Technology companies outgrow their finance and CRM stack faster than anyone plans for. The systems that carried the first thirty customers rarely carry the next three hundred, and the failure is gradual enough to normalise.
What the work is for
Subscriptions, usage and contract changes handled by the platform rather than by a billing spreadsheet.
Performance obligations, allocation and timing applied from the contract record.
Opportunity, order, provisioning and invoice on one chain, so revenue can be traced back to the deal.
Renewal, upgrade, downgrade and churn as defined events with owners rather than calendar reminders.
Recurring revenue, retention and cohort views produced from the ledger rather than assembled for a board pack.
New entities, currencies and tax positions added as configuration rather than as a project.
Sector capability, not a client reference. This page describes work we do in this sector. It names no client and claims no result, because those belong with an engagement. Delivered work carries the 6 engagements we can show you, with the numbers as measured.
Who has to agree
A programme like this is signed off by six or seven people who do not share a definition of success. These are the questions each of them tends to arrive with.
Recognition that stands up to audit, and a close that does not slow as the contract book grows.
One chain from opportunity to invoice, without a reconciliation step in the middle.
Provisioning and entitlement driven by the same record as billing, on a real interface.
Entitlement, usage and renewal date in one place, visible before the conversation.
A platform that takes new products and pricing without a code change.
Metrics that come from the system and reconcile to the statutory accounts.
How the programme splits
Related
Other sectors
