A custom fabrication business had strong craft capability and disconnected systems — sales, execution, and reporting each running in their own tools. As volume grew, so did the gaps between them. We defined and built one operating architecture from quote through production to finance.
The company operated with strong craft capability but disconnected systems, managing sales, execution, and reporting in parallel tools. Leadership needed one operating model linking commercial commitments to execution capacity and financial outcomes.
First the target operating architecture — ownership boundaries, data contracts, and which function gets released in what order. Sequencing was the hard part, not the software.
Then integrated workflows across quoting, scheduling, execution, inventory, and finance, with automation shaped to each role rather than one generic flow.
Then monitoring cadences, SOPs, and onboarding playbooks, so system behaviour stayed stable after rollout.