Too many tools. No overview. Too high costs.
You don't have too little software. You have too much of it, the wrong kind, or nobody keeping track. We clean it up. That's our software consulting.
Every tool stack eventually collapses.
Slack for communication. Teams too. Asana for tasks. Or was it Monday? Notion for docs. Confluence too. SharePoint somehow. And ChatGPT because someone saw a LinkedIn post about it.
Nobody knows where anything lives. Nobody knows what it costs. And every department builds its own isolated solution in parallel because the central system doesn't cover their needs.
This isn't an organisational problem. It's a software problem. And it doesn't fix itself.
A new feature every quarter. Nobody asks if it's worth it.
Vendors show up reliably. At the end of the quarter, at the latest for the annual review. With new features, new modules, new bundles. The price sounds fair, the demo looks good, and the fear of missing out does the rest.
So it gets booked. And then again. And then once more.
The problem isn't the individual add-on cost. The problem is that nobody has the full picture. No bird's-eye view, no overview of who actually uses what, no number that says whether the extra costs are even worth it. Software costs grow quietly and steadily, until someone looks at the total bill and wonders when this happened.
The most common situations in our software consulting.
We see these situations in almost every company that comes to us.
Too many tools, no overview
Every team has its own isolated solution. Data lives in five different places. Nobody has the overview and nobody wants to take responsibility. Duplicate data entry is now just a normal part of the job.
The result: Costs nobody knows and processes nobody understands.
Technical problems nobody tackles
The systems run, but nobody really understands them anymore. Your best people spend their time putting out fires instead of moving things forward. Vendor lock-in everywhere, documentation nowhere.
The result: Growth that gets slowed down from within.
Systems that don't talk to each other
CRM, ERP, shop system, accounting, all isolated. Manual exports, duplicate data entry, errors nobody spots immediately. Integration has been planned for two years.
The result: Manual effort that scales instead of getting automated.
Tool ownership slows everything down
Control over all systems sits in IT or is spread across a few shoulders. Meanwhile the big ERP project has been running for two years. Everything else is on hold because nobody has bandwidth for a small adjustment in marketing, sales or the product team. Every request goes into the queue. Every queue grows.
The result: Teams waiting instead of working.
Before we make recommendations, we understand what is actually there.
Good software consulting doesn't start with recommendations. It starts with understanding the current architecture.
We see too often that department A doesn't know what department B is doing. And that an isolated solution already exists for exactly that purpose, which nobody else knows about.
Only when we understand what exists, where the pain points are and where the journey should go long-term, do we get into the details.
- What systems exist at all? ERP, CRM, PIM, project management, shop, communication ...
- Are these systems centralised or are there three CRMs for different product areas?
- Do these systems talk to each other, or do they exist as isolated solutions quietly side by side without interfaces?
- On Prem vs. Cloud Tools
- Are users even happy with them, or has the damage already been done in some areas?
What our software consulting looks like in practice.
A mid-sized company with 80 employees comes to us. Not because everything is on fire, but because monthly SaaS costs have exploded and nobody can say anymore which tools are actually being used.
In the first week we look at what is actually there: 23 active software subscriptions, 11 of them with less than 20% usage in the last quarter. Three systems do essentially the same thing. Two departments have built their own isolated solutions because the central CRM doesn't cover their requirements.
The result after six weeks: eight tools cancelled, two systems integrated, one department with a clean solution instead of three workarounds. Monthly software costs reduced by 34%. And a team that knows again where everything lives.
No new tool introduced. No vendor pitch. Just cleaned up.
Software consulting that doesn't start with a new tool.
We first look at what you have, what is actually being used, what it costs and where the real friction points are. Then we work out together what stays, what goes and what needs to be better integrated.
The result is a stack that fits you, not the other way around. No vendor lock-in. No isolated solutions nobody maintains. Knowledge stays in your house.
Typical challenges in Software consulting
CRM Rollout for Sales Teams: Why Adoption Fails
Sales CRM: Why your sales team ignores the system, what the most common rollout mistake is, and how to actually increase adoption for good.
Duplicate Records in CRM and ERP: Causes and Fixes
Duplicate records in ERP, CRM and shop systems: why they appear, why they stay, and what needs to change structurally so they don't come back.
Legacy System Migration – Without the Big Bang Project
Legacy system: why "never change a running system" is the most expensive lie in mid-sized businesses, and what the alternative to the big bang project is.
Shadow IT: Not a compliance problem. A signal.
Shadow IT is not a compliance problem. It is a signal: teams want progress but official channels are too slow. What that means and what actually helps.
Frequently asked questions
We work with fixed scope and fixed price. No hourly rates that magically double. After an initial conversation we know what it takes and can give you a concrete price.
When you no longer know what you're actually paying for. When new employees need three weeks to figure out which tool does what. When data is being copied manually between systems. Or when IT costs are growing faster than the business.
Honestly, it depends who you ask. System integrators talk about systems consulting. Software houses that integrate IT systems call it IT or software consulting. Others understand IT consulting as operating systems, networks, VPN and printers.
For us it starts with the systems that are used daily, whether cloud or on-premise, and the question of whether those systems actually support internal processes. What often gets forgotten: there's also a customer out there who deserves to benefit just as much when internal processes run lean and clean.
No. Most of the time it's the opposite. We reduce, integrate and clean up. New software only comes into play when there is a genuine gap that cannot be closed any other way.
An initial inventory with clear recommendations takes us two to three weeks. Implementation and integration depending on complexity in another four to eight weeks.
YOUR STACK HAS GROWN. NOW IT NEEDS CLEANING UP.
Tell us briefly where you stand, we will tell you where the biggest lever is.