Jeremy Bilsky

Managing VP & General Manager

Jeremy first joined Advance Partners in 2004 and took the reins as Senior Director and General Manager for the company in 2019. In 2024, he became Managing VP & General Manager for the entire Paychex Funding Solutions business unit, overseeing Paychex’s funding arm.

As the leader for Advance, Jeremy has overall P & L responsibilities for the business, which has grown tremendously since the start of his tenure as senior leader. He prides himself on the Advance Team he partners with everyday, focusing on their growth and success while empowering them to offer guidance and vision that will define the future trajectory of the company.

Jeremy’s leadership style is heavily focused on teamwork and maintaining a great company culture, both of which he is extremely proud of when reflecting on his two decades with the company.

“We are true to our company values, both those we established before joining the Paychex family in 2015, and then intertwined with the values of our incredible parent company. They fit together like a perfect puzzle; it’s those values which have driven our success and will continue to drive our success into the future”.

Jeremy talks frequently about our business being a relationship business, grounded on developing trust and partnership with our clients: “Our Team hears me frequently say that the key to building long-lasting, mutually beneficial client relationships is finding ways to make our client partnerships feel anything but transactional. That requires effort, compassion and alignment on what is important. We truly care about the businesses and people we support, from the owners of the business to their in-house staff and perhaps most important, the hundreds of thousands of temporary staffing professionals that we help in the process through our various services. Being a part of something bigger than just Advance’s success is an amazing thing that I do not take for granted and I know our great Team is like-minded.”

One of Jeremy’s proudest achievements at Advance is bringing his commitment to the Cleveland Food Bank to the company. He volunteers there as often as he can, and after sharing his passion for the organization with coworkers, others began joining him to help support Northeast Ohio’s food insecure population. Advance has always been committed to philanthropic efforts in our community, which is a further demonstration of our values.

Jeremy is a member of the Cleveland Food Bank’s Finance Committee, as well as the Cleveland chapter of Young President’s Organization (YPO). When he is not working, volunteering or playing baseball, he loves spending time with his family and supporting the Cleveland Guardians, Cavaliers, Browns, and his alma mater, the Indiana Hoosiers.

Favorite food: “Wake & Bacon” sandwich at Melt Bar & Grilled (Cleveland)

Favorite movie: The Fugitive

Favorite hobby: Skiing

Read Insights from Jeremy Bilsky
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    Winning the Enterprise Contract Is Just the Beginning: The Hidden Capital Strain of Fortune 500 VMS Programs

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  • The Hardest Call in Security: Passing on a Profitable Contract Because You Can’t Fund Payroll

    The call comes in: an enterprise property group needs 30 armed officers across five new locations starting next Monday. It’s a game-changing contract, the kind that can transform your security firm’s entire year. The revenue potential is massive—until your CFO points out that funding six weeks of officer payroll out-of-pocket before the first client payment…
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  • What Lenders Look for When Funding Staffing & Recruitment Agencies

    What Lenders Look for When Funding Staffing & Recruitment Agencies When a staffing firm seeks funding, lenders and financing partners look past the top-line revenue and focus on one thing: risk. The staffing industry’s unique business model—with its weekly payroll obligations and long client payment cycles—presents a different risk profile than almost any other business….
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  • When Success Causes Friction: The Limits of Traditional Bank Financing for Fast-Growing Staffing Firms

    Your enterprise staffing firm just secured a transformative contract—a multi-year agreement to place 300 healthcare or IT contractors. It’s the kind of win that defines a company’s trajectory. You call your commercial banker to discuss the working capital needed to support the massive increase in weekly payroll, only to be told your line of credit…
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  • The Hidden Challenge of Security Operations: Managing the Back Office

    The Hidden Challenge of Security Operations: Managing the Back Office Winning a contract for 50 armed officers across multiple commercial facilities is a victory—until the back-office reality sets in. Managing complex shift differentials, state-by-state guard card compliance, overtime rules, and weekly payroll can quickly overwhelm an agency’s administrative team. Many security business owners start out…
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  • When Winning Big Threatens Your Bottom Line: The Cash Flow Challenge of Security Volume Spikes

    When Winning Big Threatens Your Bottom Line: The Cash Flow Challenge of Security Volume Spikes Picture this: An unexpected storm hits in the Southeast, creating an emergency demand for 200 security officers across retail and critical infrastructure sites. The holiday shopping season requires you to triple your unarmed guard posts overnight. The revenue potential is…
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    The Risk of Leveraged Funding: Why Your Partner’s Cost of Capital Limits Your Growth

    The Hidden Ceiling: How Your Funding Partner’s Capital Structure Dictates Your Growth Picture this: Your staffing firm just landed a massive account—a 500-contract-worker deployment for a Fortune 500 client. You call your payroll funding provider to increase your credit line, only to hear the words that can stall a business in its tracks: “We can’t…
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  • Disaster Recovery Team

    The Calm Before the Storm: Financial Preparedness for Hurricane and Wildfire Seasons

    Staffing firm owners have, on average, about 15 million things on their plate. It’s no wonder marketing sometimes takes a backseat. With lean staff and budgets, and time constraints, it’s often the first thing to get cut. You’ll get more business, you might think, by just focusing on sales.
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  • FEMA & Utility Staffing Contracts: Financial Best Practices

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  • Managing Cash Flow Disaster Staffing Surge

    Staffing firm owners have, on average, about 15 million things on their plate. It’s no wonder marketing sometimes takes a backseat. With lean staff and budgets, and time constraints, it’s often the first thing to get cut. You’ll get more business, you might think, by just focusing on sales.
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    How to Calculate the Ideal Working Capital Ratio for Staffing Firms

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  • Net 30 vs. Net 60 vs. Net 90: How Payment Terms Impact Staffing Agency Growth

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