What needed to change
There was no documentation, no systems inventory, and no architecture diagram. Institutional knowledge lived in a small number of heads, and any employee transition threatened operational continuity in ways leadership could not see or quantify.
Without a shared map, every modernization proposal turned into a debate about what existed in the first place. Decisions stalled because leadership had no basis to evaluate risk or scope.
How it was solved
Reverse engineered company operations from the business process side in. For each critical workflow, traced which systems were touched, in which order, and what data moved between them.
Documented the systems that had a future and built deprecation plans for the ones that did not. Explicitly surfaced single points of failure in institutional knowledge so leadership could prioritize knowledge transfer.
Used the resulting map as the backbone for every subsequent modernization program, from the SharePoint migration to the CRM replatform. New initiatives started with a shared picture of the current state instead of a blank whiteboard.
