SELECTED WORK
The visible problem is rarely the whole problem.
The visible problem is rarely the whole problem.
Organizations experience fragmentation in different ways: unreliable forecasts, stalled implementations, revenue leakage, conflicting reports, or growth that becomes increasingly difficult to manage.
The work below began with different symptoms. In each case, progress started by establishing what was actually happening — and rebuilding from there.
Organizations experience fragmentation in different ways: unreliable forecasts, stalled implementations, revenue leakage, conflicting reports, or growth that becomes increasingly difficult to manage.
The work below began with different symptoms. In each case, progress started by establishing what was actually happening — and rebuilding from there.
Different technologies. Different functions. Different industries. The transformation began the same way: find the truth beneath the symptom.
Different technologies. Different functions. Different industries. The transformation began the same way: find the truth beneath the symptom.
Different technologies. Different functions. Different industries. The transformation began the same way: find the truth beneath the symptom.
01 / THE PATTERN
Different symptoms. One recurring failure.
Different symptoms. One recurring failure.
Different symptoms.
One recurring failure.
WHAT LEADERS SAW
Stalled ERP
Missing revenue
Unreliable pipeline
Growth inefficiency
WHAT WE FOUND
Systems didn't agree
Data lacked lineage
Workarounds became the process
Decisions lacked a shared baseline
WHAT CHANGED
Operating models aligned
Information became trustworthy
Automation became possible
Teams could act with confidence
02 / SELECTED TRANSFORMATIONS
02 / SELECTED TRANSFORMATIONS
Four transformations.
Four different starting points.
Four transformations.
Four different starting points.
Four transformations.
Four different starting points.
Explore the Case
Mulitple Acquired Businesses
Mulitple Acquired Businesses
Mulitple Acquired Businesses
30 Days → 24 Hours Reporting Latency
30 Days → 24 Hours Reporting Latency
30 Days → 24 Hours Reporting Latency
5 Months to Recovery
5 Months to Recovery
5 Months to Recovery
ERP ARCHITECTURE / OPERATING MODEL
Operational Truth: The ERP Recovery Process That Matters
Thirteen acquisitions had created scale without a shared operating model. What appeared to be a failing ERP implementation was actually a business architecture problem.
· 13 acquired businesses
· 30 days → 24 hours reporting latency
· 5 months to functional enterprise architecture
01 / ERP ARCHITECTURE / OPERATING MODEL
Operational Truth: The ERP Recovery Process That Matters
Thirteen acquisitions had created scale without a shared operating model. What appeared to be a failing ERP implementation was actually a business architecture problem.
01 / ERP ARCHITECTURE / OPERATING MODEL
Operational Truth: The ERP Recovery Process That Matters
Thirteen acquisitions had created scale without a shared operating model. What appeared to be a failing ERP implementation was actually a business architecture problem.
01 / ERP ARCHITECTURE / OPERATING MODEL
When a seven figure ERP implementation stalled, the ERP wasn't the real problem.
Thirteen acquisitions had created scale without a shared operating model. What appeared to be a failing ERP implementation was actually a business architecture problem.
02 / QUOTE-TO-CASH / REVENUE OPERATIONS
$175K in contracted revenue was going unbilled every month.
Thousands of clients with varied contract and usage terms had left a small accounting team manually reconciling and invoicing revenue each month.
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02 / QUOTE-TO-CASH / REVENUE OPERATIONS
$175K in contracted revenue was going unbilled every month.
Thousands of clients with varied contract and usage terms had left a small accounting team manually reconciling and invoicing revenue each month.
21-Day Pre-Automation Invoice Cycle
21-Day Pre-Automation Invoice Cycle
~90% Reduction in Process Timing
~90% Reduction in Process Timing
3-Day Steady State Post Automation
3-Day Steady State Post Automation
02 / QUOTE-TO-CASH / REVENUE OPERATIONS
$175K in contracted revenue was going unbilled every month.
Thousands of clients with varied contract and usage terms had left a small accounting team manually reconciling and invoicing revenue each month.
Explore the Case
ERP ARCHITECTURE / OPERATING MODEL
Operational Truth: The ERP Recovery Process That Matters
Thirteen acquisitions had created scale without a shared operating model. What appeared to be a failing ERP implementation was actually a business architecture problem.
· 13 acquired businesses
· 30 days → 24 hours reporting latency
· 5 months to functional enterprise architecture
03 / GTM + CUSTOMER INTELLIGENCE
The pipeline wasn't empty. The organization couldn't see it.
Marketing, Sales, and Customer Success were working from different signals across six disconnected platforms. What looked like a pipeline problem was actually a visibility problem — the organization lacked a shared view of the customer journey and the revenue already hiding inside it.
03 / GTM + CUSTOMER INTELLIGENCE
The pipeline wasn't empty. The organization couldn't see it.
Marketing, Sales, and Customer Success were working from different signals across six disconnected platforms. What looked like a pipeline problem was actually a visibility problem — the organization lacked a shared view of the customer journey and the revenue already hiding inside it.
$12M
revenue opportunity surfaced
$12M
revenue opportunity surfaced
<10% → 85%
customer journey visibility
<10% → 85%
customer journey visibility
6 SOURCE PLATFORMS
connected through shared intelligence layer
6 SOURCE PLATFORMS
connected through shared intelligence layer
03 / GTM + CUSTOMER INTELLIGENCE
The pipeline wasn't empty. The organization couldn't see it.
Marketing, Sales, and Customer Success were working from different signals across six disconnected platforms. What looked like a pipeline problem was actually a visibility problem — the organization lacked a shared view of the customer journey and the revenue already hiding inside it.
04 / GROWTH OPERATING SYSTEM
The company didn't have a demand problem. It had a growth operating-system problem.
Growth had outpaced the infrastructure supporting it. Product planning, media investment, experimentation, measurement, and reporting operated across disconnected workflows — limiting the organization's ability to recognize demand, learn quickly, and move capital toward what was working.
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04 / GROWTH OPERATING SYSTEM
The company didn't have a demand problem. It had a growth operating-system problem.
Growth had outpaced the infrastructure supporting it. Product planning, media investment, experimentation, measurement, and reporting operated across disconnected workflows — limiting the organization's ability to recognize demand, learn quickly, and move capital toward what was working.
+22% YoY
PPC-driven eCommerce gross profit
+22% YoY
PPC-driven eCommerce gross profit
+22% YoY
PPC-driven eCommerce gross profit
$8M+
incremental gross-profit growth trajectory
$8M+
incremental gross-profit growth trajectory
$8M+
incremental gross-profit growth trajectory
WEEKLY → DAILY
performance intelligence
WEEKLY → DAILY
performance intelligence
WEEKLY → DAILY
performance intelligence
04 / GROWTH OPERATING SYSTEM
The company didn't have a demand problem. It had a growth operating-system problem.
Growth had outpaced the infrastructure supporting it. Product planning, media investment, experimentation, measurement, and reporting operated across disconnected workflows — limiting the organization's ability to recognize demand, learn quickly, and move capital toward what was working.
The deliverable isn't a gap analysis.
It's a business that works differently…
The deliverable isn't a gap analysis.
It's a business that works differently…
The deliverable isn't a gap analysis.
It's a business that works differently…
You don’t need to know the solution yet. We can start by making the problem clear.
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© 2026 Kinetic Scale Partners LLC
© 2026 Kinetic Scale Partners LLC