Various teams calculated month-end sales commissions manually. Different systems stored the required data, which created silos instead of a unified enterprise view. As a result, commission calculations took longer and produced significant errors.
The company previously attempted to fix the process. However, the team that built the original system had already left, which stalled progress. Consequently, sales partners grew increasingly frustrated due to repeated calculation mistakes.
GainOps redesigned and streamlined the entire commission process. The solution reduced calculation time and eliminated errors. In addition, the business recovered its investment quickly.
By correcting major mistakes - such as paying full commission amounts to each rep and partner - the company properly divided commissions between the appropriate parties. As a result, the organization improved accuracy, restored trust, and increased overall efficiency.
A motor manufacturer wanted to compete with China, but it took too long to complete sales. Motors are complex, and each customer has markedly different requirements for the right solution. Sales operations costs were also high. GainOps designed and implemented a solution that gave the manufacturer an edge over competitors. As a result, the team shortened manufacturing durations and manufactured only the components needed, which optimized inventory.
Banks must comply with the new Current Expected Credit Losses (CECL) accounting standard. It requires banks to estimate expected losses over the life of loans. GainOps designed and deployed a comprehensive solution. It included automated data collection and integration, an interactive front end, and reports. The solution let bank officers select loans for analysis. They could group loans by criteria and method. They could also generate reports that describe credit loss risks. As a result, audits became easy and quick. The bank sharply reduced operational costs and even increased revenues.
An international logistics company relied on two separate billing systems. However, the systems could not support each other. The company created this setup through growth by acquisitions. As a result, teams faced duplicated work, inconsistent billing views, and slower reporting.
To solve this, GainOps delivered a “soft integration” between the two systems. Instead of forcing a risky full replacement, we enabled both platforms to work together. In addition, we aligned key data fields and billing definitions to reduce confusion across teams. Consequently, staff could access consistent information without changing day-to-day workflows.
This approach minimized disruption to business processes. At the same time, it improved visibility across billing operations. Most importantly, the company gained time to evaluate options for a modern billing platform. Ultimately, the business could choose a long-term system with confidence, backed by cleaner data and clearer requirements.
A capital goods manufacturer needed to combine as many as seven ERP systems when creating a new business unit. GainOps managed the data design and migration portions of this very complex project. The resulting system easily passed a required Department of Defense audit.
An excessive focus on sales caused inventory oversight. As a result, the company held more inventory than it needed and under-used existing stock. This increased carrying costs and reduced efficiency.
GainOps introduced better inventory controls. First, we used daily demand-supply analysis to spot overstock and slow-moving items. Next, we built clear reports that helped teams take action quickly. In addition, we highlighted cost drivers and opportunities to rebalance inventory.
As a result, the business reduced inventory levels and lowered costs. Ultimately, these improvements increased margins.
