Customer, project and installation data scattered across systems and spreadsheets. Contractor coordination ran on email.

Fostering operations ran on legacy systems, spreadsheets and manual case tracking, which created compliance risk and gaps in reporting.

Order processing mixed customer management, pro-forma handling, workshop release, pricing and despatch across older systems and manual workarounds.

Two separate CRM systems with no unified view of tenant activity or occupancy. Duplication created process inconsistency and data integrity risk.

Multiple legal entities, each with different sales processes, customers and pricing. No CRM, no shared data model, no finance integration.

Major customer disruption demanded urgent recovery. Scope spanned data centre exit, security remediation and network acceleration at once.

AI adoption had to be secure and sovereign, with data residency and controls a regulator would accept. Experimentation wasn’t producing a return.