When to bring in Arcadion
A software change is taking longer than expected, an ERP or CRM project lacks coordination, or decisions remain unresolved. Management data is scattered and every report requires fresh manual adjustments. Repetitive tasks occupy your teams, but suitable uses for automation or AI have yet to be identified.
We start with these practical situations to clarify the need, priorities and people to involve. We lead the engagement through business analysis and project coordination, working directly with the owner, users and relevant service providers.
Three areas of support
Taking over and managing projects
Software changes, ERP or CRM implementation, stalled projects: we revisit the scope and business requirements, clarify responsibilities and coordinate service providers and users. The timetable, open issues and decisions are tracked to give the owner a practical view of progress.
Discussions focus on expected uses, task dependencies, decisions to make and acceptance criteria. Technical decisions are addressed with the relevant providers.
Deliverables depending on the engagement: a scoping note, roadmap, shared timetable and decision log.
Reporting and management information
We define indicators with the owner and their accountant, based on the decisions they need to inform. We identify sources, consolidate data and work on its reliability through consistent definitions, checks and update rules.
Reporting is documented so that everyone knows where data comes from, how indicators are calculated and who updates them. Variances and points requiring review are made visible to support management discussions.
Deliverables depending on the engagement: a dashboard, calculation rules and a documented reporting procedure.
Processes and practical uses of AI
We identify repetitive tasks and map the current process before selecting useful applications. AI and automation are tools for a specific business need: organising an information flow, preparing a task or making tracking easier.
Implementation is adapted to your tools and the sensitivity of your data, with technical partners where necessary. Workflows are tested against agreed scenarios, human validation steps are defined and users are supported as they adopt the process.
Deliverables depending on the engagement: a documented process, tested workflow and instructions for use and validation.
A four-stage approach
01 — Initial qualification
We discuss the situation, objectives, constraints and people involved to assess whether the engagement fits your need.
02 — Diagnosis and contractual scoping
We define the work and the engagement framework. Detailed diagnosis may form part of the paid engagement. The engagement letter sets out the scope and expected deliverables before the agreed work starts.
03 — Implementation
We organise the work, coordinate stakeholders and track decisions, approvals and open issues. Documented progress gives the owner a basis for decisions and adjustments to priorities.
04 — Handover and follow-up
Documents, operating rules and agreed uses are handed over to the designated people. We prepare the handover and arrange the follow-up specified in the engagement.
Engagement terms
Scope, deliverables, timetable, intervention days and fees are agreed in an engagement letter. Work is organised on a fixed-fee or part-time basis according to the need. Fees cover the agreed work; this activity does not involve a success fee.
Access to tools, data sharing and partner involvement are agreed with you for the engagement. Information is treated confidentially and validation is arranged with the designated decision-makers.
Discuss your needs
A first conversation helps clarify the situation and potential scope. If your need concerns a capital transaction, see our business sale or capital raising services.