What moves
Everything the seller hands you has a place to land.
Exports, spreadsheets, an old database, a filing cabinet. Each type of record has a home in PRO Enterprise, and every home already knows its branch.
Plan for each service division and every branch.
Portable sanitation, septic, roll-off and fencing each have their own assets, service schedules and billing rules. We map each one along with the yards and teams that run it.
Companies
Who owns what, who invoices, and whose books it lands in. Separate books for separate companies, and roll-up reporting, are scoped during discovery.
Service divisions
The service lines, contract rules, asset types and reports each team needs.
Branches and yards
Local customers, routes, inventory and team access, plus what head office needs to see.
Your proposal spells out what is shared, what stays separate, and what has to be built or connected. A branch is not a legal company.
Discuss your operating structureImplementation example · customer name withheld
Bringing another branch into a regional operation.
A portable sanitation operator with several branches needed its customer, site and dispatch records moved into PRO. One branch alone brought more than 7,000 customers, 24,000 sites, 70 saved routes and 1,900 work orders.
What moved
Customers, sites, saved routes, route stops, work orders and user accounts came over in the branch rollout.
What needed attention
We checked which branch each driver and route belonged to, and fixed the ones that were wrong.
What stayed separate
Recurring contracts moved in their own import. The branch import was one part of the job.
The lesson for any acquisition: decide the record groups, branch assignments and billing steps before you set the cutover date. Each source system gets its own scope and its own checks.
Discuss your acquisitionAgree the checks before the cutover.
The migration plan lists the records to move, the checks that must pass, and who owns each step.
- Inventory the sourceList the customers, sites, units, contracts, balances and history to move, with counts and file formats.
- Map the operationAgree the company and branch lines, service divisions, numbering, price lists, access and connections.
- Test and tie outRun a trial import. Compare the counts and the balances to the old system. Fix the exceptions and decide whether to run one billing cycle in both systems.
- Approve the cutoverAgree the final checks, the cutover date, who does what, and the fallback plan before the old system goes read-only.
- Train and reviewTrain each team on its own workflows. Then check the first dispatch, billing and reporting runs after go-live.
What the controller gets
Give the controller a clear view of the operation.
Branch reporting
Revenue, units on rent and open balances by branch. Division and company reports are defined before the rollout.
Accounting that ties
We agree which system is the book of record, how QuickBooks connects, and how balances get tied out.
Branch-level access
The acquired team sees its own customers, routes and invoices. Head office sees everything. You decide when that changes.
Keep the mapping, branch setup and training plan for the next deal. We review each new source system and set of books before reusing the plan.
Closing on a company?
Tell us what the seller runs today and how many branches you will have after close. We come back with a migration plan and a proposal.