Your numbers don't add up, and nobody got the math wrong.
I collect data from the systems you already run and bring it to one source, kept current, with clear rules on who sees what. Without replacing your ERP and without stopping the work.
Every company is at a different stop.
You don't need to start from scratch or do everything at once. I figure out which stop you're at and build the next step with you. How long it takes to reach the next one depends on where you are and what you already have in place: I'll tell you once I've looked, not before.
Starting point
Manual processes
Excel, email and manual work: where almost every company I work with begins.
First stop
Connected digital tools
Dashboards and shared KPIs, systems that talk to each other, the first security controls.
Second stop
Decisions on numbers, not hunches
The number arrives when the decision is due, not at month end, and it's the same for everyone.
Third stop
Automation where it pays
You automate only what has a measurable return, and AI goes where it genuinely pays off.
Where it leads
It runs without me
Processes hold on their own, with mature oversight and controls, nobody indispensable.
Integrating company data spread across several systems
The ERP holds one truth, the CRM another, the online shop a third, and the spreadsheet that keeps the warehouse standing holds a fourth that only the person updating it knows. None of these systems is lying: they count slightly different things, with definitions nobody ever wrote down. That is how a meeting turns into a comparison of extracts instead of a decision.
The symptom that makes the problem measurable is not the disagreement, it is the time: how many hours a month someone spends building a report by hand that nobody then decides on, because by the time it lands it is old. Those hours are the budget for the work that fixes it, and they usually cover it.
Underneath it is almost always the same thing, and it has a name: silos. Every department has its system, every system has its data, and nobody owns keeping them in agreement.
Connecting the data without rebuilding everything: what I actually do
The first thing I tell you is the one that loses me the biggest job: replacing the ERP is almost never necessary. It stays where it is and gets read from outside. Replacing it is an expensive, risky project, and in the great majority of cases it is not what solves your problem, which is one of reading rather than of replacement.
I look at three things, in this order. The sources: what exists, who updates it, how often, and where the same information is duplicated. The definitions: what "active customer" and "margin" mean here, because until that is written down once every report uses its own version. The permissions: who may see what, the question nobody can answer and the one that turns urgent on the day of an audit.
There is a fourth question almost nobody can answer, and I ask it alongside the other three: which country physically holds the data that each service you use keeps on your behalf, because data residency is a fact worth knowing before someone else asks you for it.
Then I build the flow that keeps the data current on its own and the single source the reports rest on. Where the relationships between entities matter more than the tables (one spare part living under three codes, a customer who is also a supplier) I use knowledge graphs and ontologies, which are not a fashion: they are how you say once what things are called and how they hang together. Where they don't matter, I leave them out: a bigger data warehouse is not a better project.
What you get is something you can look at: the data connected, reports that refresh themselves, and a document saying where every number comes from. That last part is the one nobody asks for and everybody needs, because it is what ends the argument about which extract is the right one.
What it costs to put the data in order
The first call is free. The assessment starts at €1,400: more than the one on a single piece of software, because the work is wider: mapping the sources, working out where the numbers diverge and why, looking at permissions and duplication, and telling you what connects straight away and what is not worth connecting. It ends with a document that is yours and that you can take to anyone, another supplier included.
The work itself then starts at around €5,000, and one thing drives it up: how many sources have to be connected. Two systems that already expose their data in a readable form are weeks of work; six sources, one of them a spreadsheet updated by hand and another an ERP with no interface, are on a different scale entirely. That count is the first thing the assessment produces, which is why the assessment comes first.
Where the result can be counted, part of the fee can be tied to it rather than to days, and on this work the number already exists: the hours a month someone spends building reports by hand. Measured before, measured after, and if they don't fall I lose out too.
One case where you don't need this work: if all you have to do is move data from one system to another, and there are two systems, ready-made tools do it for a fraction of the cost. I tell you that on the first call, before you spend anything. This work is for when the sources are many, the definitions disagree, and the numbers have to stay trustworthy over time.