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In a healthcare technology environment, equipment and the access that travels with it warrant a documented chain of custody. Interloop built asset lifecycle and employee transfer as first-class modules, each with an owner, a trail and a defined effect on the employee record.
Client
Phreesia
Location
Published
October 2026
Reading Time
8 min read
Implement Zoho People, Recruit and Payroll with two custom modules — a complete asset custody lifecycle and an approval-gated employee transfer process that propagates directly into the employee record — meeting the documentation standards appropriate to a healthcare technology environment.
Phreesia provides patient intake, access and revenue cycle technology to healthcare providers across the United States, supporting a platform used at scale in clinical settings. Its engineering and operations teams work with equipment and system access carrying documentation expectations that go beyond ordinary IT asset management. Phreesia engaged Interloop to implement Zoho People, Zoho Recruit and Zoho Payroll across the full employee lifecycle, including two custom modules: an asset management system covering the complete custody chain, and an employee transfer module that propagates approved changes into the employee record. Delivery ran across two phases with hypercare through go-live.
Asset tracking entered the scope as an administrative convenience — a register, so HR would know what had been issued to whom. The design conversation turned it into something more useful. A register answers what the organisation holds today. In an environment where system access travels with the hardware, the more valuable question is who was accountable for a given device over a given period — and answering that requires a history, not a snapshot. Building for custody rather than inventory was a modest change in scope and a substantial change in what the record could later be used for. Internal movement raised a parallel point. A transfer between teams or locations affects reporting, approval routing and payroll at once, and these were communicated as they arose rather than through a single structured step. Giving the transfer a form, an approval and a defined effect on the employee record made it a controlled event with one owner instead of a change that several people each had to act on.
Custody history rather than current holdings: A register shows what is held now. Establishing accountability for a device over a period requires issuance, holder and return to be recorded as a history.
Keeping an asset register usable as it grows: Without a controlled category layer, asset records accumulate free-text variation and become difficult to report on.
Transfers affecting several systems at once: A single transfer touches reporting line, location and payroll, which made a structured, single-owner process more reliable than parallel updates.
Asset visibility throughout employment: Asset holdings surfacing mainly at exit clearance left limited visibility during the period when the equipment is actually in use.
A clear boundary with IT service management: The client held IT service management capability. Building asset custody in HR required an explicit boundary so the two systems would not diverge.
Probation outcomes handled individually: Confirmation, extension and non-confirmation were each documented and tracked by hand.
Interloop followed a structured, eight-step implementation across two delivery phases — discovery and process analysis, a policy blueprint including an explicit HR-to-IT boundary document, dependency-ordered configuration, custom module development, a bounded verification period for the automatic record update, and go-live with hypercare. The two custom modules were the visible deliverable. The engagement's discipline showed in the boundary that was agreed before building, and in how the automatic record update was proven before it was relied upon.
Implementation Approach
This engagement sharpened a distinction Interloop carries into documentation-sensitive implementations: a register describes what is held, a custody record describes who was accountable and when. The second is the more useful artefact, and the difference in build effort is small when it is designed in from the start.
Designed for the question that gets asked later, not only the one asked today.
| Aspect | Before | After (Interloop) |
|---|---|---|
| Asset records | A view of current holdings | A custody history covering issuance, holder and return |
| Asset taxonomy | Free-text entry, variable over time | Governed by a controlled category layer |
| Internal transfers | Communicated as they arose, actioned by several people | A single approved event updating the employee record directly |
| Asset visibility | Concentrated at exit clearance | Visible throughout the employment period |
| HR and IT scope | Overlapping by default | Separated by a written boundary agreed before build |
| Probation outcomes | Documented and tracked individually | Three defined paths with generated letters |
A view of current holdings
A custody history covering issuance, holder and return
Free-text entry, variable over time
Governed by a controlled category layer
Communicated as they arose, actioned by several people
A single approved event updating the employee record directly
Concentrated at exit clearance
Visible throughout the employment period
Overlapping by default
Separated by a written boundary agreed before build
Documented and tracked individually
Three defined paths with generated letters
Before vs. After
Phreesia holds a custody record for every issued asset, processes internal transfers as approved events that update the employee record directly, and runs all three probation outcomes through automated, letter-generating paths — with a written boundary keeping HR and IT service management distinct. For Interloop, the engagement demonstrated end-to-end Zoho People, Recruit and Payroll delivery with custom module development in a healthcare technology environment, reinforcing the team's capability in documentation-sensitive HR architecture.
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