Wirtek A/S, a Danish software company listed on the stock exchange under the symbol WIRTEK, with a significant branch in Romania, is in a phase of accelerated expansion supported by strategic acquisitions. Following the acquisition of a local company, Corebuild, Wirtek faced challenges associated with rapid growth: an increasing number of clients, employees, and offices generated higher operational complexity, and existing processes could no longer support the company’s growing needs.

To address these challenges, the new CFO initiated a digital transformation project aimed at building a modern infrastructure, adapted to meet the expanded operational requirements. The project focused on automating key processes, including:

• implementing new procurement and invoicing procedures,
• automating invoicing based on effort expended as per contracts,
• automating financial reporting required by regulatory authorities,
• supporting a multinational accounting model and consolidated group reporting.

We were pleased to assist Wirtek in their digital transformation journey.

Consulting Process

Analysis

Following our consulting methodology, we began with interviews with the executive team (C-Level) to identify current strategic challenges, future plans, and associated obstacles. After this stage, we collaboratively defined the strategic objectives for the new digital infrastructure.

We continued with in-depth interviews with the management teams at both Wirtek and Corebuild—the recently acquired company undergoing integration. Further discussions with some employees gave us a detailed understanding of current operational needs.

The result of the analysis process was a new set of processes and procedures that redefine operational flows to meet the current and future needs of the organization. The new processes were designed to be as user-friendly as possible and standardized across the group. This endeavor involved organizational culture adaptation, change management, and ensuring all stakeholders were aligned with common goals.

For Wirtek, implementing these changes was swift, thanks to management’s commitment and the extensive support from employees eager for change and modern tools.

Conclusions and Recommendations

The conclusions of the analysis phase were formalized into specifications for the integrated solution:

• CRM: The current solution proved efficient and well-integrated, so it was retained.
• ERP Implementation: The existing accounting solution was no longer adequate for multi-jurisdictional reporting. We recommended implementing an ERP capable of automated invoicing and consolidated group reporting.
• Procurement Segmentation and Process Optimization: We segmented procurement into two categories – “core-business” and “operational” – establishing dedicated approval processes for each category. This structure allowed for efficient expense management and better integration of project-associated costs with invoicing.
• Project Effort Reporting: Reporting the effort allocated by each engineer to projects was a challenge in the integration process due to stylistic differences. As neither of the existing solutions could integrate with the ERP and adaptation costs were too high, we decided to develop a dedicated software application. This application integrated the best practices from both companies, enabled unified reporting, and, through direct ERP connection, enabled nearly complete invoicing automation, thus eliminating the risk of human error.
• Subcontractor Integration: The complexity of technical solutions Wirtek offers its clients often requires acquiring external expertise. Integrating subcontractor costs transparently for clients is a challenge, as it requires using Wirtek’s reporting system and extending it to external users. However, external users often have their own systems, and duplicating or tripling reporting is inconvenient and a waste of time and energy. The application developed extracts effort reports via API from project management tools such as Jira, Asana, or Azure DevOps, eliminating redundancy and simplifying the process.
• Deployment: After analyzing ROI and risk scenarios, a SaaS ERP solution was chosen, with deployment of the custom application in the same environment for accessibility and scalability.

Technology and Vendor Selection

Our focus was on selecting the ERP system. The most critical components of the new architecture were the ERP and the custom-made solution. Since the custom solution development was under Wirtek’s control, we focused on ERP selection, evaluating offers from two international vendors. The most advantageous solution was to be implemented by a partner in Romania.

Selecting the implementation service provider came with an important requirement: it was critical for the solution to be functional before the start of the next fiscal year. Otherwise, the finance department would have faced triple the reporting workload: the old system, the new system, and the integration between them, all while actively involved in ERP implementation.

Offers were analyzed not only from technical and financial perspectives but also for rapid execution capability. Ultimately, we chose a partner with experience in similar projects, capable of meeting the deadline.

Implementation

As part of the collaboration, Colia represented Wirtek in the relationship with the implementation provider, managing the project to ensure smooth implementation and compliance with the delivery deadline. We handled approximately 80% of the provider’s requests, allowing Wirtek’s management to focus on strategic initiatives.

Change management, one of the most complex aspects of digitalization projects, was approached following our methodology. From the design phases, we involved those most open to new technologies, known as “early adopters.” In turn, they acted as ambassadors of the new solutions and supported their colleagues as needed. We consider this process essential for a smooth and efficient transition to a new system.

Conclusions

The digitalization project had a significant positive impact on operational efficiency. With administrative tasks of low added value minimized, the management team was able to focus on strategic activities, supporting the company’s growth in Romania and expansion into the Portuguese market through a new acquisition.

At the operational level, the engineers’ project effort reporting process was considerably simplified, eliminating redundancies and reducing errors. This also had a positive impact on team satisfaction. Clients received the new invoices with detailed cost breakdowns, achievable only through integration and automation, which strengthened trust in Wirtek’s services.

The project represented a successful digital transformation, meeting all major objectives and consolidating the foundation for sustainable growth. Wirtek is now well-prepared for expansion and new opportunities.

The collaboration with Wirtek was a remarkable experience for us, and we are proud of the results achieved. We wish them success in their future expansion and innovation initiatives.