CASE STUDY
Sugar isn’ t just new technology; it’ s a new way of working that replaces longstanding habits.
– mostly around our business model, products engineering structure and the interfaces with existing systems like our ERP. The bigger piece, though, is the mindset shift. Sugar isn’ t just new technology; it’ s a new way of working that replaces long-standing habits. So, the internal journey of understanding, testing and adopting the system has been every bit as important as the technical build.
How critical was the integration with your ERP system in enabling seamless data flow from quote to order fulfilment?
It was fundamental – without it, the tool would add little value. Our ERP has matured over the years and so has the level of trust our teams place in its data and processes. All the critical data our CPQ relies on lives in the ERP, so a seamless flow from quote to fulfilment depends entirely on that integration working well.
What tangible improvements have you seen in sales productivity since adopting the solution?
We’ re still early in the rollout, but the direction is already clear. The system is sharpening our time management and formalising things the team has always done well informally – turning good instincts into a repeatable, visible process.
Can you share a specific example where better data or visibility led to a measurable business outcome?
Our costing, pricing and quoting process used to be heavily manual, often involving several people across different departments. That created an unacceptable lag before a quote reached the customer. We’ ve gone from days to minutes. Quotes can now be produced in the field, with approvals formalised along the way. For us and for the customers we serve, that’ s a major step change.
What new revenue opportunities or efficiencies have emerged since implementation that weren’ t visible before?
The clearest gains are in efficiency, time management and the formalisation of both our processes and our documentation. Beyond that, we now have real pipeline visibility and control which is sharpening our forecasting accuracy and surfacing opportunities we simply couldn’ t see before.
What does the future hold for Volgren now that its technical capabilities have provided a competitive edge?
Our investment in digital capability is what lets us keep pace with and stay ahead of a fast-changing industry. As Volgren grows across markets and product lines, mature, connected systems mean we can scale that growth without losing the speed, accuracy and customer focus that set us apart. The competitive edge isn’ t the technology itself; it’ s what disciplined, well-integrated processes let our people do with it. •
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