibility, not effort. Status lives in spreadsheets, inboxes and people's heads, so the owner of the practice cannot tell where the backlog is forming until it has already formed.
- Projects stall on missing data, and nobody sees the stall until a deadline is close.
- Work concentrates on a few people while others have room to help.
- Status meetings replace the work they are meant to track.