CRM, ERP & business systems

It depends on where the work actually jams. If enquiries slip away and nobody can see which stage a deal is sitting at, CRM is the place to start; if stock, finance and sales figures never agree, it is more sensible to come in from the ERP side. In the first conversation we look at how you work today and say plainly what you need now and what can wait — starting with the most painful part is usually cheaper and less risky than building everything at once.

Above all, one person who genuinely knows the process — who does which step, and where each document comes from. Beyond that we need your existing data (a spreadsheet, an off-the-shelf program, even paper notes — the format doesn't matter) and access to the channels we'll connect. Having the decision-maker in the key discussions, even briefly, is what speeds a project up the most.

No. We start by mapping what you already have: what works, what gets in the way, and what would be expensive to leave behind. Whatever works stays and is connected to the new system; we replace only what is genuinely holding you back. The switch happens in stages, so your team never arrives one morning to screens they have never seen.

Before we build, we agree on a handful of measurable things — how many enquiries arrive through each channel, how long a deal sits at each stage, whether stock and finance still disagree. The answer comes from the system's own data rather than a report we write, and you can see it from day one. We don't promise a result figure; we promise the figures stop being invisible.

At handover your team is trained in its own language and keeps written documentation, so day-to-day work doesn't depend on us. After that, support and further development are agreed at whatever level suits you — an option, not a commitment. Because the code, the database and the accounts are yours, you can carry on in-house or with another provider whenever you choose.