Work. Three engagements. Three sectors. One method.
Three engagements. Three sectors. One method holding each to its vision.
When the technology stops being the problem.
The situation
A premier HVAC manufacturer was fighting their own platform for every change. A 2019 Dynamics 365 implementation had calcified around workarounds; sales, service and operations had each built shadow processes to route around the system rather than work through it. The cost wasn't a single broken function. It was the slow tax of a platform the business had stopped trusting.
What we did
Ionyze led the replatform. The work began with an L1-3 process redesign aligned to APQC PCF, mapped against the target Dynamics 365 functional architecture before any sprint planning. That sequencing, process first then platform, surfaced the integration and data debt that had been quietly absorbed into the legacy system, and made it explicit scope rather than hidden risk. The build phase ran on a clean specification, with the process design as the reference frame for every configuration decision.
Where it stands
The result is an organisation that no longer organises itself around the limitations of its CRM. Capacity has been created where workarounds used to live. The platform supports the next phase of growth instead of constraining it.
When scaling outgrows the scrappy phase.
- Users in scope175
- Operating modelMulti-utility
- CoverageGas · Elec · Water
- Programme statusOn track to vision
The situation
One of the UK's largest private last-mile utility network operators, connecting hundreds of thousands of homes to gas, electricity and water, had built a "can do" culture that had carried it from challenger to category leader. The same culture was now hitting its scaling limit. Work was being absorbed rather than measured. Commercial signals were arriving late. Customer-facing teams were carrying institutional knowledge that wasn't yet codified.
What we did
The engagement is rebuilding the operating spine. Process design at L1-3 has set the new baseline: how work is measured, how customers are served with commercial clarity, how the sales function is empowered by AI working on properly structured commercial signal data. The Dynamics 365 platform sits underneath that design rather than dictating it. The sequencing matters, operating model first, instrumentation second, AI last, because each layer is only as good as the one beneath it.
Where it stands
Visible structural progress so far includes a defined process taxonomy across the operating areas in scope, a target operating model the executive team can hold delivery against, and the early instrumentation that will turn activity into measurable signal once the platform layer is live.
One template. Twenty countries.
- MVP12 months
- Full rollout24 months
- SequencingP2P → R2R → O2C
The situation
A leading European Communications Platform as a Service provider needed its finance function to scale without fragmenting. Twenty-plus country operations. Twenty-five-plus legal entities. A growth trajectory that meant local divergence today would become structural drag tomorrow. The brief was deceptively simple: build one finance template the entire group could run, without losing the local nuance that keeps each market working.
What we did
Ionyze's approach is sequenced by risk, not by org chart. Procure-to-Pay first, because it is the highest-volume, lowest-variance process and gives the template its first proof point. Record-to-Report next, because the close cycle is where local divergence does the most damage. Order-to-Cash last, because customer-facing variation is the hardest to standardise and the most expensive to get wrong. A 12-month MVP defines the template; a 24-month rollout extends it across the entity footprint.
Where it stands
The success measure isn't whether the template lands. It's whether the close cycle holds in every country, every month, while the rollout is running. That is the discipline the sequencing is built to protect.
Three sectors. One method holding each to its vision.
175-550 users. Single-country to 20+ country rollouts. What we leave behind is an operating model the client can run, measure, and improve without us.