PDS Consulting / Bundles / Digital Transformation
Flagship program
Digital Transformation Bundle
One coordinated 24–36 month program that covers strategy, vendor decisions, CRM, ERP, systems integration, data architecture, and change management — designed against one architectural language, sequenced through realistic phases. Mid-market transformations fail at the seams between engagements. PDS sells the bundle because one architect owns those seams, end to end.
At a glance
- Includes
- DT Advisory + Vendor Evaluation + CRM + ERP + Systems Integration + Data Architecture + Change Management — as one program
- Best for
- Mid-market companies undergoing whole-business transformation with board-level mandate and multi-executive sponsorship
- Two sizes
- Smaller mid-market ($100–200M revenue) · Larger mid-market ($200–500M revenue)
- Sponsors
- CEO + CFO + COO + CIO + CRO — at least three actively engaged; CEO involvement non-optional
- Pricing
- Quote, on scope — with a transparent multi-engagement discount (largest at flagship scope)
Mid-market transformations fail at the seams.
Most mid-market transformation post-mortems read the same way. The CRM engagement was delivered competently. The ERP engagement was delivered competently. The integration was scoped in Phase 2, cut when budget pressure hit, and never owned by anyone. Change Management started in Month 22 and didn't recover. Three vendors blamed each other. The architectural design language drifted between workstreams until the data models contradicted. PDS sells the bundle because one architect owns the seams across the whole program — not just a component, not a workstream, the whole thing. That structural decision is the flagship value proposition.
Does any of this sound familiar?
- Growth through acquisition has left four CRMs, three ERPs, and six reporting environments that don't agree — and the next acquisition can't be absorbed until the current stack is consolidated.
- The finance close takes 15–18 days. Competitors close in five. The CFO's team is consumed by close-and-reconcile work instead of strategic finance.
- Sales and operations run on different data. Business decisions are made on numbers that don't reconcile between systems — and nobody agrees which system is right.
- A prior transformation attempt failed at several million dollars sunk. The pattern: vendor didn't own the seams, integration was Phase 2, Change Management was cut, one big-bang go-live failed.
- An IPO or board-level exit mandate is on a 24–36 month horizon and the current operating systems are not investor-grade. Point projects won't get there in time.
Seven engagements, one design language.
Each component produces what the next one consumes — designed once, against the actual operating model, not seven separate guesses that drift.
Program leadership
Digital Transformation Advisory
Strategy Phase followed by an Embedded Program Lead for the full duration. The senior architect who owns coherence across all six other engagements — not a part-time advisor, a named person with decision rights throughout.
Platform decisions
Vendor Evaluation
Structured selection for each major platform decision — CRM, ERP, data platform, and often integration platform. Vendor decisions precede implementations. No "we'll pick the platform during the build" patterns.
Customer & revenue systems
CRM Implementation
Enterprise-scale CRM transformation — accounts, contacts, pipeline, sales process, and the data model that CPQ, billing, and service ops all depend on. Often anchors a Quote-to-Cash or Service Operations sub-bundle within the larger program.
Finance & operations
ERP Implementation
Multi-entity ERP transformation covering finance, procurement, inventory, and operations. Typically the program's critical-path constraint and longest individual engagement. Platform-agnostic — the right ERP for the business, chosen through structured vendor evaluation.
Connect it all
Systems Integration
Integration architecture across all the implementations — typically 10–25 flows across the program. Always a separate engagement scope, never inside CRM or ERP. In scope from Day 1, never bolted on as Phase 2.
Reporting & analytics
Data Architecture & Analytics
Foundation data architecture and analytics layer built against the master-data definitions from CRM and ERP. Delivers trusted reporting across functions when the implementations stabilize — not a separate BI initiative, the analytics layer designed into the program.
Adoption discipline
Change Management & Training
An Embedded Change Lead on the program from Month 3 to closeout — not a Phase 12 workstream. Stakeholder engagement, persona work, training tracks, and adoption measurement running throughout. The component most often cut from failed transformation programs; in this bundle, it's non-negotiable.
Functional sub-bundles — including Quote-to-Cash, Service Operations, Demand Generation, and others — can compose as specific streams within this umbrella program. The Digital Transformation Bundle is the architectural container; sub-bundles describe how component groups within it are structured.
How it runs — phased go-lives, not one big bang.
A 24–36 month program structured for realistic mid-market complexity. Value at each phase, not only at the end.
01 · Strategy & vendor decisions
DT Advisory Strategy Phase runs first. The Foundations Roadmap is produced. Platform selections for CRM, ERP, data, and integration run in parallel through structured vendor evaluation. Executive sponsorship matrix and Change Management Readiness Assessment locked before any build begins.
02 · Foundation setup
Vendor decisions land. DT Advisory transitions from Strategy Phase to Embedded Program Lead. Change Management Program begins with stakeholder engagement. Integration architecture is locked — interfaces designed before implementations build to them, not after.
03 · Core implementations
CRM and ERP run in parallel across their design phases, sequencing through build as interfaces become ready. Integration flows come online progressively as implementations produce stable interfaces. Data Architecture begins early-phase work. Change Management active throughout — training tracks follow each go-live, not the final one.
04 · Stabilisation & closeout
ERP final go-lives (phased by entity or region). Integration final flows. Data Architecture analytics layer matures. Adoption measurement across functions. Program closeout transitions to a multi-retainer managed relationship — DT Advisory, Integration Support, and Adoption Coaching continuing post-program.
Two sizes, same composition. The Smaller mid-market flavor ($100–200M revenue) leans to the lower end of each service's engagement model, with a 24-month typical horizon. The Larger mid-market flavor ($200–500M revenue) runs the full engagement range across each service, with a 30–36 month horizon. Both share the same seven components, the same sequencing discipline, and — critically — the same rule: one architect owns the seams across all streams for the full duration.
What the bundle delivers that separate projects don't.
- Whole-ecosystem architectural coherence — CRM, ERP, Integration, and Data designed against one architectural design language, not four separate vendor assumptions.
- A single program narrative — one board readout, one budget line, one accountable team across all executive sponsors.
- Integration scope locked from Day 1 — never Phase 2, never bolted on, never the thing nobody owns.
- Adoption built in from Month 3 — Change Management is a non-negotiable workstream throughout, not the first item cut when budget pressure hits.
- A transparent bundle discount reflecting genuine shared-delivery efficiencies — single PMO, single discovery, single architectural design, single integration architecture, single change management workstream.
What you're aiming at.
- A unified operating stack across sales, service, finance, operations, and analytics — coherent master data across all of them.
- A materially shorter finance close cycle, with reconciliation in-system rather than in spreadsheets.
- Audit-ready operations with documented controls, integration evidence, and a governance cadence that survives leadership change.
- M&A absorption capability — the next acquisition integrates cleanly into the post-program operating stack.
- Retained transformation capability — the buyer's PMO function lifted by the program, not just delivered for.
Outcomes are what this bundle is built to deliver, grounded in the constituent services' disciplines and the program structure that ties them together. As PDS flagship engagements close, this section gets measured numbers against pre-program baselines.
Who it's for.
- $100M–$500M revenue mid-market companies with a board-approved or new-CEO-driven whole-business transformation mandate — this bundle is PDS's upper-end stretch, and the scope fits that zone specifically.
- Multi-entity, multi-region, or multi-business-unit complexity that genuinely justifies a 24–36 month multi-workstream program.
- With CEO, CFO, CIO, COO, and CRO sponsorship — at least three actively engaged, CEO involved at minimum quarterly.
- An internal PMO capability that can partner with the PDS Embedded Program Lead — the bundle provides architectural leadership, not staff augmentation.
- Commonly triggered by: multi-acquisition consolidation; carve-out requiring standalone infrastructure; IPO preparation on a 24–36 month horizon; board pressure ahead of growth or exit; recovering a prior failed transformation.
When it's not the bundle.
- Sub-$100M revenue companies — bundle is over-sized; route to a specific service or a smaller bundle instead.
- Single-issue buyers (just CRM, just ERP, just data) — we'll sell the matching service without manufacturing demand for the rest.
- Companies with active leadership transition — CEO, CFO, and CIO all new in the past six months is too unstable a base for a 30-month program commitment.
- Buyers without internal PMO capability — the bundle requires client-side program ownership to function; PDS can't be both architect and client PMO.
- Prior transformation failures driven by leadership alignment issues (not vendor or technical issues) — that's an internal risk the bundle can't resolve on its own.
Unsure whether your situation is bundle-shaped or better served by a component service? A short scoping call is enough to tell — and the answer will be honest either way.
No pitch, no pressure
One transformation programme, not seven procurement events.
A 30-minute call is enough to tell whether your situation is flagship-bundle-shaped — and whether the Smaller or Larger mid-market scope fits your mandate.
Book a call →Or explore the full bundle catalog or individual services.