Unifying Sales & Service Platforms to Restore Growth
Situation
Fragmented Systems, Slowing Growth, Rising Customer Pressure
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 operating 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 required significant manual effort. Leadership had no unified view of pipeline, customer health, or service performance.
Customers increasingly noticed the inconsistency. Competitors with unified platforms were winning deals on transparency and modern digital experiences. Symptoms mounted:
- Sales cycles lengthened
- Churn rose for two straight quarters
- Cost to serve increased
- Billing delays tightened cash flow
- More than $11M annually was spent 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.
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 operating 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 required significant manual effort. Leadership had no unified view of pipeline, customer health, or service performance.
Customers increasingly noticed the inconsistency. Competitors with unified platforms were winning deals on transparency and modern digital experiences. Symptoms mounted:
- Sales cycles lengthened
- Churn rose for two straight quarters
- Cost to serve increased
- Billing delays tightened cash flow
- More than $11M annually was spent 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
DOAS Advisors Builds an Integrated, Customer-First Platform
The engagement delivered three transformation pillars:
Sales Transformation
One CRM, One Process, Faster Revenue
- Consolidated four CRMs into one enterprise platform
- Redesigned the lead-to-cash process 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 standardised SLAs and a common service taxonomy
- Introduced proactive maintenance and hardware monitoring
- Delivered redesigned onboarding aligned to industry workflows
- Added a new knowledge base and AI-assisted troubleshooting to reduce tier-one load
Platform Integration
One Customer 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
DOAS Advisors left the company with a clear blueprint for a modern, scalable, customer-centric business.
Benefits
Faster Growth, Better Service, Stronger Margins
Within a year of implementation, measurable improvements appeared across growth, customer experience, operations, and financial performance.
Customer Growth & Engagement
- New customer acquisition ↑ 18%
- Cross-sell rates ↑ 25%
- Customer engagement scores rose from 6.8 → 8.2
- Sales teams spoke credibly to vertical needs with consistent data and playbooks
Operational Efficiency & Service Quality
- Case resolution times improved 32%
- Tier-one ticket volume dropped 21% with AI-assisted self-service
- Average onboarding time reduced from 14 weeks → 8 weeks
Financial Performance
- Cash collection cycle improved by 27 days
- Contract margin leakage decreased 15%
- Tooling and system costs reduced by $7M annually with further savings projected
Strategic Impact
Customers began to see the company not as fragmented teams and tools, but as a cohesive partner supporting complex operations across transportation networks, supply chains, and the built environment.
The transformation restored competitive relevance and created a scalable foundation for long-term growth—demonstrating how a mid-sized tech provider can unlock outsized impact by unifying around the customer.
