A newly acquired company nobody could see clearly — fixed by extending the life of the system already in place.
A lower-middle market private equity firm needed real visibility into sales, operations, and financial reporting post-acquisition. The fix wasn't a new ERP system — it was getting more out of the one already running.
Sales, operations, and finance each told a different story.
A lower-middle market private equity firm needed to improve visibility in sales, operations, and financial reporting immediately after acquiring an industrial refrigeration company. Post-close, the new ownership had no unified view of how the business was actually performing day to day — each function reported in its own format, on its own timeline, making it difficult to know what needed fixing first or how urgently.
Extend the system already in place instead of ripping it out.
The default move after an acquisition is often to replace the target's systems outright. Instead, we improved and extended the life of the existing ERP system — connecting sales, operations, and financial data into a consistent reporting structure that gave new ownership real visibility, without forcing the entire organization through a system replacement and the retraining that comes with it.
$5M saved, and ownership could finally see the business it had just bought.
Extending the existing ERP system rather than replacing it realized $5 million in savings and eliminated the retraining cost a full system swap would have required — while still giving new ownership the unified sales, operations, and financial visibility needed to make informed post-acquisition decisions.
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