Navigating global mobility requires balancing compliance with business strategy while staying ahead of regulatory changes. As a global mobility leader, Tosin ensures that talent moves smoothly while mitigating immigration, tax, and compliance risks. In this interview, Tosin shares insights on how organizations can effectively manage vendor partnerships, structure mobility programs, and anticipate future challenges.
Q: To start, could you introduce yourself and tell us about your role?
Tosin: Absolutely. I see my role in global mobility as a balance between compliance and business strategy. On one hand, we have all these external factors—immigration policies, tax laws, social security frameworks—that drive mobility decisions, and on the other, we have internal business needs and expectations. My job is to navigate that balancing act.
One of the key things I always remind HR and business stakeholders is that external factors will always drive mobility, no matter how much we plan internally. Colleagues in other departments see the world through their lens of deliverables, revenue, and operational goals, but from a mobility perspective, staying on top of evolving external conditions is critical.
Q: What are some of the most common compliance risks you face in managing global talent mobility, and how do you prioritize them?
Tosin: Like most mobility professionals, immigration compliance comes first. That means ensuring employees have the right work authorization before they move. Corporate tax is another big one—cross-border risks are more complex than people realize, even in large organizations with a global presence. Tax regulations around cross-charging, transfer pricing, and entity structuring can make or break an assignment.
There was a case where, on paper, an employee could work in another country, but when I looked deeper, I realized the tax implications were a problem. The company had no mechanism to cross-charge costs, meaning the employee’s presence could create a permanent establishment risk. My first step was to loop in corporate tax to do a deep dive, and ultimately, we had to stop the move because the risk outweighed the business benefit. It obviously wasn't the resolution that business was looking for, but the most important thing in any situation is to mitigate risk - which we did by highlighting the issue.
Q: How do you ensure that your global mobility programs meet compliance requirements across different regions?
Tosin: Gosh, it's a tall order! There are three pillars to making compliance work: education, collaboration, and external expertise.
- Education – HR and business leaders need to understand compliance risks as soon as possible.
- Collaboration – I work closely with teams like corporate tax. When I first started, I didn’t have strong relationships there, but over time, I made a point to engage them frequently. We now have a lot of fun and jokes between us that really help us get what we need from each other. It's like a marriage made in heaven!
- External Expertise – We rely on vendors to get everything done. Immigration, tax, and employment law are complex, and it’s impossible to know everything. Having trusted external partners ensures we get the right guidance when things get technical.
Q: What role do technology and tools play in helping you manage compliance risks?
Tosin: Internally, we track a lot of things manually, which means our due diligence is quite hands-on. When we receive a request for an employee to move, the mobility team does an initial risk assessment before escalating complex cases. If costs are involved, we flag them early to the business.
For compliance, we have third-party vendors who manage immigration, tax, and relocation services. They use technology to track visa expirations, flag compliance risks, and automate reporting. But internally, we handle the initial review before deciding whether to engage our external partners.
Q: When do you decide to outsource versus handling a task in-house?
Tosin: We manage high-level guidance in-house, like processing timelines and basic work permit eligibility. But when things get technical—especially for region-specific immigration policies or complex tax implications—we rely on external experts.
We also use a relocation management company (RMC) for the logistics of physical moves. Compliance aspects like immigration and tax are handled by third-party specialists who provide tailored advice when needed.
Q: When you engage external vendors, do cost or expertise influence your decision more?
Tosin: Both are important, but in global mobility, compliance comes first, cost second—even though for the business, it’s often the other way around! I call it the “Two Cs”:
- Compliance – If a move isn’t compliant, cost doesn’t matter because it won’t happen.
- Cost – Once compliance is secured, we assess whether the move is financially viable.
For example, if an employee has dependents, the business must decide whether to cover those additional costs. But when it comes to work permits, that’s non-negotiable—the business must support those expenses because it’s a legal requirement.
Q: What are some of the biggest cross-regional regulatory challenges you face?
Tosin: Europe alone is complicated—some countries require work councils, others don’t. Some have strict notification rules for posted workers, while others are more relaxed. Then there’s the Middle East and Africa, which have their own unique legal frameworks. Local knowledge is key—I work closely with local HR teams because they know the nuances better than anyone.
Another challenge is the constant change in regulations. Policies around tax, visas, and remote work are evolving quickly, and businesses need to stay ahead of these shifts. That’s why I invest time in industry webinars and networking—it’s the best way to stay informed.
Q: How do you balance having a global mobility policy that is both consistent and flexible?
Tosin: We use a core-flex model. The core policy covers compliance-driven elements—work permits, tax obligations, and social security contributions. The flexible part allows business units to decide on additional support, like relocation allowances or family benefits.
This structure provides consistency while allowing for regional and business-specific adaptations. It also helps manage costs— the businesses only pays for the additional support it chooses to offer.
Q: What new challenges do you anticipate in the coming year, and how should vendors adapt?
Tosin: The biggest challenge is uncertainty—economic shifts, geopolitical issues, and social policy changes are all making long-term workforce planning difficult. Vendors need to be agile and proactive—we don’t just need services, we need insights.
For example, if immigration laws change or a region introduces a new tax policy, I expect my vendors to flag it immediately. That kind of proactive support helps us plan ahead rather than react.
Caroline: Thank you for your time and insights, Tosin!
Tosin: My pleasure! Thanks for having me.
Key Takeaways for Global Mobility Professionals
- Compliance is non-negotiable – Immigration and tax regulations drive global mobility decisions, making proactive compliance planning essential.
- Collaboration with corporate tax and legal teams is critical – Strong partnerships ensure cross-border risks are assessed early.
- Technology can enhance compliance tracking – Automation and reporting tools help manage visa expirations, tax risks, and employee movements.
- A core-flex model balances structure and adaptability – Core policies provide consistency, while flexible options allow for regional and business-specific needs.
- Proactive vendor partnerships drive success – Businesses need vendors who provide strategic insights, not just services, to anticipate regulatory changes.
By implementing these strategies, organizations can create agile, compliant, and cost-effective global mobility programs that support long-term business growth.