Open Mobile, a mobile telecommunications service provider in Puerto Rico, was using an outdated UK-based system inherited from its predecessor company. The system was inconvenient, lacked essential features, and did not offer connectivity with Microsoft Office. The company had no control over the system and had to rely on the vendor for even minor issues. They were looking for a system that would improve their accounting processes, enhance financial reporting and analysis, and increase data integrity.

P’kolino, a design company which focuses on smart play products for children, needed a solution to manage its entire product value chain—from tracking customer leads, to importing products, to managing customer orders. But QuickBooks, the accounting software it had been relying on for several years, could not match P’kolino’s rate of expansion. As business grew, the inconveniences piled up. Since QuickBooks was installed on every individual machine, it meant that every time there was a software update, each machine needed to be updated separately. As the business grew, P’kolino’s inventory expanded to fill three warehouses. “QuickBooks didn’t have the capacity and capability for tracking inventory across multiple locations,” says P’kolino Operations Manager Francisco Pardo. Also, because QuickBooks could not easily be integrated with other third-party software applications, P’kolino staff had to laboriously re-enter sales orders and other information, manually copying information from one platform to another.

The Quantum Group, a producer of high-quality, custom-manufactured fabrics, had a complex corporate structure consisting of seven companies in three different physical locations. Managing this corporate structure without excessive software expenses was critical for Quantum’s business. They needed a solution that could manage general ledger, receivables, purchase orders, and payables functionality performed by several different individuals. The solution had to be accessible from any location without the expense and challenge of installing and maintaining client software. Prior to implementing Acumatica, Quantum used NetSuite to manage their financials. However, NetSuite didn't provide Quantum with the control they needed over their costs, support, or user licensing.

S&L Hospitality had been relying on outdated software, Yardi Property Management and Yardi Construction Management, which was not progressing with the company's needs. In 2011, S&L started to research their options and went with M3 Hotel Accounting for one of their hotels. However, it was not as customizable as they had hoped and had flaws with reports. In August of 2011, a fire destroyed the S&L Hospitality headquarters, forcing the company to scramble to put together an entirely new system.

S&S Activewear, a wholesale distributor of activewear apparel and accessories, was using a Telnet green-screen system to organize its business information. As the company's needs became more sophisticated and better technology became available, it decided to look for a more advanced system in a .NET environment. The company hired a consultant to evaluate various ERP options in the market, some of which cost several million dollars. However, none of the options, including big-name players like Microsoft Dynamics and BlueCherry, were found to be suitable. The company had developed its own inventory management system to manage the array of colors and sizes for every single style of clothing, and many other ERP systems were not equipped to do this.

Seville Farms, a horticulture wholesaler, was using a combination of QuickBooks and specialized software designed for the plant-growing industry. However, the financial software was extremely limited and difficult to customize. The system would also shut down unexpectedly, causing some accounts to get out-of-balance. After migrating to a new sales inventory software, they needed a financial management product that could integrate with the new software. One of the critical requirements was the ability to handle 52 periods, as the industry is driven by the week.

AME Corporation is a mid-sized company that specializes in custom rubber and plastic components and sealing solutions. The company has operations in New Jersey, US, and Shanghai, China. Like many companies with a global presence, it wanted to move all its business processes to the cloud, so that any of its 20 staff from around the world could easily access information and collaborate. AME had already implemented Acumatica’s Distribution and Financial Management suites on version 2.2 in 2011. However, the company stored a large amount of its business documents on Box, an online content sharing platform. AME staff had to access Box and Acumatica separately, which was not efficient.

EOS Group, a company that sells and services medical equipment solutions to hospitals and doctor’s offices, was outgrowing their aging ERP system of nearly 17 years. As EOS’ business had grown, so had the number of creative exceptions they made for customers. These were more than their accounting solution, SBT Accounting, could handle. Forced to use Excel for some processes, the company’s workflow was becoming cumbersome and inefficient. EOS also needed their ERP system to be flexible enough to adapt to the complex tax issues unique to Ecuador.

Sciessent is a global company that offers chemical treatment products used in several industries. The company had utilized Sage MAS 500 for about seven years, and in 2015 they faced the loss of Sage support for MAS 500. Their partner recommended Acumatica as a way to replace and upgrade their financial management system. The company needed a solution that would improve their customer relations and make their business processes more fluid.

Dakota Red Corporation, a holding company for King’s Material, Midland Concrete Products, Hawkeye Ready Mix, and Stone Concepts, was facing challenges with its outdated business processes and technology. The company had been using the same computer and software system since 1988, supplemented by spreadsheets, Microsoft Access, and later Sage 100. As the company grew, it added more databases and spreadsheets to keep track of various business entities. The impending retirement of the company's CFO, who had installed the first computer and software system, prompted a review of the company's business processes and technology. The company realized that an ERP system integrated with financial software could greatly improve operations.

BLD Brands was running an unsupported version of Sage Pro and operating with eight different charters of accounts and four different accounting calendars as a result of prior acquisitions. Numerous intercompany transactions and consolidations made it challenging to bring them all into a single audited entity. In addition to running siloed accounting systems and three different point-of-sale systems, four people manually entered about 90,000 invoices a year. Bringing those systems together required three in-house developers to create proprietary desktop and mobile applications that BLD used for managing communication and approvals, among other operations. Those applications pulled information from a data warehouse into which all financial data was then added.

Korpack, a startup in the packaging industry, needed an ERP system that was affordable, capable of organizing, analyzing, and acting on data, and flexible enough to allow customization and growth into a national concern. The company evaluated several ERPs, including NetSuite, Microsoft Dynamics, and QuickBooks, but found them either too expensive, lacking in customization options, or not robust enough for their needs. They needed a system that would allow them to quote immediately and fulfill winning bids quickly and accurately, while providing instant access to vendor pricing and services, and connections to sophisticated data analysis tools.

Azure Malta, a vacation ownership specialist, was using four legacy software applications to run their business. This included Sage 50, Omnis reservation system, and Microsoft Access and Excel. The data had to be manually entered into each system and then imported and exported to other applications to keep everything current. This process was inefficient and time-consuming. In 2013, Azure decided to adopt a digital media marketing strategy and expand into new properties in different countries. However, they realized that their dated technology infrastructure and patchwork of legacy financial systems would not support this expansion. They needed a system that could scale, was easy-to-use, flexible, and could easily integrate with third-party solutions.

FSC Lighting Inc. was operating with Sage DacEasy, an older system that didn't incorporate MRP and warehouse management and the rest of the manufacturing process. There were no inventory locations, and there wasn’t any accountability. The warehouse manager would bring a list of things he thought they might be low on, maybe, to order. The company had purchased a Sage replacement for DacEasy but had not implemented it yet. The version wasn’t robust enough for their business. It was only a replacement for DacEasy. The company wanted to find something they could do in the cloud, add an ERP and barcode scanning, and then add on from there.

Soundcast, LLC, a company that develops portable wireless audio devices, was spun off from its parent company in 2015. After the split, Soundcast could no longer use its parent company’s ERP software, NetSuite, and needed to find a new system that fit its budget. The company considered continuing with NetSuite, but found it to be too expensive. Soundcast's IT partner, Collins Computing, introduced them to Acumatica, which they found promising from the demonstrations they received. The company needed a system that was similar to the way they used to work with NetSuite, but also fit into their budget.

Opflex Technologies, based in Indianapolis, Indiana, manufactures specialized foam products that are used in a variety of applications, including water purification and sporting goods. However, the company's previous systems were manual and disjointed, effectively utilizing a cash basis of accounting. This resulted in lower margin transactions and hindered the company's ability to service higher margin products. The company needed a solution that would allow them to make strategic decisions on the customer base to service, determine product costs by SKU, and prioritize the customer base.

Consolidated West, a produce broker, was struggling with the inability to link its sales management software with its accounting software. This resulted in double data entry, leading to inefficiencies and frustration. The company initially used QuickBooks, but as the company grew, the limitations of QuickBooks became apparent. The company tried a new financial software, but it was antiquated and did not meet their needs, causing frustration among the staff. The software was more suited for growers rather than brokers like Consolidated West.

Hagar International, a rapidly growing nonprofit organization, was struggling with a mix of Peachtree, QuickBooks, and Mind Your Own Business accounting software and various Excel spreadsheets that couldn’t handle the nonprofit’s growing international needs. The organization needed an affordable, easy-to-use solution that could handle multiple currencies and divisions with ease. The software also needed to accommodate a complex General Ledger account structure, track Hagar’s many different programs, and provide rich reports. Hagar needed a financial system that supported fund accounting as well as traditional commercial accounting.

CASE, an international non-profit organization with offices in Washington, D.C., London, Singapore, and Mexico City, was facing challenges with its existing financial data management system. The organization was using Microsoft Dynamics SL (formerly Solomon) and QuickBooks, which were proving to be inefficient and difficult to manage on an international scale. The organization was considering sticking with Dynamics SL, or switching to SAP or Intaact. However, SAP was quickly ruled out due to cost, and Dynamics SL was deemed difficult to manage internationally. Intaact was also not a viable option as it was very similar to Solomon and did not offer the flexibility CASE was looking for.

KFC Singapore, a leading restaurant chain in the country, was looking for an infrastructure that would serve as its accounting solution and provide workflow processes that could be used by all of its HQ employees from any device, at any time, from anywhere. The company was using JD Edwards Financial Management Module, but upgrading it to meet its expanded needs would have been too costly. A review of other solutions did not meet the expectations and budget of KFC Singapore.

Hi Spec Doorsets, a UK-based manufacturer of high-quality doorsets for the construction industry, was previously using a client/server-based system called EFACS. This traditional ERP package did not meet the company's expectations, particularly for the sales staff who had to wait until they returned to the office to update their leads, contacts, opportunities, or sales orders. This resulted in wasted time and frustration. The company needed a solution that would allow their sales staff to update information in real-time, regardless of their location.

JAMIS Software, a company that provides ERP and labor tracking software solutions for federal government contractors, was facing limitations due to its aging system built on COBOL and the COBOL-based MCBA accounting system. The company realized that the dated technology was limiting the type and size of customer that would accept their solution. They started to rewrite their code using C# and Visual Studio, but they still needed a replacement for the accounting, job costing and billing components. They believed that by moving to a cloud-based solution built on newer technologies, they could target larger corporations and double the size of the company. However, they needed a contemporary technology overall to help them move to the cloud.

HAI Group's software division, Housing Systems Solutions, Inc. (HSS), started hearing from some of the 1,000 HAI Group Members about software challenges they struggled with. The challenges rose to a level where HSS felt it was worth doing the research to determine if there was a market for a comprehensive software solution for their Members. After market research to determine the gap between what housing agencies were working with and what their ideal solution would be, HSS concluded that they could indeed develop a solution that would benefit their customers.

M5 Software, a software development company, was facing limitations with Dynamics SL (Solomon) and other development platforms. The company was looking for a platform that could offer more advanced features and capabilities. The existing platforms were not evolving and were not meeting the company's needs. The company was introduced to Acumatica, a platform that was described as being more advanced than Solomon. After attending an Acumatica training for developers, the team at M5 Software was impressed with the framework and tools offered by Acumatica.

R.A.S. Logistics Inc. was founded in 1998 as an appliance installation firm in Milwaukee, Wis. The company’s business changed dramatically just three years later when GE won the supply chain contract to deliver appliances for Home Depot. GE tapped R.A.S. to handle delivery and installation of its washers, dryers and refrigerators to Home Depot’s customer’s homes. As Home Depot grew, R.A.S. grew. Other large customers also turned to R.A.S. for deliveries, including Wayfair, Restoration Hardware and Mattress Firm, among others. Soon R.A.S. was delivering furniture, spas, mattresses and exercise equipment. The company grew from its single location to 21 locations, all east of the Mississippi. Today, R.A.S. is headquartered in Elkhart, Indiana. Each of the locations was a separate legal entity and as such an operational silo. Unfortunately, its financial system, QuickBooks, couldn’t handle the needs of what had become a more than $40 million in sales company. R.A.S. used a custom SQL database program to invoice its customers. It wasn’t connected to QuickBooks; information had to be manually input into QuickBooks. R.A.S. uses 200 to 300 independent contractors to perform the deliveries. R.A.S. used a third party to handle independent contractor payments, which added another manual layer of complexity. Further complicating payments to independent contractors was a program with Enterprise Truck Sales whereby R.A.S. would financially help the independent contractor secure its delivery truck, and then deduct the rental payments for the vehicle from the revenue of the deliveries. Ultimately remitting that payment from the independent contractor directly to Enterprise.

Hartzell Construction, a South Florida-based construction firm, was facing challenges with its legacy software, ProContractor. The software was difficult to use and failed to provide the insights, data, and back-office foundation the company needed. The company had to create manual workarounds for vendor and subcontractor approval processes, which were lengthy and prone to errors. The paper trail per project was often hard to reconstruct and reconcile, and as the company grew, so did the paper - mountainous piles and files eventually filled an entire room. The company was also frustrated with ProContractor's per-seat licenses, which were expensive and limited the number of users who could access the system at the same time.

M3 Technology Group, a company that designs, builds, and installs turnkey audiovisual systems, was facing growth challenges due to its outdated Everest finance software. The software was slowing down sales and finance operations, making the creation of customer quotes a laborious process. The software was also slow when run over a VPN, which was problematic as the company had grown from one location to multiple branch offices. Additionally, the software couldn't handle project cost accounting for new lines of business, requiring a lot of manual entry. The company needed financial software that could display project-cost profitability in real time instead of waiting until project completion.

Power Storage Solutions, a company that provides engineering, fulfillment, installation, and maintenance of DC-power backup systems, was spun off from Interstate Batteries. The company had a 9-month window to continue operating on Interstate’s financial systems, leaving little time to choose and implement systems of their own. They had previously implemented Salesforce.com, Steelbrick CPQ, Concur, and Workday with the belief that implementing best of breed software would make the startup efficient and data rich. However, they faced tremendous problems connecting the software. They compared Oracle NetSuite, QuickBooks, Sage, and Microsoft Dynamics but found them either too expensive, cumbersome, or lacking the functionality they needed.

Ask Afrika, a market research company with over 23 years of experience, was facing a logistical challenge in keeping track of project costs, budgets, employee allocation, invoices, and profitability due to the large number of projects they manage at any given time. The accounting team was spending up to eight hours to create a snapshot of company profitability. The existing systems were no longer suitable for Ask Afrika’s requirements, prompting the search for an ERP system that could reduce the time it took to create reports, verify data, and maintain accurate project budgets.

OFSi, a field service company for the oil and gas industry, acquired the pipe services assets of Scotland’s ITS Tubular Services Holdings Limited, inheriting an aging accounting system, Sage MAS 90. The system did not provide basic accounting functions and the inventory system was not integrated with the accounting system. There was no way to track sales orders because most customers were invoiced after a sale was complete. Inventory levels were tracked based on what appeared to be in the yard. OFSi initiated a project in 2014 to upgrade the accounting system from MAS 90 to Sage 100. However, as OFSi grew, acquiring several companies, incorporating the new business units into Sage 100 was difficult due to problems with the software. OFSi couldn’t effectively do business without a primary system of accounting, and the need for a modern, integrated ERP became obvious.