One CRM, One Client View in Financial Services
At a glance
CLIENT
A regional financial services provider
SERVICE
- Organizational change management, CRM & ERP rollout, digital transformation services, software development services, ERP software development services, services CRM
INDUSTRY
- Financial Services
A regional financial services provider was growing through acquisitions but still ran sales and back-office operations on disconnected systems. Relationship managers kept their own spreadsheets, branches used local tools for tracking opportunities, and the core banking platform only held partial client data. There was no single client view, reporting was slow, and every change request to processes meant more manual work.
LeanCoded partnered with the provider to implement a new ERP/CRM platform and, more importantly, to redesign how sales, service, and operations worked around it. Over 16 months, we rolled out a single CRM for all branches, simplified product and account-opening workflows in the ERP layer, and led a focused change program. The result was a shared client view across channels, faster handoffs between front and back office, and measurable adoption of the new ways of working instead of a “software-only” go-live.
When Each Branch Has Its Own Truth
Before the project, sales teams tracked deals and follow-ups in personal spreadsheets or local tools. Back office processed new accounts and product changes in a legacy system with limited integration to anything else. This created inconsistent data, duplicate effort, and frequent disputes about “who owns the client”. Average time to open a new multi-product relationship was 10–12 days, with multiple email handoffs. LeanCoded started with interviews, process mapping, and data analysis to understand how work really flowed—not just how it was documented.
The provider decided to invest in a single ERP/CRM stack to support all retail and SME relationships. LeanCoded brought together business, IT, and operations to define target processes and a realistic rollout plan. Our role went beyond configuring the system: we treated the program as an organizational change, combining business software development, custom software development for critical integrations, and a structured change approach to make sure people would actually use the new platform.
Designing Change Around the New Platform
LeanCoded helped the client define a clear scope: the first release would focus on core sales and servicing workflows—lead management, onboarding, and cross-sell opportunities—rather than every possible process. We worked with product owners and branch managers to design standard pipelines, client segments, and service levels that could be configured once and reused across regions. At the same time, our team delivered the necessary enterprise software solution work: data model alignment with the core banking system, secure APIs, and reporting structures.
On the people side, we built a change plan that combined top-down alignment with local ownership. A network of change champions from branches and call centers co-designed training scenarios, communication messages, and quick-reference guides. Instead of generic “system training”, we used real client situations from each line of business. LeanCoded’s experience in software development outsourcing and custom software development helped keep the configuration aligned with those scenarios, so that the new platform matched how sales and service teams actually worked.
Baseline and case for change
Target processes and role clarity
Configuration, integration, and testing
Training and support model
Phased rollout and feedback loops
How LeanCoded Kept ERP/CRM Change Under Control
The provider had already seen other projects stall because users stayed in spreadsheets. LeanCoded focused on making this rollout different: clear processes, realistic scope, and ongoing support for adoption instead of a one-time launch.
One client view for front and back office
Sales, service, and operations teams now see the same client data and history in one place, reducing back-and-forth and manual reconciliations.
Standard workflows that still fit local needs
Core steps for onboarding and servicing are consistent across all regions, with limited, controlled variations where regulation or local market specifics require them.
Change owned by the business
Line managers and change champions were equipped to drive the new ways of working in their teams, using platform dashboards in regular performance reviews.
Platform ready for future products
With cleaner data and standardized processes, the provider can add new products and channels on top of the same ERP/CRM foundation without redesigning everything from scratch.
Impact on Adoption and Client Service
Within six months of the final rollout wave, over 85% of new opportunities and service requests were being created and tracked in the new CRM rather than in spreadsheets or email. Average time to open a new retail relationship with multiple products dropped from 10–12 days to 6–7 days, and error rates in client master data decreased thanks to built-in validation and standardized workflows.
Managers gained a consistent view of pipeline and service levels across branches, enabling more targeted coaching and capacity planning. Staff feedback in follow-up surveys showed a higher score on “I understand how to use our systems to serve clients” and a decline in complaints about duplicate data entry. By combining digital transformation services, ERP software development services, and focused organizational change management, LeanCoded helped the regional financial services provider turn an ERP/CRM rollout from a high-risk IT project into a sustainable change in how sales and service teams work.