11.30.24 – SSI – Dan Ferrisi
Integration business leaders reflect on the tools they utilize, the vetting process they undertake and how software is proving pivotal.
Integrators have lots of tools in their toolkits: screwdrivers, wire strippers, multimeters and more. But what about owners and back-office management at integration businesses? What are their tools of the trade?
After all, every day, integration businesses seek to speed up project installation, make billing more efficient, improve documentation and reduce errors in the field.
That’s why, in Commercial Integrator + Security Sales & Integration’s annual Business Resources Deep Dive, we’ll examine software solutions and other resources that empower integrators to run better, more efficient, more profitable, more responsive businesses.
Our editors interviewed some of the most forward-thinking leaders in the technology trades and asked them which tools they use, how they use them and what they’re trying to accomplish.
Our experts include Bill Fons, regional vice president, CTI; Heather Sidorowicz, president, Southtown Audio Video; Brad Kirby, vice president of operations, Sweetwater Integration; and Dalton Parker, director of sales and marketing, TVS Pro. Read on to glean their insights.
Facing Challenges
Sidorowicz is forthright in saying that integrators today face tough challenges: controlling costs, maximizing labor productivity and enhancing overall efficiency, just to name a few.
“Leveraging industry-specific business resources…is crucial in meeting these demands,” she says.
Fons agrees, analogizing running a business to flying an airplane. It’s possible, he says, for single-engine aircraft pilots to rely on Visual Flight Rules and navigate based solely on their immediate surroundings. Larger aircraft, however, require sophisticated instrument panels to gather critical data.
Analogously, Fons declares, “Larger businesses must leverage advanced software and tools to access vital insights that aren’t immediately apparent.”
When it comes to tracking metrics that are essential for successful business management — for example, resource scheduling, the ability to anticipate slow productivity periods and aligning supply availability with production capacity — embracing business software simply drives better outcomes.
It’s an investment thesis that resonates with Kirby.
“A great ERP can not only help you to get a handle on your company or project’s finances,” he explains, “but also help you uncover areas of loss, waste and inefficiency that would normally take several data analysts to uncover.”
But he adds that the suite of software packages now available — solutions for everything from project management to 24/7 monitoring — offer an opportunity to enhance virtually every aspect of integrators’ business operations.
Parker speaks candidly and from experience about the transformative effect of business enablers. He says far too many integrators are wasting resources being active rather than productive, owing to organizational inefficiencies that have gone unchecked.
“Properly deploying software tools has helped our business align employees toward a common goal — dependent on their specific roles and responsibilities,” he states.
Indeed, Parker points to a recent change in software systems and says, “This has [produced] a substantial and monumental change for our company and has brought forth improvements in efficiency and accountability every step of the way.”
Tools Our Experts Utilize
We’ll continue in this vein, allowing our interviewees to testify to the transformative benefits their own organizations have experienced. Sidorowicz immediately points to D-Tools, maker of both the System Integrator and D-Tools Cloud platforms.
“Tools like D-Tools enable businesses to scale effectively while maintaining profit margins,” she attests. “With real-time pricing updates from connected manufacturers, the risk of outdated pricing is eliminated, safeguarding revenue.”
What’s more, from an efficiency standpoint, the software provides streamlined tools — for example, picklists for managing large, long-term projects.
“Additionally,” Sidorowicz remarks, “the mobile features allow teams to update project details such as site contacts instantly, ensuring everyone stays aligned in the field.”
Meanwhile, Kirby says his firm has found great success utilizing Solutions360’s ERP software to manage the business and projects from end to end.
“It allows us all to work on the same platform and creates one view of the business and projects,” he explains. “From sales prospecting, purchasing, receiving, inventory management, field integration and project closeout to customer service, it is an end-to-end software platform.”
What’s more, Kirby adds, Sweetwater Integration is currently in the process of migrating from an AutoCAD environment to Vectorworks design software. This, he says, “…will allow us to deliver a flexible and collaborative design process to architecture, landscaping and entertainment clients.”
For his part, Parker discusses having deployed Zoho One across the TVS Pro organization. Implementing a central cloud-based ERP that ties several resources together has been a game-changer, he says.
“This software runs our entire organization,” Parker declares. “There are separate modules for various functions, such as CRM, finance, inventory, marketing, surveys, social media and analytics. We use a handful of these modules, and they all have native integrations between them to share and align records and data.”
In particular, he touts Zoho Analytics, a business intelligence platform and analytics software.
“Above all other tools we have implemented within the company to date,” Parker enthuses, “this is the most powerful and has far exceeded our expectations. Having all our company data pull into a single analytics platform with the ability to create visuals that coincide with that data is priceless.”
Fons, a respected industry veteran, has utilized a variety of software solutions during his career, including Sage, SAP, HubSpot, Salesforce, Solutions360 and Microsoft Dynamics 365, among others.
In his current role at CTI, however, he emphasizes ongoing development and enhancement of software solutions. Indeed, many companies of CTI’s size have dedicated DevOps teams working on this continuously.
“This focus on improvement is essential,” Fons stresses, “especially given the vast amount of legacy data that larger companies contain. This often necessitates custom capabilities for effective access and utilization.”
Those custom features help tailor the software to meet specific needs and address the unique challenges that legacy data poses.
“We’ve learned that maintaining flexibility in our ERP development is key to navigating these challenges,” Fons explains, reiterating the value of investing in a strong DevOps capability to adapt tools to serve business goals.
The Tools Selection Process
When it comes to onboarding new business resources, Sweetwater Integration starts by forming Kai teams to determine the problem to be solved, meeting regularly to pin down what the group wants to accomplish and allowing each member to present their ideas, including resources with which they’re familiar.
“We then assign a smaller Kai group to continue the process,” Kirby explains. “If the goal is new software, an assigned person will reach out to several manufacturers to get demonstrations or trials of the particular software. We then spend the necessary time to vet the software to see if it fits the needs of the organization.”
Once the software is vetted, the smaller groups present the options to the larger Kai team and the core leadership team to decide how to proceed.
But it doesn’t end there. According to Kirby, “Once the decision is made, we then build a workflow document or RACI matrix outlining the rollout process and who is responsible and accountable for each step along the way.”
Although Fons wasn’t part of the selection process at CTI, he led the initiative at his previous company, operating collaboratively with all relevant stakeholders.
“We conducted numerous product demonstrations, where we critically assessed each option’s capabilities and fit for our needs,” Fons recalls. What’s more, the company engaged in discussions with other firms about their experiences with the solutions, a practice that provided invaluable insights.
“Real-world feedback can highlight strengths and weaknesses that might not be apparent during demos,” he states. And, ultimately, when the company made its decision, it was a collective one. “[This] fostered a sense of ownership and alignment across the organization,” Fons attests.
Diving deeper, Fons acknowledges that the early stages of adoption of the chosen solution ended up being quite challenging. “We learned that initial difficulties are common,” he explains. “But, with commitment and proper support, those hurdles can be overcome.” It’s an experience that just further reinforces the importance of a comprehensive vetting process.
As Fons mentioned, a comprehensive vetting process includes consulting with peers and learning from their experiences. For Sidorowicz, that is central — and it’s part of why she has embraced the Ellipsys integrator network.
“Hearing that a solution works well for another integrator is one of the most valuable resources, which is why being part of groups like Ellipsys is crucial to our growth,” she reflects. “Before we had access to these networks, it was often a matter of trial and error — a process that can waste significant time.”
On a fundamental level, Southtown AV’s selection process puts system robustness front and center, treating cost as a second-tier consideration.
“For instance,” Sidorowicz says, “when we started invoicing and accepting payments through QuickBooks, we saw faster payments — a benefit that far outweighs saving a small percentage.”
Parker recommends having a wider view when selecting a software resource, rather than myopically focusing on today’s problem.
“Look at what issue you are currently facing and how it correlates to all other aspects of your business,” he suggests. For example, consider project managers struggling to report labor hours and utilization rate.
“There are hundreds of software systems that will track time,” Parker says. “But how does your reported time align with the cost of each labor hour? And, more importantly, how does that compare to the labor sold to the customer? Can you compare those values in aggregate to see the company’s success, with the ability to drill down and view each project’s success?”
Parker thinks, for integrators, it’s worthwhile to find out whether the platform they’re evaluating can tie all those data points together, or whether it’ll require adding tasks or positions to cross-examine the data. This illustrates a root-cause approach to problem-solving, as opposed to treating symptoms in an ad-hoc way.
How Suppliers Can Pass the Vet
Sidorowicz’s simple advice for software suppliers trying to earn the business of top-tier integration businesses like hers boils down to this: focus on offering tangible value right from the start.
“A free 90-day trial allows us to fully test the product in real-world scenarios without commitment,” she says. “Free live training is also crucial, ensuring [that] our team can get up to speed quickly and fully utilize the software’s features.”
Given Southtown AV’s excellent experiences with D-Tools, Sidorowicz says integrations with key platforms like that are critical because they streamline workflows and prevent system silos.
“Beyond that,” she adds, “excellent customer service, strong data security, mobile accessibility and a competitive price point are essential criteria that play a significant role in our decision-making.”
Watch: Three Strategies for Streamlining Software Investments [Webinar Dec. 4]
Kirby underlines all these priorities, saying a software supplier must “…set a clear expectation of how the software is going to positively impact our business, what support looks like during the deployment phase [and] what ongoing support options they provide post-deployment. And all that should be in alignment with the purchase price.”
On the security front, he believes it has ceased to be a meaningful differentiator. “In this day and age,” he opines, “we should all be able to expect data security to be a top priority for all manufacturers.”
Fons, who emphasized organizational buy-in when discussing software onboarding processes he has overseen, continues with that theme here. He says the most critical factor to consider when vetting a new software solution is the potential disruption it may cause to operations and staff.
He warns that transitioning to a new system is often more challenging than anticipated and can place considerable strain on team members.
“Suppliers can enhance their appeal by clearly demonstrating their understanding of this reality,” Fons advises. “They should provide comprehensive support throughout the implementation process, including training and resources that minimize disruption.” Thus, it’s not only about transparent communication relative to potential challenges but also about having a clear plan to address those challenges.
This is a point that Parker builds on, reflecting on the vetting process for TVS Pro’s new ERP. “The best software suppliers were those who were the most open and transparent,” he says. “The best had a willingness to express their limitations and shortfalls, as well as what they do well.”
That kind of proactive candor is one step beyond the reactive “break-fix” mentality wherein suppliers simply address questions and concerns as they arise. What’s more, Parker implores integrators not just to trust a single reference; instead, he recommends embracing a more robust process.
“Just like we, as integrators, are put up against competitors by our customers, you need to do the same,” he suggests. “Find the right partners that are willing to work with you and not just for you.”
Single-Purpose vs. End-to-End Software Tools
Next, we consider the relative pros and cons of single-purpose software tools versus end-to-end solutions that aspire to function in a more turnkey manner. According to Parker, most of his company’s business functions require the ability to import and export entire data sets that can be easily related to other data sets. This nudges the firm in the direction of end-to-end software solutions.
He declares, “The only single-purpose software we continue to use are those that can operate completely standalone with no reason to tie any data, KPIs or track usage/progress.”
Fons emphasizes the trade-offs inherent in choosing between single-purpose software and end-to-end solutions, as well as stakeholders’ divergent priorities. Single-purpose software, he says, often emerges as the preferred choice for department staff because of its laser focus on specific tasks.
“For instance, tools like HubSpot, DocSend and Yesware excel at tracking customer behavior, offering detailed insights such as how often a client opens a proposal document or views project drawings,” Fons explains. End-to-end/turnkey software solutions, such as comprehensive ERP systems, by contrast, lack specialized features found in single-purpose tools but offer the advantage of streamlined processes and improved data synchronization across departments.
“We generally prefer end-to-end software because it fosters collaboration and data consistency across the organization,” Fons opines. “This holistic approach not only enhances operational efficiency but also supports better decision-making in the long run.”
Asked about single-purpose software, Kirby points to cost as arguably the biggest benefit.
“You can generally get multiple users efficiently using the software for a fraction of the cost of an ERP,” he says.
Kirby also cites onboarding as another key advantage.
“Generally,” he explains, “the time [required] to onboard and train users on a specific software used for a specific task is [less] than learning an entire ERP.”
The cons he cites echo Parker and Fons’ remarks, flagging a possible lack of cohesion throughout the organization and/or projects if teams are all operating on different platforms.
“This can lead to lost efficiency, disconnected teams, frustration with people and processes, and not being able to get things through the proper channels in a timely manner,” he warns.
Meanwhile, Sidorowicz offers a case study of how integrators and software suppliers can grow with and alongside one another. We’ve already noted that Southtown AV relies on D-Tools to support its business operations — initially, they adopted it for quoting.
“But as D-Tools has evolved,” she says, “we’ve grown with it. Over time, they’ve expanded their offerings to include service agreements, a light CMS and other back-office functionalities that are essential to us.”
Southtown AV also uses QuickBooks, but Sidorowicz hasn’t integrated the tools.
“The two platforms together meet most of our needs,” she attests. “Except for inventory management, which remains an area we’re still looking to address.”
Related: How D-Tools Helped Southtown Audio Video Achieve Stunning Growth
Measuring Business Resources’ ROI
Whether an integration business adopts an end-to-end solution or a constellation of single-purpose software tools, it’s essential that the firm realize measurable ROI from the deployment. We turn to this next.
Kirby says that Sweetwater Integration was able to measure the ROI from its new ERP not long after implementation.
“The new ERP has allowed us to identify trends in decreased utilization and engagement due to the time bill and task assignment options built in the software,” he explains. “Since we operate in multiple offices and have employees that work from home in a half-dozen states, we have been able keep track of employee engagement using the utilization reports built into the time bill module.”
“We can see daily and weekly if we are meeting our utilization goals and if employees have too much or too little on their plate,” he says.
But that’s just scratching the surface of the immediate ROI realization that Sweetwater Integration has enjoyed. Kirby also points to the expense portal and the ability to see in real time the impact of expenses on project gross profit and company EBITDA.
“It also provides us with spending reports per person, per project and per office to track spending trends and see where the majority of our dollars are spent,” he adds. In short, the platform is a central information repository that provides leadership with comprehensive operational visibility.
Parker makes the case that, before an organization can really talk about software ROI, it’s essential to define trackable KPIs to determine success.
“Peter Drucker is credited with saying, ‘What gets measured gets improved,’” he says. “By defining and showcasing to all teams the numbers that need to be measured and how they can affect those numbers, you will naturally see them improve.”
Metrics for success for technicians, for example, might be billable hours, utilization rate, on-time completion, and planned versus actual (e.g., revenue, time, cost, margin).
Regardless of the software resource that gauges these, Parker emphasizes the importance of collaborative thinking in determining metrics and earning popular buy-in, while also giving employees an easy way to chart their own progress. With this approach, he says, “You will see teams working to lift each other up, coach one another [and] beat the goals put in place.”
For Fons, assessing ROI from software resources certainly involves reducing errors, expediting installations and improving lead tracking. However, optimizing internal operations is equally critical.
“Enhanced communication and data sharing have led to more accurate resource planning,” he explains. This can be pivotal in determining, for example, whether to hire a full-time employee or subcontract additional resources during peak periods. “Dashboarding” capabilities are also crucial role here, expediting identification of potential challenges.
“By recognizing issues sooner — much like catching a fire before it spreads — we can take proactive measures to mitigate risks,” Fons states.
Sidorowicz argues that integration businesses will realize the greatest ROI from software solutions when they truly invest in deploying them.
“At this point, our entire business runs on the software platform,” she declares, “making it an indispensable tool for our day-to-day operations.”
Sidorowicz adds, “A well-maintained catalog allows us to generate quotes faster and more efficiently. With Vizio integration, project drawings are seamlessly connected, ensuring accuracy. By adding more detailed information into each project, we minimize the chances for errors in the field.”
The Question of AI
These days, AI is certainly a buzzword; in fact, it has become cliché just to say that AI is overhyped! Nevertheless, we want to explore the topic in the context of business resources like software platforms, where AI-infused capabilities are gaining attention.
Sidorowicz urges integrators to exercise caution before fully embracing software platforms that incorporate AI.
“Our company has grown on the strength of relationships and tailoring custom solutions for our clients,” she states. “While some processes can be standardized, I don’t believe we’re ready to move to a fully AI-driven model just yet.”
However, Sidorowicz does endorse selective use of generative AI tools like ChatGPT, which, she says, can enhance efficiency; examples might include email newsletters or website SEO. “But it should complement your processes,” she emphasizes, “not replace them entirely. It’s a resource — not the whole solution.”
Watch: How Integration Companies Can Improve Efficiencies Using AI
Parker’s firm leverages AI tools to identify data trends and analyze large data sets, as well as for client sentiment and voice-of-customer analysis.
“We can see in real time what keywords are being discussed, positive or negative customer sentiment, overall intention of each contact and more,” he enthuses. “This allows us to review how our customers perceive us based on day-to-day interactions with our entire staff.”
Best of all, TVS Pro’s choice to leverage AI tools means no employee’s workload has increased to collect that data. Generative AI is also delivering for Parker.
“We leverage generative AI for rapid go-to-market samples that we edit and critique before we send anything out to clients, such as mass campaigns, proposals or notifications,” he says. This, of course, saves valuable time by sidestepping what would be a lengthy creation period to see the team’s ideas come to life.
Fons, known in our industry as an AI visionary, is clear-eyed about inherent limitations.
“It lacks the emotional intelligence, empathy and understanding that humans bring to their work,” he acknowledges. “AI doesn’t have the capacity to care about individual circumstances.”
Accordingly, Fons firmly believes that — especially in an industry as relationship-driven as technology integration — the human touch remains irreplaceable, particularly in areas that require understanding, compassion and creativity. However, at CTI, leadership has found ways to leverage AI to enhance efficiency and optimize certain tasks, such as data analysis and predictive modeling.
“Ultimately,” Fons concludes, “AI can play a central role in optimizing operations by handling routine tasks and providing insights, allowing our teams to focus on what they do best: building relationships and delivering exceptional service.”
Advice from Our Experts
We asked our interviewees to share their best ideas for enhancing the business resources they’re using. Kirby encourages suppliers to think about the entire project lifecycle — from presales to completion.
“Most software that is marketed to AV integrators lacks heavily in the CRM and presales design space,” he laments. “They generally have a robust platform for everything that happens at the time of contract until the project is transitioned to service, but the presales side — like CRM, equipment design and drafting — are not adequate.”
For Sidorowicz, immediate engagement tops the wish list. “I would love the option to have a live chat feature or speak with a live agent when needed, rather than having to submit a ticket and wait for a response,” she says.
In addition, Sidorowicz expresses a desire for in-depth, live training sessions for existing customers at events incuding InfoComm, rather than a focus on introductory sessions for potential buyers.
“Lastly,” she adds, “having an integrated inventory platform would be a huge asset for our business.”
Fons calls for a stronger emphasis on seamless integration with other applications and services — something akin to what platforms like Zapier offer.
“Many systems fall short in enabling efficient, real-time communication between diverse tools that businesses use daily,” he explains.
Moreover, Fons calls for software suppliers to shift their focus from simply producing graphic-rich reports to enhancing the depth and accuracy of data collection and implementing advanced parsing capabilities.
“The real value,” he says, “lies in actionable insights derived from the data, rather than the visual presentation alone.”
Parker picks up the point, saying business intelligence and data visualization are the largest areas needing improvement within most of the software tools TVS Pro has investigated.
“Too often, companies are pulling data out of some system, cleaning and organizing that data with some database tool, and applying visuals to convey a message or tell a story,” Parker laments. “Often, by the time you finally pull the data you need, clean and organize it, and apply visuals to it, it is outdated and needs to be done again.”
Integration businesses, he says, need a consistent way to pull that data, make sense of it and turn it into a story — preferably adding a level of automation and real-time visualization.
Parker testifies to his success deploying Zoho One, saying, “Our company is now making the right decisions in all our focus areas — not wasting time trying find the data or not knowing where to start.”
Closing Thoughts
As integrators consider software tools and platforms — whether single-purpose or end-to-end — there is much deliberation to be done. Which tool will provide the greatest ROI? How will the team align on the new platform and use it to the fullest?
Should AI capabilities be infused, or should your organization instead emphasize the human touch? There’s no single right answer; your response to these questions will depend on your business model, your needs and your company culture.
For all of our experts, however, one conclusion is inarguable: Their business resources and software platforms have become indispensable.
“In today’s competitive landscape, leveraging these resources isn’t just beneficial,” Fons concludes. “It’s essential for sustained success.”
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About the Author
Dan Ferrisi, Group Editor, Commercial and Security
Dan Ferrisi has been a B2B editorial professional since November 2004, covering the audio, video, lighting and music industries since the beginning of his career. Getting his start with Sound & Communications, he ascended from assistant editor, to associate editor, to eventually lead editor. He served as editor-in-chief of Commercial Integrator from November 2021 through August 2023 before being promoted to group editor, commercial and security, gaining oversight responsibility of the Security Sales & Integration brand, as well.