Reference case
CAD/CAM/MES/ERP for metal manufacturing. Family capital. Global market. 25 years of history.
The owner and CEO felt the organisation was working hard and moving slowly. They were eager to diversify and could not find the path.
10 million lines of code with no structural re-engineering. Architecture grown by addition over 25 years.
Irreversible integrations via shared database.
Two failed generations of management product with years of investment and no visible return.
All architectural knowledge concentrated in a single person.
High-capability team without real autonomy. Client engineering without process.
Leadership making technology decisions without visibility of the real asset.
Rebuilding from scratch was ruled out. Progressive re-engineering was the only viable path for preserving and multiplying the value of the asset.
Each component evaluated on the basis of what it contained and the cost of preserving, re-engineering or retiring it. Not on the basis of its age or who had built it.
The CAD/CAM went from an opaque and fragile system to an integratable platform with an autonomous team.
For the first time, an integrated CAD/CAM/MES/ERP technology platform was available, capable of supporting the management solutions leadership had been trying to build for years without success.
Projects and revenue written off as lost were recovered.
R&D resources consumed on client premises were freed up.
The technical foundation was opened for a data intelligence business line that leadership had wanted to build for years.
The CAD/CAM remains market leader in 2025.
The management solutions business never found the commercial support it needed.
The strategic decision to diversify was not made with a real technical basis, and when it was attempted, the asset was not in a position to support it.
How long has your organisation been making technology decisions without an independent reading of what it actually has?
See Rugaro ASSAY