Meet the Leader

Kyle Castor on value creation in basis points

Kyle Castor, Founder & Principal Architect  •  61 seconds  •  Captions  •  AI-rendered presenter from the studio portrait

Transcript

00:00To private equity sponsors and operating partners here in Las Vegas: your post-acquisition value creation shouldn't be trapped in forty-page slide decks.

00:11At DataOngoing, we measure our work strictly in basis points of EBITDA. Two hours of executive input returns hundreds of automated hours, proven in our 100x time ledger.

00:24First, a 48 to 72-hour AI technology diligence read to price technical debt before wiring capital. Second, compressing your 21-day multi-entity close down to 3. Third, automated floor-to-ledger data ingestion straight into NetSuite.

00:44We ship working code in 14-day sprints. If it does not run in production, the milestone is not billed. Visit DataOngoing.ai to schedule a private advisory session.

  1. How we work →
  2. Read the results ledger →
  3. The productized offers →
  4. The Basis-Point Sprint →

Every figure in the brief is published on this site with its source class; the chapter links go to those pages.

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Home / Case Studies / Four ERPs to One Set of Books in a Chemical Distribution Roll-Up
Field retrospective

Four ERPs to One Set of Books in a Chemical Distribution Roll-Up

A sponsor acquired four chemical distributors in 14 months across four different ERPs. Consolidated reporting took 27 days. We migrated all four into one governed NetSuite tenant and took the close to 3 days.
$180M industrial chemical distribution holding company  •  Specialty chemicals and manufacturing  •  Private equity platform with four add-on acquisitions  •  Modeled composite

The problem

The sponsor acquired four independent chemical distributors in 14 months. Each ran an isolated ERP: two on QuickBooks Enterprise, one on Dynamics GP, one on a neglected NetSuite instance. Consolidated reporting took 27 business days each month, inventory visibility was effectively zero, and custom scripts were failing during peak hours.

What we did

We ran a 72-hour diligence read to identify schema linkages and role risks, then re-architected a single multi-subsidiary NetSuite tenant: standardized chart of accounts, harmonized lot numbering, and migrated four disparate systems into one governed environment.

Results

MeasureBeforeAfter
Consolidated month-end close27 business days3 business days
Redundant SaaS and admin overhead$420,000 / year$85,000 / year
Time to cash68 days DSO41 days DSO
Audit readinessHigh risk, control findingsClean opinion

DataOngoing bypassed six months of vendor slideshows. They delivered a working multi-entity architecture in three weeks that our previous integrator said was impossible.

Composite retrospective; client shown as an archetype and figures illustrate the mechanism. Related: Financial Statement Consolidation in NetSuite

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