Enterprise resource planning

We're going from legacy 1990s Windows to AI product.

Every company runs on an ERP, yet most of them run on software that's older than the people using it.

If you were to tell somebody, "Buy this software," and there's a 50% chance that you're gonna end up without being able to close your books for nine months, you would never hit that button.

According to them, within their first 18 months, Dual Entry processed over $100 billion in journal entries, and they raised a $90 million Series A co-led by Lightspeed.

That you can actually complete it.

That was one of the scariest photos I've ever received in my life.

Santi Nastaris built his last company, Benetago, to $100 million in revenue, and his painful ERP migration process is why Dual Entry as a company exists today.

We even had to move our M&A and banking team to help us with our accounting because it got totally out of control.

We're going from legacy 1990s Windows to AI product.

Every company runs on an ERP, yet most of them run on software that's older than the people using it.

If you were to tell somebody, "Buy this software," and there's a 50% chance that you're gonna end up without being able to close your books for nine months, you would never hit that button.

According to them, within their first 18 months, Dual Entry processed over $100 billion in journal entries, and they raised a $90 million Series A co-led by Lightspeed.

That you can actually complete it.

That was one of the scariest photos I've ever received in my life.

Santi Nastaris built his last company, Benetago, to $100 million in revenue, and his painful ERP migration process is why Dual Entry as a company exists today.

We even had to move our M&A and banking team to help us with our accounting, because it got totally out of control.

So those are typically the type of business we also look at in Europe, but the play there is not that you're an SAP reseller and integrator, it's the transition the company is making.

But typically those are core systems, ERP software, they sit at the heart of company operations.

Once they're implemented, you don't change them lightly.

They have very high switching costs, strong revenue visibility, et cetera.

Business case is very straightforward.

You have something you're really good at.

Second, it's focused on ERP software.

That's the backbone of most companies' IT systems and the most upsell prone software.

With offices in the US, Europe, and Australia, our team helps the world's most forward-thinking organizations through their transformation pitfalls and risks.

Whether you are embarking on an ERP, HCM, CRM, supply chain management, or any other digital transformation, contact Third Stage Consulting to see how we can help you reach the third stage of transformation success.

Learn more about us and download independent reports, videos, and other best practices at thirdstageconsulting.com.

thirdstageconsulting.com.Another subtle but important reason that employees are resisting AI is because they have uncertainty, doubt, and confusion around what AI is gonna mean to the organization.

What's the organization gonna look like in the future? Especially if you're going through a reorg, and layoffs, and other technology implementations at the same time, employees are going to fear the fact that they don't know what the future state's going to look like.

And this has always been a problem with any sort of digital transformation, whether it's an ERP implementation, CRM, supply chain systems, HR technology.

Whatever the technology is over the years, this has been a challenge.

Leaders have oftentimes, more often than not, failed to define a clear future state vision and define what the organizational and operating models are gonna look like in the future, so employees never had that clarity to be able to understand what it means to them, what's in it for them, and how their jobs are going to be affected by the technology in the future.

Now we have AI to give us true behavioral visibility and results visibility.

When you connect what people are doing with the results in an ERP system, for example, you now have a true link to results.

Yeah, so I wanted to mention to folks, because this is the crux of why we're talking to Dr. Pillay.

And I think, Dr. Pillay, you said like the Leader Behavior Builder, which is what we use now, is good, but it's still based on survey results.

Right.

And we want that to go down.

So we go into the ERP system or the HRIS system or wherever that's being stored.

And the number is 24.

So Luke, our, our implementation is super simple.

We connect with the existing tech stack, which is super fragmented, super dispersed, so ERP, TMS, WMS, OMS, the hundreds of thousands of dollars that companies are already paying for their, for their existing tech stack, uh, plus email teams and all the unstructured information, spreadsheets, where operators are doing 80 to 90% of their work.

That's fed through context engineering, so it's basically learning every time a signal comes in, a contract comes in, a, an email comes in, and it's capturing and creating nodes of how the company operates.

So I'll give you a very tactical example.

The industry is from...

It's connected to public data sources, private data sources, and it's constantly being updated and, and reading all this information, interpreting signals.

In the company level, it's coming from your contracts, from your SharePoints, from your ERP, from the emails that are going back and forth, again, capturing that data and those signals.

And then from the user level, how are you interacting with the agents? What are automations are you building yourselves? What reports are you generating? And that learns, again, on a user or on a persona level, what is it that it's going.

Um, and that has to be done to very tight specifications and, and practiced and, and that type of thing, right? But it's those, it's those other everyday events, you know, and that's, that's where I, I think that's where the inspiration for this episode came from.

It's, you know, whenever I do an ERP transformation or a sales, you know, CRM transformation or whatever, it's always, "Well, yeah, we know what we're doing, but, you know, we haven't really taken the time to, to document this," or, "We haven't documented something and looked at it for the last 12 years 'cause we've been doing it the same way," or, you know-

Mm-hmm

... whatever that is.

CCMP, yeah.

Yeah.

I think you still need to define ERP.

Oh, yeah.

And I don't know if that's deterred Epic from maybe going that direction.

I mean, they have enough other projects to go on, including clinical ones, RCM, ERP.

I mean, that's a lot to take on.

But yeah, there were a few things like that.