Clarity before complexity.

ERP & CRM Consulting

Align your enterprise systems with the way your business operates.

ERP and CRM consulting establishes what your enterprise systems need to do for the business, and how they should be structured to do it, before implementation begins. That covers the process design, the data model, the integration boundaries and the platform decision itself.

We work through the areas where these systems most often go wrong: chart of accounts and dimension design that cannot answer the questions management asks; master data that three teams maintain differently; a sales process in CRM that does not match the order process in ERP; and reporting requirements discovered after go-live.

• Current-state process and systems reviewWhat you run today, how it is used, and where it constrains the business.
• Requirements definition in business languageWritten so that finance, operations and IT can all agree what is being asked for.
• Platform evaluation and fit assessmentAn honest view of what standard functionality covers and what it does not.
• Target process and data model designIncluding dimensions, master data ownership and integration boundaries.
• Implementation planning and readinessScope, sequence, effort and the decisions that must be made before build starts.

Business Process Reengineering

Redesign inefficient processes to improve visibility, productivity, and operational performance.

Business process reengineering helps organisations identify inefficient workflows, redesign operations, and improve how people, systems and information work together. The distinction that matters: it does not automate the current process. It asks why each step exists at all.

Most long-running processes accumulate steps that made sense once — a reconciliation added after an error in 2016, an approval introduced when a system could not enforce a limit, a spreadsheet that bridges two applications nobody ever integrated. Automating those steps preserves them. Reengineering removes them.

• End-to-end process mappingFollowing the work across departments rather than stopping at each team’s boundary.
• Handoff and delay analysisIdentifying where work waits, and what it is waiting for.
• Control reviewSeparating approvals that manage genuine risk from those that add delay without adding control.
• Target operating process designA redesigned process with clear ownership, exception handling and measurement.
• Change and adoption planningWhat has to happen to the roles and the training, not only to the system.

Microsoft Dynamics 365 F&O Advisory

Plan and optimise your Dynamics 365 Finance & Operations journey with experienced consulting expertise.

Advisory work specific to Dynamics 365 Finance & Operations — whether you are deciding if it is the right platform, planning a migration from AX, recovering an implementation that has drifted, or trying to work out why a live system is not delivering what was expected.

Because F&O is a large product with strong opinions about how processes should run, most of the value here comes from deciding early where to adopt the standard model and where a genuine business requirement justifies extending it. That decision, made well, is the single biggest influence on what the system costs to own over the following five years.

• Fit-gap assessmentWhere standard F&O meets your requirements, and where it genuinely does not.
• Migration assessment from AX 2009 / AX 2012What can carry across, what must be rebuilt, and what should be retired.
• Implementation health reviewAn independent read on scope, architecture and delivery risk on a programme already underway.
• Licensing and environment planningSizing, environment strategy and the cost model over time.
• Optimisation of a live systemAddressing performance, process fit and adoption after go-live.

Enterprise Technology Strategy

Make confident technology decisions that support long-term business growth.

Strategy work for organisations facing decisions with a long shadow: consolidating systems after acquisitions, deciding what to build versus buy, planning a move off ageing infrastructure, or setting the direction for the estate over the next three to five years.

We keep this practical. A technology strategy that cannot be turned into a funded sequence of projects is not a strategy — it is an opinion.

• Application portfolio reviewWhat you run, what it costs, what it duplicates, and what should be retired.
• Build, buy or configure analysisWith the total cost of ownership and the maintenance burden made explicit.
• Architecture directionIntegration patterns, data ownership and where the system of record for each domain sits.
• Investment sequencingWhat to do first, what depends on it, and what can safely wait.
• GovernanceHow decisions get made and reviewed once the strategy is live.

Digital Transformation Roadmaps

Turn a broad ambition into a sequence that can actually be delivered.

A roadmap is where transformation programmes most often go wrong — not because the destination is unclear, but because everything is scheduled to happen at once, dependencies are discovered late, and the business has no capacity to absorb the change at the rate the plan assumes.

We build roadmaps that account for delivery capacity, business change capacity, and the dependencies between workstreams — and that produce something useful at the end of each phase rather than only at the end.

• Phased delivery planEach phase independently valuable, so the programme can pause without stranding investment.
• Dependency and risk mappingTechnical and organisational, surfaced before they become schedule problems.
• Capacity assessmentWhat your teams can realistically absorb alongside running the business.
• Investment profileCost and benefit spread across the phases rather than presented as one number.
• Measurement frameworkHow you will know each phase worked.

Technology Assessment & Optimisation

Review what you already run, and where it is holding the business back.

Not every problem needs a new platform. A significant proportion of the value we find is in systems the organisation already owns and is not using well — configuration that never matched the process, integrations that fail silently, reports nobody trusts, or licences being paid for and not used.

An assessment establishes what is actually true about the current estate, and produces a prioritised list of changes ranked by effort against benefit.

• System and configuration reviewHow the platform is set up against how the business runs.
• Integration and data quality reviewWhere information breaks down between systems.
• Performance and scalability assessmentWhether the current design will hold as volumes grow.
• Cost and licensing reviewWhat is being paid for, and what is being used.
• Prioritised remediation planOrdered by benefit against effort, with quick wins identified separately.