As part of a wider digital transformation programme, a prominent law firm identified the need to modernise a core CRM platform used by its Marketing and Business Development teams. The application was outdated, several versions behind, and approaching end-of-life. Initially seen as a routine technical upgrade, the project revealed deeper architectural issues and undocumented integrations that required a far more structured and strategic approach.

The project aimed to replatform the CRM system to Microsoft Azure and bring the application up to date, ensuring future support and security. It also became essential to improve visibility of the system’s architecture, clarify integration points, and put in place better project planning and governance practices across teams.

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The CRM system had fallen out of support, and the vendor had indicated that assistance could be withdrawn at any time. The client had limited architectural documentation, and much of the application’s infrastructure had evolved without a clear record.
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Internally, governance processes were underdeveloped, and there was an initial disconnect between technical and business stakeholders, particularly around the scale, complexity, and urgency of the work. The business had expected a short, simple delivery but needed guidance on how to manage a much larger and more technical transformation.

Harmeston began with a detailed discovery process, identifying gaps in architecture and mapping out all dependencies and integrations. A comprehensive design document was developed to bring structure and visibility to the project. In parallel, Harmeston introduced governance structures including weekly project calls, steering committees, and joint planning sessions to align all teams. Clear communication between IT and business units helped manage expectations, reduce friction, and ensure informed decision-making.

The CRM system was successfully replatformed into the Azure cloud environment, supported by a robust testing phase involving both technical and business users. Multiple secure environments were established for testing integration points, and users were equipped with appropriate tools to allow for simultaneous testing and business-as-usual activity. Despite the project extending beyond its original timeframe, the final delivery was completed within five months of Harmeston’s engagement, an impressive turnaround given the project’s evolving scope and complexity.