Supporting Aggregate Industries, a leading building materials supplier in the UK required onboarding support following a flurry of acquisitions.

Onboarding newly aquired business onto new systems
New software training programmes
Improved alignment, collaboration and security
Supported a seamless office move
We have worked with plenty of consultancies on change projects but what stands out about Entec Si is the commitment they show to our people, as well as the high standard of work they deliver and the capability to solve any issue we threw their way. Thank you Entec Si.
– Tim Eaton, Head of Logistics and Supply Chain at Aggregate Industries
Amar Assi consultant at Entec Si

The challenge

Aggregate Industries, a British aggregate manufacturer, has grown year on year. Their recent acquisition of Besblock Ltd was announced in May of 2023. The company’s success encouraged an increase in acquisitions spanning a short period of time. Consequently this led to the need for additional project management support to integrate new team members and systems.

A large proportion of the project included integrating new IT systems including a complete migration from Microsoft to Google software and a finance system migration for invoicing and procurement.

During the acquisition activity, there was a need to assess the internal cultures of each company to ensure the team integration continued to run smoothly. An office move meant that new team members could work under the same roof as their incumbent counterparts, aiding collaboration and streamlining working methods.

Our approach

In order to successfully deliver change within the confines of stretched resources, we relied on our blended team approach. This kept the transformation progressing, while simultaneously supporting the migration of the key IT systems. The nature of this kind of works allowed the internal IT team to focus on their specialised roles. Alongside this we supported the process by developing structured project management plans.

Acquisitions can be difficult to manoeuvre, particularly from an IT perspective. This was because there were several different programmes and processes in place across both companies. In order to address this issue, we helped the IT team conduct research to identify essential and surplus processes and software. Any software that failed to bring value or was no longer compatibale with new systems was placed in the project plan to be decommissioned. This cut outgoing costs and improvedĀ an efficient and aligned way of working within the business.

Employees are at the core of every transformation project, and this project proved it. Successful change relied on ensuring a smooth transition period. This was achieved through the development and delivery of two in-person training sessions to help employees understand how to use the new Google systems. The training included step-by-step walkthroughs, and lots of engagement throughout to ensure all employees felt confident going forward.

To further encourage new relationships and collaboration amongst the workforce, our team supported with an office move that brought the two separate teams together. By relocating to a larger space, new and old employees were able to bond under one roof.

As a result, more collaborative and productive methods of working were encouraged across the team. Similarly, working in one communal space meant employees struggling with using the new online systems had a support system around them. This ensured they felt comfortable and supported during the transition period.

During the relocation, our team worked closely with the client and external IT support. This enabled us to understand and capture requirements for networking cables and equipment needed for a successful office move. We implemented a structured plan, including assessing the existing equipment and cabling to ensure the business only purchased and installed what was necessary. By doing so we saved both money and time for the internal IT team.