Assessment and adoption
Before touching anything: which processes hurt, what data actually exists, and whether Business Central is the answer. Sometimes it isn't, and saying so early costs far less than finding out in month six.
We implement Microsoft Dynamics 365 Business Central in milestones, wire it to Power BI and put a copilot on top. All inside the place you already work: Microsoft.
An ERP implementation doesn't fail on the day it goes live: it fails six months later, when nobody remembers why it was set up that way. We document the decisions, not just the result.
Before touching anything: which processes hurt, what data actually exists, and whether Business Central is the answer. Sometimes it isn't, and saying so early costs far less than finding out in month six.
No single big-bang twelve months out. We deliver in blocks that stand on their own, each with a real accounting close. If something is wrong, it shows up in week three, not at year-end.
Excel, legacy accounting software, an ERP nobody maintains, or all three at once. Moving the data is never the hard part: deciding which of it was true and who owns the master records is.
What the ERP doesn't do and a person does by hand today: approvals, reconciliations, alerts, repeated uploads. This is where custom development used to be bought, and then nobody could touch it.
Portals, CRM, e-invoicing, your own SaaS platforms. An ERP that doesn't talk to the rest forces double entry, and wherever things are typed twice there end up being two truths.
Business Central holds the data; the question the board asks is rarely answered from inside the ERP. Margin by project, by service, by sector — without exporting to a spreadsheet.
Asking the system instead of hunting through menus. An agent trained on your operational data answers who you owe, which project is running over hours, and where that invoice ended up.
We are not going to tell you we have been implementing ERPs for years. What we are doing is configuring Business Central for Bitsideas — two entities, three currencies, projects by role, the real close — and publishing what we learn along the way. When it is done, you will know from these same notes.
The first thing is deciding which entity invoices. We have an LLC in Florida and operations in Colombia; that decides the local currency, the close and half the configuration. Starting with the accounts and finding out later means doing it again.
It is salary plus benefits, plus the time nobody bills — training, proposals, holidays — plus overhead. With the bare salary, every project looks profitable while the company loses money.
Business Central allows two. We classify by service and by sector, and we want both in every report. That kind of decision freezes with the first posted entry.
Discount first and the risk buffer gets discounted along with everything else, so it stops being a buffer. It looks like a detail of ordering and it is the difference between closing with margin and closing at cost.
These notes are updated as we go. If you are evaluating Business Central for your company, they will serve you better than a brochure.
Tell us what you use today and what hurts. In 20 minutes we will tell you whether Business Central is the answer — and if it isn't, that too.