Digital transformation
Eighteen migrations, no days of production downtime. We replace core systems in increments that each pay for themselves rather than in one programme that must not fail.
30 minutes · no obligation · written scope estimate
18
Migrations delivered
0
Days of production downtime
16wk
Median increment length
Overview
Most transformation programmes fail because they are scoped as one enormous cutover. We break the estate into slices that can be replaced independently, sequence them so the riskiest slice is proven first, and run the old and new systems in parallel until the numbers reconcile.
This is for organisations where the core system is fifteen to twenty-five years old, the people who built it have left, and every proposed change is met with "we cannot touch that."
What we actually fix
Three problems, in the words clients use when they describe them to us.
The problem
“Nobody left here understands the system well enough to change it.”
What we do
We reverse-engineer the business rules from the data and the code, and write them down in a form your team can argue with before anything is rebuilt.
Result
Documented rules
The problem
“Every quote we get is for a two-year big-bang programme.”
What we do
The estate is sliced into independently replaceable components, each with its own business case, delivered in eight-to-sixteen-week increments.
Result
16 wk increments
The problem
“We cannot afford a day of downtime to cut over.”
What we do
Parallel running with automated reconciliation until the two systems agree, then a rehearsed cutover with a rollback point at every stage.
Result
0 downtime days
What you get
Each increment ships value and can be stopped without stranding the ones before it.
The knowledge that left with your last architect gets written down, in your language.
Old and new run together with automated reconciliation until finance signs off.
We commit to a date in week two, not in the proposal.
Handover starts on day one, not at the end.
Each slice has a measurable outcome agreed before it starts.
How we work
Durations are medians. Your assessment turns them into dates.
Two weeks inside your current environment with the people who run it, not a questionnaire.
Target state and a sequence that proves the risky parts first, signed off before build.
Increments demonstrated to your process owners every two weeks rather than reported on.
Handover with runbooks, or transition to our managed service against a written SLA.
Proof
Four plants ran four different systems. Consolidated reporting took a fortnight and finance had stopped trusting it.
0
Audit findings
46%
Faster customs clearance
They gave us a fixed go-live date in week two and hit it. What I actually valued was that the handover documentation was good enough that my team ran the second plant rollout themselves.
Nguyen Thi Lan
Chief Financial Officer, Trakhon Industrial
3days
Month-end close, down from 11
By capability
Each has its own page with scope, process, deliverables, and price signal.
Close your books in three days, not three weeks.
Make the systems you already own talk to each other.
Deploy on a Friday without anyone losing sleep.
A decision you can defend to your board.
FAQ
A rewrite replaces everything at once and is a single bet. We replace one component at a time, with the old system still running, so the programme can be stopped or re-sequenced at any point without stranding what has already shipped.
They usually are not. We derive them from the data and the code and write them down in the assessment phase. That document alone is often the most valuable artefact of the first eight weeks, and it is yours whether or not you continue with us.
Yes, and some clients do. Each increment is scoped so that it stands on its own and leaves the estate in a working state. That is the point of the sequencing.
Parallel running is time-boxed per increment and ends when reconciliation passes for two consecutive close cycles. We agree that exit criterion in the blueprint, before build starts.
Next step
An engineer, thirty minutes, and a straight answer about whether this is the right approach for you.
No sales sequence — one reply from an engineer.