CRM implementation for Cambridge Accountancy PEM

Discovery Workshops & Stakeholder Alignment

We began with stakeholder workshops across departments to define the ideal future state for CRM usage. This surfaced internal pain points and helped align teams around shared priorities such as better segmentation, improved client handovers, and visibility of marketing impact.

Benefit:

Early alignment gave the project a clear direction and ensured buy-in from the outset, reducing resistance to change and making implementation smoother.

Tech Assessment & Roadmap Integration

Through interviews with the CTO, we reviewed the existing tech stack and confirmed that the practice management platform would remain essential for billing. This insight became a cornerstone of the integration plan.

Benefit:

By understanding technical constraints early, we avoided wasted investment in platforms that wouldn’t integrate — streamlining decision-making and safeguarding long-term compatibility.

Market Research & Platform Selection

With requirements clearly mapped, we conducted a review ofCRM platforms that could:

• Integrate with the billing system
• Support segmented marketing automation
• Offer user-friendly interfaces for busy client-facing teams

Benefit:

Choosing the right platform meant the firm could consolidate their tools without compromising on usability or performance.

Business case and stakeholder approval

We presented the proposed solution to the board with a business case based on current performance and then projected improvements.  Over time, we forecast the platform would deliver time saving, improved business insight, better lead conversion rates, improved client value rates and an overall better experience for clients.

Benefit:

By detailing ‘where we’re at now’ (even with some patchy data) we were able to put a line in the sand from which the impact of implementation could be assessed.

Migration & Implementation

We consolidated several email platforms and disconnected lead tracking tools into one end-to-end CRM system. This included:

• Mapping and standardising data fields
• Defining lead and client lifecycle processes
• Supporting secure data migration
• Data cleansing
• User Acceptance testing
• Launch training and comms
• Snagging management

Benefit:

The business moved from a patchwork of tools to a centralised CRM - improving data quality, reducing duplication, and enabling consistent, automated communications.

Rollout and change management

A successful technology implementation is not just about platform go live, but it’s about user adoption and the extent to which the technology gets embedded into standard processes. We worked hard with the internal team to achieve a significant change in working practices by incorporating CRM into operations across the firm. This included:

• Setting up a ‘Champion’ for each service line responsible for two-way communications with the project team
• A thorough internal communications plan to keep all staff informed and engaged
• Development  of extensive training materials in a variety of formats for different learning styles
• Surveys and feedback mechanisms
• Team meeting attendance
• Change request log for technology updates to improve usability

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Benefit:

The benefits realised from investment in technology are dependent on utilisation of its functionality. By supporting the business through this significant change in working practices we helped to embed the technology from launch. This will be an ongoing process, but the work done at launch and for the first 9 months post-go live has brought about a leap forward in capability for this accountancy firm.