We used a vendor to assist with the QuickBooks migration and they managed the project effectively and with care. I was so impressed with them that I joined their team.

The transition process took just under three to four months. This involved migrating supplier previous balances and setting up suppliers and customers in the new system with multiple entities, along with handling fixed assets and other essential data transfers. During this transition, we collaborated with a third-party consultant who played a significant role, as we primarily sourced subscriptions through this third-party company, which also provided valuable support throughout the process.

The deployment process involves several key steps. First, it's crucial to establish a strong understanding of your client's needs through requirements gathering. You must grasp what the customer wants, which includes their desired system outputs and reports. The second step is to document these requirements. This documentation is essential for both you and the client to review, ensuring that everyone understands and agrees with the documented requirements. Once the client is satisfied, they can sign off on the requirements, and you can proceed to user acceptance training, as well as building the company file. During the user acceptance training, you walk through various aspects of the system, such as the chart of accounts, with the client. They can sign off on the document, or if needed, suggest changes. After UAT is complete and the client signs off, the system goes live. This means you'll take balances as of a specific cutoff date, typically transitioning from another system and users can then begin working in Sage Intacct. Following the go-live phase, you provide handholding support. This entails walking through the system with users for a period, which may last a week or even a month, depending on the users' familiarity with the system. Once the users are confident and comfortable, and you believe the deployment was successful, you can officially sign off on the project. The number of people involved in a deployment can vary based on the project's complexity. For simple financial deployments, such as setting up accounting for one or two entities, it's possible to manage the deployment on your own. However, having two consultants can expedite the process and distribute responsibilities. The more complex the project with multiple integrations, the larger the team may need to be and you might have about six people working on the project to ensure its success.

At my previous firm, we were an accounting firm, the people were involved with the software for extremely long periods of time. We had people with technical proficiency that could train us. For the most part, because a lot of our clients were fairly new to assist them with some of the components and they had trouble getting up to speed. They didn't know what to do, so we initially had consultants that got us up and running.