A look at how Rotation Digital's specialized practices have helped finance and operations teams replace fragile, manual processes with systems they can actually trust.
No single source of truth for subscriber data, an Excel-based planning process that couldn't support real scenario modeling, and reporting that ran on manual extracts.
Rotation Digital's QueBIT team built a connected Pigment platform integrating Oracle and operations data, with a subscriber volume forecast feeding directly into revenue, COGS, and expense planning.
A mid-transition ERP move from NetSuite to D365 that the existing Anaplan platform couldn't support, limited scenario modeling, and reporting still living in offline Excel.
QueBIT replaced Anaplan with a connected Pigment platform spanning both ERP systems, building a statistical demand plan tied directly to sales forecast, pricing, and revenue projection.
A legacy EPM system that demanded constant IT support, disconnected data across Salesforce, Workday, and Sage Intacct, and planning cycles too slow for a fast-changing market.
QueBIT implemented Pigment as VDX.tv's new planning platform, centralizing data from every core system into one connected model, alongside an ERP transition and full chart-of-accounts update.
Financial forecasting relied on spreadsheets, manual data entry, and weak version tracking, leaving little time for real analysis as leadership's reporting expectations grew.
QueBIT rebuilt enterprise financial planning on IBM Planning Analytics, with secure source-system connections, Active Directory SSO, and hands-on training so Covenant's team could run it independently.
Manual, email-based offer approvals with no consistent workflow, inconsistent documentation across the recruiting team, and limited visibility into compensation decisions.
Syssero redesigned and standardized the offer workflow, then configured Workday Recruiting automation so offer letters, routing, and reminders run without manual handoffs.
Rapid growth, evolving operating models, and multiple stakeholders with differing priorities meant processes and data weren't yet validated for a Workday build.
Syssero mapped core processes and validated data readiness, then aligned stakeholders early and identified configuration risks before implementation began.
After years of leaning on outside support across reporting, reconciliations, AP, and close activities, Ministry Brands wanted to build internal capability instead of staying dependent on it.
Syssero paired ongoing managed services with hands-on knowledge transfer, training an internal administrator and documenting the system as reliance on outside support wound down.
