Discuss your projectNumbers the leadership team trusts, built from ERP, CRM, and field records that agree. Dashboards refresh automatically, and every figure drills down to the record behind it.
COOs, CFOs, and operations leaders of multi-location or multi-system businesses, and the operating partners who ask them for numbers. The need usually surfaces after a growth spurt, an acquisition, or a board request that took three weeks to answer.
The workflow
The steps we see most often in this kind of operation.
Features
Keeps every agreed metric with its formula, its source systems, and its owner, so anyone reading a report can see exactly what a number means.
Pulls records from each connected system on a schedule, applies the same cleaning rules every time, and records when each source last refreshed.
Lets a manager click from a total to the orders, invoices, or jobs behind it, which settles most arguments about whose number is right.
Presents the same metrics filtered for each branch, region, or team, so every manager reviews their own operation against the definitions the group uses.
Sends the weekly operating pack and the period-end summary to the right people automatically, built from the same data the dashboards use.
Watches for missing loads, unusual volumes, and records that fail reconciliation, and alerts the data owner before a flawed number reaches a meeting.
Your first release
How the work runs
We start with the people doing the work and the systems around it, then write down the first release: what it includes, what it leaves for later, the integration decisions, and the acceptance criteria. Nothing is built until that scope is agreed.
We build in releases you can review as the work takes shape, using realistic data. Every release carries tests, a security review, and documentation. Integrations are tested against real records, with exceptions visible.
Your team receives the documentation, the runbooks, and the training to run the system, and we stay on for continued engineering when you want it.
Scope and price
Every project is priced from a written scope. These are the factors that move it most.
Each system feeding the shared data layer needs its own connection, field mapping, and reconciliation checks, so scope grows with every additional source.
Where departments already agree on what a metric means the work is direct, and where they disagree, facilitated decisions and documentation become part of the scope.
Reporting on history requires cleaning past records, mapping retired codes, and deciding how far back comparisons should reach, which adds data work before any dashboard.
A daily refresh for a leadership team is simpler than near-live data for many roles and locations, each with its own access rules and views.
Multi-branch distribution business
In a distribution business with several branches, fill rate and margin often mean something slightly different at each branch, and the finance lead assembles the operating report from ERP and warehouse exports by hand. The first release writes those definitions down once, connects the ERP and the warehouse system into a shared data layer, and flags orders that appear in one system but not the other. Each branch manager sees their branch, leadership sees the group, and every figure drills down to its orders. Payroll and time data can follow, so labor cost sits beside margin.
Questions
What buyers ask before a project like this starts.
Often the tool is fine and the data beneath it is not. The work here is connecting and reconciling the sources and agreeing definitions; your existing tool can present the result.
No. It combines what the ERP knows with what the other systems know. ERP reports stay useful for what lives entirely inside the ERP.
Reconciliation checks run with every refresh and put discrepancies on an exceptions list with an owner. A number that cannot be traced to its records does not get published.
Yes, when the definitions are shared. That is usually a second phase once two or more companies report the same way.
Usually a shared data layer of some kind, sized to the business. For many mid-sized companies that is a modest managed database rather than a large warehouse program. Where a warehouse already exists, the connected data and definitions are built inside it.
A named owner for each metric, usually in finance or operations, with a simple change process. Changes to a definition are recorded with the reason and the date they took effect, so past reports remain explainable after the business changes how it measures.
Yes. Budgets and targets are loaded as another source, by location and period, so each report shows actuals against plan with the variance calculated the same way everywhere. The budget owner updates them through a controlled upload or a simple admin screen.