THE BRAINTREE APPROACH
Scope, Build, Go-live, Support.
A Business Central project has to work for the people closing the books, ordering stock and serving customers. The implementation plan carries those responsibilities through to live operation, with ongoing support agreed before the project team leaves.
01
Scope
Set the business case, module list, integrations, timeline and cost envelope. Walk through how the organisation operates, so the project is built around real requirements rather than a licence list.
02
Build
Use configuration where it fits. Design the processes, chart of accounts and role-based security, prepare the data migration, and rehearse the move before committing to go-live.
03
Go-live
Agree the cutover window, acceptance checks and recovery plan. Prepare hypercare and the first month-end close with the finance team, with clear responsibility for resolving issues.
04
Support
Define Managed Business Central beyond the initial project. Health checks, release management and feature adoption belong in the service discussion, with scope and ownership documented.
SERVICE SCOPE
What’s in scope.
01
Financial management
Define the chart of accounts and the processes for general ledger, payables, receivables, fixed assets and budgeting. Where the business has multiple entities, establish consolidation and reporting requirements as part of the design rather than adding them at the end.
02
Inventory and operations
Map sales and purchase orders, inventory, warehousing and service-management requirements. Use the operational process to establish which Business Central capabilities are needed, which data must move and which exceptions need explicit treatment.
03
Configuration and integration
Evaluate standard configuration before introducing custom development. Plan connections with Microsoft 365, Power BI and required banking or payment services, confirming connector fit, licensing and the responsibilities for each integration.
04
Data migration and validation
Identify master records, balances and transactional history in scope. Define mapping, cleansing and reconciliation, then test representative transactions so finance and operations can confirm that the new environment supports their work.
05
User adoption and support
Prepare users for the roles and processes they will follow in Business Central. Establish business acceptance, cutover communications and the support route, including how releases, issues and further improvements are managed after implementation.
The implementation scope is a business decision.
Start with the operational requirements and the information needed to fund and govern the project. A scoping exercise should expose the assumptions behind the proposed modules, data and integration effort.
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Process requirements and the Business Central module scope.
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Data sources, migration boundaries and integration dependencies.
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Roles, permissions, reporting and acceptance requirements.
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A delivery sequence, cutover approach and support responsibilities.
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TCO assumptions covering licences, implementation and continued operation.
Choose the right Business Central route.
This service fits an organisation adopting Business Central as a new ERP environment. A business already running Dynamics NAV may instead need a migration assessment. In either case, the cutover design must reflect the operating cycle, test results and rollback requirements. A customer’s successful weekend cutover is evidence of its final transition, not a universal project duration.
01
Test the entire transaction, including the exception
An ERP decision becomes concrete when a purchase, sale or stock movement can be followed through approval, posting and reporting. Start with the operational work that spreadsheets and disconnected systems cannot manage reliably. Include exceptions such as returns, partial deliveries, price changes and corrections, because they expose requirements that a standard demonstration can miss.
Business Central covers finance and connected operational functions. Braintree’s implementation work should map that capability to the organisation’s chart of accounts, dimensions, stock policies and approvals. Standard configuration, supported extensions and custom development carry different delivery and maintenance implications; make those choices visible while the scope is still being defined.
02
Prepare business ownership and data reconciliation
Supply master-data samples, opening balances, current reports, integration details and representative process scenarios. Finance and operational owners must decide what is correct, resolve conflicting records and approve the target definitions. Data extraction is only one step: the migration plan also needs mapping, validation and reconciliation of the agreed records.
Microsoft’s implementation guidance connects testing with business processes and readiness. The delivery plan should therefore name the people who accept transaction flows and the evidence required at cutover. Agree the treatment of open orders, stock, receivables, payables and historical information. Training and support should reflect the responsibilities of actual users, including how they report a posting problem or request a controlled change after go-live.
03
Implementation decisions that shape cost and risk
Decision
Evidence to examine
What to agree
Process fit
Representative transactions and requirements standard functions do not satisfy.
Configuration, extension or custom development, with the ownership implications.
Migration boundary
Master data, opening positions, open transactions and reporting history.
What moves, what remains accessible and how the result is reconciled.
Cutover readiness
Accepted scenarios, data results, user preparation and dependencies.
The business decision owner, transition conditions and recovery approach.
EVIDENCE & DOCUMENTATION
See the work in context.
BEFORE YOU DECIDE
Practical questions.
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How much customisation is needed?
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What happens to historical data?
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When is the system ready to go live?
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Can we keep the current chart of accounts?
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Who cleans and approves the data?
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Will integrations be available on the first day?
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What does post-launch support need to cover?
BUILD YOUR BUSINESS CASE
Turn operational friction into a clear ERP brief.
The problem to solve.
Spreadsheets and disconnected applications can keep the business running while hiding duplicated work, delayed reporting and weak handovers.
What success should look like.
Define the finance and operating processes to bring into Business Central first, with a data plan and a realistic adoption sequence.
Bring these into the discussion.
A useful starting point for your team and the people approving the investment.
Useful reading for your proposal.
Evidence, examples and questions to take into the decision.
Customer story
27 November 2025
Customer story
Matumi: daily pricing and connected operations
See the operational problem, workflow change and business effect behind a Business Central project.
Read the customer story
Customer story
14 September 2023
Customer story
Global Airways: an ERP that fits the operation
Explore the need for connected finance and operations in a growing group.
Read the customer story
Insight
5 March 2024
ERP selection
Work through the ERP selection decision
Use the selection discussion to prepare a requirements-led shortlist.
Read the insight
LET’S GROW.
Work through the next step with Braintree.
Bring the processes that matter first. We will help distinguish the initial implementation from later phases.
