Executive Summary
Deel runs between 400 and 500 events per year across every continent. Before Sunday, each one triggered a new vendor search, a new round of logistics chaos, and a new invoice that no one could easily compare to the last. By centralizing production, storage, and global distribution through Sunday's platform, Deel reduced merchandise costs by 44% and recovered over 2000 operational hours per year, while delivering the same premium kit whether the event is in São Paulo, Singapore, or Stockholm.
About Deel
Deel is a global payroll and HR platform that lets companies hire anyone, anywhere. The company reached unicorn status faster than almost any business in its category, and that growth is reflected in its event calendar. With 400 to 500 events annually, ranging from small customer dinners to major industry conferences, branded merchandise is not a perk for Deel. It's an operational requirement, repeated hundreds of times a year, across a dozen time zones.
That kind of volume exposes every weakness in an ad-hoc approach. Deel found them all.
The Challenge: What 500 Events Actually Costs
The fragmentation tax at Deel showed up in four places.
Quality drift. With no single vendor managing production, merchandise quality varied event by event. An attendee at one conference might receive a hoodie that felt considered. Someone at the next got something that didn't make it past the first wash. For a company building a global brand, that inconsistency is a problem that compounds quietly.
Emergency pricing. Last-minute orders are the most expensive orders. Without a forecast or centralized stock, Deel teams were regularly paying urgency premiums, sourcing locally at short notice, absorbing shipping costs that no one had planned for, and accepting whatever quality was available in the timeframe.
