Modernise the platform without carrying every legacy decision.
Move from Dynamics NAV or an older Business Central estate without blindly reproducing every customisation. INFOC runs NAV migration and Business Central upgrade programmes for Singapore operations that separate mandatory technical work from valuable process improvement — so the target state preserves business capability, not every historical implementation choice.
IS THIS YOUR SITUATION
The platform is becoming the risk
DELIVERY APPROACH
Move through evidence gates, not presentation milestones
No phase closes because a meeting happened; it closes because agreed evidence exists.
Inventory the estate: versions, objects, extensions, integrations, reports and the scenarios the business depends on. Gate: current state accepted.
Choose the route, give every customisation a disposition and define the target architecture and data strategy. Gate: design and ownership approved.
Convert, configure, remediate reports and integrations, and migrate data through controlled increments. Gate: build evidence complete.
Run regression on critical scenarios, reconcile data, rehearse cutover and close priority defects. Gate: operational readiness accepted.
Stabilise production, transfer ownership and set the update cadence that keeps the estate current. Gate: supportable operating state.
CLEAR ANSWERS
Clear answers before scope begins
Should a NAV or Business Central upgrade include process redesign?
Only where the redesign has a clear operational reason. The programme separates mandatory technical remediation from process improvements so scope, testing and cutover risk remain visible. Bundling everything into one indistinguishable project is how upgrades lose their schedule.
Greenfield reimplementation or brownfield upgrade — which is right?
It depends on facts, not preference. A technical upgrade fits an estate that is sound and understood; a fresh reimplementation fits a heavy, opaque customisation load or a system that describes a business which no longer exists. The inventory comes first, and the recommendation comes with the assumptions written down.
Can one engagement cover more than one service route?
Yes. The routes describe the business entry point, not eight disconnected delivery teams. An upgrade may include optimisation, a readiness programme may surface upgrade work, and all of it runs under one governed roadmap with one accountable owner.
NEXT STEP
Assess the upgrade before you commit the budget
Describe the estate and we will say plainly which route fits and what the evidence has to show.