The situation
Maintenance revenue was comfortable — and a shrinking future. Like every large ERP vendor, the company had to move its revenue mix to SaaS, and its portfolio strategy had to lead that shift rather than trail it.
At the same time, adoption of the flagship next-generation ERP product was stalling in the installed base, and the reasons weren't visible from headquarters.
What we did
- 01Reset the software portfolio strategy for the next five years, shifting the revenue mix away from maintenance toward SaaS.
- 02Diagnosed adoption challenges on the flagship next-generation ERP product.
- 03Interviewed customer CIOs directly to understand what was actually blocking upgrades — then turned the gaps into a fix agenda.
- 04Built proprietary tools to unblock the installed base: upgrade business-case development, cleanup of prior-version tech debt, and diagnosis of customization depth in legacy installs.
The outcome
- A five-year portfolio strategy the company executed the SaaS transition against.
- A clear, customer-sourced picture of what blocked upgrades — straight from CIO interviews, not internal assumptions.
- Diagnostic tools that turned upgrade conversations from art into repeatable business cases.
Engagement delivered by Avirso leadership during their tenure at a global management consultancy, prior to founding Avirso.