A publicly-traded, global Telecommunications company executed an aggressive acquisition strategy and grew their company significantly. The company’s business model became very complex with eight lines of business and operations supported by 32 disparate systems.
A publicly-traded, leading global provider of digital technology solutions implemented a new ERP system. The system intended to simplify daily processes, but the current field ticketing software was not compatible with the new ERP.
A growing exploration and production MLP was replacing their disparate systems and processes with a more scalable and integrated enterprise resource planning solution.
A midsize oil and gas services company was replacing a smaller legacy system with a larger ERP solution in an effort to support growth.
The CFO of a global oil and gas drilling company was spearheading a large scale ERP system implementation for the company.