Solutions · by function
Four teams.
One set of
records.
Finance, operations, revenue and IT are not asking for different data. They are asking different questions of the same data — and paying four vendors to keep four copies of it in sync.
The Monday question
Pick a team. Read what
they cannot answer today.
Between the teams
The handoffs stop
being handoffs.
Quote to cash crosses three functions. In a fragmented stack, each crossing is an integration with a schedule, a failure mode, and someone who owns the reconciliation.
A promise you can keep
The quote reads live availability and live credit exposure, so the delivery date a salesperson commits to is one operations can actually meet.
Revenue recognised as it is earned
Fulfilment writes to the same transaction the invoice derives from. There is no month-end exercise to work out what shipped and what was billed.
One owner per exception, not per system
When something breaks it appears once, in one queue, attributed to the step that failed — rather than as three unrelated alerts in three tools.
Software that fits the work
A generic module asks the team to work the way it was written. An application built for the job follows the process the team already runs, which is why adoption stops being a change programme.
Moving from
Three starting points.
Where you are now determines the sequence, not the destination. Each path ends with one system and a parallel run that proved it.
Replace the core, keep the calendar
The incumbent holds your ledger, so the sequence is finance-first. Model the chart of accounts, migrate open items and history, then run both systems through one or two full closes until they agree to the cent. The operational applications — the till, the routes, the roster — are separate decisions, taken once the ledger is trusted and not before.
Typical: 10–16 weeks to cutover.
Consolidate in the order that hurts
There is no single system of record to replace, so start where the reconciliation cost is highest — usually stock against invoicing. Adopt one application, prove it, retire what it replaces, and only then look at the next. Each step is a complete piece of work rather than an instalment towards a suite you have already paid for.
Typical: 6–10 weeks to first retirement.
Structure first, then automate
Spreadsheets encode real logic that nobody has written down. The first phase is reading them and turning that logic into approval thresholds, roles and workflows. Import is the easy part; agreeing on definitions is the work.
Typical: 4–8 weeks to live.
Next
Bring the team that
disagrees the most.
The most useful walkthroughs have finance and operations in the same room, working one process end to end until both sides accept the same number.