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CASE 3 — ERP–CRM–PSA - IMPLEMENTATION 

The company wanted to clarify the information flows of finance, sales, and production and create a unified architecture. Tervahauta Consulting carried out the needs assessment, system comparison, implementation, and change deployment.

The case pages are intended as a work sample portfolio. Behind them are real companies, but for confidentiality reasons, names and other identifiable details have been changed.

 

ROLE AND BACKGROUND

  • requirements gathering and specification
  • comparison and selection of systems
  • coordination of implementation
  • design of integrations
  • reconstruction of processes
  • training and rollout
 

what was done

Before making system choices, it was important to understand how finance, sales, and production were actually interconnected on a daily basis. The existing systems were Procountor for finance, Toggl for time tracking, Pipedrive for sales, Click2Contract for contract management and Excel for project management tasks.

The issues with technology were merely surface symptoms: the root cause was the fragmentation of information, unclear processes, and the fact that no one could see the whole picture from one place.

Once the overall structure was modeled, solutions could be built step by step: first clarity on needs, then the right tools, and finally a daily routine that operates without manual adjustments.


1) AS-is analysis AND DESIGN OF ARCHITECTURE

  • Current situation assessment: the overall chain of sales, finance, projects, and resourcing
  • Analysis of deficiencies: data flows, manual work, utilization rate, interfaces
  • Comparison of different tools (ERP, CRM, PSA) to business needs
  • Options for decision-making basis + cost-benefit analysis
  • Definition of the target state: what one system solution resolves, what it must bring into everyday life


→ We chose Koho (PSA+contracts), Netvisor (finance) and Pipedrive (CRM), and phased out Procountor, Toggl, Click2Contract and Excel.

2) COORDINATION OF IMPLEMENTATION AND RESTRUCTURING OF PROCESSES

  • Clear implementation project plan and schedule
  • Definition of roles and responsibilities for system owners
  • Building the Koho operating model: projects, resources, time tracking, capacity  
  • Clarification of the CRM pipeline and definition of sales stages
  • Defined which fields will be used in Pipedrive  
  • Establishing the connection between finance and PSA (hours → billing → margin)  
  • Training for the team and ensuring usage in daily operations

3) INTEGRATIONS, AUTOMATIONS, AND DATA

  • integrations between financial, sales, and project systems
    automations to reduce manual work (hours, invoicing, quotes, projects)
  • slack-automations (important especially for sales)
  • consistent reporting structure for management and teams
  • correction of implementation errors, cleaning up the data model, standardizing basic settings
  • centralizing information — aligning sales, resource allocation, and finance

RESULTS AND IMPACT

  • The company gained a clear view of sales, resource allocation, finance, and projects for the first time.
  • Manual work decreased, correction cycles were reduced, and profitability and billing rates improved as data flowed correctly and processes became standardized.
  • Everyday work became smoother. Projects progressed without constant inquiry, and management was able to make decisions based on real-time, reliable data.
 

Sounds good?

I am currently open to recruitment discussions and looking for a permanent position.


📧  kaisa [a] kaisatervahauta.fi
🔗 LinkedIn

 
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