Unifying Sales & Service Platforms to Restore Growth

Situation: fragmented systems, slowing growth

A mid-sized technology provider serving transportation, logistics, architecture, design and construction was losing ground in a market shifting towards connected digital ecosystems. Years of decentralised growth left each business unit with its own tools and customer processes.

Sales teams used four different CRMs. Service teams relied on ageing ticketing tools, spreadsheets and inconsistent workflows. Onboarding varied by vertical, and cross-selling took significant manual effort. Leadership had no unified view of pipeline, customer health or service performance. Competitors with unified platforms were winning deals on transparency and modern digital experiences.

• Sales cycles lengthened
• Churn rose for two straight quarters
• Cost to serve increased
• Billing delays tightened cash flow
• More than $11M a year went on duplicated tools and inefficient processes

The CEO engaged DOAS Advisors to consolidate systems, modernise customer-facing processes and build a scalable, unified operating framework.

Actions: an integrated, customer-first platform

A rapid diagnostic spanning sales, customer success, professional services, onboarding and support uncovered more than 42 disparate systems, many redundant or misaligned with standard workflows. The engagement delivered three pillars.

Sales transformation: one CRM, one process

• Consolidated four CRMs into one enterprise platform
• Redesigned lead-to-cash with unified qualification, automated quoting, shared opportunity views and consistent forecasting
• Built vertical-specific playbooks for transportation, logistics and the built environment
• Replaced thousands of inconsistent SKUs with a single product catalogue and pricing engine

Service modernisation: predictable, high-quality support

• Unified all service teams onto one cloud case-management platform
• Implemented standard SLAs and a common service taxonomy
• Introduced proactive maintenance and hardware monitoring
• Redesigned onboarding around industry workflows
• Added a knowledge base and AI-assisted troubleshooting to reduce tier-one load

Platform integration: one experience end to end

• Established an enterprise process council and governance model
• Created a unified data foundation combining customer records, assets, service history and billing triggers
• Built key integrations between CRM, ERP, support and subscription platforms
• Standardised KPIs and introduced automated milestone-based billing
• Delivered a two-year roadmap for ongoing platform evolution

Benefits

Within a year of implementation, improvements appeared across growth, customer experience, operations and financial performance.

Customer growth and engagement

• New customer acquisition up 18%
• Cross-sell rates up 25%
• Customer engagement scores rose from 6.8 to 8.2

Operational efficiency and service quality

• Case resolution times improved 32%
• Tier-one ticket volume dropped 21% with AI-assisted self-service
• Average onboarding fell from 14 weeks to 8

Financial performance

• Cash collection cycle improved by 27 days
• Contract margin leakage decreased 15%
• Tooling and system costs reduced by $7M a year, with further savings projected

Strategic impact

For the first time, leadership had unified data across the entire customer lifecycle. Product roadmaps aligned to real customer needs, and new offerings such as predictive maintenance and cross-vertical analytics opened new revenue. Customers came to see the company as one partner supporting complex operations across transportation networks, supply chains and the built environment.