/ 01 · Banking
Aging core banking platforms and tightly coupled middleware that nobody dares to touch.
The core is old, but the core is rarely the real problem — the real problem is the twenty years of middleware, batch jobs, and side systems welded onto it. Every integration was rational at the time; together they form a system nobody fully understands and everybody is afraid of. Rip-and-replace pitches ignore that your book of business lives inside that fear.
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/ 02 · Insurance & MGAs
Policy administration systems built decades ago, fed by spreadsheets and email.
The policy admin system is the core of the estate and often older than the underwriters using it. Around it: rating spreadsheets that are the real product engine, document folders that are the real claims file, and email that is the real integration bus. Replacing the PAS is a famous graveyard of insurance IT projects — the craft is in sequencing what moves off it, and when.
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/ 03 · Private Equity Portfolio
Inherited ERP zoos and shadow IT from acquisitions that were never properly integrated.
Buy-and-build without integrate-and-simplify produces the ERP zoo: four ERPs, three payroll systems, a dozen department-level SaaS subscriptions nobody centrally knows about, and key processes running on one analyst's Access database. The zoo isn't just costly — it makes the platform hard to diligence, hard to report on, and hard to sell.
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/ 04 · Manufacturing
On-prem ERP, custom PLC programs, and brittle integrations layered over decades.
Manufacturing legacy is physical: the ERP is on-prem and heavily customized, the PLC programs were written by a contractor who retired, and the integration layer is a folder of CSV exports on a schedule. It all works — until the one person who understands it takes vacation. Modernization here means respecting that production cannot stop while the estate is untangled.
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/ 05 · Distribution & Logistics
Legacy WMS, EDI plumbing, and paper-based warehouse workflows that won't scale.
The WMS was installed a decade ago and customized until upgrades became impossible. EDI runs the trading-partner relationships through mappings nobody remembers writing. Paper pick tickets survive because the mobile hardware budget was cut three years running. This estate holds until volume spikes — then peak season becomes an annual near-death experience.
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/ 07 · Construction
Aging project management tools, Excel-based estimating, and fragmented document control.
The estate grew one project at a time: an aging PM tool here, estimating in a spreadsheet only the chief estimator can drive, document control split across email, drives, and whichever platform the owner mandated. Every project runs slightly different tooling, so nothing learned on one job compounds to the next. The company's real knowledge base is retiring in five years.
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/ 09 · Telco
OSS/BSS stacks layered over decades, with billing systems no one fully understands.
Telco legacy is stratigraphy: provisioning logic from three ownership changes ago, a billing system whose rating rules nobody alive fully understands, inventory systems that disagree with the physical plant, and integration spaghetti binding it all. Every product launch and every acquisition adds a layer, and the fear of touching billing quietly vetoes strategy.
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