7.5 months → 4.8 months
Average time to go-live.
CLIENT CASE · DELIVER, THEN RETAIN · AGRIBUSINESS ERP
Go-lives stopped slipping: 24 projects delivered in six months, up from 14, as services margin rose from 12% to 28%.
An ERP provider for farms, cooperatives, and agricultural distributors, with R$78 million in annual revenue, faced the largest implementation volume in its history: 38 concurrent projects, new consultants joining, and no consistent scope or schedule management. A four-month go-live took seven and a half months, delaying license revenue. In six months, Leverage Now introduced implementation governance and then extended the operating cadence to customer success.
- Industry: Software, agribusiness ERP.
- Focus areas: Deliver, then Retain.
- Engagement: Six months.
- Reference product: Leverage Unlock.
7.5 months → 4.8 months average time to go-live
Evolução registrada em seis meses.
ANONYMIZED CLIENT CASE. Metrics reflect progress recorded during the stated project period.
Highlighted results
0%
Projects delivered within the contracted timeline.
14 → 24
Go-lives in six months.
R$720K → R$1.15M
License MRR activated in six months.
0%
Unbilled implementation hours.
0%
Consultant capacity utilization.
35 → 12
Tickets in the first 30 days after go-live, per project.
0%
Implementation services margin.
20 → 48
Post-implementation NPS.
0%
Installed-base customers buying an additional module during the year.
Os indicadores refletem a evolução registrada no projeto durante o período informado.
Starting point and challenge.
The implementation project manager role opened in September and four consultant roles in October, while every consultant tracked scope, schedule, and hours in a separate spreadsheet. Because license revenue began only at go-live, every delayed month across 38 projects deferred billing.
The challenge
A quarter of implementation hours went unbilled as scope expanded without change orders. Consultants operated at 110% capacity, creating rework and a cascade of post-launch tickets. The customer success coordinator role had been open since August, leaving live customers with support only and slowing module expansion.
The four methodology areas and five risks pointed to this priority sequence: Deliver, then Retain.
APPROACH
From prioritization to execution.
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Diagnosis and prioritization
We measured all four methodology areas. Attract and Convert were healthy, with a full pipeline and 90-day sales cycle. Retain renewed 93% but expanded little. Deliver was at its limit and held back revenue across the system.
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Visibility
We inventoried all 38 projects by phase, planned and actual hours, blockers, and go-live date. A weekly dashboard and objective go-live criteria covered data migration, three tested billing cycles, and trained users. A senior coordinator led on an interim basis until the manager joined in month two.
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Implementation method
We defined fixed-scope packages by customer type, gated phases, mandatory change orders for out-of-scope work, capacity allocation at 85%, a war room for the twelve most delayed projects, and 30-day hypercare after launch.
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Second wave: customer success
The new CS coordinator introduced segment-based portfolios, semiannual module-usage reviews, and expansion triggers tied to a new crop cycle, legal entity, or warehouse.
What changed during the period.
Objective go-live criteria and phase gates stopped projects from remaining almost finished for months. Ten additional projects launched during the period, increasing activated MRR by 60%. Mandatory change orders recovered 16 points of billable hours, while 85% allocation cut post-launch rework by two-thirds and raised services margin from 12% to 28%. Customers entered production with better outcomes, giving the second-wave CS team a base ready to expand; annual module expansion doubled.
What changed in practice.
Antes
- Before
- 38 projects tracked in separate consultant spreadsheets
- Scope expanded without change orders; 25% of hours unbilled
- Consultants at 110%; rework and cascading tickets
- Implementation manager and CS coordinator roles vacant
- License revenue trapped in delayed projects
Depois
- After
- One inventory, weekly dashboard, and objective go-live criteria
- Fixed packages by customer type and mandatory change orders
- 85% allocation and 30-day hypercare
- Both hired to lead established methods and portfolios
- 24 go-lives and 60% more activated MRR in six months
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