Digital transformation services
We map your systems and the real path your information travels, identify the bottlenecks, and hand you the workstreams to run, their implementation plan, and their public funding plan.
- Mapping flows and systems
- Choosing an ERP or an MRP
- Connecting two systems you already pay for
- Production dashboards
- Putting an end to double data entry
- Digitizing the shop floor
- Real-time inventory tracking
- Customer or supplier portal
- Cybersecurity component
- Team adoption plan
Our method in five steps
A digital transformation audit establishes what a company should digitise first, given what it already owns and what the gaps are costing it. The question is not whether a management system or a shop-floor execution system would be useful — it almost always would — but in what order the workstreams must follow one another so that each one serves the next. The audit runs in five steps and ends with a funding plan: in Québec as federally, the diagnostic and the implementation fall under different programs, and several require the application to be filed before the work begins.
- Step 01
Mapping the systems and the flows
We inventory the systems in service, the files that bypass them, and the real path a piece of information travels end to end — from a customer order through to the invoice. That real path almost always differs from the official one, and it is the gap between the two that costs money.
You walk away withA map of your information flows, with every break identified.
- Step 02
Identifying the bottlenecks
We measure where information waits, gets lost, or is re-entered. A late delivery, a wrong inventory count, a slow quote: these symptoms almost always trace back to a precise point where a piece of data changes hands without changing systems.
You walk away withYour bottlenecks ranked by estimated annual cost and by corrective effort.
- Step 03
What to digitise, and in what order
Each bottleneck is matched with the workstream that solves it — not the other way round. Some call for a complete system; others are resolved by an integration between two tools you have already paid for. Telling the two apart avoids the most common and most expensive project of all: replacing a system that worked, for a problem it was not causing.
You walk away withThe list of selected workstreams, each tied to a measured bottleneck.
- Step 04
A sequenced implementation plan
Each workstream receives a scope, a duration, an internal workload and a success criterion. The order is not a preference: a data workstream precedes the dashboard that feeds on it, and the history migration conditions the cutover. The sequence also determines the load that teams who are, after all, still producing can absorb.
You walk away withAn implementation plan executable by your own teams or by your integrator.
- Step 05
A funding plan for the transition
The diagnostic and the implementation are not funded by the same programs, and several require the application to be filed before the work begins. A workstream already under way becomes ineligible without any rule having been broken: it is the most common loss, and the only one that is entirely avoidable.
You walk away withThe funding plan for the transition: which programs, for which workstream, on what date.
The audit does not commit you to giving us what follows. We resell no software and represent no vendor: the plan is written to be carried out by your own teams or by the integrator of your choice.
Types of projects and engagements
Not every engagement starts with a full audit. Here are the six forms the work takes, and the symptom that usually leads to each one.
- Diagnostic
Full digital audit
The five steps across the whole company, from the mapping through to the funding plan.
The signYou know you have to digitise, without knowing where to start.
- Scoping
Choosing a system
Requirements, comparison of offers, and a check that the need genuinely warrants the system.
The signThree vendors have quoted you and the offers do not compare.
- Integration
Connecting the systems you have
Making two tools you have already paid for talk to each other, rather than buying a third to replace them.
The signThe same data is entered twice, by two different people.
- Data
Production dashboards
Collecting at source and making visible what is decided today by estimate.
The signYour production figures arrive at month end, too late to act on.
- Security
Cybersecurity stream
The workstream that programs fund and that digital plans forget.
The signYou are opening your systems to the outside without having reviewed security.
- Funding
Building the funding file
Preparing and filing the applications attached to the digital transition, then following the file through to payment.
The signThe project is decided and you want the public purse to pay a share.
A funding engagement can follow an audit or replace it: if the workstreams are already settled, step 5 stands on its own.
Frequently asked questions
A digital transformation audit is a diagnostic that establishes what a company should digitise first, and in what order. It has five parts: mapping the systems in service and the real path information travels, identifying the bottlenecks and their cost, choosing the workstreams that fix them, a sequenced implementation plan, and a funding plan. It differs from a vendor proposal in that it starts from the breaks observed inside the company rather than from a vendor catalogue.
With the real path of a piece of information, not with the choice of software. Follow an order from the moment it arrives through to invoicing and note every point where data is re-entered, waits, or leaves the system to live in a spreadsheet. Those break points are the only legitimate candidates for a first workstream: they have a measurable cost, which is what lets you justify the spend and then check whether it produced its effect.
Not necessarily, and often the opposite. An integrated management system is a heavy undertaking that assumes already-stable processes and cleanly migrated data; starting there while information still circulates badly amounts to computerising the disorder. Many bottlenecks are first resolved by an integration between tools you already pay for, by collecting data at source, or by a dashboard — for a fraction of the cost and the risk.
Very often, yes. Two tools that do not communicate are not necessarily two bad tools: in many cases an integration between them removes the re-entry that motivated replacing them. The audit explicitly separates the bottlenecks that require a new system from those resolved by a connection, a reconfiguration or a procedure — because the most expensive project we encounter is the replacement of a system that was not causing the problem.
Several programs apply, and they do not cover the same items. Some fund the diagnostic and the plan, others the implementation: licences, integration, hardware and internal time. Federally, further levers apply to technology adoption and to development work that carries a share of technological uncertainty. The decisive point is the calendar: several of these grants require the application to be filed before the work begins, and a workstream already under way becomes ineligible.
Committing the spend before filing the application. Several programs fund only work that has not started; signing with an integrator, paying a deposit or buying licences before filing is enough to make the workstream ineligible, without any rule having been broken. The second most frequent mistake is underestimating training and adoption: a system correctly installed but worked around by the teams produces none of the gains that justified buying it.
An integrator is paid by what it installs: its diagnosis leads naturally to its catalogue. Hubvention resells no software and represents no vendor, so the plan that comes out of the audit can be executed by your own teams or by the supplier of your choice — including the one you already use. Added to that is the part integrators do not cover: preparing the public funding applications attached to each workstream, from filing through to payment.