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Industry SolutionsFind the right solution for your businessFrom Business Requirement to a Production System People Can Actually Run
A successful implementation is not measured by how many modules were configured. It is measured by whether the solution can reliably run your business — processes working end to end, master data controlled, integrations reconciling, reports that can be trusted and a business that can operate confidently the week after go-live.
End-to-end delivery across Finance, Supply Chain, Business Central, Sales, Field Service, Project Operations and Commerce — with the integrations and data behind them.
Many implementations begin with “show us how this module works.” We prefer to begin with “show us how your business works.”
If finance, supply chain, sales, service, projects, commerce, data and integrations are designed independently, the business receives several configured applications. Designed together, it receives one operating solution.
Financial management, payables, receivables, budgeting, cash, fixed assets, project accounting, tax and reporting.
Explore →Procurement, inventory, planning, manufacturing, warehouse management, quality, asset management and logistics.
Explore →Finance, purchasing, sales, inventory, projects, manufacturing, warehousing and service for growing organisations.
Explore →Lead and opportunity management, pipeline, sales automation, forecasting, AI and customer engagement.
Explore →Work orders, scheduling, customer assets, preventive maintenance, inspections, inventory and mobile execution.
Explore →Project sales, estimates, contracts, resources, time, expenses, project accounting, billing and profitability.
Explore →Store Commerce, POS, e-commerce, B2B, pricing, promotions, loyalty and omnichannel fulfillment.
Explore →Power Apps, Power Automate, Power BI, Dataverse and secure Azure integration around the core applications.
Explore →Nine stages. Select any one to see what happens there and what you receive from it.
Understand
Understand how the business actually operates — where controls fail, where spreadsheets fill gaps, which processes differ by entity, and which legacy habits should not be carried forward.
Deliverables from this stage are listed above and carried into the next.
Microsoft structures implementation as Discover, Initiate, Implement, Prepare and Operate. Our methodology follows the same principles, adapted to the size, complexity and risk of each engagement — see Microsoft’s implementation guidance.
Every requirement is pushed down this ladder before anyone writes code. Development is the last option, not the first.
Is it legally required? Does it create measurable business value? Can standard functionality achieve most of it? Could Power Platform solve it more cleanly? Does another system already own this process? And — the question most often skipped — how will this extension be maintained after every Microsoft release?
Discovery is not collecting a list of requirements. It is understanding how the business operates today, where controls fail, and which legacy processes should not be carried forward at all.
Without this, a requirement quietly becomes a customisation — then more code, more testing, more maintenance and more upgrade risk.
The discipline is distinguishing genuine business value from legacy habit — and recording which of the two every decision was.
These five areas cause most implementation failures. Open any one to see how we approach it.
Dynamics 365 rarely operates alone. A real implementation connects it to banks, payroll, HR, payment gateways, e-commerce, tax platforms, logistics providers, WMS, MES, vendor and customer portals, legacy ERP and data warehouses.
An integration is complete when the business transaction is created, failure can be identified and corrected, and both systems can be reconciled — not when the endpoint returns 200.
Migration is one of the highest-risk parts of any Dynamics implementation. Configuration data and migration data are planned separately, and both are mapped, tested, validated and rehearsed before cutover.
The partner can migrate data. Only the customer can confirm the business data is correct — so ownership stays joint, and sign-off is explicit.
Dynamics security should follow business responsibility: job roles, duties, privileges, company access, segregation of duties, sensitive information, approval authority, administrator access, integration users and service accounts.
The same user should not perform every step simply because it is technically possible. Segregation of duties is a design decision, not an audit finding.
Testing belongs in the project from early on rather than as a final activity. Each layer answers a different question, and the exceptions matter more than the happy path.
In procure-to-pay we do not only test PO → receipt → invoice → payment. We test partial receipt, over and under delivery, price and quantity mismatch, invoice without receipt, returns, credit notes, prepayments, rejected workflow, payment reversal, cancelled orders and integration failure.
A detailed cutover strategy is written, rehearsed, validated and signed off before execution, with responsibilities assigned and production readiness confirmed.
Readiness means SIT and UAT complete, critical defects resolved or formally accepted, migration rehearsed, cutover approved, users trained, security ready, integrations validated and the support model already active.
Most partners describe what they will do. These are the artefacts you end up owning.
The approved architecture — applications, organisation model, data, integration, security and environments.
Every requirement classified: standard, configuration, process change, extension, integration or out of scope.
Controlled system setup, traceable back to an approved business requirement.
Every interface with source, target, frequency, identifiers, error handling and reconciliation.
Objects, ownership, mapping, cleansing, migration cycles and business sign-off.
SIT, UAT, migration, performance, security and regression scope with acceptance criteria.
The production transition sequence, rehearsed before it is executed.
The post-go-live operating model, issue classification and escalation path.
Implementing Dynamics 365 for the first time, with no legacy Dynamics environment to carry forward.
Replacing older ERP, CRM, accounting, warehouse, service or retail systems with Dynamics 365.
Modernising AX 2009 or AX 2012 environments into current Dynamics 365 architecture.
Moving NAV environments to Business Central where that is the right fit.
Moving older Dynamics CRM or another CRM platform to Sales, Customer Service or Field Service.
Redesigning a Dynamics environment made unworkable by excess customisation, weak process design, bad data or poor adoption.
CurrentFinance software, a separate inventory system, production planning in Excel and manual approvals.
ScopeFinance, procurement, inventory, planning, manufacturing, warehouse, quality and Power BI on Finance + Supply Chain Management.
Urewa focusEvery physical transaction has a correctly designed financial outcome.
CurrentAccounting software plus a wall of spreadsheets.
ScopeBusiness Central across finance, sales, purchasing, inventory, manufacturing and reporting.
Urewa focusLegacy complexity is left behind rather than imported into a simpler cloud solution.
CurrentSales commitments and delivery economics live in different places.
ScopeSales + Project Operations + Finance: lead, opportunity, quote, project, resource, time and expense, billing, revenue, margin.
Urewa focusWhat was sold and what gets delivered finally agree.
CurrentCustomer, asset and service history scattered across systems.
ScopeSales + Field Service + ERP: customer, asset, service request, work order, technician, parts, completion, invoice.
Urewa focusA complete service-to-cash architecture rather than a dispatch tool.
CurrentStore and online operate as separate businesses with separate inventory.
ScopeCommerce + Supply Chain + Finance: product, pricing, channels, inventory, order, fulfillment, payment, posting.
Urewa focusThe customer promise matches inventory and accounting reality.
Business direction and major decisions.
Plan, scope, risks and dependencies.
End-to-end solution integrity.
Business-process design.
Extensions, interfaces and technical architecture.
Migration ownership.
Business decisions and acceptance.
Validation and adoption.
We understand end-to-end transactions before anyone opens a setup form.
Major design decisions are made and owned before code starts.
Customisation requires justification, not just a requirement number.
Migration is not postponed to the final month of the project.
Interfaces ship with monitoring, retry and reconciliation built in.
Partial receipts, mismatches, reversals and failures — not only the happy path.
Production migration is practised before it is performed.
Key decisions have accountable owners, recorded outside meeting notes.
Participation in process decisions, master-data ownership, requirement validation, UAT, cutover, training, change management and sign-off. Implementation cannot be fully outsourced, because your organisation has to own the future operating model — we can build it, but we cannot decide how you want to run.
Target business processes are documented
Process owners have been identified
We know which legacy systems will remain
Master data is reasonably clean
We know which historical data must be migrated
Critical integrations have been identified
Reporting requirements are documented
Roles and approval responsibilities are agreed
Business users can participate in testing
Key customisations in the current system are identified
Senior management can make timely design decisions
There is a realistic cutover window
Internal resources are allocated to the project
Training is included in the project plan
There is a post-go-live support strategy
Answer all fifteen to see where your implementation risk sits (0/15 answered).
It depends on applications in scope, legal entities and countries, process complexity, data migration volume, integrations, customisation and how quickly the business can make decisions. A credible timeline comes out of discovery — a partner quoting a duration before understanding your processes is guessing.
Yes. Microsoft's guidance structures implementation as Discover, Initiate, Implement, Prepare and Operate, with end-to-end business processes as the framework for defining, designing, building and testing. Our methodology follows those principles while adapting delivery to the size, complexity and risk of each engagement.
As little as genuinely justifies itself. Every requirement is assessed against standard functionality, configuration, process redesign, Power Platform, integration and only then extension. Microsoft's own cloud guidance warns against carrying traditional over-customisation habits into cloud implementations.
It is shared. We profile, map, transform, load and reconcile — but only your business can confirm the migrated data is correct. That sign-off is explicit, and it happens across several migration cycles rather than once during cutover week.
We run a reimplementation assessment. Environments become unworkable through excess customisation, weak process design, bad data, poor adoption, failed integrations or weak reporting. Sometimes redesign is more effective than continuing to add fixes.
Yes, and it often reduces risk where organisational readiness is limited — for example finance first, then procurement and inventory, then manufacturing, then sales, service and analytics. The phasing has to respect process dependencies rather than just splitting modules.
Participation in process decisions, master-data ownership, requirement validation, UAT, cutover, training, change management and sign-off. Implementation cannot be fully outsourced, because your organisation has to own the future operating model.
Hypercare first — daily issue review, incident management, data corrections, integration monitoring and reconciliation support, with issues classified as defect, configuration, data, training or change request. Once stable, responsibilities transition into a sustainable managed support model.
Yes. The critical discipline is distinguishing the global template — what should remain common — from genuine local requirements such as statutory, tax and language needs. Without that separation, a rollout becomes several unrelated implementations.
Implementing Dynamics 365 for the first time, replacing a legacy ERP, migrating from AX or NAV, replacing another CRM, reimplementing an unsuccessful Dynamics solution, consolidating systems or preparing a global rollout — we design and deliver it from discovery through production stabilisation.
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