Twelve engagements across six IT disciplines and six sectors. Each one starts from a system that was getting in the way, and ends with something the client’s own team can run.
Filter by discipline to see the work in one layer of the estate, or read them as they came.
Showing 12 engagements across all six disciplines
Order intake, production planning and the customer record ran as three systems and a spreadsheet nobody owned. We rebuilt the path between them as a single flow, with CRM, ERP and EDI writing to the same order.
Loyalty, orders and service history sat in three platforms, so nobody could answer a simple question about a customer without opening all three.
Every new carrier meant another bespoke feed. The layer standardised the shape, so onboarding became configuration rather than a project.
Payer and clearinghouse traffic was being reconciled by hand. We onboarded the partners, mapped 837, 835 and 834 to HIPAA 5010, and put acknowledgement reconciliation where the team could actually see it.
The migration ran alongside the business rather than over one long weekend. Workloads moved in sequence, with access control, reporting and evidence for the auditors built into every cut-over.
Plant-floor services were released by hand, at night, by whoever was still awake. A pipeline with automated tests, staged environments and rollback moved that into working hours.
The remittance data was already arriving and nothing was reading it. A model over 835 history put recurring denial reasons in front of the billing team while the claims were still workable.
Pricing, rebates and freight lived in different systems, so margin was a month-end guess. One warehouse joined them, and the commercial team got the number on the order screen instead of in a report a fortnight later.
Customers were calling to ask for prices, stock and order status. The portal answers all three from the systems of record, so the routine questions stop arriving and the exceptions get the attention.
Operators recorded production on paper and someone typed it up the next morning. The app captures it at the line, queues when the signal drops, and reconciles when it comes back.
Interface failures were being discovered by the people waiting on the data. Monitoring, alerting and a runbook per feed moved that discovery back to us.
Support was split across three vendors and a rota nobody owned. We took the estate whole — platform, integrations and infrastructure — behind a single queue, published SLAs and a monthly improvement backlog.
Client names are withheld under NDA. Each entry describes the system, the sector and the outcome — the detail we can share without one.
Most engagements start inside one of these and end up touching two. They are staffed from the same bench, which is why a platform problem that turns out to be an integration problem does not become a second contract.
CRM and ERP made to fit the business, not the other way round.
Salesforce, Dynamics 365, NetSuite and SAP — implemented, migrated and customised until the platform matches how the company actually sells, plans and bills. Most of this work is undoing a configuration someone inherited.
The connective tissue between everything the business already bought.
Trading-partner EDI, API integration and healthcare interoperability, built as a layer with monitoring and acknowledgement handling — not as a folder of point-to-point scripts that only one person understands.
Where it runs, what it costs, and how it ships.
AWS, Azure and Google Cloud migration with the delivery pipeline that has to come with it. Environments, automation and monitoring are handed over rather than held, because a migration you cannot deploy to is a museum piece.
Models and dashboards put to work on processes you already run.
Data engineering first, then the analytics and the models on top of it — because a forecast is only ever as good as the pipeline underneath, and most stalled AI pilots are really stalled data projects.
Custom software for where the platform stops and the business starts.
Web and mobile applications, customer portals and modernisation work — built to be handed over with tests, documentation and a team that can carry it after we leave.
The part that starts the day after go-live.
Application support, cloud management and continuous improvement from one bench that knows the estate — measured against the outcomes agreed in discovery, not against ticket volume.
12 engagements, 6 disciplines, 6 sectors — Packaging, Ecommerce, Automotive, Healthcare, Banking, Manufacturing.
Tell us which of these looks like the problem you have. We will come back with the shape of the work, the people who would do it and a realistic sequence — not a sales deck.
