Real Problems. Real Systems. Measurable Results.

A public investment management company needed to split into two independent public entities in 90 days to meet an SEC filing deadline. The project required preserving all historical transactions, documents, and approvals across both entities while maintaining full GAAP compliance.

A national franchiser was manually processing weekly payments across 250+ franchisees with no mechanism for corrections or reversals at scale. Multiple distinct payment streams including R&D, Advertising, and a company charity each required accurate recording against both the parent company and the applicable subsidiary.

A financial services company managing aviation assets had no connection between lease contract data, airframe and engine maintenance records, and their deal acquisition pipeline. Each system operated in isolation, creating blind spots across the asset lifecycle.

Six weeks before go-live, the vendor demonstrated a global jewelry and watch inventory search that took over 2 hours to run. The business required data no older than 15 minutes. With go-live approaching, waiting for the vendor was not an option.