Case Studies

BL King Consulting — NetSuite Update Program

Situation: BL King Consulting, a Massachusetts cybersecurity and compliance firm of about ten people, set out in January 2026 to replace QuickBooks Desktop with Oracle NetSuite across finance, order-to-cash, procure-to-pay and several supporting functions, with a GoHighLevel CRM to integrate. There was no program to take over: only the CEO’s intent, a partly configured NetSuite account and almost no process documents. The firm needed a PMO and had no capacity to build one.
Approach: LDO Consulting took the PMO Lead and Strategic Advisor role on 4 January 2026 and ran every phase with Trimspan, its AI-enabled implementation toolset, in the client’s own Jira and Confluence. Requirements and pre-filled business process and configuration guides were drafted from NetSuite’s own documentation for each business process owner to validate rather than write. From March, Claude, connected through MCP to Jira, Confluence and the NetSuite sandbox, drafted the process documentation and the SOPs BL King personnel follow, and analyzed each functional area as that area’s Business Process Owner, writing the functional and technical specifications. When the business narrowed the first release to Order-to-Cash in April, the program was re-planned within a week; a Procure-to-Pay program and two GoHighLevel-to-NetSuite integration programs, on n8n and Zapier middleware, followed from the same method. Test cases were generated from the Requirements Traceability Matrix and held at a review gate until a person had read them, the cutover runbook was sequenced with owners and a critical path, and hypercare incidents were given their own register.
Result: More than 6,000 requirements by March across 11 functional areas, on a program that started with none; more than 50 business process and configuration guides; about 2,000 Jira tickets and 19 dashboards. For the first release, Order-to-Cash: 754 tickets under one burndown, 277 requirements covered by 195 linked test cases, and 43 end-to-end tests across eight Order-to-Cash threads; three governance policies, Sales and Fulfillment procedures and a cutover runbook at version 0.95. In October, 234 broken dependency links were found and fixed and the Entry to System Test gate rose from 0.43 to 0.57 on evidence the client can check in Jira. Fit-gap analysis reduced from weeks to days, and program status is reported from live dashboards reconciled to Jira. The program is in progress.
Tools: Trimspan, Oracle NetSuite, Jira, Confluence, Anthropic Claude, Atlassian Rovo, n8n, Zapier, GoHighLevel.

LDO Consulting — Odoo 20 Implementation

Situation: LDO Consulting LLC, a veteran-owned ERP consulting firm, moving its books off a cash-basis bookkeeping workbook into Odoo 20 Online. LDO Consulting was its own client: Rod Rodriguez, CEO, served as Executive Sponsor, and the work ran under the same BuildVance℠ method, phase gates and Jira traceability we use for clients. The challenge: replace a spreadsheet ledger with an ERP without losing an open invoice or a balance, and prove before cutover that every requirement was built and tested. A self-implementation gets no outside check, so every decision, defect and sign-off had to be on the record in Jira.
Approach: Project Prep set up the engagement in Jira: team roles, governance, the RAID log and the security register, the hosting decision (Odoo Online Standard) and the signed statement of work, estimate and in-scope app list. Discovery profiled each data object in the bookkeeping workbook, recorded every connected system and interface, and wrote the fit-gap register and migration scope per object. In Design, AI drafted the design from Odoo’s own documentation as requirement lines; the Executive Sponsor reviewed and signed each one, and approved the field mapping. In Build, each requirement got its own configuration task in a separate test database, with every setting recorded and reviewed by a person. Testing had one test case per requirement, each linked to it and run in the test database; each data set was mapped, loaded and reconciled, and every defect was logged and traced. Cutover followed a go / no-go with a trial-balance comparison; the system went live 2 November 2026 with opening balances as of 31 October. Hyper Care runs to 8 January 2027, and every change after go-live follows the same requirement, build and test path.
Result: 141 requirements, each traced in Jira; 136 configuration and build tasks, one per requirement; 136 test cases, each linked to its requirement; 5 data sets migrated and reconciled; 7 defects found, logged and worked. All 141 requirements, 136 build tasks and 136 test cases trace end to end in Jira. The work surfaced 7 defects, among them a migration load that skipped the external ID convention and vendor bill numbering that differed from the signed design. Each was logged and traced in Jira; the bill-numbering difference became one of 17 recorded decisions, not a silent change. Every phase gate from Project Prep to Cutover was passed, with minor waivers recorded in Jira for the work that remained: 9 requirements, including the first month-end close, and 2 defects (LDOOE-200 and LDOOE-558) finish during Hyper Care, and 4 Value Assurance checks, including the first year-end close, follow on their own schedule. Each stays open in Jira until its test passes.
Tools: BuildVance℠ method, Odoo 20 Online, Jira.

BL King Consulting — NetSuite Update Program

LDO Consulting — Odoo 20 Implementation