#The challenge
The CRM had accreted years of complexity: a legacy ERP integration and its middleware layered over thousands of order and quote records, and a sprawl of overlapping revenue fields that made even 'what is our active ARR?' hard to answer with confidence. Finance was moving to a replacement ERP, the closed-won automation was faulting on large renewals, and leadership was weighing whether to stay on the current CRM at all or migrate — a decision nobody wanted to make on instinct.
#The approach
Legacy ERP decommission and cutover support
Audited and decommissioned the legacy ERP managed packages and their fields, installed and activated the replacement ERP's package, and supported the customer, contract and invoice sync between the new ERP and the CRM.
Data-model cleanup underneath the revenue numbers
Rebuilt owner-role and sales-team fields, added forecast stage-gating at the earliest stage, fixed a closed-won flow fault that was failing on large renewals, and scoped consolidation of the legacy quote and order objects that the old integration had been built around.
The CRM decision scored, not assumed
Built a CRM evaluation rubric and scored the incumbent platform against two alternatives, then framed the future-state roadmap. Leadership landed strongly on staying and simplifying in place — the value being a documented decision rather than a migration nobody could justify later.
Product-led motion stood up in the CRM
Implemented the product-led motion with dedicated fields across lead, contact, account and opportunity, product-analytics event-schema mapping, inbound meeting routing, and product-qualified-lead threshold criteria.
#Outcomes
Legacy ERP retired
The legacy ERP and its middleware managed packages were disabled in production and their fields deprecated, with the replacement ERP package installed, activated and syncing customer records to the CRM.
Closed-won automation fixed on large renewals
The flow fault that was failing on large renewal records was corrected, along with owner-role and sales-team field rebuilds and forecast stage-gating at the earliest stage.
A documented stay-versus-migrate decision
The CRM question was answered with a scored rubric across three platforms; leadership leaned strongly toward staying and cleaning up in place, with the reasoning written down.
Four workstreams run concurrently, not sequentially
Embedded revenue operations, the ERP cutover, the product-led build and the CRM data-model cleanup ran in parallel across roughly half a year, which is what allowed the cutover to happen without freezing the other three.