Featured Case Study
Blue Cross Blue Shield
Health Plan / CRM, ERP, & Integrations
Blue Cross Blue Shield compliance process built on spreadsheets & no process
Payments couldn't go out until the provider or doctor in question was backoffice compliant, and compliance lived in each staffer's own spreadsheet, every one with a different checklist of what a claim was missing. Staff chased down details by phone and email, one provider at a time, while approved money sat still and providers waited. Sixty developers on payroll and not one system to run any of it on.
94%
More provider payments approved & released within 90 days of go-live
30-60 Days
Cut from every provider's filing-to-payment cycle
70%+
More of what providers actually needed to understand compliance, built in before a line of code shipped
0
New hires required to run compliance intake at full volume
Featured Case Study
RealFoundations, now Newmark RF
Global Property Management / CRM, ERP, & Process
RealFoundations had $220 million in sales sitting unworked
In Sales Pipeline alone, their CRM was full, yet no one followed through with their due diligence. Not only had the sales piece of the CRM been built wrong from day one, reps were also never trained properly, yet none of them said so out loud. Each one ran a personal spreadsheet, dropped new deals into the CRM, then lost them, since follow-up lived somewhere the system couldn't reach. Deals aged quietly for a year and a half while leadership forecasted off numbers that were never real. Montly reporting to the C-Suite was entirely fudged.
$220M
In forgotten sales recovered & put back into an actively worked pipeline
2x+
Annual company revenue returned to view from inside a CRM they already owned
18 Months
Dead aging cleared, with the oldest opportunities actively worked with a clearly defined & viable process again
10 Offices
Across three continents forecasting off one set of numbers
Featured Case Study
Vantage Group
Global Specialty Chemicals / Dynamics, AI, & Integrations
Every vendor globally was walked out the door. Only one survived. TetraCloud Solutions.
Vantage had already watched two enterprise global Dynamics implementations fail, both run by the same top-tier Microsoft MAICPP “partner”, before TetraCloud ever arrived. Then the CEO resigned. The incoming CFO ordered every third-party vendor fired. So the IT Director started ending the contracts one by one. That's when the global leader of Customer Service & Sales out of Bogotá, Columbia told the CFO, “No. TetraCloud stays. Full stop.” The CFO agreed. Ours was the only contract left standing, and the work kept going.
13 Countries
Operating on one global Sales, CRM, & Field Service platform after two failed attempts to build it
60+
Automations & AI workflows now running global business operations, plus Field Service live across Europe
10th
Successful rescue TetraCloud has delivered behind this same “preferred” top-tier Microsoft MAICPP partner
Only 1
Vendor kept when every other contract was cut, because the value was already proven, both quick-wins and complext enterprise problems solved
Featured Case Study
Hutton Construction
Commercial Construction / Data Governance, CRM, & ERP
We asked nine people when the job started. We received literally 9 different answers for the same exact job.
Hutton had already spent $4.5 million on two implementations that never provided them the proper tech tools to successfully run their company on. Five groups each carried a different construction start date, and the CEO's right-hand man closely guarded a gargantuan, sprawling spreadsheet everyone loathed, yet was the only source of truth they had. The one man with the right date, of course, was the Director of Construction. The WIP ran weeks off, over and under billings wouldn't reconcile, and a job leadership believed was profitable was quietly bleeding cash. Not to mention they neither knew what properties they actually owned in their portfolio, nor did they know who owed them rent every month.
5+ Years
Unreliable WIP ended, with a clean schedule on the very next run
9 → 1
Start dates resolved into one governed definition every system agreed on
8 Departments
Five primary & three ancillary, finally working off the same numbers
$4.5M
In prior software spend made productive without replacing the ERP or CRM
