DEDICATED CAPTIVE TEAM PROVIDING BAU SUPPORT TO BUSINESS USERS

DELIVERY OF MANAGED SERVICES INCLUDING MICROSOFT DYNAMICS 365 F&O

DEDICATED CAPTIVE TEAM PROVIDING BAU SUPPORT TO BUSINESS USERS

DELIVERY OF MANAGED SERVICES INCLUDING MICROSOFT DYNAMICS 365 F&O

DEDICATED CAPTIVE TEAM PROVIDING BAU SUPPORT TO BUSINESS USERS

Our client is a 65-year-old family-owned business group in the construction sector, with 4,000 employees with a strong track record of delivering major infrastructure programmes in the UK, Ireland, and Canada.

WHAT WERE THE CHALLENGES?

A Dynamics 365 F&O implementation, carried out prior to Panamoure’s engagment, was struggling with a period of post-implementation instability
Finance Systems team were spread across supporting BAU activities as well as continuous improvements to the system
Absence of proper root cause analysis to drive down issues & ticket count
SLAs for change were consistently being missed, increasing business frustration
Over reliance on contractors who had no long-term commitment

SO, WHAT DID WE DO?

Panamoure provided a Managed Service that transferred the day-to-day related management responsibility for delivering Finance & Operations (F&O) change
A dedicated and skilled captive team of five Microsoft Dynamics 365 F&O techno-functional consultants and one Delivery Manager were specifically hired to provide:
- Provision of the second line support for systems
- Review and maintenance of user requests and system changes
- Review and resolution of critical finance operations workflow & interface errors
- Daily triage of BAU requests, assignment to SMEs to execute within agreed SLA response and resolution levels
- Full business and IT stakeholder management, including recommendation of system solutions and improvements

Results

Our Managed Service directly improved the effectiveness and efficiency of end-to-end F&O operations.
- Within the first 60 days of operation, the Panamoure team closed out 67% of the ticket backlog, supporting 71% of F&O business processes
- 95% of SLA levels achieved – ensuring smooth business operations and a happy user base
- Enhanced multi-time zone coverage ensured – 14 hours coverage, not standard 8 hours
- Annual savings of 61% (£475k) achieved over the normal UK hiring of contractors
- Freed up client’s existing resources to focus on strategic initiatives instead of BAU
- Improved knowledge retention through the continuous documentation of Standard Operating Procedures, logged in to a complimentary dedicated and bespoke Panamoure Learning Management System (LMS) for the client
- Our industry expertise and coverage of the broader technology stack meant our client also used us as a one-stop-shop for their other technology queries / requirements

DO YOU NEED TO DIGITALLY OPTIMISE YOUR BUSINESS?

WE’RE EXPERTS
IN OUR FIELD

We are experts in what we do. Committed professionals who are at the leading edge of our specialised field.

GET IN TOUCH

WHAT WERE THE CHALLENGES?

A Dynamics 365 F&O implementation, carried out prior to Panamoure’s engagment, was struggling with a period of post-implementation instability
Finance Systems team were spread across supporting BAU activities as well as continuous improvements to the system
Absence of proper root cause analysis to drive down issues & ticket count
SLAs for change were consistently being missed, increasing business frustration
Over reliance on contractors who had no long-term commitment

SO, WHAT DID WE DO?

Panamoure provided a Managed Service that transferred the day-to-day related management responsibility for delivering Finance & Operations (F&O) change
A dedicated and skilled captive team of five Microsoft Dynamics 365 F&O techno-functional consultants and one Delivery Manager were specifically hired to provide:
- Provision of the second line support for systems
- Review and maintenance of user requests and system changes
- Review and resolution of critical finance operations workflow & interface errors
- Daily triage of BAU requests, assignment to SMEs to execute within agreed SLA response and resolution levels
- Full business and IT stakeholder management, including recommendation of system solutions and improvements

Results

Our Managed Service directly improved the effectiveness and efficiency of end-to-end F&O operations.
- Within the first 60 days of operation, the Panamoure team closed out 67% of the ticket backlog, supporting 71% of F&O business processes
- 95% of SLA levels achieved – ensuring smooth business operations and a happy user base
- Enhanced multi-time zone coverage ensured – 14 hours coverage, not standard 8 hours
- Annual savings of 61% (£475k) achieved over the normal UK hiring of contractors
- Freed up client’s existing resources to focus on strategic initiatives instead of BAU
- Improved knowledge retention through the continuous documentation of Standard Operating Procedures, logged in to a complimentary dedicated and bespoke Panamoure Learning Management System (LMS) for the client
- Our industry expertise and coverage of the broader technology stack meant our client also used us as a one-stop-shop for their other technology queries / requirements

DO YOU NEED TO
DIGITALLY OPTIMISE
YOUR BUSINESS?

We are experts in what we do. Committed professionals who are at the leading edge of our specialised field.

GET IN TOUCH

OTHER EXAMPLES

OF OUR WORK

ALL CASE STUDIES

ELECTRONICS MANUFACTURER

Panamoure Consulting was approached by a PE fund to perform a pre-acquisition IT Due Diligence review on an upcoming lower mid-cap target who designed and manufactured electronic component boards for the defence, aviation, automotive and energy sectors.

HEALTHCHECK SAVES FIRM FROM POTENTIAL £10M OVERSPEND

PE investors in a global manufacturing and logistics firm were concerned that the Microsoft Dynamics 365 ERP implementation underway was over budget and underperforming so asked Panamoure to undertake a health check of the implementation.

HEALTH CHECK RECOVERS FAILING ERP PROJECT

A small business carve-out had a transitional service agreement (TSA) to decouple itself from the parent company systems within 6 months of separation. A project manager had been hired to help get the system delivered but 4 months in, the deadline was looming and the Sage 500 ERP project was heading for failure.